ACKNOWLEDGEMENT

This creation acknowledges being pillared by some patronage,

some perspiration, some guidance, some intelligence and a lot of
inspiration. I find it proper to ponder my obligations to my patrons and
peers.
First and foremost, I wish to express my gratitude to the lord
almighty for the graceful blessings to me.
I would like to express my heartful gratitude and thanks to
Mrs. R. INDRALEKHA, M.A, M.Ed, M.Phil, PGDSJMC, Principal,
Maharaja College for Women, Perundurai, permitting me to do this
project work.
I extend my sincere thanks to Mr. P. PARAMANANDHAM, MBA,
M.A (Psy), M.A. (Soc), M.A. (Eng), M.Sc., M.Ed., BLIS, PGDHRM,
PGDMM, Head of the department who encouraged me at all level, for
completion of this project.
My project guide Mr. G. R. VASANTHAKUMAR, MBA, M.Phil,
PGDEC, merits my sincere words of gratitude and praise for providing
me with privileged guidance.
I am very much thankful to Mr. ANOOP KUMAR, General
Manager, HR, and Mr. MAHIPAL NAIR, Executive, HR, who guided me
for successful completion of this training program.
Finally I thank my family and friends who have helped me in
completing my project work in every possible way.

CONTENTS
CHAPTER I
Introduction
Quality of work life A theoretical view
CHAPTER II
Company Profile
Divisions
Human Resource Planning
Quality of work life in Malayala Manorama
Product Profile
CHAPTER III
Research Problem
Objectives of the study
Scope of the study
Research Methodology
Limitations of the study

CHAPTER IV

Analysis and Interpretations

Findings
Suggestions
Conclusion
BIBLIOGRAPHY
APPENDIX

LIST OF TABLES

S.
No.

Title

Pag
e
No.

Responsiveness of supervisors

Co-operation between workgroups

The knowledge about the duties of an employee

The

use

of

constructive

feedback

to

improve

contribution
5

The respect of people in the organization

The flow of routine information in the work place

The forum for the exchange of important information

The availability of information

The

workers

contribution

to

the

missions

of

the

organization
10

The participation of workers in formulating specific goals

and objectives

11

The organizations responds towards the changes

12

The organizations mobility in the quality of its products

and services

13

Organization rivalry

14

The opinion about the quality of equipments in the

organization

15

The adequacy of equipments

16
17

The maintenance of equipments

Training in the organization

18

The established training goals and objectives

19

The workers knowledge about the skills which are

expected to use their current job

20

Availability of time

21

Availability of information

22

Workers participation

23

The flexibility of policies and procedures

24

Opinion about layout

25

The reward for performance

LIST OF GRAPHS

S.
N
o.

Title

Co-operation between workgroups

Availability of information

Participation of workers in formulating specific goals and

objectives

Organization rivalry

Adequacy of equipments

Maintenance of equipments

Training in the organization

Availability of time for the employees

Workers participation

10

Reward for performance

Pag
e
No.

INTRODUCTION
A pen is mightier than the sword, it is a proverb, which
clearly tells us, the importance of a good pen. A good pen in the sense,
a good writing, a definite focus on social problems, clear and
confidence stand on writing. Thus, newspaper plays a major role in any
country, to communicate with people. Newspapers, lead the country,
by any application or objections, at right time and at right situation. It
is a media by which people are able to know the incidents occur in any
corner of the country. Besides providing information to its readers, a
newspaper aims at educating and leading the public at large and
protecting rights and freedom of the people.
A newspapers success depends on,

The news mix

Communicating whatever information reader is looking for

Communicating the message in easy language.

The effective and economic distribution to have a good

reach to the good readers.

Now, Malayala Manorama is the largest selling language

newspaper in India. It is a diversified group with brand leadership in a
variety of media products. It is a highly successful multi magazine
publishing house.

Quality of Work Life

The quality of work life is the quality of the relationship between
the employees and their work environment which is such that an
employee has a significant influence in shaping the organizational
environment and the methods to increase not only to their motivation
and job satisfaction, but also the productivity and the profits of the
organization to which they belong. All employees can make significant
contribution to the organizational objectives can cope with the
changing environment and experience a feeling of satisfaction and
pride, besides, personal growth and opportunities. Hence quality of
work

life

is

concept

leading

to

pragmatic

action-oriented

management approach in managing people.

Quality of work life means quality of human experience in the
work place. It refers to the favourableness or unfavourableness of a
job environment for people. The basic purpose is to develop jobs that
are excellent for people as well as for the production. Many current
organizational experiments seek to improve both productivity for the
organisation and quality of working life for its members.
Employers had two reasons for redesigning jobs and organisation
for a better quality of work life.

Classical design originally gave inadequate attention to

human needs.

The needs and aspirations of workers themselves were

changing.

Options Available To Management

Several options for solving the problems regarding quality of
work life were available to management.

Leave the job as it is and employ only workers who like the
rigid environment and routine specialisation of classical
design. Not all workers object to this form of work. Some may
even relish it because of the security and task support that it
provides.

Leave the job as it is, but pay workers more so that they will
accept the situation better. Since classical design usually
produces economic gain, management can afford to share the
gain with workers.

Mechanize and automate routine jobs so that the labour is

unhappy with the job is no longer needed. Let machines do
the routine work.

Redesign jobs to have the attitudes desired by people, and

redesign organisations to have the environment desired by
people. This approach seeks to improve quality of work life.

Criteria for the Quality of Work Life

Eight major conceptual categories are proposed, ranging from
adequate and fair compensation for work to the social relevance of
work, they provide a framework for analyzing the salient features of
the quality of working life.
1. Adequate and Fair Compensations
Adequacy of compensation is a relative concept. There simply is
no consensus on objective or subjective standards for judging the
adequacy of compensation. Fairness in compensation has various
operational meanings. Job evaluation specifies relationship between
pay and factors such as training required, job responsibility and
noxiousness of working conditions. To judge the adequacy and the
fairness

or

work

compensation,

both

factors

are

important

determinants of the quality of working life.

Adequate income:
Does the income from fulltime work meet socially determined
standards of sufficiency or the subjective standard of the recipient?

Fair Compensation:
Does the pay received for certain work bear an appropriate
relationship to the pay received for other work?
2. Safe and Healthy Working Conditions
Legislation, union action, and employer concern have resulted in
continually rising standards of satisfactory working conditions. Aspects
of these improvements include: reasonable hours enforced by a
standardized normal work period beyond which premium pay is
required; physical working conditions that minimize risk of illness and
injury; age limits imposed when work is potentially destructive to the
welfare of persons below (or above) a certain age.
The general improvement in the quality of working conditions
and the earlier maturation of youth may lead to a relaxation of age
limits in same areas of work.
3. Immediate Opportunity to Use and Develop Human
Capacities
Work has tended to be fractionated, deskilled, and tightly
controlled. The planning of work has been separated from its
implementations.

These

tendencies

have

progressed

in

varying

degrees from one job to the next; therefore job differ in how much they

enable employees to use and develop their skills and knowledge. Some
of the job qualities necessary for this development follow:

Autonomy:
Does the work permit substantial autonomy and self-control
relative to external controls?
Multiple Skills:
Does the work allow one to exercise a wide range of skills and
abilities rather than merely repeat the same narrow skill?
Information and Perspective:
Is one allowed to obtain meaningful information about the total
work process and the results of his own action, so that he can
appreciate the relevance and consequences of his actions?
Whole Tasks:
Does ones work embrace a whole task or is it some fragment of
a meaningful task?
Planning:
Does ones work include planning as well as implementation of
activities? These aspects of the job affect the ego involvement, selfesteem, and challenge obtained from the work itself.

4. Future Opportunity for Continued Growth and Security:

The opportunity for self improvement through education and
hard work has been considered an American birthright, the typical
industrial job can now be completely learned within a few weeks or a
few years, after which the blue-collar worker has reached nearly the
peak of his earnings and can look forward to only minor improvements.
Many lose interest in their Professional work, no longer invest in their
career pursuits, and increase the sterility of their work lives. Thus
attention needs to be given to the following aspects of working life.
Development:
The extent to which ones current activities contributes to
maintaining and expanding ones capabilities rather than leading to
obsolescence.
Prospective Application:
The expectation to use expanded or newly acquired knowledge
and skills in future work assignments.
Advancement Opportunities:
The availability of opportunities to advance in organizational or
career terms recognized by press, family members or associates.

Security:
Employment or income security associated with ones work.
5. Social Integration in the work organization
Since

work

and

career

are

typically

pursued

within

the

framework of social organisations, the nature of personal relationships

becomes another important dimension of the quality of working life.
Whether the worker has a satisfying identity and experiences self
esteem will be influenced by the following attributes in the climate of
his work place:
Freedom from Prejudice:
Acceptance of the worker for work related traits, skills, abilities,
and potential without regard to race, sex, creed and national origin, or
to life styles and physical appearance.
Egalitarianism:
The absence of stratification in work organisations in terms of
status symbols and / or step hierarchical structures.
Mobility:

The existence of upward mobility as reflected, for example, by

the percentage of employees at any level who potentially could qualify
for higher levels.
Supportive Primary Groups:
Membership in facetoface work groups marked by patterns of
reciprocal help, socio economical support and affirmation of the
uniqueness of each individual.
Community:
The sense of community in work organisation that extends
beyond face to face work groups.
Interpersonal openness:
The way members of the work organisation relate to one another
their ideas and feelings.
6. Constitutionalism in the work organisation:
The labour unions have brought constitutionalism to the work
place to protect employees from arbitrary or capricious actions by
employers. The following aspects of constitutionalism are key elements
in providing higher quality to working life;
Privacy:

The right to personal privacy; for example, with holding from the
employer information about workers off the job behaviour or about
actions of members of his family .
Free Speech:
The right to dissent openly from the views of superiors in the
organisation without fear of reprisal.
Equity:
The right to equitable treatment in all matters including the
employee compensation scheme, symbolic rewards and job security.
Due Process:
Governance by the rule of law rather than the rule of men in
such matters as equal opportunity in all aspects of the job, privacy,
and dissent, including procedures for due process and access to
appeals.
7. Work and the Total Life Space:
An individuals work experience can have positive or negative
effects on other spheres of his life, such as his relations with his family.
Prolonged periods of working overtime can have a serious effect on
family life. When a person invests enormous time and energy in work

at the expense of family, it is unclear whether this pattern is a cause or

symptom of deficiencies in the family situation. Sometimes the
employing organisation is imposing demands that seriously affect the
employees ability to perform other life roles, such as spouse or parent.
In other cases, however, these demands are largely self imposed to
escape the responsibilities and strains of family roles. If work did not
absorb this time and energy, the person would shift his attention to
other pursuits outside the family, such as hobbies or civic activities.
8. The Social Relevance of Work Life:
The socially beneficial roles of the employing organisation and
the socially injurious effects of its activities increasingly have become
salient

issues

for

employees.

Does

the

worker

perceive

the

organisation to be socially responsible in its products, waste disposal,

marketing

techniques,

employment

practices,

and

relations

to

underdeveloped countries, participation in political campaigns, etc?

Organisation which are seen to be acting in a socially irresponsible
manner will cause increasing numbers of employees to depreciate the
value of their work and careers, which in turn affects worker self
esteem.

Quality of Work Life as a Process

Some background on how to think about the relationship
between quality of work life practices and productivity is needed.

Improved
Communication
Co - ordination

QWL intervention

Improved
Motivation

Improved
Capabilities

Improved
Productivity

The figure shows that there are three primary ways a quality of
work life intervention or practice can improve productivity; it can
improve communication / coordination, motivation and employee
performance capabilities. Then make a reasonable estimate regarding
whether the intervention will lead to improved productivity.

Employee well
being & satisfaction

Attention and
retention

Productivity

QWL
Intervention
Productivity

This figure carries the thinking about the relationship between

quality of work life interventions and productivity one step further. It
shows that if a particular quality of work life intervention improves
productivity directly, it also can influence productivity indirectly.

Where employee satisfaction increases, as a result of the

intervention and improved productivity, this can ultimately have a
positive influence on productivity by attracting good employees to
work for the organisation and by reducing turnover.

Effect of opportunity on the Quality of work and on productivity

Enhanced
Quality of Work
Experience+

Productivity

Productivity

Opportunity to use and develop capacities

Productivity
Overall, the argument here is that there are a number of ways
that a quality of work life intervention can have a positive effect on
productivity. However, improving productivity is dependent on the
degree to which the intervention increases employee satisfaction,
communication, motivation, and performance capability. Indeed, there
is reason to believe that the intervention may have to influence

motivation, communication, and capability in order to lead to improved

productivity. This rationale is based on the view that for productivity to
increase motivation, performance capability, and coordination all need
to be high in an organisation. If any one of these is low or missing, the
organisation cannot be effective.
Quality of work life refers to the favorable and in favourableness
of the job environment for people. Since people and environment have
changed, increased attention needs to be given to improving the
quality of work life. Jobs are required to fit people as well as
technology.
The psychological aspect of QWL is, what people do at work and
the way they do work.
The physical aspect of QWL is, the condition in which people
work and the managements attitude towards safety, pollution, work
environment etc. The economical aspect of QWL is, what they are paid
for what they do and the standard of living.
The QWL programmes aim at increasing employees satisfaction
through improvement of work conditions and employee involvement
schemes.

QWL programmes should look for active involvement of people

so that all employees can make significant contribution to the
organizational

goals

and

purposes.

Before

initiating

any

QWL

improvement programs, understanding of human psychology at work is

important. The companies that are the best at creating a good QWL
will be able to attract and retain the most skilled workers.
Employee Training
Every organisation needs to have well-trained and experienced
people to perform the activities that have to be done. If the current or
potential job occupant can meet this requirement, training is not
important. But when this is not the case, it is necessary to raise the
skill levels and increase the versatility and adaptability of employees.
Employee training and development is not only an activity that is
desirable but also an activity that an organisation must commit
resource to if it is to maintain a viable and knowledgeable work force.
Need for Basic Purposes of Training
1. To increase productivity
2. To improve quality
3. To help a company fulfill its future personnel needs
4. To improve organizational climate

5. To improve health and safety

6. Obsolescence prevention
7. Personal growth
Responsibility for Training
Training is the responsibility of four main groups:

The top management: which frames the training policy

The personnel department: which plans, establishes and

evaluates instructional programme

Supervisors:

who

implement

and

apply

developmental

procedure.

Employees: who provide feedback, revision and suggestions for

corporate educational endeavors

Steps in Training Programmes

Training programmes are a costly affair, and a time consuming
process. Therefore, they need to be drafted very carefully. Usually in
the organisation of training programmes, the following steps are
considered necessary:

Discovering or identifying the training needs.

Getting ready for the job.

Preparation of the learner.

Presentation of operations and knowledge.

Performances try out.

Follow up and evaluation of the programme

Sequence of training programme

Discovering or identifying training needs

(through organisational operations , manpower analysis etc)

Getting ready for the job

Preparation of the learner

(Create, desire & prepare accordingly)

Presentation of operations and knowledge

(Application of training techniques)

Performance try out

Follow-up
(Rewards and feedback)

Motivation
Motivation is a process that starts with a physiological or
physiological deficiency or need that activates behavior or a drive that
is aimed at a goal or inventive.
Where there is a strong positive motivation, the employees
output increases; but where it is negative or a weak positive
motivation, his performance level is low.
Motivation consists of the three interacting and interdependent
elements of needs, drives and goals.
Needs
These are the deficiencies, and created whenever there is a
physiological or psychological imbalance.
Drives or Motives
Drives or motives are set to alleviate needs. These are action
oriented

and

provide

an

energizing

thrust

toward

goal

accomplishment. They are the very heart of motivational process.

Goals
Goals are anything which will activate a need and reduce a drive.
Factors Influencing Individual Motivation in Organisation

Attitudes

Goals

Beliefs
Motivation

Needs

Values

Characteristics of Motivation

Motivation

is

an

internal

feeling:-

motivation

is

psychological phenomenon which generates within an individual.

Person in totality not in part is motivated:- Each individual

in the organisation is a self contained and inseparable unit and
his all needs are inter related.

Motivation is the product of anticipated values from an action

and the perceived probability that these values will be achieved
by the action.

Importance of Motivation
Motivation is one of the most important factors determining
organisation efficiency. Diagnosing human behavior and analyzing as
to why people behave in a particular way is of prime importance in
motivating them irrespective of the nature of the organisation because
individual is the basic component of any organisation.
The importance of motivation in an organisation may be summed up as
follows,
1. High Performance Level
2. Low employee turnover and absenteeism
3. Acceptance of Organizational changes
Motivation of Managers
There are various studies conducted to show, what motivates the
managers. In a study by Lahiri and Srivastava to test applicability of
Herzbergs two factor theory. It was found that for middle level
managers, responsibility, domestic life, accomplishment, job and the
utilization of abilities on the job were found to be motivational factors
while organizational policy and administration, promotion, salary,
superior and growth were dissatisfiers. In another study, it was found

that motivators contributed significantly more towards satisfaction

than hygiene in public sector. Whereas in the case of private sector,
motivators contributed significantly more towards the feeling of
dissatisfaction than hygiene. Thus the review of researchers based on
Herzbergs model presents quite contrasting results. Some supporting
it fully and others supporting it partially while many others are
contradicting it. In another recent study by Kumar Singh and Varma,
it was found that managers and supervisors ranked various job factors
as job security, opportunity for advancement, pay according to merit,
working conditions, task, welfare, housing, supervisors, workgroups,
bonus and name of the company in the order. In a study of
occupational goals, the value of the managers was found that
managers had the higher preference for intrinsic job factors as
compared to extrinsic job.
Motivation of Workers
Various research studies have been conducted to analyse the
pattern of workers motivation. Such studies have been concerned with
the understanding of:

The characteristics of satisfied and dissatisfied workers.

The relative importance of job factors.

The influence of supervisory style on the workers motivation.

The various job factors in order of importance by Dixit disclosed

that, workers ranked various job factors as adequate salary, job

security, adequate personal benefits, opportunity for advancement,
suitable work, good supervision, opportunity for training and learning
and comfortable working conditions in order of importance.

EMPLOYEE SAFETY
Since the beginning of the present country, employee safety and
health problems at work have been engaging attention of the
psychologists, sociologists and industrial engineers. Psychologists are
concerned with the theoretical considerations of accident causation
and the research into accident control, through proper selection,
training

and

education

of

the

employee

and

the

social

and

psychological factors that influence the individual behaviour in general.

Engineers and safety officers usually render necessary practical advice
on certain aspects of safety in industry. They look upon prevention of
accidents basically as an engineering problem to be tackled through
proper designing of mechanical safety devices.
In fact, accident prevention and safety are inter related and
therefore, require a multi dimensional approach. Its importance has
increased because of large scale industrialisation in which human
beings are subject to mechanical, chemical, electrical and radiation
hazards. Besides, modern industry is characterised by complicated
mechanisms, intricate job requirements, and fast moving production
lines. One of the important consequences of all this is increased
dangers to human life, through accidents.

Industrial Accident
An industrial accident may be defined as, an occurrence which
interrupts or interferes with the orderly progress of work in an
industrial establishment.
Cause of Accidents
Accidents are usually the result of a combination of factors, each
one of which may vary from situation to situation. This combination
may be of unsafe acts and equipment of people factors and conditions.
It has been rightly said that an accident does not have a single cause
but a multiplicity of causes which are often closely related. According
to safety experts there are three basic causes / factors that contribute
to accidents in organisation and unsafe acts on the part of employees.
1. Unsafe conditions (Work related causes)

Improperly guarded equipment

Defective equipment

Hazardous arrangement or procedure in and or around

machines or equipment.

Unsafe storage, congestion, overloading

Inadequate safety devices.

Wrong and faulty layout and bad location.

Improper illumination glare, insufficient light.

Improper ventilation insufficient air charge, impure air

source.

Poor house keeping.

2. Unsafe Acts
These acts may be the result of lack of knowledge or skill on the
part of the employee, certain bodily defects and wrong attributes.
These acts include acts like:

Operating without authority

Failing to secure equipment or warning other employees of

possible danger.

Failing to use safe attire or personal protective equipment.

Throwing materials on the floor carelessly.

Operating or working at unsafe speeds, either too fast or too low.

Making safety devices inoperative by removing, adjusting,

disconnecting them.

Using unsafe equipment, or using equipment unsafely.

Using unsafe procedures in loading, placing, mixing, combining

Taking unsafe positions under suspended loads.

Lifting improperly.

Cleaning, adjusting, oiling, repairing etc. moving a dangerous

department.

Distracting,

teasing,

abusing,

startling,

quarreling,

day

dreaming, horseplay.
3. Other Causes
These causes arise out of unsafe situational and climatic
conditions and variations such as bad working conditions, rough and
slippery floors, excessive glare, heat, humidity, dust and fume laden
atmosphere, very long hours of work, unsatisfactory behaviour of
domineering supervisors, excessive noise and carelessness in the
handling of such inflammable materials such as gasoline, solvents, oil
and grease, explosives etc.

Safety Organisation
The safety director and a safety committee be set up by an
organisation. The following facts should be given due consideration in
any safety organisation programme.

Safety programme must have top management approval,

sanction and support.

Responsibility for safety must rest with the supervisory

personnel.

Safety must be given equally important consideration with

that of other factors of production.

Provision must be made for prompt action in the elimination

of mechanical and personal hazards.

A definite safety programme must be developed to educate

all

employees

in

safety

and

to

secure

their

active

cooperation in the effort to eliminate accidents.

Safety

must

be

included

in

all

phases

of

planning,

purchasing, supervisions and operation.

In a large company, it is desirable to have a full time safety
director in addition to a number of analysts, engineers, industrial

hygienists and safety inspectors. Simonds and Grimaldi suggest that,

as a rule, one full time safety director should be appointed for each
2,000 employers.
Appraisal of Employee Attitude to Safety Programmes
A knowledge of the attitude of the employees to the safety
programmes developed for them and the specific measures adopted
for that purpose such as the setting up of bulletin boards, displays of
safety measures, pamphlets, booklets, posters, magazines and motion
pictures which highlight them would help the safety director in
presenting safety information to the employees of an organisation. He
and or the safety committee may discuss the problems of safety with
the employees, get and act on their suggestions and undertake
attitude surveys.
Job Enrichment
The modern interest in QWL developed through an emphasis on
job enrichment. The term was coined by Frederick Herzberg based
on his research with motivators and maintenance factors. Strictly
speaking, job enrichment means that additional motivators are added
to a job to make it more rewarding although the term has come to
apply to almost any effort to humanize jobs. Job enrichment is an

expansion of an earlier concept of job enlargement which sought to

give workers a wider variety of duties in order to reduce monotony.
Job enrichment brings many benefits.

Employee growth and self actualization

Improved motivation.

Better job performance (quality and / or quantity)

Less turnover

Less absence

Fewer grievances

Reduced idle time

Greater job satisfaction

Greater effectiveness as a citizen in the community.

General result is, a role enrichment that encourages growth and

self actualization. The job is built in such a way that intrinsic
motivation

is

encouraged.

Because

motivation

is

increased,

performance should improve, thus providing both a more human and a

more productive job. Negative effects also tend to be reduced, such as
turnover, absence, grievances and idle time. In this manner, both the
worker and society benefit, The worker performs better has more job

satisfaction, and is more self actualized, thus being able to

participate in all life roles more effectively. Society benefits from the
more effectively functioning person as well as better job performance.
Job enrichment applies to any efforts to humanize jobs,
particularly the addition of motivators to jobs. Core dimensions of jobs
that especially provide enrichment are variety, task identity, task
significance, autonomy and feedback. It is helpful if natural work
modules and natural work teams can be built. In spite of its
desirability, job enrichment is a contingency relationship, being more
applicable in some institution than others.
Job Satisfaction
Job satisfaction is the favourableness or unfavourableness with
which employees view their work. It expresses the amount of
agreement between ones expectations of the job and the rewards that
the job provides. Since job satisfaction involves expectations, it relates
to equality theory, the psychological contract and motivation.
Job satisfaction is part of life satisfaction. The nature of ones
environment of the job does affect ones feelings on the job. Similarly,
since a job is an important part of life, job satisfaction influences ones
general life satisfaction.

Job Satisfaction and Performance

High performance leads to high job satisfaction. When people
perform well, they are likely to develop more satisfaction with their
work.

Better
Performance

Rewards
Intrinsic
Extrinsic

Perception of
equality in
rewards

Greater
Satisfaction

As the figure shows, the sequence is that better performance

typically leads to higher rewards. If these rewards are seen as fair and
equitable, then improved satisfaction develops because employees
feel that they are receiving rewards in proportion to their performance.
Job Satisfaction Surveys
Management needs job satisfaction information in order to make
sound decisions. This section discusses the benefits management can
gain from the study of job satisfaction, what methods are available,
and how they are used. A typical approach is a job satisfaction survey,
also known as a morale, opinion, attitude, climate or quality of work
life survey. A job satisfaction survey is a procedure by which employees
collectively report their feelings about their jobs.
Benefits of Job Satisfaction Study
Job satisfaction surveys can produce neutral or negative results if
they are poorly done, but usually they bring a number of benefits. The

expected benefits are most likely to occur when the following

conditions are met.

Management is committed to the survey.

The survey is designed in terms of management and employee

needs and objectives.

The survey is properly administered.

There is management follow up and action to communicate and

use the results.

INTRODUCTION
One bright morning, over a century, ago March 14, 1888, the
Malayala Manorama a joint stock publishing company: the first of its
kind in India, came into being. It is founded by Kandathil Varghese
Mappillai in Kottayam, a small town in Travancore-the place, which
remained as a princely state until Indias independence in 1947. In
1888, when Malayala Manorama was established, there were a few
newspapers around, mostly organs of Christian churches. As a great
majority of the people was illiterate at that time, Manorama paid
special attention for the promotion of literature and arts.
About the Founder
Kandathil Varghese Mappillai was only 31 when he founded
Malayala Manorama. He was an accomplished writer, a high thinker
and a very enterprising personality. He was held in high esteem by
everyone. The Maharaja of Travancore, His Highness Sreemoolam
Thirunal, generously offered the Royal Coat of Arms to Malayala
Manorama a true royal gift to a deserving pioneer. Today the insignia
with a slight variation adorns the newspaper logo.
Kandathil Varghese Mappillais enterprise and farsightedness
went far beyond Malayala Manorama. He was the inspirational force

behind many educational and literacy institutions. Notably the

Thirumoolapuram Residential High Schools for Girls. At the turn of the
century the idea of a Residential school for girls in Travancore could
occur only to a zealous pioneer. And also his contribution to the
literature of Malayalam was vast. Apart from throwing open the pages
of Manorama to the finest writers in the language, he started
Bhashaposhini in 1896. To date, it remains the greatest literary
journal in Malayalam.
Kandathil Varghese Mappillai steered Manorama to campaign for
the upliftment of the depressed classes, the spread of education and
culture, encouragement of pioneering literary talent and political
Justice for all, was soon able to render Manorama into a powerful forum
of criticism , and spirited discussions on social and political issues,
universally venerated in the field of Journalism and Malayalam
Kandathil Varghese Mappillai died on July 6,1904, at the prime of his
life and when his career was at the pinnacle of glory.
In course of time people grew regard of Manorama as a True
Friend, always there to count on in their hour of stress and bliss. And
Manorama grew with too from a biweekly (1901): to a tri-weekly
(1918): to a daily in 1928. Today the daily is published form nine
centres in Kerala Kottayam, Kozhikode, Kochi, Thiruvanathapuram,

Palakkad, Kannur, Kollam, Malappuram and Thrissur enjoying the

peoples confidence and unstinted love, every step of the way.
The most crucial years of Malayala Manorama were form 1904 to
1954. Dynamism, turbulence, oblivion and a tumultuous rebirth
marked these historical years. After the untimely demise of the
founder, in 1904, K.C. Mammen Mappillai, his nephew, was the natural
choice as the editor, And for the next 50 eventful years, he built into
Manorama the kind of grit and determination Indian Journalism had
never

witnessed

before.

Along

with

editorial

guts,

the

paper

enormously gained forms his enviable business acumen too, to grow

into one of the most successful newspaper groups in the country. The
call came naturally to K.C. Mammen Mappillai who was there with
Malayala Manorama from the very beginning.
Later in his memories he recalled fondly, I was excited on the
day the first issue of Manorama cam out. I remember vying with others
in folding and dispatching the paper plus doing all sorts of odd jobs.
K.C. Mammen Mappillai maintained the secular and literary
tradition of Manorama. At the same time, he added a new vigor and
zest to social, economic and political coverage. He was a true
innovator. His innovative flair covered diverse fields like agriculture,
trade, Banking, insurance and plantations etc. But for all his innovative

activities in other fields, Malayala Manorama remained his foremost

love. Under his never-say-leadership, Manorama flourished anew to go
on become the premier newspaper in the country.
The diamond Jubilee celebration of Malayala Manorama was
inaugurated by the then president of India. Dr. Rajendra Prasad, who
paid handsome tributes to the papers rich contribution to the people,
and country.
He said,
I was much pleased to have an opportunity to participate in the
Diamond Jubilee celebrations of the Malayala Manorama. It was
because I thought it was not a celebration of the paper only, but a
Diamond Jubilee celebration of the services of its soul and life, Sri
Manmmen Mappillai.
On 31, December 1953, K.C. Mammen Mappillai breathed his
last. A vast concourse people showed up at his funeral. And rose in
memory of the departed soul, the Mammen Mappillai Memorial Hall at
Kottayam. To this day, Malayala Manorama has unflinchingly devoted
itself to uphold, in spirit and practice, the sage counsel of K.C.
Mammen Mappillai.

Indias Freedom Came on August 15, 1947, But it took Another

15 weeks for Malayalam Manorama
For nine long years, between September 1938 and November
1947, Malayala Manorama had to cease publication. By any estimate, it
was the stiffest price paid for freedom of expression in Indian
Journalism. Those were the turbulent days of Indias struggle for
freedom and Malayala Manorama not surprisingly, was in the forefront
actively involved in the civil rights agitation, the abstention movement,
formation of state congress and the unflagging flight for responsible
government. And the Editor was the intrepid K.C. Mammen Mappillai
whose unflinching stand for responsible government in Travancore
thought him trenchant columns of Malayala Manorama earned him and
his paper the undying enmity of the all-powerful Dewan of Travancore.
Soon, the matters began to boil. An exhaustive report Malayala
Manorama carried in its September 2, 1938 issue on the military
atrocities in South Travancore lift the Dewan fuming. On September
10,1938 armed police took over the Manorama office and sealed its
doors. Later K.C. Mammen Mappillai was arrested. It was a vengeful
attempt by the power made Dewan to destroy Malayala Manorama. It
was the saddest day in the life of K.C. Mammen Mappillai. Manorama
had become the symbol of the free press and Travancore was suddenly

deprived of its lone champion of public causes. The darkness reigned

for nine years.
India gained her freedom on August 15, 1947 and in less than 3
weeks, the Dewan had to beat a hasty exit and the rulers of Travancore
had to yield to the might of the people and consented to hold an
election on the basis of adult franchise to form a constituent Assembly.
And on November 29, 1947 the picture was complete: Malayala
Manorama was back.
From Travancore to National
As early as 1947 when Malayala Manorama was busying itself to
emerge form its nine year long banishment, K.C. Mammen Mappillais
eldest son K.M. Cherian had teamed up with his ageing father as
Managing Editor. It was K.M. Cherians unsparing efforts that paced the
way for Malayala Manorama to stage a splendid comeback. He took
over as the Chief Editor in1954 and set out to address himself to the
more difficult task of bringing about an emotional integration amidst
the people of the newly created Kerala state. It was a laudable effort
and he won much acclaim for it. Bearing in mind his fathers lofty
ideals and the guidelines laid down for Manorama, he took the paper
from strength to strength in an incredibly short time and also added a
few more successful publications. It was under his persevering

leadership form 1954 to 1973 that the circulation of Manorama Daily

soared form 30,000 t0 300,000 and the Manorama weekly skyrocketed
to 329,000. Encouraged by the popular success, K.M. Cherian created a
new unit in Kozhikode in 1966.
While the illustrious Kandathil Varghese Mappillai pioneered a
new movement against heavy odds and K.C. Mammen Mappillai gave
the paper an all Kerala stature, it was under K.M. Cherian that Malayala
Manorama made its mare at the national level. He died on March 14 ,
1973, at the end of an active, rich career that brought fresh laurels so
to Malayala Manorama.
The Professional Touch
Keep the family out and bring in the professionals is one way.
But theres a better way: Keep the family in but make them
professionals first. Thats they way things are working out at Malayala
Manorama today and nobody could wish for anything better. And the
man who thought up the better way is the present Chief Editor. K.M.
Mathew who, like a true professional, joined Manorama way back in
1954 as the General Manager and proved that he could be an able
General Manager before becoming Managing Editor under his older
brother, K.M. Cherian and when the latter died in 1973, K.M. Mathew
took over.

At Manorama, talent transcends all other considerations and the

pace is set by K.M. Mathew himself. And until 1981, K.M. Mathew was
ably assisted by Mammen Marghese, his nephew, well trained and
competent, Mammen Varghese helped K.M. Mathew launch M.M.
Publications which publishes Balarama and Vanitha, the largest
circulated magazines of their kind today. And today Mammen Mathew,
eldest son of K.M. Mathew , is the Editor & Managing Director. Ably
helping him are his younger brothers, Philip Mathew, Managing Editor,
and Jacob Mathew, Executive Editor, George Jacob, grandson of K.M.
Cherian, is the Director.
All in the family may be, but each one has a proven track record
of unassailable professionalism in his assigned role. In fact, it was the
team that was responsible for the formidable modernization and the
phenomenal growth of Malayala Manorama and its allied publications
in recent times. Malayala Manorama has always used the appropriate
technology. From hand composing of cold type and treadle presses to
hot metal composing and rotary letter presses to photo type setting
and web offset presses there has been a continual adaptation to
change.
To day all 9 units of Manorama are connected on a high speed
Wide Area Network using the Fibre Optic Cable network of the D.O.T.
the first newspaper in India to be so linked. The then ultramodern

facsimile system ( in 1986) connected Kotttayam to the other units for

transmission of the newspaper pages. Today a more modern flexible
editorial system links all the centers enabling a fast response to the
ever-changing news scenario. The ubiquitous computer is visible at
almost every desk in the organisation. Manorama will continue to
adapt to technological change either in the presentation of the printed
word on paper or in the electronic media such as the Internet.
The Childrens Club
Manoramas Akhila Kerala Balajana Sakhyam, an entirely nonpolitical, non-communal childrens organisation was founded in 1929
and nourished through the columns of Malayala Manorama to preeminence. A farsighted project of K.C. Mammen Mappillai, the
Sakhyam over the years has grown to be the biggest democratic
institution of its kind in Asia. The motto of this organisation is Service.
The membership is open to children in the age group of 6 18
regardless of caste, creed or sex.
The

leaders

elected

through

well-recognized

democratic

methods, conduct its affairs. In fact, the children are trained to be

disciplined in a democratic set up. Its membership runs into hundreds
of thousands and it has become a great movement, unique in every
respect. It also aims at developing the physical, mental and aesthetic

qualities of children plus involving then in good community projects.

Manoramas Akhila Kerala Balajana Sakhyam is guiding and helping
millions of children, shaping their own and the countrys destiny.

A village of golden sunflowers

It was on Septmeber 30, 1993-the earth shook in tectonic terror
flattening over fourty Maharashtrian villages, killing thousands of
people, their cattle and their fowl. Among them lay Banegaon in Latur
in grim ruins. In that hour of inconsolable grief Malayala Manorama set
up a relief fund with Rs.10 lakhs and turned to their 8 million readers
by saying Let us reach out and touch the frozen face of Latur Within
45 days the fund swelled to 2.39 crores-an amount, which was more
than for any other newspaper in India, could ever collect.
Manorama could have handed over the money to the relief
agencies, but they were determined to rebuild the Banegoan village by
themselves. Renowned architects spent a grueling period in Banegaon,
studying the milieu. They visualized a holistic village. Then a team
from Manorama took over and an entire village came up in just 15
months. Its a complete village: 163 houses, roads, a library, a hospital,
Panchayat office, an open-air theatre, a unique village parlor called
Chavady, a gymnasium, a big pond to collect water and even a
Hanuman temple. The building stands on solid foundations and they
can withstand quakes of a magnitude of 6.5 on the Richter scale.
Thats how the villagers have renamed the village as MALAYALA
MANORAMA BANEGAON.

A Great way to Grow

Growth. Multifaceted and on-target, it sums up Manoramas
progress over the years and this growth is due to its team of dedicated
professionals. Today, the daily is published from 9 centres in Kerala
:Kottayam, Kozhikode, Kochi, Thiruvanathapuram, Palakkad, Kannur,
Kollam, Malappuram, and Thrissur with a combined circulation of 11.46
lakhs of copies per day.
The Kozhikode edition got rolling in 1996. The kochin edition cam
out on January 15, 1979. And on February 16, 1987, Manorama
become

the

first

language

daily

to

go

facsimile,

from

Thiruvanathapuram. Manorama opened its second Malabar edition at

Palakkad on April 22, 1992 and as of now Manorama is the only major
newspaper having a printing unit at palakkad. The kannur unit was
commissioned in December 1994 followed by Kollam unit in April 1995.
The Trichur unit was opened in May 1998. in 1982, Manorama launched
the first English language news weekly, THE WEEK. Today its
booming over 1,50,000 copies.
Today,

Manorama

publishing

house,

Manorama

Weekly,

is

bringing

highly

out

Balarama,

successful,

immensely
Manorama

multi

popular
Annual,

magazine

publications:
Karshakasree,

Vijayaveedhi, Balarama Amar Chitrakatha, Bhashaposhini, vanitha,

Kalikkuduka, Magic pot and the English news weekly. The week plus the
Manorama year books in English, Malayalam, Hindi, Tamil, and in
Bengali and also the foremast magazine Bhashaposhini - all for he
family any where in the world.
And now Manorama take off to the skies, ie., MANORAMA VISION,
the satellite telecasting division, which was formally inaugurated on
October 18, 1993.
Malayala Manoramas Technological Edge
Malayala Manorama is always been techno savvy. It has changed
form hand composing of the cold type and treadle press to hot metal
composing and rotary letter press to photo type setting and web offset
presses, there is a continual development of the new technology.

Malayala Manorama is the first newspaper in India to be

connected on high speed WAN.

Intranet lotus mail facility

Ultra modern facsimile system

Application of SAP.

Sister Concerns of Malayala Manorama

It has two sister concerns namely. M.M. publications, which
publishes Balarama, Vanitha etc., and cochin computer system Pvt ltd.,
(CCS) which looks after the software application.
Branches and units of Malayala Manorama
Malayala Manorama has wide area coverage through out India
through its units as well as its branches. Malayala Manorama has got
nine

units

all

around

kerala.

They

are,

Kozhikode,

Kochi,

Thirvanathapuram, Palakkad, Kannur, Kollam, Kodimatha, Malappuram,

and Trissur. It has got branches at Bangalore, Delhi, Mumbai, Kolkotta
and chennai also.

DIVISIONS IN MALAYALA MANORAMA

There are several divisions in Malayala Manorama. They are
works, Finance, Human Resources, Circulation, Materials, Corporate
Publicity, Marketing, Personnel and Administration, Electronic Media,
Editorial Daily, News etc.,
1. Circulation Division
Malayala Manorama - Indias largest selling language newspaper
has reached its circulation up to 11.46 lakhs. According to National
Readership Survey, its readership is at present 92.15 lakhs. The
circulation division performs major functions like product distribution,
promotion and pricing. The company has mainly two Distribution
Channels: They are:

Agents

Postal subscription

There are around 6000 agents who act as a link between

Manorama and its customers. Out of the 22 publications 15 are from
Manorama and the rest 7 are from its sister concern M.M. publications Kottyam. In the circulation division, there are 36 employees. The
despatching section at Kodimatha where the printing is done is also

a part of the circulation division. There are 96 employees in the

despatching section.
2. Marketing Division
The main function of the marketing department is space selling.
The strength of this division is 56. They do space selling mainly with
the help of 3 channels.
They are,

Prepaid (Direct advertisements)

Newspaper selling Agents

Agencies

The marketing department is again divided into two sections. They are

Displays

Classifieds

Advertisements to be published in the newspaper are received

by the marketing department. Then the details of the advertisement
are typed and send it to the pre-press area for further processing.
3. Finance Division

The importance of financial management in any business or

industry is undeniable. The finance department is the lifeblood of any
organisation. Malayala Manorama has a well-established Finance
Department. There are over 50 employees working in this department.
This department is divided in to two sections. They are,

Sales Account Division

Main Account Division

The sales account division manages the receivables of the

company whereas the main account division manages the payment,
payroll, funds and management of working capital, Taxation etc. The
other

important

functions

of

the

Finance

Department

are

the

preparation of Budget, Balance sheet. Etc.,

4. Materials Division
Materials management as the function is responsible for the
coordination of planning sourcing, purchasing, moving, storing, and
controlling materials in an optimum manner so as to provide a predecided service to the customer at a minimum cost. In many
organisation, materials from the largest single expenditure item. So is
the case at Malayala Manorama, 70% of its revenues are spend on the
purchase of materials. The main raw material for the company is

newsprint. The company needs around 47,000 tonnes of the same

every year.

5. Works Division
This division is divided into two sections, i.e., production and
maintenance section. There are approximately 100 employees in the
production section and 18 in the maintenance section. Again under
maintenance section, Electronic Department supports the production
unit in the proper functioning of all the activities. There are two shifts,
first shift is from 8.30 a.m. to 5.30 p.m and the second shift is from
6.30 p.m to 3.30 a.m. for the employees. At Kodimatha where the
printing press of Manorama is located sometimes they have to work
till 5.30 a.m.
6. Editorial Division
The employees in the editorial division make the raw information
collected by the News Division in the news form. They are agents,
reporters and also part time stringers. Part time stringers, what they do
is, they buy the news form outside agencies and pay them.
7. Corporate Publicity Division
This section is in charge of the public relations of the company.
The main objective of this department is to boost the corporate image
of the company through corporate advertisements, campaigns, etc.

8. Personnel and Administration Division

The P&A was looking after all activities regarding manpower at
Malayala Manorama till the inception of the HR division. Now it handles
only the activities like discipline, welfare, security, time office,
management

information

systems,

automobile,

travelling

&

accommodation, public relations, insurance schemes and canteen.

9. Management Account Division
It prepares the analysis of financial statements by the experts. It
also prepares the budgets for the company as a whole and separately
for each division.
10. Internal Audit Division
It is headed by a senior manager and looks after auditing
activities of the company.
11. Manorama Vision
It is the duties of Manorama vision to look after all activities
regarding the electronic media product.

12. Diversification Division

It is a small division which looks forward all the diversified
activities of the company.
13. HR Division
It is well known for its activities in and around the industries, it
carries

out

the

recruitment,

development activities.

selection

induction,

training

&

HUMAN RESOURCE PLANNING

Human beings are the most resourceful to an organisation, Like
any

other

material

or

economic

resources

they

represent

an

investment whose development and utilization require managing, i.e.,

planning, organizing leadership and evaluation. This is a fundamental
truth in the clich, the People are an organizations most important
assets. In every organisation, human resources are a pivotal variable
without which the inanimate assets are worthless. Like cash put into a
savings account, human resources need to be understood in their
proper perspective and utilized effectively to achieve the goals of an
organisation. This requires that human resources must be managed
and management implies that work should be effectively completed
with and other people.
The management of human resources is very complicated and
challenging task for those who are ensured with the successful running
of an organisation and this implies considerable knowledge of various
aspects of human resources management. The importance of human
resources management is being increasingly realized in industrial and
non-industrial organisation both in India and abroad. This realization
has come about because of increasing complexity of the task of
managers and administrators. In most organisations the problems of

getting the competent and relevant persons, retaining them, keeping

up their motivation and morale, and helping them to both continuously
grow and contribute their best to the organisation are now viewed as
the most critical problems.
With the changes in the social climate, values and norms,
changes are also seen in the employees who join the organisation
today. Their expectations are different, they are certainly more
competent and more informed than employees were in the past. While
these can be great assets to the organization, they become problems if
the organisation is not able to manage human resources properly.
Functions of Human Resources Division
1.

Manpower Requisition

2.

Manpower, planning

3.

Contribution Appraisal

4.

Training and Developments

5.

Recruitment and Selection

6.

OD Activities

Human Resources Division at Malayala Manorama

Human

Resource

Division

started

its

functioning

on

February1st,1998. Before its commencement, all the human resource

functions of the company were handled between the top management

and personnel administration division. Within a short span of time,
human resources division has proved its excellence. The division looks
after

many

important

functions

like,

analysis

of

manpower

requirement, manpower planning, recruitment, selection, induction,

analysis of training needs, training and development and contribution
appraisal.
Mr. Anoop Kumar, General Manger (Human Resources) heads the
division. The division portraits the picture of a beautiful family, which
comprises of 10 hardworking enthusiastic people with excellent
innovative ideas.

QUALITY OF WORK LIFE IN MALYALA MANORAMA

Quality of work life means different things to different persons.
For example, to a worker on an assembly line, it may just mean a fair
days pay, safe working conditions, and a supervisor who treats him
with dignity. To a young new entrant, it may mean opportunities for
advancement, creative tasks and a successful career.
Employees are the most valuable resource and it is the major
reason for the success of Malayala Manorama.
Manorama tries to pay its employees relatively higher than their
counterparts in the same industry. It is able to attract new blood and at
the

same

time

maintaining

the

existing

work

force.

Malayala

Manorama improve both productivity for the organization and the

quality of the working life for its members.
Safe and Healthy Working Conditions
It includes reasonable hours of work and rest pauses, physical
working conditions that ensure safety, minimize risk of illness and
occupational diseases and special measures for protection of women
and children.

Manorama ensures safety and convenience for the workers,

especially for those who work on night shifts. Medical facility for the
staff also available here. The annual leave can be carried forward up to
a maximum of 12 days per year.
Balance of Work and Non-work Life
It includes

transfers, schedule of

hours

of works, travel

requirements, overtime requirements, etc.

Manorama expresses commitment to help it employees to
balance their work and non-work life. It takes immense care in
adjusting the timings of the employees according to their convenience
by introducing shifts. Manorama has conducted training programmes
like Quality of life that helps to improve their quality besides work life.
i.e., how should they behave in a society and in the family? These
programmes were very useful for employees for molding them as
individuals with positive outlook.
Social Environment at the Workplace
The open door policy is adopted, in which, each employees is
allowed to meet and discuss with any of his superior including the
Managing Director about issues pertaining to their work life as and
when necessary. The seniors and their subordinates maintain a good

relationship. The human resources are treated in the best way and top
management ready to invest its resources for the development.
Employees are satisfied with the recreation facilities provided by
the organisation. 95% feels that as they are given the best salary and
perquisites and so there need not be any recreation facilities.
Protection of workers Rights
Respect for the individuals personnel rights, such as application
of the principles of natural justice and equity, acceptance of the right
of free speech and the right to personnel privacy in respect of workers
off the job behaviour.
The open door policy also serves as a mean of protection for an
employee who feels that has been unfairly treated him or she can
directly meet the top management to express and discuss the
problems.
Opportunities to develop
The employees are informed of any vacancies through the use of
notice boards. In addition, promotions and advancements for existing
employees are upon their supervisors recommendations, which in turn
are based on their abilities and performance records. In other words,
each position level has opportunity to move further up the hierarchy.

Malayala

Manorama

has

offered

several

opportunities

for

the

employees to enhance their knowledge, skills and abilities.

Psychological Safety

Employees know what is expected of them and what standards

their work is measured against.

Employees are praised for what they do

Employees are encouraged to express their personality at work

and to be a person in their own right.

Employees can see that their individual effort makes a

difference.

Employees are often stretched by giving challenging tasks.

PRODUCT PROFILE
Malayala Manorama has many products under its umbrella. It is
today a highly successful. Multi magazine publishing house, bringing
about immensely popular periodicals.
Malayala Manorama Daily
The largest selling language newspaper daily in India. It has
crossed a circulation figure of 11.46 lakhs of copies per day. It had
begun as a weekly and the first issue appeared on March 22, 1890. In
1928 the newspaper became a daily. Manorama daily is published from
all the nine centres of Malayala Manorama and the medium used is
Malayalam.
Malayala Manorama Weekly
Among all the other categories, this is the largest circulated
weekly in Kerala. This is published in Malayalam and this is another
publication of Malayala Manorama which has crossed the million mark
in circulation. The main content of this product is serialized novels
written by popular novelists. There are other features like short stories,
cartoons etc. Malayala Manorama weekly was started in 1937.

The Week
The week is the fastest growing popular news magazine in
English with national presence. It is a general interest magazine that
covers the current event in all the fields like politics, entertainments,
sports, science etc. The circulation of The week is above 1, 50,000
copies.
Karshakasree
This is a magazine for farmers. Karshakasree gives them
guidance in their occupation. This is positioned for farmers and also for
those who love agriculture. The magazine is a monthly publication in
Malayalam.
Bhashaposhini
Bhashaposhini is a literary magazine aimed at the readers who
are interested in literature, cultural aspects etc. The magazine is a
monthly publication in Malayalam. Bhashaposhini was started in the
year 1892 and it celebrated the centenary on April 25, 1992.
Vijayaveedhi

Vijayaveedhi is aimed at SSLC students in Kerala, It is positioned

as a magazine that helps and guides the students in doing well in the
SSLC examination. This is a monthly publication.
Thozhilveedhi
Its a weekly, targeted for the unemployed sections seeking
employment opportunities. This publication also provides various
features, which helps the jobless lot in preparing for different
interviews and examinations.
Year Books
Published in five languages English, Malayalam, Hindi,Tamil and
Bengali. The year books are positioned as the Complete Book of
knowledge. These books give up to date information regarding all the
aspects that are happening in and around us. Few years before, English
year book had appeared in the National Best sellers list. Year books are
considered highly useful for the students of various educational
institutions and candidates appearing for various competitive entrance
examinations. The publications of Manorama Year book was started in
1959 and the publication of the year book in English commenced in
1965. The Tamil year book was released on March 15, 1990 and the
Bengali year book on April 18, 1996.

Vanitha
Vanitha is a magazine which features on women related subjects
like the personal problems faced by women, stories of successful
women, fashion, health child-care, cookery etc. The magazine is
positioned as the one, which provides guidance to women for their
development. Vanitha is published every fortnight in Malayalam and
Hindi. The Malayalam edition of Vanitha is the largest fortnightly
circulated womens magazine in India.
Balarama
This is the largest circulated childrens fortnightly magazine in
India. It is aimed at children between the age group of 6 to 8 years.
Balarama contains stories, cartoons and other features for children.
Balarama Amar Chitrakatha
This is published fortnightly in Malayalam. Balarama is a treasury
of Indian illustrated classics aimed at children.
Kalikkudukka
Kalikkudukka is weekly published in Malayalam and this is aimed
at pre-primary children. It is positioned as a magazine for the overall
development of children.

Onam Annual
This magazine is published during the Onam festival. The onam
annual sells around 1,20,000 copies. The content of this publication
includes novels, short stories, poems and debate/discussions by
popular writers in Malayalam.
Manorama Vision
Manorama vision- the electronic media division of Malayala
Manorama undertakes the production of serials and telefilms for
various television channels. It was formally launched on 18 October,
1993.
Manorama Calendars and Diaries
Manorama also brings out calendars and diaries annually.
Manorama Calendars are the largest selling calendars in Malayalam.
Magic Pot
This is a new magazine started by Malayala Manorama recently
for the pre-primary children which contains stories, jokes etc in English.

RESEARCH PROBLEM
Malayala Manorama appoints only their family members as the
top management. They wont consider anybody from outside. Because
of this decision, there is more chance to have problems between the
top management and subordinates, especially in giving promotions to
higher level posts. If so, the quality of work life in Malayala Manorama
may suffer. In order to explore these problems and to give suggestions,
I have selected this topic.

OBJECTIVES OF THE STUDY

1.

To find out the quality of work life in Malayala Manorama

2.

To gather the opinion of the employees regarding their work life.

3.

To analyse the opinion of the employees and evaluate them to

see whether their response co-related with each other.

4.

To study the efforts taken by the organisation to satisfy the

needs of the employees of the organisation.

5.

To find out the attitude and opinion of the workers towards the
facilities provided by the company.

6.

To compare quality of work life in theoretical and practical

views.

SCOPE OF THE STUDY

This study mainly attempts to provide maximum details about
the quality of work life in Malayala Manorama-Kottayam. It specifies,
1.

To know the general opinion about the organisation

2.

To change the training programmes if needed

3.

To know the job satisfaction

4.

To get an idea about the working conditions

LIMITATIONS OF THE STUDY

1.

The research exercise was conducted within a limited duration.

So a detailed study could not be made.

2.

The number of employees in Malayala Manorama is more. But

sample size is very low

3.

The top management were not included in the sample

4.

Study was conducted only among the employees of the

general shift

5.

Only executives are the respondents

6.

The information collected by the observation method is very

limited.

RESEARCH METHODOLOGY
Area of Study
The area of study was Malayala Manorama Kottayam Branch
Source of Data
The primary data are collected from the respondents through
questionnaire

and

observation.

questionnaire

consists

of

25

questions printed in on order. The respondents were answering the

questions on their own. Whereas, the information obtained under
observation method related to what is presently happening.
Sample size
The sample size chosen for data collection was 100 respondents
in Malayala Manorama Kottayam branch working in various divisions.
Sampling Procedure
There are more than 800 employees working in Malayala
Manorama Kottayam branch and they are choosen in convenient
sampling method according to the convenience of the investigator.
Tools used for Analysis
To analyse the informations from the questionnaire method, the
tool mainly used is percentage analysis. From that, we get an idea
about the quality of work life in Malayala Manorama.

TABLE 1
TABLE SHOWING RESPONSIVENESS OF SUPERVISORS

Particulars

No. of

Percentage

Respondents
Agree

98

98

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that 98 % agree that their supervisors
are responsive. 2% are neutral and no respondents disagree with this
statement.

TABLE 2
TABLE SHOWING CO-OPERATION BETWEEN WORK GROUPS

Particulars

No. of

Percentag

Respondents

95

95

Neutral

Disagree

100

100

Agree

Total

Source: primary data

Inference
From the table, it is observed that 95 % agree that is high Cooperation between the work groups. 3 % are neutral and 2 %
respondents disagree with this statement.

Co-operation between Work Groups

100

95

90

% of respondents

80
70
60
50
40
30
20
10

0
Agree

Neutral
Opinion

Disagree

TABLE 3
TABLE SHOWING THE KNOWLEDGE ABOUT THE DUTIES OF AN
EMPLOYEE

Particulars

No. of

Percentag

Respondents

95

95

Neutral

Disagree

100

100

Agree

Total

Source: primary data

Inference
From the table, it is observed that 95 % respondents know about
their duties in the organisation. 4 % are neutral and only 1 % do not
know their duty.

TABLE 4
TABLE SHOWING THE USE OF CONSTRUCTIVE FEEDBACK TO
IMPROVE CONTRIBUTION.

Particulars

No. of

Percentage

Respondents
Agree

93

93

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that 93 % respondents agree that
organisation uses constructive feedback to improve contribution. 4 %
are neutral and 3 % say that the organisation does not use their
feedback.

TABLE 5
TABLE SHOWING THE RESPECT OF PEOPLE IN THE
ORGANISATION

Particulars

No. of

Percentag

Respondents

92

92

Neutral

Disagree

100

100

Agree

Total

Source: primary data

Inference
From the table, it is clear that, 92 % agree that people in the
organisation respect each other .6% say that there is no respect
between the workers and 2 % are neutral.

TABLE 6
TABLE SHOWING THE FLOW OF ROUTINE INFORMATION IN THE
WORK PLACE

Particulars

No. of

Percentage

Respondents
Agree

94

94

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, 94 % agree that, routine information flow is well
co-ordinates in the work place. 4 % are neutral and 2 % of the
respondents say that the routine information flow is not in a good
manner.

TABLE 7
TABLE SHOWING THE FORUM FOR THE EXCHANGE OF
IMPORTANT INFORMATION

Particulars

No. of

Percentage

Respondents
Agree

90

90

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that, 90 % of the respondents agree
that there is an appropriate forum for exchange of important
information. 5 % do not agree with this and the remaining 5 % are
neutral.

TABLE 8
TABLE SHOWING THE AVAILABILITY OF INFORMATION

Particulars

No. of

Percenta

Respondents

ge

95

95

Neutral

Disagree

100

100

Agree

Total

Source: primary data

Inference
From the table, it is clear that 95 % of the respondents agree that
there is proper communication. They agree that the information they
need to do their job well is available in proper time. 3 % are neutral
and 2 % respondents disagree with this statement.

Co-operation between Work Groups

100

95

90

% of respondents

80
70
60
50
40
30
20
10

0
Agree

Neutral
Opinion

Disagree

Availability of Information
Neutral
3%

Disagree
2%

Agree
95%

TABLE 9
TABLE SHOWING THE WORKERS CONTRIBUTION TO THE
MISSION OF THE ORGANISATION

Particulars

No. of

Percenta

Respondents

ge

90

90

Neutral

Disagree

100

100

Agree

Total

Source: primary data

Inference
From the table, it is clear that, 90 % agree that their work
contributes to the mission of the organisation. 6 % are neutral and 4 %
disagree with this statement.

TABLE 10
TABLE SHOWING THE PARTICIPATION OF WORKERS IN
FORMULATING SPECIFIC GOALS AND OBJECTIVES.

Particulars

No. of

Percentag

Respondents

95

95

Neutral

Disagree

100

100

Agree

Total

Source: primary data

Inference
From the table, it is clear that, 95 % agree that everyone in the
organisation

can

participate

in

formulating

specific

goals

and

objectives. 3% of respondents have no opinion about this 2 % disagree

with this statement.

Participation of workers in formulating

specific goals and objectives
100

95

90

% of respondents

80
70
60
50
40
30
20
10

0
Agree

Neutral
Opinion

Disagree

TABLE 11
TABLE SHOWING THE ORGANISATIONS RESPONDS TOWARDS
THE CHANGES

Particulars

No. of

Percentag

Respondents

95

95

Neutral

Disagree

100

100

Agree

Total

Source: primary data

Inference
From the table, it is clear that, 95 % of the respondents agree
that the organisation responds positively to changes in the industry. 3
% have no opinion about this and 2 % disagree with this statement.

TABLE 12
TABLE SHOWING THE ORGANIZATIONS MENTALITY IN THE
QUALITY OF ITS PRODUCTS AND SERVICES

Particulars

No. of

Percentage

Respondents
Agree

98

98

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that, 98 % agree that their organisation
takes pride in the quality of its products and services. 2 % are neutral.
No one disagree with this statement.

TABLE 13
TABLE SHOWING THE ORGANISATION RIVALRY

Particulars

No. of

Percentage

Respondents
Agree

90

90

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that, 90 % of the respondents know
what sets the organisation apart from the competition. 5 % have no
opinion and the remaining 5 % disagree with this statement.

Organisation Rivalry

Neutral
5%

Disagree
5%

Agree
90%

TABLE 14
TABLE SHOWING THE OPINION ABOUT QUALITY OF THE
EQUIPMENTS IN THE ORGANISATION.

Particulars

No. of

Percentage

Respondents
Agree

94

94

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that, 94 % agree that the equipments in
the organisation are the state of the art. 6 % are neutral. Nobody
disagree with this because equipments in the organisation are state of
the art.

TABLE 15
TABLE SHOWING THE ADEQUACY OF EQUIPMENTS

Particulars

No. of

Percentage

Respondents
Agree

97

97

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that, 97 % of the respondents agree
that the equipment they use is adequate to accomplish their work. 2 %
have no opinion and 1 % disagrees with this statement.

Adequacy of Eqiupments

100

97

90

% of respondents

80
70
60
50
40
30
20
10

0
Agree

Neutral
Opinion

Disagree

TABLE 16
TABLE SHOWING THE MAINTENANCE OF EQUIPMENTS

Particulars

No. of

Percentage

Respondents
Agree

92

97

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that, 92 % agree that the equipments in
the organisation are well maintained. 4% have no opinion about the
maintenance and remaining 4 % disagree with this statement.

Maintenance of Equipments
Neutral
4%

Disagree
4%

Agree
92%

TABLE 17
TABLE SHOWING THE TRAINING IN THE ORGANISATION

Particulars

No. of

Percentage

Respondents
Agree

90

90

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that, 90 % agree that the members in
the organisation are trained and developed for additional duties and
responsibilities. 6 % are neutral, and they have no opinion about
training. Remaining 4 % say that there is no proper training in the
organisation.

Training in the Organisation

90

90

80

% of respondents

70
60
50
40
30
20
10

0
Agree

Neutral
Opinion

Disagree

TABLE 18
TABLE SHOWING THE ESTABLISHED TRAINING GOALS AND
OBJECTIVES

Particulars

No. of

Percentage

Respondents
Agree

92

92

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that, 92 % agree that the workers are
asked to participate in establishing training goals and objectives for
themselves. 7 % are neutral and 1 % disagrees with this statement.

TABLE 19
TABLE SHOWING THE WORKERS KNOWLEDGE ABOUT THE
SKILLS, WHICH ARE EXPECTED TO USE THEIR CURRENT JOB.

Particulars

No. of

Percentage

Respondents
Agree

93

93

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that, 93 % respondents know the skills
they are expected to use for their current job. 6 % have no opinion and
1 % disagrees with this statement.

TABLE 20
TABLE SHOWING THE AVAILABILITY OF TIME FOR THE
EMPLOYEES

Particulars

No. of

Percentage

Respondents
Agree

90

90

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that, 90 % of the respondents agree
that time is available for the employees to learn what is expected of
them to be successful in their current job. 5 % disagreed and 5 % have
no opinion.

Availability of time for the employees

Neutral
5%

Disagree
5%

Agree
90%

TABLE 21
TABLE SHOWING THE AVAILABILITY OF INFORMATION

Particulars

No. of

Percentage

Respondents
Agree

95

95

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that, 95 % of the respondents agree
that the employees in the organisation can easily find the information
they need to solve the problems. 3% have no opinion and 2 %
disagreed.

TABLE 22
TABLE SHOWING THE WORKERS PARTICIPATION

Particulars

No. of

Percentage

Respondents
Agree

90

90

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that, 90 % of the respondents agree
that the employees are collaborating to improve written policies and
procedures. 8 % are neutral and 2 % disagree with this.

Workers participation

90

90

80

% of respondents

70
60
50
40
30
20
8

10

2
0
Agree

Neutral
Opinion

Disagree

TABLE 23
TABLE SHOWING THE FLEXIBILITY OF POLICIES AND
PROCEDURES

Particulars

No. of

Percentage

Respondents
Agree

92

92

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that, 92 % agree that the changes are
quality made in the formal polices and procedures of the organisation
when appropriate 7 % have no opinion about this. 1 % disagreed.

TABLE 24
TABLE SHOWING THE OPINION ABOUT LAYOUT

Particulars

No. of

Percentage

Respondents
Agree

94

94

Neutral

Disagree

100

100

Total

Source: primary data

Inference
From the table, it is clear that, 94 % agree that the layout of their
work facility is conducive to the work required of them. 4 % have no
opinion and 2 % disagree with this statement.

TABLE 25
TABLE SHOWING THE REWARD FOR PERFORMANCE

Particulars

No. of

Percentage

Respondents
Agree

98

98

Neutral

Disagree

100

100

Total

Source: Primary data

Inference
From the table, it is clear that 98 % pf the respondents agree
that employees in the organisation are rewarded appropriately for high
performance. 1 % disagrees and 1 % has no opinion about this.

Reward for performance

Disagree
1%

Agree
98%

Neutral
1%

COMPARISON PROCESS

Sl
No

Theoretical aspect of quality of

work life Presumed as 100%

Practically
followed quality
of work life in
Malayala
Manorama

Co-operation between work groups

95 %

Availability of information

95 %

Quality of products and services

98 %

Quality of equipments

94 %

Adequacy of equipments

97 %

Maintenance of equipments

92 %

Training in the Organisation

90 %

Availability of time

90 %

Availability of information

95 %

10

Workers participation

90 %

11

Opinion about layout

94 %

12

Safe and healthy working conditions

High

13

Balance of work and non-work life

14

Protection of workers rights

15

Social environment at the work place

Normal position
Highly considered
Good

FINDINGS
1.

Employees are confident that their supervisors are responsive to

fulfill their needs

2.

There is high Co-operation between work groups

in the

organisation.
3.

Employees have an idea about their duties in the organisation

4.

People in the organisation use constructive feedback to improve

contribution

5.

People in the organisation treat each other with dignity and

respect

6.

Routine information flow is well coordinated in the work place.

7.

There is an appropriate forum for the exchange of important

information.

8.

Information needed for the job is available to the employees.

9.

Employees work contributes to the missions of the organisation

10. Every one in the organisation can participate in formulating

specific goals and objectives.
11. Organisation responds positively to change in the industry
12. Organisation takes pride in the quality of its products and
services
13. Employees know what sets the organisation apart from the
competition.
14. Equipments in the organisation are state-of-the-art.

15. The equipments used are adequate to accomplish the work.

16. Equipments in the organisation are well maintained
17. Members of the organisation are trained and developed for
additional duties and increased responsibilities.
18. Employees are asked to participate in establishing training goals
and objectives for themselves
19. All employees know the skills they are expected to use for their
current job.
20. Time is available for employees to learn what is expected of
them to be successful in their current job.
21. Employees in the organisation can easily find the information
they need to solve problems
22. Employees

collaborate

to

improve

written

policies

and

procedures.
23. Changes are quickly made in the formal policies and procedures
of the organisation when appropriate
24. The layout of the work facility is conducive to the work required
of the employees
25. Employees in the organisation are recorded appropriately for
high performance

SUGGESTIONS
1.

Now-a-days

Manorama

newspaper

is

published

only

in

Malayalam. But they can bring out the paper in other languages
like English & Tamil.
2.

Manorama should provide conveyance facility to the workers.

3.

They should provide canteen facility to the trainees also

4.

Improve the quality of the paper while preparing the Manorama

year book.

CONCLUSION
In Malayala Manorama, employees are the most valuable
resources. It is the major reason for the success of Malayala
Manorama. It improves the productivity for the organisation and also
the quality of working life for its members. i.e., the increase in the
circulation of the daily newspaper.
Due to the excellent working conditions prevailing in this
organisation, the job satisfaction of each individual seems to be the
maximum.
I do believe that, the job satisfaction obtained by the employees
has helped Malayala Manorama to be at the forefront of the newspaper
industry in India.

BIBLIOGRAPHY

1.

HRD News letter

JUNE 1991

2.

Human Behaviour at work

KEITH DAVIS

3.

Human Capital

MAY 2001

4.

Management of

PAUL HERSEY & KENNETH

organisational behaviour

H. BLANCHARD

5.

News paper Management

GULAB KOTHARI

6.

Organisational Behaviour

LUTHANS

7.

Organisational behaviour

ROBBINS

8.

Organisation Development

FRENCH, BELL & ZAWACKI.

9.

Organisational theory and

R.A. SHARMA

10. Personnel Management

DR. C.B. MAMORIA

11. Personnel Management

P.C.TRIPATHI

C.R. KOTHARI

behaviour

and Industrial Relations

12. Research Methodology

APPENDIX
QUESTIONNAIRE ON QUALITY OF WORKLIFE IN MALAYALA
MANORAMA COMPANY LIMITED
1. If I go to my supervisor with a concern, I am confident he/she will be
responsive
a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

2. There is high co-operation between work groups in my organisation

a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

3. I am clear about who does what in my organisation

a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

4. People in my organisation use constructive feedback to improve

contribution
a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

5. People in my organisation treat each other with dignity and respect

a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

6. Routine information flow is well co-ordained in my work place

a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

7. There is an appropriate forum for the exchange of important

information where I work.
a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

8. The information I need to do my job well is available to me

a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

9. What I do every day contributes to the missions of my organisation

a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

10. Every one in my organisation can participate in formulating specific

goals and objectives.
a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

11. My organisation responds positively to changes in the industry

a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

12. My organisation takes pride in the quality of its products and

services
a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

13. Employees know what sets my organisation apart form the

competition

a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

14. Equipment in my organisation is state-of-the art.

a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

15. The equipment I use is adequate to accomplish my work

a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

16. Equipment in my organisation is well maintained

a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

17. Members of my organisation are trained and developed for

additional duties and increased responsibilities.
a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

18. I am asked to participate in establishing training goals and

objectives for myself.
a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

19. All employees know the skills they are expected to use for their
current job.
a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

20. Time is available for employees to learn what is expected of them

to be successful in their current job.
a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

21. Employees in my organisation can easily find the information they

need to solve problems
a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

22. Employees collaborate to improve written policies and procedures

a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

23.Changes are quickly made in the formal policies and procedures of

the organisation when appropriate.
a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

24. The layout of my work facility is conductive to the work required of

me
a. Disagree [ ]

b. Neutral

[ ]

c. Agree

[ ]

25. Employees in my organisation are rewarded appropriately for high

performance
a. Disagree

[ ]

b. Neutral

[ ]

c. Agree

[ ]

ORGANISATIONAL CHART

Chief Editor

Editor & Managing Director

Managing Editor
& Director

Kochi Unit

News Division
Associate Editor
Resident Editor
Resident Editor,
Kozhikode
Chief News Editor,
Kottayam
News Editor,
Kottayam,
News Editor, Kochi,
News Editor,
Tiruvananthapuram
News Editor,
Kozhikode
Resident Editor,
Palakkad
Coordinating Editor,
Kollam
Coordinating Editor,
Kannur
Coordinating Editor,
Thrissur

Executive Editor
& Director

Kozhikode Unit
Resident Editor

Director

Thiruvananthapuram
Unit
Resident Editor

Palakkad Unit
Resident Editor

General
Manager
Works

General
Manager
Finance

General
Manager
Personnel &
Admn.

General
Manager
Corporate
Publicity &
Electronic
Media

General
Manager
Marketing
Resident GM
Bombay
Regional
General
Manager
(Marketing)
Chennai

Editor-in-charge
The Week
Copy Editor
The Week
News Editor

Kannur Unit
Manager

Kollam Unit
Manager

General
Manager
Human
Resources

Editor-in-charge
Malayalam
Weekly

Kodimatha Unit
Manager,
Operation

General
Manager
Circulation

Editor-in-charge
Year Book &
Bhashaposhini

Thrissur Unit
Co-ordinating
Editor

Malappuram
Unit

General
Manager
Materials

Editor-in-charge
Karshakasree

Corporate
Planning
Cell
Director Training
General Manager
Management
Accounts
Leader Writer