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CHAPTER-I INTRODUCTION
INTRODUCTION ABOUT THE STUDY There was been much concern today about the decent wages, convenient working hours, conductive working conditions, etc. There is no generally acceptable definition about this term “Quality of Work life”. However, some Attempts were made to describe the term quality of work life. It refers to the Favorableness or unfavourableness of a job environment for people. J. Richard and J. Lay define as the Quality of Work life degree to which members of a work organization are able to satisfy important personnel needs through their experience in the organization. Quality of work life improvements are defined as any activity which takes place alt every level of an organization, which seeks greater organizational Effectiveness through the enhancement of human dignity and growth. A process through which the stock-holders in the organization management, unions and employees-learn how to work together better to determine for themselves that actions, changes and improvements are desirable and workable in order to achieve the twin and simultaneous goals of an improved quality of life at work for all members of the organization and greater effectiveness for both the company and the unions. Quality of work life (QWL) is viewed as an alternative to the control approach of managing people. The QWL approach considers people as an ‘asset’ to the organization rather than as ‘costs’. It believes that people perform better when they are allowed to participate in managing their work and make decisions Quality of Work Life (QWL) can be defined as an extent to which an employee is satisfied with personal and working needs through participating in the workplace while achieving the goals of the organization. Louis and Smith (1990)
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research identified the importance of QWL in reducing employee’ turnover and employee well-being impacting on the services offered.
Initially, Quality of Work life concept was used only for job redesigning process by considering social- technical system approach, but gradually this concept was broadened by considering large interventions. Focusing on improving Quality of Work life to increase the contentment and satisfaction of employees can result in various advantages for both employees and organization. Through the effective implementation of interventions of Quality of Work life such as flexible time, job enrichment, job enlargement, autonomous work group culture, it is possible to enhance status of Quality of Work life in employees. These interventions ensure the full use of a worker’s potential by assuring greater involvement which makes the work more effective and efficient by augmenting the quality. Quality of Work life also provides opportunities for active involvement of employees in decision making process. Human resource is an asset to the organization; an unsatisfied employee is the first enemy of the organization. To sustain in competitive market, organizations have to maintain skilled employees. Employees have to be treated as an asset not liability and this is possible only through the humanized job design process, known as Quality of Work Life.
DEFINITION “Quality of Work life is a way of thinking about people, work and organizations, distinctive elements are (i) a concern about the impact of work on people as well as on organizational effectiveness, and (ii) the idea of participation in organizational problem-solving and decision making.” —Nadler and Lawler.
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EVOLUTION AND DEVELOPMENT OF QUALITY OF WORK LIFE Like others concepts, evolution of QWL is also traced back to various phases in history. One such tracing is done by Walton by turning the pages of history of the last century. He reports that in early 20th century, legislation was enacted to protect employees from job injury and to eliminate hazardous working conditions on the one hand and inauguration of unionization movement, on the other. Emphasis was given to work related conditions such as job security, due process at the work place and economic gains for the worker. This was followed by propounding different theories by psychologists proposing a positive relationship between morale and productivity. It was against above background that finally, in the 1970s, the idea of QWL was conceived. QWL was quite broader in sense and scope than these earlier stray developments mentioned above. Human values, needs and aspirations were at the heart of the concept of QWL. The theories of motivation and leadership propounded by the behavioral scientists also served as seed bed for the development of the concept of QWL. To quote Maslow depicted in his well-known theory, ‘Need hierarchy theory of motivation’, the complexity of human nature with regard to needs and their satisfaction. He says that no sooner the lower order needs are satisfied, people start seeking satisfaction for higher order needs of their need-hierarchy. CONSTITUENTS OF QUALITY OF WORK LIFE Walton lists eights conceptual categories i.e. constituents that together make up the quality of working life. These are briefly discussed below: Work Environment: Working environment is a place in which one works. It is a social and professional environment in which employees are supposed to interact with a number of people, and have to work with co-ordination in one or the other way. Safe and healthy working conditions ensure good health, continuity of services, decreased bad labor management relations. A healthy worker registers a high productivity. Employees are cheerful, confident and may prove an invaluable asset to the
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organization if the working environment is good. It consists of safe physical and mental working situations and determining reasonable working hours. Organization Culture and Climate: Organization culture is a set of properties and organization climate is a collective behavior of people that are part of an organization values, vision, norms etc. Promotion opportunities, promotion and reward evaluation criteria used are both under the direct control of an organization and subject to the organization's policies. Relation and Co-Operation: Relation and cooperation is a communication between management and employees, concerning workplace decision, conflicts and problem resolving. Work and career are typically pursued within the framework of social organization and the nature of personal relationships becomes an important dimension of Quality of Work Life. Acceptance of the workers is based on skills, work related traits, abilities and potential without considering the race, sex, physical appearance, etc. Training and Development: Training and development is an organizational activity aimed at bettering the performance of individual and groups. QWL is ensured by the opportunities provided by the job for the development of the employees and encouragement given by the management to perform the job, having good conditions to increase personal empowerment and skills. Compensation and Rewards: Compensation and rewards are motivational factors. The best performer is given the rewards, and this builds the competitions among the employees to work hard and to achieve both organizational and individual goals. The economic interests of employees drive them to work and employee satisfaction dependent to some extent on the compensation offered. Pay should be fixed on the basis of the work done, individual skills, responsibilities undertaken, performance and accomplishments. Facilities: 4
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Facilities play major role in actualization of the goals and objectives by satisfying both the physical and emotional needs of the employees. Facilities include food service, transportation, security, etc. Many employers have found it beneficial to allow alternate work arrangements for their employees. This is one method to increase employee productivity and morale. The alternate work arrangements to the employees include flexible working hours, shorter or no commute, and secure working environment.
Job Satisfaction and Job Security: Job satisfaction is the favorableness or un-favorableness with which employees view their work. Job satisfaction is impacted by job design. Jobs that are rich in constructive behavioral elements such as work autonomy, task variety, identity, work significance and feedback etc. contribute to employees’ satisfaction. Employees want stability of employment and do not like to be the victims of whimsical personal policies and stay at the mercy of employers. Job security is another factor that is of concern to employees. Permanent employment provides security to the employees and improves their QWL. Autonomy of Work: In autonomous work groups, employees are given the freedom of decision making. Workers themselves plan, co-ordinate and control work related activities. It also includes different opportunities for personnel such as independency at work and having the authority to access the related information for their task. Adequacy of Resources: Resources should match with stated objectives; otherwise, workforce will not be competent to achieve the predefined objectives. This results in employee dissatisfaction and lower QWL. Adequacy of resources has to do with enough time and equipment, adequate information and help to complete assignments.
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FACTORS INFLUENCING THE QUALITY OF WORK LIFE Factor 1: Remuneration: The most important factor that emerged out of the analysis is ‘remuneration. This factor establishes that the most important determinant of the quality of work life is remuneration. The respondents feel that their pay and perks should be in proportion to their skill set and knowledge base. They also expect salaries at par with the prevalent market rate. Further, they also expect to be paid for overtime and during probation period. Perks like free transport, free accommodation and provident fund are sought. Factor 2: Opportunities for personal growth: With the intense competition in the banking industry, personal growth and advancement are an important prerequisite to a good quality of work life in this industry. This factor establishes this argument .After a handsome remuneration, bank employees in India seek opportunities for personal growth .The variables loaded on this factor clearly indicate that employees consider training in latest techniques, skill up gradation and fair appraisal of their performance as important variables influencing the quality of work life. Factor 3: Supportive leadership and structures: In sync with the findings of the study conducted by Runcie in 1980, the present study also points out a good quality of leadership and streamlined organizational structures as an important determinant of the quality of work life. All the six variables loaded on this factor are indicative of the same. Employees are looking for a clear delineation of their duties, responsibility and authority. They also appreciate involvement in decision-making, availability of a forum where they can voice themselves and leniency in case of mistakes made. Factor 4: Work environment: The current study reinforces the same. The five variables loaded on the current factor, clearly indicate that a good work environment improves the quality of work life. Bank employees in India seek hygienic work conditions, low levels of 6
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stress, good safety and health policies, equality and dignity of labour. Ensuring that the work environment provides these to the employees will significantly help in improving employee morale and hence work satisfaction. Factor 5: Work life balance: An individual needs to create an effective balance between his personal and work life. Ensuring that an employee has adequate leisure time and opportunities to spend quality time with his family will definitely improve the quality of work life.
MEASURING QUALITY OF WORK LIFE A) 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 (EI), employees feel a sense of responsibility, even ownership ́ of decisions in which they participate. To be successful, however, EI 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. B) Quality circles: Quality circles are small groups of employees who meet regularly with their common leader to identify and solve work-related problems. They are a highly specific form of team building, which are common in Japan and gained popularity in North America in the late1970s and early 1980s. By the 1980s most medium- and large-sized Japanese firms had quality control circles for hourly employees. This effort began as a quality improvement program but has since become a routine procedure for many Japanese managers and cornerstone of QWL efforts in many Japanese firms. Several characteristics make this approach unique. First, membership in the circle involuntary for both the leader (usually the 7
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supervisor) and the members (usually hourly workers). Secondly, the creation of quality circles is usually preceded by in-house training. For supervisors these sessions typically last for two or three days. Most of the time is devoted. To discussions of small-group dynamics, leadership skills, and indoctrination in the QWL and quality circle philosophies. About a day is spent on the different approaches to problem-solving techniques. The workers also receive an explanation of the supervisor’s role as the group’s discussion leader and information on the quality circle concept. Thirdly, as is pointed out in the training, the group is permitted to select the problems it wants to tackle. Management may suggest problems of concern, but the group is empowered to decide which ones to select. Ideally, the selection process is not by democratic vote but is arrived at by consensus, whereby everyone agrees on the problem to be tackled. When employees are allowed to select the problems they want to work on, they are likely to be more motivated to find solutions. And they are also more likely to be motivated to stay on as members of the circle and solve additional problems in the future. C) Socio-technical systems: Another intervention to improve QWL is the use of socio-technical systems. Socio-technical systems are interventions in the work situation that restructure the work, the work groups, and the relationship between workers and the technologies they use to do their jobs. More than just enlarging or enriching a job, these approaches may result in more radical changes in the work environment. D) Autonomous work group: A more common, still rare, approach to employee involvement is the use of autonomous work groups. These are teams of workers, without a formal company-appointed leader, who decide among themselves most decisions traditionally handled by supervisors. The key feature of these groups is a high degree of self-determination by employees in the management of their day-to-day work. Typically this includes collective control over the pace of work, distribution of tasks, organization of breaks, and collective participation in the recruitment and
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training of new members. Direct supervision is often necessary. QWL is more likely to improve as workers demand jobs with more behavioural elements. These demands will probably emerge from an increasingly diverse and educated work force that expects more challenges and more autonomy in its jobs such as worker participation indecisions traditionally reserved for management.
NATURE AND SCOPE OF QUALITY OF WORK LIFE 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.” Quality of work life represents concern for human dimensions of work and relates to job satisfaction and organizational development.
THE FOLLOWING ASPECTS IMPROVE THE QUALITY OF WORK LIFE 1. Recognition of work life issues: Issues related to work life should be addressed by the Board and other important officials of the company like why people are not happy, do they need training, why employee morale is poor and numerous other issues. If these are addressed properly, they will be able to build, “People-Centered Organizations”. 2. Commitment to improvement: QWL can be improved if the staff is committed to improvement in productivity and performance. This issue can be taken by the board through staff recognition and support programmers. Board should prepare QWL reports on periodic basis to boost the system. They can also introduce reward system which will be of help to them.
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3. Quality of work life teams: Board members should form the combined team of managers and workers and all the issues and common themes must be identified. Work Life Teams = Managers + Staff All issues must be addressed like loss of morale, lack of trust, increased intensity of work, reward, recognition etc. and commonly, managers and staff should arrive at solutions. 4. Training to facilitators: Both the leader and staff can assess the job requirement and decide jointly what type of training is required to improve the quality of work life 5. Analyze information from focus group: After the formation of focus groups and their discussion on different issues and collection of information, the information should be analyzed to give right direction to organizational activities. 6. Identify and implement improvement opportunities: It is important to identify and implement improvement opportunities like communication, recognition and non-monetary compensation. Improving support structure, constant review of reward and recognition system etc. would help in formulating communication strategies, focusing on linkages between managers and staff 7. Flexible work hours: The diverse work force of today does not want to work for fixed hours or days. They want flexibility in their work schedule so that professional and personal life can be managed together.
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8. Flexibility can improve the Quality of Work life in the following ways: i. Work for longer hours in a day with less number of working days in a week. ii. Going to office for fixed hours but in different time slots rather than fixed working hours. Many companies even provide the flexibility of work from home. 9. Autonomy to work: Delegation is an essential element of organization structure. People want freedom to work in their own way, in terms of forming teams and making decisions. If they are allowed to do so, it enhances the QWL. An organization with high quality of work life is “an organization that promotes and maintains a work environment that results in excellence in everything it does – by ensuring open communication, respect, recognition, trust, support, wellbeing and satisfaction of its members, both, personally and professionally”. IMPORTANCE OF QUALITY OF WORK LIFE: 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 important because of the following reasons, 1. Enhance stakeholder relations and credibility: A growing number of companies that focus on QWL improve their relationships with the stakeholders. They can communicate their views, policies, and performance on complex social issues; and develop interest among their key stakeholders like consumers, suppliers, employees etc. 2. Increase productivity: Programmes which help employees balance their work and lives outside the work can improve productivity. A company’s recognition and support — through its
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stated values and policies — of employees’ commitments, interests and pressures, can relieve employees’ external stress. This allows them to focus on their jobs during the workday and helps to minimize absenteeism. The result can be both enhanced productivity and strengthened employee commitment and loyalty. 3. Attraction and retention: Work-life strategies have become a means of attracting new skilled employees and keeping existing ones satisfied. Many job seekers prefer flexible working hours as the benefit they would look for in their job. They would rather have the opportunity to work flexible hours than receive an additional increment in annual pay.
More employees may stay on a job, return after a break or take a job with one company over another if they can match their needs better with those of their paid work.
This results in savings for the employer as it avoids the cost of losing an experienced worker and recruiting someone new.
Employers who support their staff in this way often gain loyalty from the staff.
4. Reduces absenteeism: a. Companies that have family-friendly or flexible work practices have low absenteeism. Sickness rates fall as pressures are managed better. Employees have better methods of dealing with work-life conflicts than taking unplanned leave. b. Workers (including the managers) who are healthy and not over-stressed are more efficient at work. 5. Improve the quality of working lives a. Minimizing work-life role conflict helps prevent role overload and people have a more satisfying working life, fulfilling their potential both in paid work and outside it.
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b. Work life balance can minimize stress and fatigue at work, enabling people to have safer and healthier working lives. Workplace stress and fatigue can contribute to injuries at work and home. c. Self-employed people control their own work time to some extent. Most existing information on work-life balance is targeted at those in employment relationships. However, the self-employed too may benefit from maintaining healthy work habits and developing strategies to manage work flows which enable them to balance one with other roles in their lives. 6. Matches people who would not otherwise work with jobs: a. Parents, people with disabilities and those nearing retirement may increase their work force participation if more flexible work arrangements are made. Employment has positive individual and social benefits beyond the financial rewards. b. Employers may also benefit from a wider pool of talent to draw from, particularly to their benefit when skill shortages exist. 7. Benefiting families and communities: a. In a situation of conflict between work and family, one or other suffers. Overseas studies have found that family life can interfere with paid work. QWL maintains balance between work and family. At the extreme, if family life suffers, this may have wider social costs. b. Involvement in community, cultural, sporting or other activities can be a benefit to community and society at large. For instance, voluntary participation in school boards of trustees can contribute to the quality of children’s education. While such activities are not the responsibility of individual employers, they may choose to support them as community activities can demonstrate good corporate citizenship. This can also develop workers’ skills which can be applied to the work place.
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8. Job involvement: Companies with QWL have employees with high degree of job involvement. People put their best to the job and report good performance. They achieve a sense of competence and match their skills with requirements of the job. They view their jobs as satisfying the needs of achievement and recognition. This reduces absenteeism and turnover, thus, saving organizational costs of recruiting and training replacements. 9. Job satisfaction: Job involvement leads to job commitment and job satisfaction. People whose interests are protected by their employers experience high degree of job satisfaction. This improves job output. 10. Company reputation: Many organizations, including Governments, NGOs, investors and the media, consider the quality of employee experience in the work place when evaluating a company. Socially responsible investors, including some institutional investors, pay specific attention to QWL when making investment decisions.
SIGNIFICANCE OF GOOD WORK-LIFE QUALITY 1. Decrease absenteeism and increase turnover. 2. Less number of accidents. 3. Improved labor relations. 4. Employee personification. 5. Positive employee attitudes toward their work and the company. 6. Increased productivity and intrinsic motivation. 7. Enhanced organizational effectiveness and competitive advantage. 8. Employees gain a high sense of control over their work. 14
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PROBLEMS IN IMPROVING THE QUALITY OF WORK LIFE Though every organization attempts to improve the employer-employee relations and through it, the quality of work life of employees, problems may occur in effective implementation of QWL programmes. These problems may occur because of, 1. Poor reward and recognition: People will not do their best when they feel that employers’ commitment in terms of reward and recognition is lacking. Commitment is a mutual phenomenon. When employers want to get the best from employees but do not give them reward and recognition, people will not be committed to work 2. Dead-end jobs: Work which does not offer opportunities for growth and promotion is one of the greatest reasons for employees’ de-motivation and non-commitment. Jobs which deprive employees of self-development and growth opportunities lead to high dissatisfaction and disloyalty. 3. Managing by intimidation: Mistreating people and managing them by threats and embarrassment leads to employees’ dissatisfaction and weakens their commitment. In a best seller book” The Loyalty Link” Dennis G. Mc Catty has identified managing by intimidation as one of the seven ways which undermine employees’ loyalty.
4. Negative working environment: Non-acceptance by colleagues, non-cooperation, too much politics, and negative behavior by colleagues, supervisors and other people in the company also hamper commitment. At the end of the day people want peace of mind, which if not available in the work environment will discourage them to show total support to the company. 15
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5. No job security: One of the major needs of employees is job security. If the employee feels that he can lose his job anytime, he would not be committed towards company’s goals. 6. Negative attitude: Some people by nature are not committed to anything and anyone and as such they would not be committed to their employers also. Commitment is an attitude and those who lack it will not be committed to their jobs.
QUALITY OF WORK LIFE IN THE INDIAN CONTEXT: It won’t less than correct to mention that, of late, QWL in India has emerged as a movement it is the v.v.Giri national institute of labor which took an active lead in familiarizing the concept of QWL in India. Following are the major that led to the QWL movement in our country: 1.Available evidences indicate that the changing profile of the Indian worker from an illiterate, rural, low caste individuals
to educate, urban and essentially
belonging to upper strata of caste structure has made him/her more concern for own hopes and aspirations. The blue collar worker for example seems more committed one duly molded to fit in the emergent social structure of the day. 2. That worker is not just like other factors of production such as machinery, land, and capital but a human being with feelings and emotions, has made organization behave with workers accordingly. The establishment of a separate ministry of human resources development by the government of India is a testimony to such realization. However the Indian worker is so far deprived of such a position is reported by Sen. Gupta. Indian worker wish has yet to be duly recognized and rewarded accordingly. 3. In India around 10 percent of worker in organized sector are unionized. The past records relating to labor unions lend enough evidence that the unionized work
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force has been much vocal for demands of one type or other. These usually relate their better working conditions. 4. That human behavior is highly unpredictable and complex underline the needs for the study of the organizational behavior.QWL is one of the newer concepts experimenting how to make effective utilization of human resources. CONCLUSION Quality of Work life in India seems in practice in a variety of operational systems like workers participation, job enrichment, quality circles, etc. Here, an attempt has been made to give an over view of these in terms of their broad coverage and experiences of Indian organization with them.
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CHAPTER II
REVIEW OF LITERATURE
The concept of quality of work life (QWL) deals with the issue of how rewarding or satisfying the time spent in the workplace. As such, QWL may reflect working conditions and contextual issues such as relationships with work colleagues and the intrinsic satisfaction of the job itself. A movement focusing on employee perceptions of job satisfaction and job challenges, health and safety at work, job fulfillment and working conditions and the balance between work and non-work. The movement has promoted such things as flextime, autonomy, employee participation in decision-making, etc. Underlying this use of QWL is the belief that it enhances employee performance and productivity; however, empirical proof of this relationship is not conclusive. Quality of working life is dependent on the extent to which an employee feels valued, rewarded, motivated, consulted, and empowered. It is also influenced by factors such as job security, opportunities for career development, work patterns, and work life balance.
Sairam Subramaniam and Saravanan (2012), did research on “Empirical study on factors influencing on quality of work life of commercial bank employees”. This study was conducted in the Coimbatore city of Tamil Nadu, with the sample size of 100 and it has been collected from 23 branch networks of public and private sector commercial banks. A structured questionnaire has been administered to collect data from the respondents by using simple random sampling techniques. This study laid focus on the factors influencing quality of work life, socioeconomic background of respondents, expectations of employees in the work place. Simple percentage analysis, factor analysis and chi-square test were used to draw analysis and inference of the study. This study concluded that the employees were facing poor work life quality in the work place. Hence banking employees ought to pay more attention on bringing more work life quality policy and its implementation.
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Shiney Chib (2012), did research on “Quality of Work life and organizational performance at work place of a private manufacturing unit Nagpur”, India through a structured questionnaire containing 31 items related to 6 variables, namely organizational performance, job satisfaction, QWL, wage policy, company policy and union policy. The researcher has formulated two models, one is organization performance depends on QWL, Job satisfaction, wage policy, company policy and union participation and the other one is QWL which depends on Organization performance., job satisfaction, wage policy, company policy and union participation. The collected data were analyzed using simple percentage, regression and correlation analysis. The study reveals that both the models stand true and QWL had significant relationship with organizational performance.
Natarajan and Annamalai (2011) did research on “A Study on Quality of Work Life in Pondicherry University”. Pondicherry as perceived by the teaching and non teaching staff ” that present job, working conditions and work culture are highly influencing Quality of Work Life in the university and present pay, promotional policy and supervisory system are moderately influencing the quality of work life.
Prachi Bhatt (2011) did research on “ Quality of Work Life in changing Business Dynamism – ‘‘A study on Perceptual Difference in Public and Private Sector”. That the public sector employees are relatively more satisfied with their working conditions, their job, relations with the peers etc. and thus find it easy to balance their work life than the private sector employees and the same in the case of Job satisfaction level which is more in public sector employees than private sector.
Victor and Thavakumar (2011) did research on ‘‘Family conflict among married banking women employees”. The data for this study came from 100 married women in public and private banks who responded to a self administered questionnaire. By using the primary and secondary data, the researchers tend to find 19
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out extent of work characteristics and family characteristics influence on the work family conflict. The work characteristics include number of hours worked, work flexibility, work stressors. The family characteristics include number of children, age of children, family support. The researchers used the organisations’ reports, magazines as their secondary data and collected the primary data based on questionnaire and interview.From the discussion of the findings, several implications arouse. There is a need for greater spouse-support, flexible work schedule, child care centers and family support in order to alleviate work family conflict. Maintenance of good marital relations is important in reducing spouse conflict and increasing well being in women employees.
Nadeem Malik (2011), did research on ‘‘ Occupational stress experienced by private and public sector banks employees in Quetta city”. A randomly selected sample of 200 employees from private and public sector banks shows that occupational stress is found higher among private bank employees compared to public bank employees. Among different occupational stress variables role over load, role authority, role conflict and lack of senior level support contribute more to the occupational stress. Bank employees can not afford the time to relax and “wind down” when they are faced with variety, discrimination, favoritism, delegation and conflicting tasks. Daljeet Kaur (2010) did search on, “Aims to gain an insight into current working life policies and practices of employees in ICICI Bank Ltd” in Chandigarh. Several notable factors that influence quality of work life are Fair Compensation, Safe and healthy working environment, adequate performance appraisal, career growth opportunities, Training and development etc. On the basis of his study he said that employees of ICICI bank Ltd. in Chandigarh Region were happy with the working conditions of the Bank. They felt that they were safe and secure in Bank. They felt that Bank should start their own transport facilities for the staff. However, the dissatisfaction among them was the less growth opportunities. They were not provided with extra care like health camps etc. They were not happy
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with the way performance appraisal was done and felt that their management was not flexible with their social responsibilities and hence they were less satisfied with their jobs.
Sanjeev K. Sharma and Geeta Sharma (2010) did research on “Perceived Quality of Working Life among employees in banks” to identify the extent to which banks are meeting the employee’s expectations on the Quality of work Life Dimensions. The dimensions of QWL selected are health and well being, job security, job satisfaction, competence development and the balance between work with their life style. A total of 150 valid questionnaires were obtained from the employees of selected public and private sector banks in Chandigarh. They concluded that a happy and healthy employee will give better turnover, make good decisions and positively contribute to the organizational goal. An assured good quality of work life will not only attract young and new talent but also retain the experienced talent.
Rochita Ganguly, Mukherjee ( 2010), did research on, “ The study of Nature of the perceived quality of work life (QWL) of the university employees” , the nature of their job satisfaction, the nature of association between QWL and Job Satisfaction. The results indicate that the selected group of university employees perceived different aspects of their quality of work life as either uncongenial viz. Autonomy, top management support and worker’s control mainly or they have had a certain amount of dilemma to comment on a few other aspects such as personal growth opportunities and work complexity mainly bearing the potential involving a slight trend of negative opinion.
Shilpa Sankpal, Pushpa Negi and Jeetendra Vashishtha (2010) did research on ,
“organizational role stress of employees of public and private
banks”. The study was conducted in Gwalior city and a sample of 100 bank employees were used for data collection – 50 each from public and private sector. The data collected was subjected to analysis through T-test for comparing between the employees of public and private sector banks. Overall 11 hypotheses were tested. 21
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Data was compared on the basis of inter role distance, role stagnation, role expectation conflict, role erosion, role overload, role isolation, personal inadequacy, self role distance, role ambiguity and resource inadequacy. The study has highlighted that there is a significant difference between the role stress of public and private sector bank employees. It was found that the private bank employees experienced higher organizational role stress than their public bank counterparts. Looking at the various aspects of components of organizational role stress, it was found that there was no difference between the Public and Private Sector bank employees in certain aspects like role expectation conflict, role isolation and personal inadequacy and role ambiguity.
Meenakshi Gupta and Vikas Sharma (2009) did search on “Quality of Work Life – A Study of bank employees in Jammu region” to determine whether and how the quality of work life affects the satisfaction level of employees of banks. The study found that among the independent demographic variables, the best predictor was annual income followed by marital status, sex, education, family size and job experience. The factor which was ranked as a best factor that was perceived as satisfactory by the employees was opportunities for personal encouragement. However factors as participation in decision making and rewards were found to have a significant impact on employee’s satisfaction. The banking sector should take note of this and should encourage employees’ participation in decision making and they should be rewarded for their performance to attain satisfaction.
Patiraj Kumari and Pooja khanna (2007) did research on “The Quality Of Working Life in relation to Mental Health Of Bank Employees” to investigate the quality of work life (QWL) in relation to mental health of bank employees. A total number of 200 bank employees were selected from banks of Haridwar and Dehradun (Uttaranchal) comprising 150 employees from public and 50 employees from private sector banks. The result revealed significant positive correlation between QWL and mental health. Private sector bank employees were found to be more mentally healthy than the employees of public sector banks.. The study also revealed significant difference between the mental health of high and low quality of working life groups. 22
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In public sector banks social integration in the work organization and in private sector banks safe and healthy working condition has the highest contribution towards mental health.
Triveni.S, Amminabhavi and Vijayalaxmi A. Amminabhavi (2005) did research on “A Study Of Quality Of Work Life Of Nationalized And Non Nationalized Bank Employees” to determine scientifically the level of quality of work life(QWL) of nationalized and non-nationalized bank employees. To achieve the objective, the Quality of Work Life-Condition/Feelings form was administered on a sample of 78 bank employees of which 39 were from nationalized and 39 from non nationalized banks in Hubli-Dharwar Corporation area. The obtained responses were scored and subjected to t-test. The results revealed that the nationalized bank employees have significantly higher QWL than those of non-nationalized bank employees in the dimensions like- autonomy, Work speed and Routine, Work complexity as well as the composite QWL-Conditions. The incidental analyzes in the study revealed that the bank employees who expressed higher life satisfaction have shown significantly higher QWL with regard to conditions than those who expressed moderate life satisfaction.
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CHAPTER III RESEARCH METHODOLOGY
INTRODUCTION: Research is a systematic inquiry that investigates hypotheses, suggests new interpretations of data or texts, and poses new questions for future research to explore. Research is defined as a “systematized effort to gain new knowledge”. Research the word itself gives the meaning of re-searching, researching more relevant facts from the existing facts. It can be an academic activity and such the term should be used in a technical sense. Research consists of asking a question that nobody has asked before, doing the necessary work to find the answer, and communicating the knowledge you have acquired to a larger audience.
NEED OF THE STUDY
The study is intended to evaluate the quality of work life of the employees because effective quality work life is essential to achieve goal of the organization.
The presence of quality of work life in organization, leads to numerous positive outcomes.
This study helps to realize the importance of quality of work life in organization.
TITLE OF THE STUDY: “A STUDY ON QUALITY OF WORK LIFE OF BANK EMPLOYEES”.
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OBJECTIVES OF THE STUDY: The present study has been carried out to achieve the following objectives : 1. To find out the influence of demographic variables such as age, gender, designation, education, job experience, income, area of banks etc. On the level of quality of work life among employees. 2. To find out the perception of bank employees regarding various dimensions of quality of work life. 3. To find out the level of quality of work life in banks. 4. To find out the impact of quality of work life on bank employees 5. To make suggestions based on the present study to improve the quality of
work life and of the banks. 6. To find out the perception of bank employees regarding to various components of quality of work life.
7. To find out the problems in improving the quality of work life. 8. To make suggestions based on the present study to improve the quality of
work life and of the banks. 9. To find out the important of quality of work life.
HYPOTHESIS
There is no significant association between age of the respondents & quality of work.
There is no significant association between designation of the respondents & quality of work.
There is no significant association between gender of the respondents & quality of work.
There is no significant association between education of the respondents & quality of work.
There is no significant association between salary of the respondents & quality of work.
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RESEARCH DESIGN It is the overall operational pattern or framework of the project that stipulates what information is to be collected from which sources by what procedures. It specifies the objectives of the study, the methodology and techniques to be adopted for achieving those objectives. It constitutes so as to obtain answer to research question. Descriptive research design suits this study, because it deals with various dimensions of quality of work life in banks. PRE-TEST To find out the relevance of the various terms in the questionnaire, a pretest was conducted by distributing the questionnaire to the number of respondents. This facilitates the researcher to find out the relevance of the items in the questionnaire.
SAMPLING PROCEDURE The methods used in drawing samples from a population usually in such a manner that the sample will facilitate determination of some hypotheses concerning the population. Sampling is concerned with choosing a subset of individuals from a statistical population to estimate characteristics of a whole population. In the present study, the researcher has adopted convenient sampling is a nonprobability sampling technique. For the present study, the researcher took sampling through various bank sectors in Coimbatore. The researchers have chosen under graduate and post graduate bank employees. The total strength of the under graduate and post graduate is 60. Hence, non- probability sampling technique was adopted to get a sample size of 60. TOOLS FOR DATA COLLECTION A standardized questionnaire was used to collect the data from the respondents. The questionnaire method was adopted for data collection. The questionnaire consists of two parts.
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The first part consists of personal data of the respondents like name of the bank, name of the person, designation, age, experience, gender, level of education, salary. The second part of questionnaire which consists of 50 questions with various dimensions with 5 scales answer options The questionnaire which consists of 50 question of quality of work life was developed by T S Nanujundeswaraswamy (2015) and all the questions are standardized question with 5scales.
DATA COLLECTION One of the important stages in the research is data collection. The period of data collection has been from 20-01-2017 to 24-01-2017. During these days the researcher collected the required data during the lunch time.
DATA ANALYSIS AND INTERPRETATION The collected data was analyzed appropriately. Diagrams and tables were used for the interpretation of data.
LIMITATIONS OF THE STUDY The researcher study is regarding to quality of work life. The study was limited to 60 respondents. Due to the time limitation, the researcher could conduct the study on particular bank who are ug and pg employees. As the study, is confined to a different bank, the result of the study cannot be generalized.
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DIFFICULTIES ENCOUNTERED BY THE RESEARCHER Some of the major difficult encountered during the data collection the time limit given to meet the employees was very less. The researcher was allowed to meet the employees only at their lunch time. The researcher had difficult to explain the second part of the questionnaire to the respondents due to various dimensions in the questionnaire.
CHAPTERIZATION
Chapter 1 – Deals with introduction, operational definitions, significance and statement of the study.
Chapter 2 - Deals with review of literature.
Chapter 3 - Deals with research methodology. It includes introduction, objectives, research design, and area of data collection, universe and sample, pretest, sampling method, tools of data collection, and limitations of the study.
Chapter 4 - Deals with analysis and interpretation of data’s.
Chapter 5 - Deals with findings, suggestions and conclusion.
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CHAPTER IV DATA ANALYSIS AND INTERPRETATION TABLE NO: 1 BANK DISTRIBUTION OF THE RESPONDENT
S.NO
BANK
FREQUENCY
PERCENT
1
ICICI
17
28
2
KVB bank
6
10
3
Vijaya bank
6
10
4
HDFC
11
19
5
HSBC bank
11
18
6
Kotak Mahindra bank
9
15
Total
60
100
It shows that 28 percent of the respondents belong to ICICI bank, 19 percent of the respondent belongs to HDFC bank, 18 percent of the respondents belong to HSBC bank, 15 percent of the respondents belong to Kotak Mahindra bank, 10 percent of the respondents belong to KVB bank, 10 percent of respondent belong to Vijaya bank.
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TABLE NO: 2 AGE DISTRIBUTION OF THE RESPONDENT
S.NO
AGE
RESPONDENT
PERCENT
1
20-30
41
68
2
30-40
14
23
3
40-50
5
9
TOTAL
60
100
It shows that 68 percent respondents belong to the age of 20-30 yrs, 23 percent of the respondents belongs to the age group of 30-40 yrs, and 9 percent of the respondents belongs to the age group of 40-50yrs.
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TABLE NO: 3 DESIGNATION DISTRIBUTION OF THE RESPONDENT
S.NO
DESIGNATION
1
Manager
2
Office Staff
3
Total
FREQUENCY
PERCENT
27
45
33
55
60
100
It shows that 45 percent of the respondents belong to manager category and 55 percent of the respondents belongs to office staff category.
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TABLE NO: 4 EXPERIENCE DISTRIBUTION OF THE RESPONDENT
S.NO
EXPERIENCE
FREQUENCY
PERCENT
38
63
20
33
2
4
60
100
1-5 1 6-10 2 11-15 3 Total
It shows that 63 percent of the respondents have 1-5yrs of experience, 33 percent of the respondents have 6-10yrs of experience, and 4 percent of the respondents have 11-15yrs of experience.
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TABLE NO: 5 GENDER DISTRIBUTION OF THE RESPONDENT
S.NO
GENDER
PERCENT
45
75
15
25
60
100
Male
1
2
FREQUENCY
Female
Total
It shows that 75 percent of the respondents are male, and 25 percent of the respondents are female.
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TABLE NO: 6 EDUCATION DISTRIBUTION OF THE RESPONDENT
S.NO
EDUCATION
1
UG
2
3
FREQUENCY
PERCENT
26
43
34
57
60
100
PG
Total
It shows that 57 percent of the respondents have pg degree, and 43 percent of the respondents have ug degree.
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TABLE NO: 7 SALARY OF THE RESPONDENT
S.NO
SALARY
FREQUENCY
PERCENT
1
5000 to 10000
1
2
2
10000 to 15000
38
63
3
15000 to 25000
21
35
Total
60
100
It shows that 63 percent of the respondent are drawing salary between 10000 to 15000, 35 percent of the respondent are drawing salary between 15000 to 25000, and 2 percent of the respondent are drawing salary from 5000 to 10000.
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TABLE NO: 8 DISTRIBUTION OF THE RESPONDENT BASED ON THEIR LEVEL OF QUALITY OF WORK LIFE
S.NO
QUALITY OF WORK
FERQUENCY
PERCENT
18
30
31
52
11
18
60
100
LIFE LOW 1 MODERATE 2 HIGH 3 Total
In this table it shows that 52 percent of the respondents belong to moderate level of QWL, 30 percent of the respondents belongs to low level of QWL,18 percent of the respondents belongs to high level of QWL.
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TABLE NO: 9 OPINION OF THE RESPONDENTS BASED ON DIMENSIONS OF QUALITY OF WORK LIFE
Dimensions Quality of Work Life
Low
Moderate
High
Working environment
36 60%
11 18%
13 22%
Organization culture climate
35 58%
14 23%
11 18%
35 58%
12 20%
13 22%
Training &development
34 57%
11 18%
15 25%
Compensation &rewards
39 65%
11 18%
10 17%
Facility
41 68%
11 18%
8 13%
Job satisfaction &job security
34 57%
12 20%
14 23%
Autonomy of work
34 57%
14 23%
12 20%
Adequacy of resource
35 58%
11 18%
14 23%
Relation &cooperation
37
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Opinions of the respondents based on their working environment have 60% of low level quality of work.
Opinions of the respondents based on their organization culture &climate have 58% of low level of quality of work.
Opinions of the respondents based on their relation & co-operation have 58% of low level quality of work.
Opinions of the respondents based on their training &development have 57% of low level quality of work.
Opinions of the respondents based on their compensation& rewards have 39% of low level quality of work.
Opinions of the respondents based on their facility have 68% of low level quality of work.
Opinions of the respondents based on their job satisfaction & job security have 57% of low level quality of work.
Opinions of the respondents based on their autonomy of work have 34% of low level quality of work.
Opinions of the respondents based on their adequacy of resources have 35% of low level quality of work. This table shows that opinions of the respondents based on their dimensions
of quality of work life have low level of work life. So the quality of work life in an organization should focus on all dimensions in order to improve their work life.
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TABLE NO: 10 ASSOCIATION BETWEEN AGE AND QUALITY OF WORK LIFE OF THE RESPONDENT
AGE OF THE
QUALITY OF WORK LIFE
RESPONDENT LOW
MODERATE
HIGH
TOTAL
20-30
14 (34%)
17 (42%)
10 (24%)
41 100%
30-40
1 (7%)
7 (50%)
6 (43%)
14 100%
40-50
1 (20%)
2 (40%)
2 (40%)
5 100%
Total
16
26
18
60
Pearson ChiSquare
Value
df
Sig. (2-sided)
4.502a
4
.342
Hypothesis: There is no association between age of the respondents & quality of work life Above table shows that 42% of the respondents in 20-30 yrs of age category have moderate level of quality of work life and 50%of the respondents in 30-40yrs of age category have moderate level of quality of work, 40% of the respondents in 40-50yrs of age category have moderate and high level of quality of work life. The chi-square test was applied to find out the association between age and quality of work life. Since the calculated value is less than the table value, we can conclude that there is no association between age and quality of work of the respondents. Hence null hypothesis is accepted. 39
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TABLE NO: 11 ASSOCIATION BETWEEN THE DESIGNATION AND QUALITY OF WORK LIFE OF THE RESPONDENT
QUALITY OF WORK LIFE
DESIGNATION OF THE RESPONDENT
LOW
MODERATE
HIGH
TOTAL
MANAGER
8 (30%)
9 (33%)
10 (37%)
27 (100%)
OFFICE STAFF
8 (24%)
17 (52%)
8 (24%)
33 (100%)
TOTAL
16
26
18
60
Pearson ChiSquare
Hypothesis:
Value
df
Sig. (2-sided)
2.105a
2
.349
There is no association between designation of the respondents &
quality of work life. Above table shows that 37% of the respondents in manager category have high level of quality of work life and 52% of the respondents in office staff category have high level of quality of work. The chi-square test was applied to find out the association between designation and quality of work life. Since the calculated value is less than the table value, we can conclude that there is no association between designation and quality of work of the respondents. Hence null hypothesis is accepted.
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TABLE NO: 12 ASSOCIATION BETWEEN GENDER AND QUALITY OF WORK LIFE OF THE RESPONDENT
QUALITY OF WORK LIFE
GENDER OF THE
LOW
MODERATE
HIGH
MALE
15 (33%)
19 (42%)
11 (25%)
45 (100%)
FEMALE
1 (7%)
7 (47%)
7 (46%)
15 (100%)
TOTAL
16
26
18
60
RESPONDENT
Pearson ChiSquare
TOTAL
Value
df
Sig. (2-sided)
4.903a
2
.086
Hypothesis: There is no association between gender of the respondents & quality of work life. Above table shows that 42% of the respondents in male category have moderate level of quality of work life and 47% of the respondents in female category have moderate and high level of quality of work life. The chi-square test was applied to find out the association between gender and quality of work life. Since the calculated value is higher than the table value, we can conclude that there is no association between gender and quality of work of the respondents. Hence null hypothesis is accepted. .
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TABLE NO: 13 ASSOCIATION BETWEEN EDUCATION AND QUALITY OF WORK LIFE OF THE RESPONDENT QUALITY OF WORK LIFE
EDUCATION OF THE
LOW
MODERATE
HIGH
UG
9 (35%)
10 (38%)
7 (27%)
26 (100%)
PG
7 (21%)
16 (47%)
11 (32%)
34 (100)%
TOTAL
16
26
18
60
RESPONDENT
Pearson ChiSquare
TOTAL
Value
df
Sig. (2-sided)
1.483a
2
.476
Hypothesis: There is no association between education of the respondents & quality of work life. Above table shows that 38% of the respondents those who finished their under graduate have moderate level of quality of work life and 47% of the respondent those who finished post graduate have moderate level of quality of work life. The chi-square test was applied to find out the association between education and quality of work life. Since the calculated value is higher than the table value, we can conclude that there is no association between education and quality of work of the respondents. Hence null hypothesis is accepted.
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TABLE-14 T-TEST SIGNIFICANT DIFFERENCE BETWEEN DESIGNATION & WITH THEIR LEVEL OF QUALITY OF WORK LIFE
One-Sample Statistics
Designation of respondent Quality of work life
N
Mean
Std. Deviation
Std. Error Mean
60
3.5333
1.26848
.16376
60
1.8177E2
12.70575
1.64031
One-Sample Test Test Value = 0
Designation of respondent Quality of work life
95% Confidence Interval of the Difference
T
df
Sig. (2tailed)
Mean Difference
Lower
Upper
21.576
59
.000
3.53333
3.2057
3.8610
110.813
59
.000
181.76667
178.4844
185.0489
NULL HYPOTHESIS: There is no significant relationship between designation and quality of work life. ALTERNATIVE HYPOTHESIS: There is significant relationship between designation and quality of work life. T-test was applied to find out is there any significant difference between designation of the respondent and with their level of quality of work life. It is found out that significant level is .000 which is less than .05 so it is concluded that there is a significant difference between designation and quality of work life. Therefore null hypothesis is rejected and alternative hypothesis is accepted. 43
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TABLE-15 SIGNIFICANT DIFFERENCE BETWEEN GENDER& WITH THEIR LEVEL OF QUALITY OF WORK LIFE
N
Mean
Std. Deviation
Std. Error Mean
Gender of respondent
60
1.2500
.43667
.05637
Quality of work life
60
1.8177E2
12.70575
1.64031
Test Value = 0
Mean Difference
95% Confidence Interval of the Difference Lower Upper
T
df
Sig. (2tailed)
Gender of respondent
22.174
59
.000
1.25000
1.1372
1.3628
Quality of work life
110.813
59
.000
181.76667
178.4844
185.0489
NULL HYPOTHESIS: There is no significant relationship between designation and quality of work life. ALTERNATIVE HYPOTHESIS: There is significant relationship between designation and quality of work life. T-test was applied to find out is there any significant difference between gender of the respondent and with their level of quality of work life. It is found out that significant level is .000 which is less than .05 so it is concluded that there is a significant difference between gender and quality of work life. Therefore null hypothesis is rejected and alternative hypothesis is accepted.
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TABLE-16 COMPARSION OF MEANS BETWEEN RESPONDENTS BANK & QUALITY OF WORK LIFE
Bank of respondent ICICI KVB bank Vijaya bank HDFC HSBC bank
Mean 1.8753E2 1.8233E2 1.7850E2 1.7755E2 1.8340E2
N 17 6 6 11 10
Std. Deviation 10.51260 3.50238 9.91464 15.88939 13.92998
Kotak Mahindra bank Total
1.7660E2 1.8177E2
10 60
14.19076 12.70575
ANOVA Table
Quality of work life Between Groups Within Groups Total
Sum of Squares
df
Mean Square
1120.137
5
224.027
8404.596
54
155.641
9524.733
59
F
Sig.
1.439
.225
The one way ANOVA test was applied to find out whether there is significant different between respondents bank and quality of work life. ANOVA test proved that there is no significant difference between bank and quality of work life.
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TABLE-17 COMPARSION OF MEANS BETWEEN RESPONDENTS EDUCATION & QUALITY OF WORK LIFE Std. Deviation
Education of respondent UG
Mean
N
1.8092E2
26
13.08411
PG
1.8241E2
34
12.56768
Total
1.8177E2
60
12.70575
ANOVA Quality of work life
Between Groups Within Groups Total
Sum of Squares
df
Mean Square
F
Sig.
32.652
1
32.652
.200
.657
9492.081
58
163.657
9524.733
59
The one way ANOVA test was applied to find out whether there is significant different between respondents education and quality of work life. ANOVA test proved that there is no significant difference between bank and quality of work life.
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TABLE-18 COMPARSION OF MEANS BETWEEN RESPONDENTS SALARY & QUALITY OF WORK LIFE
salary of respondent Mean
N
Std. Deviation
5000 to 10000
1.8900E2
1
.
10000 to 15000
1.8150E2
38
13.06274
15000 to 25000
1.8190E2
21
12.56147
Total
1.8177E2
60
12.70575
ANOVA Table Quality of work life Between Groups Within Groups Total
Sum of Squares 55.424 9469.310
df 2 57
9524.733
59
Mean Square 27.712 166.128
F .167
The one way ANOVA test was applied to find out whether there is significant different between respondents salary and quality of work life. ANOVA test proved that there is no significant difference between bank and quality of work life.
47
Sig. .847
48
TABLE-19 COMPARSION OF MEANS BETWEEN RESPONDENTS AGE & QUALITY OF WORK LIFE Age of respondent 20-30 30-40 40-50 Total
Mean 1.8024E2 1.8486E2 1.8560E2
N 41 14 5
Std. Deviation 13.58635 10.99550 8.17313
1.8177E2
60
12.70575
ANOVA Table Quality of work life
Between Groups Within Groups Total
Sum of Squares
df
Mean Square
F
Sig.
302.258
2
151.129
.934
.399
9222.475
57
161.798
9524.733
59
The one way ANOVA test was applied to find out whether there is significant different between respondents age and quality of work life. ANOVA test proved that there is no significant difference between bank and quality of work life.
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TABLE-20 COMPARSION OF MEANS BETWEEN RESPONDENTS EXPERIENCE& QUALITY OF WORK LIFE Experience of respondent 1-5
Mean 1.8250E2
N 38
Std. Deviation 13.59998
6-10
1.8010E2
20
11.67498
11-15
1.8450E2
2
.70711
Total
1.8177E2
60
12.70575
ANOVA Table Quality of work life
Between Groups Within Groups Total
Sum of Squares
Df
Mean Square
F
Sig.
90.933
2
45.467
.275
.761
9433.800
57
165.505
9524.733
59
The one way ANOVA test was applied to find out whether there is significant different between respondents experience and quality of work life. ANOVA test proved that there is no significant difference between bank and quality of work life.
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TABLE-21 CORRELATION TABLE SHOWING THE COMPARISION BETWEEN VARIOUS DIMENSIONS & QUALITY OF WORK LIFE
Job Adequacy Experience satisfaction Autonomy of salary of of &security of work resource respondent respondent Pearson Job satisfaction Correlation Sig. (2&security tailed) N Pearson Autonomy Correlation of Sig. (2work tailed) N Pearson Adequacy of resource Correlation Sig. (2tailed) N Pearson salary of respondent Correlation Sig. (2tailed) N Pearson Experience Correlation of Sig. (2respondent tailed) N
.361** .005 60
.354** .006 60
-.139 .288 60
-.067 .611 60
.361** .005 60
1 60
.438** .000 60
.056 .672 60
.008 .954 60
.354** .006 60
.438** .000 60
1 60
.100 .448 60
.013 .924 60
-.139 .288 60
.056 .672 60
.100 .448 60
1 60
.536** .000 60
-.067 .611 60
.008 .954 60
.013 .924 60
.536** .000 60
1 60
1 60
**. Correlation is significant at the 0.01 level (2-tailed). The correlation test was applied to find whether there is significant relationship between various dimensions of quality of work life. The correlation test proved that there is a relationship between job satisfaction & security, adequacy of resources and autonomy of work. Hence null hypothesis is accepted.
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CHAPTER-V FINDINGS AND SUGGESTIONS AND CONCULSION
INTRODUCTION Findings are the statements of factual information are based upon the data analysis. Suggestions and recommendations constitute the action plan put forward to the policy makers and users of research findings. Conclusions are inferences or generalizations drawn from the findings.
SUMMARY OF FINDINGS, SUGGESTION AND CONCLUSION
On the basis of the data collected and analyzed from the respondents, the major findings of the study are as follows
FINDINGS It was found that 28 percent of the respondents belong to ICICI bank It was found 68 percent respondents belong to the age of 20-30 yrs. It was found that 55 percent of the respondents belongs to office staff category. It was found 63 percent of the respondent belongs to 1-5yrs of experience. It was found 75 percent of the respondent are male. It was found 57 percent of the respondent are qualified till pg. It was found 63 percent of the respondents are drawing salary between10000 to 15000. It was found 52 percent of the respondents based on their level of quality of work life belongs to moderate level. It was found 36 percent of the respondents based on their opinion have low level of working environment.
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It was found 35 percent of the respondents based on their opinion have low level of organization culture climate. It was found 35 percent of the respondent based on their opinion have low level of relation & co-operation. It was found 34 percent of the respondent based on their opinion have low level of training & development.. It was found 39 percent of the respondent based on their opinion have low level of compensation& rewards. It was found 41 percent of the respondent based on their opinion have low level of facility. It was found 34 percent of the respondent based on their opinion have low level of job satisfaction& job security. It was found 34 percent of the respondent based on their opinion have low level of autonomy of work. It was found 35 percent of the respondent based on their opinion have low level of adequacy of resource. Chi-square test was applied it was found there is no significant association between age of the respondent & quality of work life. Chi-square test was applied it was found there is no significant association between designation of the respondent & quality of work life. Chi-square test was applied it was found there is no significant association between gender of the respondent & quality of work life. Chi-square test was applied it was found there is no significant association between education of the respondent & quality of work life. T- test was applied it was found there is significant difference between designation and quality of work life. T- test was applied it was found there is significant difference between gender and quality of work life Anova test was applied it was found there is no significant difference respondents bank and quality of work life. Anova test was applied it was found there is no significant difference respondents education and quality of work life. Anova test was applied it was found there is no significant difference respondents salary and quality of work life. 52
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Anova test was applied it was found there is no significant difference respondents age and quality of work life. Correlation test was applied it was found there is significant relationship between various dimensions & quality of work life.
SUGGESTIONS To improve the quality of work life of the employees in bank sector, the banks should concentrate on all dimensions because the findings denotes low level of quality of work life. There shall be chances of open forums for employees to have better quality of work life and make themselves to satisfied in their job. This may improve the quality of work life of the individuals.
CONCLUSION The study tells about the relationship between the employee’s satisfaction and various dimensions of quality of work life. The study revealed that the quality of work life in selected banks found that did not satisfy to all employees equally. Most of the employees are not satisfied with facilities. They need to improve the quality of work life of its employees as they are the assets of the banks. To improve the work life of bank employees organization should concentrate on all dimensions because each factor are influencing the employees environment.
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BIBLIOGRAPHY
Anita, B., and Subba Rao, P., (1998), Quality of Work Life in Commercial Banks, Discovery Publishing House, New Delhi.
Ayesha Tabassuma, Tasnuva Rahmanb and Kursia Jahan, (2011) , Quality of . Work Life Among Male and Female Employees of Private Commercial Banks in Bangladesh, International Journal of Economics and Management.
Baba, VV and Jamal, M (1991) Reutilization of job context and job content as related to employees quality of working life: a study of psychiatric nurses. Journal of organizational behavior.
Bearfield, S (2003) Quality of Working Life. A ciirt Working paper 86. University of Sydney. www.acirrt.com
D. Manjula and Dr. M. Selvakumar Marimuth (2014), “Analysis of Quality of Work Life of Employees in Private Sector Commercial Banks - Application of Discriminant Analysis, Abhinav National Monthly Refereed Journal of Research in Commerce & Management, Vol. 3, Issue 9, September.
Edwards, J., Van Laar, D.L. & Easton, S. (2009). The Work-Related Quality of Life scale for Higher Education Employees. Quality in Higher Education.
Meenakshi Gupta and Vikas Sharma, (2009), Quality of Work Life - A Study of Bank Employees in Jammu Region”, AJBMR, Vol. 4, Issue 2, pp. 1-8.
Noor Mohamed A., (2008), “A Study of Job Satisfaction among Nationalized Bank Employees”, SMART Journal of Business Management Studies. Vol. 4, Issue 2, July-December, p. 61.
Radha Yadav and Ashu Khanna, (2015), Employees’ Satisfaction on Quality of Work life at State Bank of India, International Conference on Humanities, Literature and Management.
Sekaran, V., (1981), “Perceived Quality of Working Life in Banks in Major Cities in India.” Prajanan.
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Stanely, E., (1974), “Job Satisfaction as an Indication of the Quality of Employment”, Social Indications Research.
Trivedi, I.V., and Chundavat, D.S., (1992), “Quality of Work Life with Special Reference to Banking Industry”, The Indian Journal of Commerce.
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QUALITY OF WORK LIFE OF AN BANK EMPLOYEES QUESTIONNAIRE
PART –A: 1. Name of the bank
:
2. Name of the person
:
3. Designation
:
4. Age
:
5. Experience
:
6. Gender
: Male
7. Level of Education
:
Female
Post Graduation Graduation
:
Diploma
:
8. Average salary paid
:
a) Less than 5000 b) 5000 to 10 000 c) 10000 to 20000 d) More than 20000
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PART- B: 1. My bank work environment is good and highly motivating. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 2. Working conditions are good in my bank. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 3. It is hard to take time off during our work to take care of personal or family Matters. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 4. My bank offers sufficient opportunities to develop my own abilities. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 5. The bank provides enough information to discharge my responsibilities. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 6. I am given a lot of work empowerment to decide about my own style and place of work. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 7. There is cooperation among all the departments for achieving the goals. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 8. I feel free to offer comments and suggestions on my Performance. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 9. I am proud to be working for my present bank. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
10. I am involved in making decisions that affect our Work. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
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11. I am discriminated on my job because of my Gender. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 12. The wage policies adopted by my bank are Good. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 13. The bank communicates every new change that takes place. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 14. There is a harmonious relationship with my colleagues. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 15. There is a strong sense of belongingness in my Organization. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 16. I am unable to attend to my personal work due to the demands made by my job. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 17. The relationship between managers and employees are very good. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 18. There is a very cordial relationship with my immediate superior. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 19. I will get good support from my sub-ordinates. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree. 20. Training programs in our bank help employees to achieve the required skill for performing the job effectively. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree.
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21. The training programs aim at improving Interpersonal relationship among employees. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 22. My bank offers sufficient training opportunities to perform my job competently. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 23. I feel that the training programs should be conducted frequently. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 24. I feel that I am given an adequate and fair compensation for the work I do. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 25. Organization will pay salary by considering responsibilities at work. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 26. Bank does a good job of linking rewards to job performance a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
27. Promotions are handled fairly. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
28. When I do my job well, I am praised by my Superior. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
29. Fringe benefits provided are good. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 30. Bank provides the social security benefits. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
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31. Good transportation facilities are provided by the bank. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 32. Safety measures adopted by the bank are a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 33. Good welfare activities are provided by our bank. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 34. I feel comfortable and satisfied with my job. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 35. I feel quite secured about my job. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 36. Conditions on my job allow me to be as productive as I could be a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 37. A strong trade union is required to protect employees interests. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 38. The job security is good. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 39. My earnings are fair when compared to the others doing the same type of work in other bank. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 40. The procedure followed for job rotation is good. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 41. I feel that my work allows me to do my best in a particular area. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 60
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42. My job lets me use my skills and abilities. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 43. My bank allows a flexi-time option. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 44. A part of my job is allowed to be done at home. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 45. I find my work quite stressful a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 46. I am ready to take additional responsibilities with my job a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 47. In our bank there is a balance between stated objectives and resources provided. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 48. There are much defined channels for information exchange and transfer. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 49. My bank provides resources to facilitate my performance. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree 50. Communication and information flow between the departments is satisfactory. a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
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