a study on quality of work life at seshasayee paper and board limited

A STUDY ON QUALITY OF WORK LIFE AT SESHASAYEE PAPER AND

BOARD LIMITED

ERODE

A SUMMER PROJECT REPORT

SUBMITTED BY

S.ABIRAMI

(REG No: 10PIT01)

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

(IT ORGANISATION ADMINISTRATION)

UNDER THE GUIDANCE OF

Mrs. A. PANKAJAM M.B.A., M.Com., M.Phil.

AVINASHILINGAM SCHOOL OF MANAGEMENT TECHNOLOGY

AVINASHILINGAM UNIVERSITY FOR WOMEN

COIMBATORE- 641043

JUNE 2011

A STUDY ON QUALITY OF WORK LIFE AT SESHASAYEE PAPER AND

BOARD LIMITED

ERODE

A SUMMER PROJECT REPORT

SUBMITTED BY

S.ABIRAMI

(REG No: 10PIT01)

A SUMMER PROJECT REPORT SUBMITTED TO THE AVINASHILINGAM SCHOOL OF

MANAGEMENT TECHNOLOGY

AVINASHILINGAM UNIVERSITY FOR WOMEN

COIMBATORE- 641043

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

JUNE 2011

CERTIFIED AS BONAFIDE RESEARCH WORK

…………………….. ……………………….

SIGNATURE SIGNATURE

OF THE DEAN OF THE GUIDE

ACKNOWLEDGEM

ENTACKNOWLEDGEMENT

It gives the researcher great pleasure to express her boundless sense of gratitude to each

and every person who directly or indirectly helped her with hand and hand in completing this

humble piece of work. First of all, the researcher would like to thank the Chancellor Mr. T.K.

Shanmuganandam B.A., B.L., the Vice Chancellor Mrs. Sheela Ramachandran M.Sc., PG

Dip., PhD. and the Registrar Mrs. Gowri Ramakrishnan M.Sc., M. Phil., PhD. of

Avinashilingam University for Women, Coimbatore, for having given her an opportunity to

undertake this project work.

The researcher wishes to express her deep sense of gratitude and grateful thanks to the

Dean, Faculty of Business Administration, Mrs. Shantha. B. Kurup M.Com, Dip. Ed, M.B.A,

M. Phil, PhD. for providing this opportunity to carry out the project.

The researcher specially remembers and extends her humble words of thanks to her guide

Mrs.Pankajam M.B.A., M.Com., M.Phil Lecturer, Avinashilingam School of Management

Technology, for her valuable guidance, timely suggestion, constant encouragement and support

at the right junctures to complete the project.

The researcher conveys her sincere thanks to all the Faculty Members of Avinashilingam

School of Management Technology, for their cooperation, support and valuable suggestions

which made this project a great success.

It is a matter of immense pleasure to express a deep and profound sense of heartfelt

thanks to Mr. S.Tamilarasan , Assistant Manager(Training), Seshasayee Paper And Board

Limited for allowing the researcher to do the project in their concern and also for providing the

researcher with the necessary facilities to complete the project. The researcher is also thankful to

her parents, classmates and friends who were in some or the other way helpful to her in

successfully completing this project.

SYNOPSIS

SYNOPSIS

The Indian Paper Industry is a booming industry and is expected to grow in the years to

come .The project report entitled “A study on Quality of work life of employees in Seshasayee

paper and Board Ltd”, Erode. The company was incorporated in the year June 1960. Quality of

Work Life attempts to design environments so as to maximize concern for human welfare. It is a

process by which an organization responds to employee needs for developing mechanisms to

allow them to share fully in making the decisions that design their lives at work.

This study is carried out with the main objective to find out the factors affecting the

Quality of work life of employees and their attitude towards the prevailing working condition. It

aims to gain an insight into current working life policies and practices as well as work life

balance issues of employees. A review of the literature has revealed that Walton’s Model of

Quality of Work Life has been administered in many researches. The questionnaire is developed

based on this model to evaluate quality of work life. A detailed descriptive research is done to

understand the current quality of work life practices in the company.

A census is carried out and the 100 employees of Seshasayee Paper Board Ltd answered

the standard questionnaire and their responses are analyzed using tools like Percentage Analysis,

Mean Score value, and Chi-Square Tests. The primary data is analyzed with the help of

statistical tools such as are simple percentage, chi-square test. Primary data is collected through

schedules and secondary data is collected from company’s records, documents, journals, and

websites.

Findings were drawn and appropriate suggestions are given to improve the employee’s

Quality of work life which will improve company’s productivity.

INTRODUCTION

______________________________________________________________________________

INDUSTRY PROFILE

_________________________________________________________________________

1.1 PAPER INDUSTRY

The new millennium is going to be the millennium of the knowledge. So demand for paper would go on increasing in times to come. In view of paper industry's strategic role for the society and also for the overall industrial growth it is necessary that the paper industry performs well.

Government has completely delicensed the paper industry with effect from17th July, 1997. The entrepreneurs are now required to file an Industrial Entrepreneur Memorandum with the Secretariat for Industrial Assistance for setting up a new paper mill or substantial expansion of the existing mill in permissible locations.

The Paper industry is a priority sector for foreign collaboration and foreign equity participation upto 100% receives automatic approval by Reserve Bank of India. Several fiscal incentives have also been provided to the paper industry, particularly to those mills which are based on non-conventional raw material.

1.1.1 GROWTH OF INDIAN PAPER INDUSTRY

There are, at present, about 515 units engaged in the manufacture of paper and paperboards and newsprint in India. The country is almost self-sufficient in manufacture of most varieties of paper and paperboards. Import, however, is confined only to certain specialty papers. To meet part of its raw material needs the industry has to rely on imported wood pulp and waste paper. Production of paper & paperboard during the year 2002-03(upto December, 2002) is 24.52 lakhs tonnes. At present about 60.8 per cent of the total production is based on non-wood raw material and 39.2 per cent based on wood.

Performance of the industry has been constrained due to high cost of production caused by inadequate availability and high cost of raw materials, power cost and concentration of mills in one particular area.

Several policy measures have been initiated in recent years to remove the bottlenecks of availability of raw materials and infrastructure development. To bridge the gap of short supply of raw materials, duty on pulp and waste paper and wood logs/chips have been reduced. The capacity utilization of the industry is low at 60%. About 194 paper mills, particularly small mills, are sick and /or lying closed. Several policy measures have been initiated in recent years.

Imports of paper and paper products was growing over the years. However, it has increased during 2001-02 after a fall in 2000-01. About 1, 40,000 tonnes of paper was exported in 2000-01 mainly to the neighbouring countries.India's per capita consumption of paper is

around 4.00 kg, which is one of the lowest in the world. With the expected increase in literacy rate and growth of the economy, an increase in the per capita consumption of paper is expected.

1.1.4 OUTLOOK FOR INDIAN PAPER INDUSTRY

The demand for upstream market of paper products, like, tissue paper, tea bags, filter paper, light weight online coated paper, medical grade coated paper, etc., is growing up. These developments are expected to give fillip to the industry. Indian paper industry needs the following for being globally more competitive.

Sustained availability of good quality of raw materials (forest based) and bulk import of waste paper to supplement the availability of raw materials.

Adequate modernization of the manufacturing assets. Improvement of the infrastructure. Quality improvements and reduction in cost of production Import policy conducive for import of material, equipment, instruments, raw materials &

technologies which are bearing of the quality and environment.

Company profile

1.2 SESHASAYEE PAPER AND BOARD LIMITED

Seshasayee Paper and Boards Limited (SPB), the flagship company belonging to 'ESVIN GROUP', operates an integrated pulp, paper and paper board Mill at Pallipalayam, Erode-638

007, Namakkal District, Tamilnadu, India. SPB, incorporated in June 1960, was promoted by Seshasayee Brothers (Pvt) Limited in association with a foreign collaborator M/s Parsons and Whittemore, South East Asia Inc., USA. After commencement of commercial production, having fulfilled their performance guarantee obligations, the foreign collaborators withdrew in 1969. Main promoters of the Company as on date are a group of companies belonging to the ESVIN group headed by Mr. N Gopalaratnam.

1.2.1 VISION

To excel as a trusted, socially responsible and customer driven organization providing maximum value to all stake holders.

1.2.2 MISSION

To Manufacture quality products at competitive cost through technology and team work.

1.2.3 RAW MATERIALS

The Company's paper plant was originally designed for using bagasse, as the primary raw material mixed with 20% bamboo fiber. Bagasse was being obtained from nearby sugar mill on substitution basis using oil fired boilers.

The furnish mix for the existing Paper Machines of the Company is 55% bagasse and 45% hardwood. The Company has vast experience in handling bagasse and is expected to be one of the major strong points vis-à-vis its competitors in India, as the Indian Paper Industry will continue to be bogged down by the problem of raw material availability.

For the new Paper Machine, the furnish is imported waste paper and imported pulp which are sourced from far east countries, Europe and USA. A small quantity is supplemented out of captive pulp production.

1.2.4 Expansion / Modernization Project

The Company embarked on an Expansion / Modernization Project to enhance its production capacity from 60000 tonnes per annum, to 1,15,000 tonnes per annum and to upgrade some of the existing facilities, at an estimated cost of Rs 1890 millions.The current installed capacity of the Company stands at 1,15,000 tonnes per annum.

1.2.5 EXPORTS PERFORMANCE

SPB's exports are nearly 20% of its production and is a significant exporter in the Indian Paper Industry. Due to its excellent export performance, SPB has been awarded 'Golden

Export House' status.

1.2.6 AWARDS

SPB is in receipt of various Awards awarded by Government of India, Government of Tamilnadu, Industry Associations, etc. Some of the Awards received by SPB in the past include:

Capacity Utilization Award Energy Conservation Award Environmental Protection Award Safety Award Export Performance Award Good Industrial Relations Award TERI - Corporate Environmental Award

1.2.7 ISO 9001/ IS0 14001 ACCREDITATION

The Company's quality systems continue to be covered by the "ISO 9001" accreditation awarded by Det Norske VERITAS, The Netherlands.

The Company has also been accredited with "ISO 14001" certification by Det Norske Veritas, The Netherlands, for its Environmental Quality Systems.

1.2.8 VALUES

The Company has adopted the following values : Ethical practices Customer focus Commitment to society, safety and environment Professional and Transparent Management Empowerment and Accountability Adaptability to “Change” Innovation and Creativity Emphasis on human resources development, cost reduction, productivity

enhancement and resource conservation

1.2.9 Q-E-E-H-S POLICY

In SPB, they are committed to continually improve their Quality, Environment, Energy, Occupational Health and Safety Management Systems with a view to promote:

trust of customers and other stakeholders abatement of pollution efficient use of energy and other resources well being of employees and safety of occupational work place

QUALITY

ENVIRONMENT

ENERGY

OCCUPATIONALHEALTHL HEALTH

SAFETY

Q-E-E-H-SPOLICY

Introduction to the study

1.3. QUALITY OF WORK LIFE

The term Quality of Work Life refers to the favourableness or unfavourableness of a total

job environment for people. QWL programs are ways in which organisations recognise their

responsibility to develop jobs and working conditions that are excellent for people as well as for

economic health of the organisation.

Quality of work life denotes all the organizational inputs which aim at the employee

satisfaction and enhancing organizational effectiveness. To meet the challenges posed by present

standards, organization must focus their attention in bringing a balance between work life and

personal life. The underlying assumption is that work life balance will ultimately ensure Quality

of work life.

1.3.1. Importance of Quality of Work Life

Vigorous domestic and international competition drives organisations to be more

productive. Proactive managers and human resource departments respond to this challenge by

finding new ways to improve productivity. Some strategies rely heavily upon new capital

investment and technology. Others seek changes in employee relations practices.

Human resource departments are involved with efforts to improve productivity through

changes in employee relations. QWL means having good supervision, good working conditions,

good pay and benefits and an interesting, challenging and rewarding job. High QWL is sought

through an employee relations philosophy that encourages the use of QWL efforts, which are

systematic attempts by an organisation to give workers greater opportunities to affect their jobs

and their contributions to the organisation’s overall effectiveness. That is, a proactive human

resource department finds ways to empower employees so that they draw on their “brains and

wits,” usually by getting the employees more involved in the decision-making process.

1.3.2. Quality of work life includes the following features:

Improved Employment conditions (safety, health, physical environment)

Equitable Rewards (pay, incentives, benefits, services)

Job Security

Enhancing the self-esteem of the people

Participative climate and team spirit

Training to employees, managers, and supervisors so that they share the vision, values

and culture of the organisation

Autonomy to draw resources and deliver results

Recognition for work done, followed by rewards so as to encourage commitment and

belongingness

Congenial worker-supervisor relations, offering proper feedback on results achieved

Job design and job enrichment

Open and transparent management style

An atmosphere of trust and open communication

1.3.3. MAJOR FACTORS AFFECTING QWL

QWL means having good supervision, good working conditions, good pay and benefits

and an interesting, challenging, and a rewarding job. The following are the major factors that

affect QWL:

A. Pay

QWL 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.

B. 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.

C. Alternative Work Schedules

Employees demand more freedom at the workplace, especially in scheduling their work.

Among the alternative 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

behaviour.

D. Occupational Stress

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

new and important aspect of QWL programmes. Obviously, and individual suffering from an

uncomfortable amount of job-related stress cannot enjoy a high quality of work life. '

E. Personal and career growth opportunities

An organization should provide employees with opportunities for personal/professional

development and growth and to prepare them to accept responsibilities at higher levels.

F. Participative management style and recognition

Flat organizational structures help organizations facilitate employee participation. A

participative management style improves the quality of work life. Workers feel that they have

control over their work processes and they also offer innovative ideas to improve them.

Recognition also helps to motivate employees to perform better. Recognition can be in the form

of rewarding employees for jobs well done.

G. Work-life balance

Organizations should provide relaxation time for the employees and offer tips to balance

their personal and professional lives. They should not strain the personal and social life of the

employees by forcing on them demanding working hours, overtime work, business travel,

untimely transfers etc.

H. Fun at workplace

This is growing trend adopted by today’s organizations to make their offices a fun place

to work.

1.3.4. QWL PROGRAMMES

QWL 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.

1.3.5. RESULTS OF HIGH QWL

High Productivity

Increases organizational effectiveness

High employee satisfaction

High morale

Reduces absenteeism and labour turn over

Increases the quality of life of employees

High employee involvement

Peaceful industrial relation

The Quality of work life movement provides a value frame work and a philosophy which

has a long term implication for human development and enrichment. It tries to balance both work

and family life. Hence an integrated approach with regard to Quality of work life is required for

the success of an individual and an organization. This underlines the necessity of searching

studies on the nature of human relations and the problems of human relations and the problems

of human behaviour in the organization and suggests measures to cope with the problems.

Hence, an in depth study on aspects like Quality of work life can throw light on many non-

identified aspects of human behaviour which may help in understanding the issues involved in

improving the overall performance of these organizations.

11

WALTON’S QWL MODEL

According to Walton (1975), QWL is getting importance as a way to rescue human and

environmental values that have being neglected in favour of technological advancement of the

productivity and economic growth. Walton proposed eight conceptual categories that together

make up the quality of work life:

Adequate and fair compensation

Safe and healthy working conditions

Immediate opportunity to use and develop human capacities

Growth and Security

Social integration in the work organization

Constitutionalism

Work and total life space

Social relevance of work life

1. Adequate and fair compensation

This refers to maintaining a just and fair balance between efforts and reward. The

compensation helps in maintaining a socially desirable standard of life. In India labour

legislations like Payment of Wages Act, 1936 and Minimum Wages Act, 1948 ensure adequate

and fair compensation to the employees.

2. Safe and healthy working conditions

In order to improve quality of work life, the work environment should be free from

hazards or other factors detrimental to the health and safety of the employees. In India, safety of

the employees is ensured by the Factories Act, 1948, which has laid down minimum standards of

protection from machine and other hazards (noise, pollution, gases etc.) at the place of work.

3. Immediate Opportunities to use and Develop Human Capacities

The work today has become repetitive and fragmented. Quality of work life can be

improved if the job allows sufficient autonomy and control, uses a wide range of skills and

abilities, provides immediate feedback to workers to take corrective action and provides

opportunity to the workers to plan and implement.

4. Social integration in the work organization

One of the criteria for a high quality of work life is to generate satisfying identity with the

organization and develop a feeling of self esteem. The variables that inculcate these are absence

of hierarchical status, opportunity for upward mobility, openness and trust and freedom from

prejudice based on sex, caste, race, creed and religion.

5. Constitutionalism in the work organization

Constitutionalism guarantees the right to personnel privacy, free speech, equitable

treatment and governance by the “Rule of Law” which are necessary to improve quality of work

life.

6. Work and the Total life Space

The demand of the work, like late hours, frequent travel, quick transfer are both

psychologically and socially very costly to the employee and his family such phenomena

Accruing o a regular basis necessarily depress the quality of work life.

7. Growth and Security

Job security, the central aspect of QWL represents strength of the organizations to

provide permanent and stable employment regardless of the changes in work environment.

Employees want stability of employment. They do not like to be the victims of whimsical

personal policies and stay at the mercy of employers.

8. Social relevance of work life

The organization’s lack of concern for social causes like waste disposal, low quality

product, over-aggressive marketing make workers depreciate the value of their work and career,

which in turn affects their self-esteem. The social responsibility of the organization is an

important determinant of quality of work life. The basic concept underlying the quality of work

life is “Humanization of Work”. It involves basically the development of an environment of

work that stimulates the creative abilities of the workers; generate co-operation and interest in

self growth.

Scope

1.4 SCOPE

A scope of the study is the general outline of what the study will cover and defines the

boundaries of the study. It states the extent of the study and hence is very vital to a project. The

objective of this study is to identify the impact of engagement on employees at Seshasayee Paper

and Board Limited. This study emphasis on the following scope:

The researcher will be able to identify the factors that influence the quality of work life

and the impact of the quality of work life of employees on the success of the organisation. The

researcher will also be able to identify the relationship between the quality of work life and the

personal variables like age, income and experience.

The study helps the employees of the organisation to identify the status of the quality of

their work life. They will be able to understand the quality of their work environment, work-life

balance, work satisfaction and relationship with co-workers which will help to determine the

cause of their superior or below par quality of work life and take counter measures.

The study is helpful to the organisation to conduct further research on the topic and gives

an idea about the prevailing working conditions and how to improvise them. The organisation

can identify the effects of quality of work life on the success of the organisation and the study

guides the company to take better decisions in order to enhance the quality of work life of its

employees.

OBJECTIVES

To analyze and study the factors affecting the Quality of work life of employees.

To analyze the effectiveness of employee welfare facilities.

To study the level of employee job satisfaction.

To promote better understanding and thereby create cordial industrial relations.

To utilise human talents, skills and knowledge relating to a work area.

LIMITATIONS

A certain degree of reluctance was shown by some of the employees in revealing

their opinions due to the fear of disclosure.

The investigations access to workers was limited due to the shift system.

The study is restricted only to 100 employees in the organisation.

Findings of the study are based on the assumption that the respondents have

giving true opinion.

Due to the busy schedules of employees they were not able to provide sufficient

information.

REVIEW OF LITERATURE

A literature review is an evaluative report of information found in the literature related to

the selected area of study. The review will describe, summarize, evaluate and clarify this

literature. The review of literature on Quality of Work Life revealed a wide variety of studies and

researches carried out to find out the factors influencing Quality of work life, the effects of

Quality of work life on the organisation and so on.

Various authors and researchers have proposed models of Quality of working life which

include a wide range of factors. Selected models are reviewed below.

Hackman and Oldham (1976)[5] drew attention to what they described as psychological

growth needs as relevant to the consideration of Quality of working life. Several such needs were

identified :

Skill variety,

Task Identity,

Task significance,

Autonomy and

Feedback.

They suggested that such needs have to be addressed if employees are to experience high

Quality of working life.

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

essential components of Quality of working life as basic extrinsic job factors of wages, hours and

working conditions, and the intrinsic job notions of the nature of the work itself. He suggested

that a number of other aspects could be added, including :

individual power,

employee participation in the management,

fairness and equity,

social support,

use of one’s present skills,

self development,

a meaningful future at work,

social relevance of the work or product,

effect on extra work activities.

Taylor suggested that relevant Quality of working life concepts may vary according to

organisation and employee group.

Warr and colleagues (1979), in an investigation of Quality of working life, considered a

range of apparently relevant factors, including :

work involvement,

intrinsic job motivation,

higher order need strength,

perceived intrinsic job characteristics,

job satisfaction,

life satisfaction,

happiness, and

self-rated anxiety.

They discussed a range of correlations derived from their work, such as those between

work involvement and job satisfaction, intrinsic job motivation and job satisfaction, and

perceived intrinsic job characteristics and job satisfaction. In particular, Warr et al. found

evidence for a moderate association between total job satisfaction and total life satisfaction and

happiness, with a less strong, but significant association with self-rated anxiety.

Thus, whilst some authors have emphasised the workplace aspects in Quality of working

life, others have identified the relevance of personality factors, psychological well being, and

broader concepts of happiness and life satisfaction.

Factors more obviously and directly affecting work have, however, served as the main

focus of attention, as researchers have tried to tease out the important influences on Quality of

working life in the workplace.

Mirvis and Lawler (1984) suggested that Quality of working life was associated with

satisfaction with wages, hours and working conditions, describing the “basic elements of a good

Quality of work life” as :

safe work environment,

equitable wages,

equal employment opportunities and

opportunities for advancement.

Baba and Jamal (1991) listed what they described as typical indicators of Quality of

working life, including:

job satisfaction,

job involvement,

work role ambiguity,

work role conflict,

work role overload,

job stress,

organisational commitment and

turn-over intentions.

Baba and Jamal also explored routinisation of job content, suggesting that this facet

should be investigated as part of the concept of Quality of working life.

Some have argued that Quality of working life might vary between groups of workers.

For example, Ellis and Pompli (2002) identified a number of factors contributing to job

dissatisfaction and Quality of working life in nurses, including:

poor working environments,

resident aggression,

workload, innability to deliver Quality of care preferred,

balance of work and family,

shiftwork,

lack of involvement in decision making,

professional isolation,

lack of recognition,

poor relationships with supervisor/peers,

role conflict,

lack of opportunity to learn new skills.

Sirgy et al. (2001) suggested that the key factors in Quality of working life are:

need satisfaction based on job requirements,

need satisfaction based on work environment,

need satisfaction based on supervisory behaviour,

need satisfaction based on ancillary programmes,

organizational commitment.

They defined Quality of working life as satisfaction of these key needs through resources,

activities, and outcomes stemming from participation in the workplace. Needs as defined by the

psychologist, Abraham Maslow, were seen as relevant in underpinning this model, covering

health & safety, economic and family, social, esteem, actualisation, knowledge and aesthetics,

although the relevance of non-work aspects is play down as attention is focussed on Quality of

work life rather than the broader concept of Quality of life.

These attempts at defining Quality of working life have included theoretical approaches,

lists of identified factors, correlational analyses, with opinions varying as to whether such

definitions and explanations can be both global, or need to be specific to each work setting.

Bearfield, (2003) used 16 questions to examine Quality of working life, and

distinguished between causes of dissatisfaction in professionals, intermediate clerical, sales and

service workers, indicating that different concerns might have to be addressed for different

groups.

The distinction made between job satisfaction and dissatisfaction in Quality of working

life reflects the influence of job satisfaction theories. Herzberg at al., (1959)used “Hygiene

factors” and “Motivator factors” to distinguish between the separate causes of job satisfaction

and job dissatisfaction. It has been suggested that Motivator factors are intrinsic to the job, that

is; job content, the work itself, responsibility and advancement. The Hygiene factors or

dissatisfaction-avoidance factors include aspects of the job environment such as interpersonal

relationships, salary, working conditions and security. Of these latter, the most common cause of

job dissatisfaction can be company policy and administration, whilst achievement can be the

greatest source of extreme satisfaction.

An individual’s experience of satisfaction or dissatisfaction can be substantially rooted in

their perception, rather than simply reflecting their “real world”. Further, an individual’s

perception can be affected by relative comparison – am I paid as much as that person - and

comparisons of internalised ideals, aspirations, and expectations, for example, with the

individual’s current state (Lawler and Porter, 1966).

In summary, where it has been considered, authors differ in their views on the core

constituents of Quality of Working Life (e.g. Sirgy, Efraty, Siegel & Lee, 2001 and Warr, Cook

& Wall, 1979).

It has generally been agreed however that Quality of Working Life is conceptually

similar to well-being of employees but differs from job satisfaction which solely represents the

workplace domain (Lawler, 1982).

Quality of Working Life is not a unitary concept, but has been seen as incorporating a

hierarchy of perspectives that not only include work-based factors such as job satisfaction,

satisfaction with pay and relationships with work colleagues, but also factors that broadly reflect

life satisfaction and general feelings of well-being (Danna & Griffin, 1999).More recently, work-

related stress and the relationship between work and non-work life domains (Loscocco &

Roschelle, 1991) have also been identified as factors that should conceptually be included in

Quality of Working Life.

RESEARCH METHODOLOGY

Research methodology is the systematic way to solve the research problem. It gives an

idea about various steps adopted by the researcher in a systematic manner. The research method

of the study explains the systematic way of findings to the predetermined objectives. This

provides the clear path to accomplish and achieve clear solution for the problem stated. The

following are the stages through which the research has passed to obtain the conclusions.

1. Define the research problem

2. Review the literature

3. Design research

4. Collection of data

5. Analyze data

6. Interpret data

7. Report the data

Research Design

A research design is considered as the framework or plan for a study that guides as well

as helps the data collection and analysis of data. The research design adopted for this project is

exploratory in nature.

Sources of data

For any study there must be data for analysis purpose. Without data there is no means of

study. Data collection plays an important role in any study. It can be collected from various

sources. For the purpose of the study the following sources of data are used:

Primary data

Primary data refers to the collection of first hand data.

Data is collected through

Questionnaire

Observations

Questionnaire

A structured questionnaire is prepared and circulated to the employees to know their

opinion.

Observations

Observations were done during the visits to the organization.

Secondary data

Secondary data refers to the data, which is not newly generated but rather obtained from:

Reports on the study

Review of literature etc.

Statement of the Problem

Seshasayee paper and boards limited is a paper manufacturing and finishing unit

situated in pallipalayam. A study is done at Seshasayee paper and boards limited to know the

Quality of Work Life of the employees. In this study emphasis is given to know the employees’

opinions about their work and other factors which have been identified to influence work life

quality, and to know how far it affects productivity and organizational effectiveness.

The answers from the employees will give a true picture of Quality of Work Life.

Analyzing the respondents’ answers will help in understanding problems from the employees’

view thus will help to develop the current system and making it more effective.

Purpose and Importance of the study

The answers from the employees will give a true picture of Quality of work life.

Analyzing the respondents’ answers will help in understanding problems from the employees’

view thus will help to develop the current system and making it more effective.

Methodology

A study is conducted to know the views of the employees on the current system. To know

the attitude of the employees, data is collected through structured questionnaire. The

questionnaire consists of dichromatic and multiple choice questions. The questionnaire is

designed for employees working with Seshasayee paper boards and limited; the questionnaires

were given as feedback forms to the candidates on behalf of Seshasayee paper boards and limited

Respondents Size

The size refers to the number of items or the units to be selected from the population or

the universe to constitute a sample. For the present study, sample size includes 100 executives at

Seshasayee paper boards and limited.

Research Instrument

The researcher has used a structured questionnaire as a research instrument tool which

consists of rankings, multiple choice and dichotomous questions in order to get data. Thus,

questionnaire is the data collection instrument used in the study. All the questions in the

questionnaire are organized in such a way that it elicits all the relevant information that is needed

for the study.

Statistical Tools used for Data Analysis

After the data have been collected it has to be analyzed; the data obtained from the

questionnaire is consolidated. Tabulation is a part of technical procedure where in classified data

are put in the form of tables. The tables thus obtained should be analyzed with statistical

techniques and tools so that interpretation would be precise. After interpreting the results,

suitable suggestions are made to the company to improve and maintain its employees’ Quality of

work life levels. The statistical tools used for analyzing the data collected are percentage method,

chi- square tests, mean score value and bar diagrams.

ANALYSIS AND INTERPRETATION

Processing data is very important in a research. The purpose of analysis is to draw

conclusions. Analysis of data involves organising the data in a particular manner. Interpretation

of data is a method of deriving conclusions from the data analysed. It converts data into

information. Analysis of data is not complete unless it is interpreted.

The data are collected through census and books, reports, and internet etc. The census is

conducted among the employees of Seshasayee Paper and Board Limited The data collected by

the researcher are tabulated and analyzed in such a way as to make interpretations.

Various steps are required to fulfil the purpose of processing the data. Editing refers the

activity of inspecting, correcting and modifying the correct data. Coding involves the assigning

of umbers or other symbols to answers so that the responses can be grouped into a limited

number of classes or categories. Tabulation refers to counting the number of cases that fall into

various categories. The results are summarized in the form of statistical tables.

TABLE

NO.FACTORS TOOLS USED

4.1.

4.1.1.

4.1.2.

4.1.3.

4.1.4.

4.1.5.

4.2.

4.2.1.

4.2.2.

4.2.3.

4.2.4.

4.2.5.

4.2.6.

4.2.7.

4.2.8.

Personal Variables

Gender

Age

Department

Experience

Income

Organisational Variables

Adequate and Fair Compensation

Safe and Healthy Environment

Development of Human capacities

Growth and Security

Social Integration

Constitutionalism

Total Life Space

Social Relevance

Percentage

Analysis

Mean Score Value

CHI-SQUARE METHOD

The chi square test is one of the simplest and most widely used nonparametric tests in

statistical work. As a non-parametric test it can be used to determine if categorical data shows

dependency or the two classifications are independent. It can also be used to make comparisons

between theoretical population and actual data when categories are used.

Chi square, χ2= Σ ((O-E) 2 / E)

Where, O= observed frequency

E= expected frequency

Expected Frequency = (Row total * Column total) / Grand total

Degree of freedom = (c-1) (r-1)

Where, c = No. of columns

r = No. of rows

The level of significance is 5%.

Null Hypothesis (Ho)

There is no significant relationship between the two measured phenomena.

If the calculated value for the table is lesser than or equal to the chi-square table value,

then the hypothesis is accepted. If the calculated value is greater than the table value, the

hypothesis is rejected.

4.1 PERSONAL VARIABLES

The data regarding the personal variables like age, gender, income and experience are

collected from the employees in order to understand the relationship between such variables and

the quality of work life.

4.1.1. Gender

Though gender has its impact on absenteeism, there are few differences between man and

woman that will affect their job performance. Gender also influences the personality and

perception of the individuals.

Gender No. of Respondents Percentage

Male 100 100

Female 0 0

There are 100% male workers and 0% female workers in the organisation.

There are more number of male employees in the company because the manufacturing

processes need physical strength and sustain and survive in the highly demanding work

conditions.

4.1.1. Gender

Age

The relationship between age and job performance is gaining importance since it is

widely believed that performance decreases with increasing age. Age has also been found to

influence job satisfaction of individuals.

Age (in years)No. of

RespondentsPercentage

15-25 15 15

26-40 27 27

41-50 24 24

Above 50 34 34

Of the 100 respondents, 15% belong to the age of 15-25 years, 27% are in the age of 26-

40 years, 24% of the workers are in the age of 41-50 years and 34% of the workers are above the

age of 50 years.

More than half of the workers are aged between above 50 years. The organisation

consists mostly of employees of old age so that they will be able to cope up with the demands of

the job compared to those who are either too young or too old for the job.

4.1.2. Age

4.1.2. Department

The jobs in the organisation are grouped together into departments based on the similarity

of their functions. Since the functions performed in each department is different, it can have

different effects on the people working in each department.

DepartmentNo. of

RespondentsPercentage

Administration 16 16

Processing 46 46

Mechanical 38 38

It can be understood from the above table that 16% of the employees work in the

administration, 46% work in the Processing, 38% mechanical.

There are more number of workers in the Processing department since most of the

processes in this department have to be done manually and a large number of processes warrants

the need for large number of employees.

4.1.3. Department

4.1.3. Experience

Experience refers to the number of years an employee has been working in the organisation

doing the same or different job. Experience has been found to have a positive impact on job

satisfaction of individuals and also speeds ups their learning process.

Experience No. of Respondents Percentage

< 1 year 11 11

1-5 years 13 13

5- 10 years 17 17

> 10 years 59 59

The above table shows that 11% of the workers have less than a year of

experience in the organisation, 13% of the employees have been working in the

organisation for 1-5 years, 17% labourers have 5-10 years experience and 59% workers

have more than 10 years of experience.

Most of the employees have been working in the company for more than 10 years

4.1.4. Experience

RESULTS – A GLIMP

4.1. Personal Variables

It includes age, gender, years of experience and the department in which the employee is

working.

Personal Variables

Gender Male – 100%

Age Above 50 years –34 %

Department Processing – 46%

Experience >10 years – 59%

The table shows that most of the employees are aged between above 50 years and the

dominant gender is male; and most work in the processing department

4.2. ORGANISATIONAL VARIABLES

Quality of work life is influenced by a wide number of factors like pay, working

conditions, work stress, rewards and so on. In order to find out the factors that influences the

quality of work life of the employees at Krishna Squeezers and Dryers, an analysis of the

responses obtained from the employees through the questionnaire is carried out.

4.2.1. Adequate and Fair Compensation

According to Walton’s QWL Model, fair and adequate pay is one of the important factors

that affect an employee’s quality of work life. Pay determines the standard of living of the

employees and their families. It is a general belief that high pay and rewards lead to better work

performance since the employees feel motivated.

FactorsStrongly

AgreeAgree Disagree

Strongly

Disagree

Mean

Score

Adequate Salary 66 28 8 2 3.58

Fair Pay 60 32 5 3 3.49

Fringe benefits 46 36 15 3 3.25

Mean Score

Value3.44

It is clear from the above table that most of the employees feel that they have adequate

salary and the pay is also fair. Majority of the workers agree that they are recognized for their

performance.

Most of the workers agree that their company pays them adequate and fair compensation

and benefits.

4.2.1. Adequate and Fair Compensation

51

4.2.2. Safe and Healthy Environment

In order to improve quality of work life the work environment should be free from

hazards. Healthy work conditions result in better performance by the employees. When an

employee feels that the work condition is dangerous, it leads to more mistakes on the employees’

part, thus leading to decreased productivity and quality. Hence, good infrastructure facilities

need to be maintained.

FactorsStrongly

AgreeAgree Disagree

Strongly

Disagree

Mean

Score

Working Conditions 56 39 3 2 3.46

Infrastructure 60 38 1 1 3.57

Mean Score

Value3.51

Analysis of the above table shows that many employees believe they have good working

conditions and the company maintains sufficient safety standards. The workers also feel the

infrastructure facilities in the unit are good.

Majority of the employees agree that they have the necessary work environment to do the

job better.

4.2.2. Safe and Healthy Environment

4.2.3. Development of Human Capacities

Quality of work life can be improved if the job allows sufficient autonomy and control,

uses a wide range of skills and abilities, and provides immediate feedback to workers to take

corrective action. The employees must also be provided with the necessary tools and techniques

for the job and failure to provide such facilities will lead to poor work performance and

decreased employee morale.

FactorsStrongly

AgreeAgree Disagree

Strongly

Disagree

Mean

Score

Use of skills and abilities 60 32 6 2 3.50

Decision-making authority 56 30 10 4 3.38

Tools and Techniques 45 48 4 3 3.35

Mean Score

Value3.41

The above table clearly shows that the company provides the necessary tools and

techniques to perform the job. It also makes use of the employees’ skills and abilities. More than

half of the labourers feel they are given enough authority to take decisions regarding their jobs.

Most of the employees are of the opinion that their organisation takes the necessary

measures to develop its human capacities.

4.2.3. Development of Human Capacities

4.2.4. Growth and Security

Providing a sense of security is important in order to provide better QWL. Learning and

growth opportunities and skill discretion have also proven to have a positive effect on job

satisfaction and reduced job stress that will lead to better QWL. Supervisor’s help and concern

for employees will help the workers to perform the job better which is essential for high work

satisfaction and morale of the employees.

Factors Strongly Agree Disagree Strongly Mean Score

Agree Disagree

Job Security 68 25 4 3 3.58

Training Opportunities 49 38 12 1 3.35

Promotion Opportunities 35 46 15 4 3.12

Supervisor's Concern for

employees38 43 16 3 3.16

Mean Score

Value3.30

It is clear from the analysis of the above table that a vast majority of the employees

believe their job is secure. They also agree that their supervisors guide them in their work and

they are satisfied with the job conditions and promotion opportunities.

Most of the workers have high job security and growth opportunities.

4.2.4. Growth and Security

4.2.5. 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. Discrimination of employees leads

to employee attrition and high employee turnover which causes huge loss to the company.

Morale of the employees can be increased by treating them with respect and this leads to a better

quality of work life.

FactorsStrongly

AgreeAgree Disagree

Strongly

Disagree

Mean

Score

Respect in workplace 46 38 6 10 3.20

Fair Treatment 36 43 17 4 3.11

Relationship with Co-workers 33 48 13 6 3.08

Mean Score

Value3.13

Most of the workers strongly agree that they are treated with respect in work place. They

also maintain a good relationship with their co-workers.

A high mean score value of 3.20 indicated that the employees are treated without

prejudice and they are able to preserve their self-esteem.

4.2.6. Social Integration

4.2.6. Constitutionalism

According to Walton, providing freedom of speech and privacy to the workers is one of

the major factors affecting their work life quality. When the suggestions of the workers are

implemented by the organisation, the employee will feel productive and satisfied in the fact he is

able to contribute something for the success of the organisation.

FactorsStrongly

AgreeAgree Disagree

Strongly

Disagree

Mean

Score

Acceptance of Suggestions 49 33 13 5 3.26

Conformance to standards and

laws69 23 5 3 3.58

Mean Score

Value3.42

The above table clearly depicts that all the employees believe their company abides by

the rules and standards. However, most of them also say that they are not involved in decision-

making. But they feel their suggestions are taken into account by the company.

Most of the workers agree they are given the freedom of speech and privacy.

4.2.6. Constitutionalism

4.2.7. Total Life Space

A major component of QWL, which is important for both the employees and the

employers, is the relationship between work and home life. In an increasing competitive

environment, it is difficult to separate home and work life. Employees today express a strong

desire to have a harmonious balance among career, family life and leisure activities. Work and

Family Life are interdependent and the organisation must make sure that it provides the needed

guidance for the workers.

FactorsStrongly

AgreeAgree Disagree

Strongly

Disagree

Mean

Score

Work-Life Balance 32 52 11 5 3.11

Flexitime 33 42 19 6 3.02

Mean Score

Value3.06

Although most of the employees agree they are able to balance their work and family life,

they also feel that the possibility of fun in work place is very limited. The respondents also

disagree to flexitime in their work.

Most of the workers are not able to have fun in work place and their organisation does

not provide alternative work schedules.

4.2.7. Total Life Space

A STUDY ON QUALITY OF WORK LIFE AT SESHASAYEE

PAPER AND BOARDS LIMITED, PALLIPALAYAM

QUESTIONNAIRE

1. Employee Name:

2. Gender: Male Female

3. Age (years): 15-25 26-40 41-50 Above 50

4. Department: Mechanical Service Administration

5. Experience: <1 year 1-5 years 5-10 years >10 years

6. Adequate and Fair Compensation

a. The organisation provides adequate salary

Strongly agree Agree

Disagree Strongly Disagree

b. Pay is fair for the work performed



c. Fringe benefits are good in the organization



7. Safe and Healthy Environment

a. I am satisfied with the working conditions



b. The infrastructure facilities are good



8. Development of Human Capacities

a. My job lets me use my skills and abilities



b. I am given enough authority to take decisions related to my work



c. The organization is providing a high quality tools and techniques to do the job



9. Growth and Security

a. My job is secured



b. The training opportunities have really helped in improving the quality of work



c. The opportunity for promotions is good



d. The supervisor is concerned about the welfare activities of the employees



10. Social Integration

a. I am treated with respect in the work place



b. The workers are treated fairly without any discrimination



c. I am satisfied with my relationship with my co-workers



11. Constitutionalism

a. The suggestions given by me are always accepted and motivated by the superior



b. The organisation respects the laws and conforms to the norms and standards



12. Total life space

a. I am able to balance my work and family life



b. The organisation allows me to work flexitime



13. Social Relevance

a. My main satisfaction in life comes from my work



b. The company co-operates and helps the employees during emergency times



14. How often do you feel stress out at the job?

Always Often

Sometimes Never

15. In general, how would you describe relations in your work place between management and

employees?

Very good Good

Quite Bad Very bad

16. Overall, how satisfied are you with your work?

Strongly satisfied Satisfied

Strongly dissatisfied Dissatisfied

a study on quality of work life at seshasayee paper and board limited

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