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INTRODUCTION
It actively has human capital embedded and not only stimulates commitment, integrity,
work-life balance, passion, enjoyment at work and employee attitudes, but also stimulates
individual and team learning in order to develop a motivated workforce and sustainable
performance improvement and quality enhancement for the organization.
The sample size taken for this study is 95. The respondent’s details includes Labours,
Technicians, Operators, Staff level employees, Managerial employees and others who
work in this Organization. The study has been conducted in AS-1, SHED-1, SHED-44
and HEAD OFFICE which are all situated Madurai. The researcher used census survey
where in the population elements are selected based on the particular units strength
entirely.
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1.1 NEED OF THE STUDY
The Quality Circle in HI-TECH ARAI LTD (HTA) running successfully. We need to
identify the attitude of QC members and Non-QC members of HTA. Even though the
organization maintain good Quality Circle, Some workers not yet joined. So that we need
to identify the reasons for not joining them as a member of the Quality Circle in our
organization
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1.2 STATEMENT OF PROBLEM
Because of work load to the staffs in Head Office, they are showing less interest to
participate in QC activities. Hence collecting the information about Quality Circle, from
the Head Office- staffs was much complicated.
Collection of information from few employees was problematical, due to the lack of
Understanding and lack of knowledge about Quality Circle. The first major practitioner
knowledge gap we will address is the causes of employee attitudes.
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HISTORY OF THE COMPANY:
Hi-Tech Arai limited Madurai, is a joint venture with Arai Seisakusho Co limited,
Japan. The company previously called as Hi-Tech ancillaries limited. After the joint
venture with Arai Seisakusho Co Limited, the company name has changed to Hi-Tech
Arai limited. The company was established rubber components and oil seals for the use
into the market with the World famous company like Suzuki, Honda, Yamaha, Niasion,
Toyota etc. The company was set up with an authorized capital of Rs.4.50 lakhs at 1985.
Later the company entered into technical collaborations with M/S Mitsubishi, Japan and
with Arai Seisakusho limited Japan for manufacture of reed Valve assembly in 1987 . Mr.
Bangera is the Managing Director of the company.. The company is leader in original
equipment marketing with 80% market share. The company was founded by Mr. R.
Lakshmi Narayanan, a pioneer in the area of rubber technology extended its capital base
with participation from the Chennai based Shriram group and it become a closely held
public limited company with its activities increased in all areas of manufacture. Growing
and achieving excellence through people is the motive of the organization. The core
belief is that it is possible to achieve zero defects and achieve leadership in the market.
The company also owns 17 wind mills each with the capacity of producing 6 MW power.
Hi-Tech Arai is the only manufacture of reed valves in India
MAN POWER
The company started its function with a man power of 75 in 1985. Now the total man
power of the company is 800. In additions to this, there are 1200 contract labours.
PRODUCTS:
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Closely supported by the Japanese partners, Hi-Tech Arai Limited has built a sustaining
and component technology base to the manufacture of oil
seals, valve steam seals, O rings, moulded rubber
components and reed valves assemblies to the highest
standards required by the automotive industry. The
company specializes in the production of three main
products for both original equipment manufacturers and
replacement market. The company caters to the domestic
market, though exports are also promising.
OIL SEALS
Oil seals are especially meant for preventing oil
leakages particularly in two wheelers, four wheelers and
in motor pump sets. Application of oil seals in these
products will prevent oil from leaking.
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meet the exact working conditions of particular model of vehicles. Usually the moulded
rubber products reduce the noise, stroke vibrations and protect certain other components
from dust, water, oil etc. the company is the single source of supply for moulded products
throughout the country.
‘O’ RINGS
Circular products having round cross-section or any customers’ specified sectional from
which just fits in assemblies (pumps, carburetors etc to avoid or stop leakage of fluid gas
from the system.The export market for oil seals depend upon manufacturing technology.
Presently, there is no other player in the market who has a technical collaboration
arrangement with global player in this line of activity. This gives HTA an enormous
advantage over its competitors and its exporters to various countries.
Organization Structure:
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The organization is controlled by 9 boards of directors. It consists of 3 promoter
directors, 5 directors from Arai Seisakusho Ltd, and 1 director from Mitsubishi
Corporation. Mitsubishi Corporation has 1 additional director.
The current chairman of the organization is Mr. R. Lakshmi Narayanan and the
managing director is Mr. B. T. Bangera.
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• Indore (France)
• Ashok Leyland Limited
• Bajaj auto Limited
• Bajaj Yamaha (Japan, India)
• Automotive axles limited
• Escort Limited
• Hero Honda Motors (Japan, India, Thailand, USA)
• TVS Suzuki
• Maruti Udyog limited and other leading companies
• Fenner india
• C.R. Seals
• Sigma Fredenburg NOK Seals.
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2008-“To produce zero defect products”
To produce high quality products, produce them at competitive prices, combined with on
time Delivery, strictly adopting environmental process.”
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• 2003 – The company was accredited ISO – 9001 – 2000 certification.
• 2005 – CII & APAC awarded “Best Industry practicing the HIV/Aids
Prevention” for its Aids prevention and control Project.
• 2006 – First Export order from China.
• 2008 – Received ISO TS – 16949:2002.
LOCATIONS:
HEAD OFFICE,
North chokkikulam,
Madurai – 14
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THE UNITS:
Thanakkankulam, Madurai – 6
Uthangudi
Uthangudi
ORGANIZATIONAL POLICIES:
FUNCTIONAL POLICIES:
• High quality product shall be produced by practicing total quality
management as a way of life.
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ENVIRONMENTAL AND QUALITY POLICY:
They are committed to
• Strive for continual improvement of our quality performance by meeting
the changing requirements of our customers and our environmental
performance by prevention of pollution and minimization of wastes.
STRATEGIES:
The Organization strives to excel by strictly adopting the following aspects. Growing and
achieving through people, by Training, Bench Marking, Employee involvement,
Employee Empowerment, Root Cause Corrective action, Team Work, Universal
Responsibility, Statistical Thinking, Organizational Culture building & Sustained
management methods.
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KAIZEN:
5S QUALITY PRINCIPLE:
The 5S are,
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3.SEISO- Cleaning.
Set time for cleaning and checking standard.
Development cleaning and checking standard.
Follow standards.
4.SEIKETSU- Standardizing.
Develop check list and display.
Position mark.
Jewellery box system.
Visual control
5.SHITSUKE- Training and discipline
Train men at all level
Planned audit
Motivation by recognition
The above mentioned quality aspects are being followed throughout the
organization to uphold its quality. These are followed by its employees as
“their way of life”.
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• In some cases the employees would be transferred form one unit to the
other.
• Poor performer will be given relevant training.
• Around 95% of the promotions are given to the existing employees of the
organization.
TRAINING MEASURES:
The first and the fore most of the Training measures are to identify the training
needs of the employees in systematic manner and provide relevant training. The same is
done in the following method.
• Training requirements are identified with performance appraisal form.
• Training need of the operators is identifies by the supervisors.
• List of required training is received by the HRD from various sources.
• Training Budget is made by HRD and is approved by the MD.
• Then Training Schedule is prepared.
• List of Internal & External faculties is maintained by the HRD and is
approved by the MD.
• All the employees of the company should attend at least 32 hours of
training program in a year.
• In case a particular employee is not able to attend the given schedule of
training an alternate schedule would be given.
• On completion of the training program Training Feed Back Questioner is
circulated to arrive at various decisions regarding the next training program.
• Training evaluation questioner is made to assess the impact on the
employees and it is filed in the employees’ personal file and is maintained
till their presence in the organization.
HRD MEASURES:
1. HRD Practices:
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• Team Building.
• Participative style of Management. (Transparency in decision making)
• Developing Leadership.
• Facilitating Team Work.
• Counseling for Addicts.
1. Culture Building:
• Transparency.
• Change in attitude toward the self & work to unfold the inner potentials.
• Committed work force.
• More emphasis on team work to get maximum outputs.
• Own the whole family.
1. Quality Circle:
Its main function is to facilitate Process Control, Mutual & Self
development of Employees, Improvement of their Workplace & Productivity by full
participation of all members.
• To contribute to the improvement and development of the organization.
• To respect humanity and to build worth while lives and cheerful work
areas.
• To give fullest recognition to human capabilities and to draw out each
individual’s finite potential.
The total quality management originally started in the year 1994 and now it has
become part and parcel of company’s culture. QC is conducted regularly once in a week
and they will conduct this meeting
For 1 hour after the working hours. Through QC the employees participate in the
company’s progress. They feel comfortable with timing and most of them are satisfied
with the level of management cooperation. The company gives import5ance to their
employees’ view and they feel that is necessary for the development of the company.
Most of them feel that they were able to solve their problems using QC techniques. Once
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the task is completed, a new circle is formed. Everyone has great interest towards QC.
The management motivate their better performance by providing certain awards. The low
performance of the employees is also corrected through QC. Most of them feel that they
have improved personally in problem solving . At present there are 120 quality circles
registered in the company. It is said that Rs. 219.30 lakhs has been saved through QC.
QC competitions conducted every month. Those who are selected in the competition are
sent to regional level, state level and national level competition. The employees have won
many prizes in all these competitions. We had an opportunity to view their presentation.
We were amazed by their pro blem solving techniques and their involvement in the QC.
The employees who have finished 8th and 10th standard were able to learn English and
computer skills and were boldly able to present before the crowd. The problem
identification techniques, problem analysis and problem solving methods were all done
beautifully by them.
In addition to this, there are family learning circles for family members. The management
has developed the participative culture as a way of life in the organization.
Steps in QC:
Problem Identification.
Observation.
Analysis of problem.
Action.
Checking the results.
Standardizing the Systems.
1. Welfare Measures:
• Twice Coffee or Tea is provided to their workers in each shift but in summer
additionally buttermilk is provided.
• Two uniforms per year for each confirmed workers.
• In case of family planning operation Rs 500 is provided.
• Two soaps to be provide for workers
• Accident compensation is provided.
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• Conducting sports & games program once in a year.
• Forming quality circles for their workers & providing counseling to their
family members.
• Sudden visit by the MD to the production units to know the workers
grievances.
SWOT Analysis:
• Strength:
This company is the Indian Market leader in oil seal manufacturing.
The company has a very good reputation for its products.
The company has a very good internal customer satisfaction.
Japanese technological collaboration is the biggest strength of the company.
• Weakness:
In case of shell manufacturing around 50 to 60 percent of the input (steel)
wasted.
In case of molding the company wastes around 30 to 40 percent of the
rubber compound which is an imported one.
• Opportunities:
The company can become the World Market leader in the near future.
The rubber waste can be converted into a motor belt with slight
modifications in the mould design.
• Threats:
There is very less promotion opportunity for the operations people.
The starting pay package offered is very low.
Still the company has not entered in to new projects to expand by
diversification.
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ADMINISTRATIVE DEPARTMENT:
SECRETARIAL FUNCTIONS
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Other major functions are:
ACCOUNTS DEPARTMENT
• Accounts Receivables.
• Accounts Payables.
• Purchase Accounting.
• Sales Accounting.
• General Accounting.
• Fixed Assets Register.
• Activity Base Costing.
• All general cash flow movements.
• Maintaining cash flow movements in both Purchase and Sales.
• Deciding mode of payments.
• Capitalization, Machinery accounts progress.
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• Auditing depreciation stated as per Company’s Act.
• Stock Valuation throughout the organization at each stage.
• Processing Salary & Labour contract accounts.
• Process wind power with the electricity board.
• Processing of Sales Tax & Excise Duty.
• Income Tax deductions for the payments to contractors and TDS for
employee’s salary.
• Filing of Quarterly TDS returns.
• Filing form 16A relating to consolidation of IT payments.
• Traditional accounting of activities, resource drivers, cost objects & activity
cost drivers by adapting activity based costing.
PURCHASE DEPARTMENT
The purchase unit is a centralized unit responsible for the purchase of all materials
required for production. The purchase can be classified into 4 categories based on nature
of purchase.
• Indigenous - Purchase of locally made material
• Imports - Import of required material
• Engineering Purchase - Purchase of machinery
• Packing Material Purchase - Purchase of material required for
packing.
RAW MATERIAL PURCHASE:
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The company is very keen that all the raw material should be purchased from
approved suppliers. The detailed steps involved in Raw Material Purchase are as
follows
• Based on the Sales forecast of the current financial year the quantity of
sales is arrived and it is converted into compound and compound is
converted into raw material thus the raw material requirement for the year
is arrived.
• Raw material requirement will be compared with the existing stock position
at Stores, Compounding & Respective Production Units and also at bonded
ware houses at Chennai (Imported Items).
• Minimum ordering quantity and period is arrived by ABC analysis and
currently they have the following purchase schedule.
Type of Purchase\Class A B C
Imports 1.5 M 4M 6M
Indigenous 10 D 1M 3M
The Electronic Data Processing (EDP) department handles all activities regarding
Hardware and software throughout the organization. The Enterprise Resource Planning
(ERP) unit is responsible for coordinating various departments and plants like
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Purchasing, Discrete Manufacturing, Inventory, Finance & Order Management and the
technical highlights are as follows.
DEVELOPMENT CENTER
The DC is the mot important unit in the organization under the direct
administration of the Chairman.
• To monitor all progress & process in all the units of the organization
• To act as a window to customer.
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• Development of new products.
• Customer supportive marketing
• Solving customer related queries.
• To monitor purchase, manufacturing, sales & dispatch activities.
• To maintain the quality state of the organization DC is divided into four main
sections. They are
1) ARAI COMMUNICATION:
2) DRAWING SECTION:
This section is solely responsible for drafting various design regarding the
product mould and maintaining the same.
• OE Drawing.
• Arai Drawing.
• Internal Production Drawing.
• Shell Drawing.
• Profile Drawing.
• Customer Reference Drawing.
• Spring Drawing.
• A3 Drawing.
It is also responsible for recording engineering change over activities.
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1) MATERIAL SECTION:
This section handles all the material related aspects related to the
manufacturing department. The term material means the Compound (Rubber) used for
manufacturing the end product. Its main functions are as follows.
• Deciding the compound for manufacturing.
• Analysis of compound used for manufacturing.
• Analysis of sample products.
• Inspection of quality at all stages.
• Auditing test reports of compound used for producing end products.
1) MARKETING SECTION:
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SALES DEPARTMENT
The Sales Department is classified into two based on the nature of customer they
handle. They are Original Equipment (OE) Sale & Replacement Marketing (RM) Sales.
1) OE SALES:
The major part of the turn over (around 90%) is through OE
market. The company gets into a legal binding with OE customers (new product)
which states that the parts supplied to OE should not be released in the replace
market for the next 2-3 years, etc. and the major customers are.
• Hero Honda
• Maruthi Udyog Ltd.
• Bajaj Group
• TVS Motor
• Endurance.
1) RM SALES:
The Replacement Marketing Sales is done to the retail end
customers and is headed by Mr. R. Muthuraman, manager, RM sales, this is
done through authorized regional distributors. This department runs the business
in complete cash and carry method. The packing & dispatch activities of the RM
sale is done through a depot.
Piagio (Italy)
Indore (France)
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Ashok Leyland Limited
Birla Yamaha(Japan, India)
Automotives Axles Ltd
Escort Ltd.
Gabriel India Ltd.
TVS Suzuki.
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2. STATEMENT OF OBJECTIVE
2.1 PRIMARYOBJECTIVE:
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• To identify the motivating factors which influence the employees to join as an
active member in Quality circle.
• To suggest measures to improve the attitude of employees towards Quality circle.
2.3 HYPOTHESIS
1. Null Hypothesis H0
There is no significant difference between the two selected variables.
2. Alternative Hypothesis H1
There is significant difference between the two selected variables.
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3. REVIEW OF LITERATURE:
Review of literature is an important aspect for the study. It helps the researcher to carry
out the research project successfully. It helps the researcher to get a clean knowledge
about the field. Review of literature facilities the researcher uncovering of certain areas
unattained for visualizing the present work and correlates various findings. For this
purpose a certain number of researches finding literature have been reviewed and
established. The present study describes the employee’s attitudes and their development
in Quality Circle in Hi tech aria limited, Madurai, and should also expresses the
effectiveness of Quality Circle in the study organization.
In terms of employee attitudes, there is also a small, but growing body of research on the
influences of culture or country on employee attitudes and job satisfaction. The continued
globalization of organizations poses new challenges for HR practitioners, and the
available research on cross-cultural organizational and human resources issues can help
them better understand and guide practice (Erez, 1994; House, 1995; Triandis, 1994).
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The most cited cross-cultural work on employee attitudes is that of Hofstede (1980,
1985). He conducted research on employee attitude data in 67 countries and found that
the data grouped into four major dimensions and that countries systematically varied
along these dimensions. The four cross-cultural dimensions are:
(1) individualism-collectivism;(2) uncertainty avoidance versus risk taking; (3) power
distance, or the extent to which power is unequally distributed; and (4)
masculinity/femininity, more recently called achievement orientation.
Research studies across many years, organizations, and types of jobs show that when
employees are asked to evaluate different facets of their job such as supervision, pay,
promotion opportunities, coworkers, and so forth, the nature of the work itself generally
emerges as the most important job facet (Judge & Church, 2000; Jurgensen, 1978).
Based on the research shows that employee attitudes predicts withdrawal behaviors like
turnover and absenteeism, researchers have been able to statistically measure the
financial impact on organizations (Cascio, 1986; Mirvis & Lawler,1977).
The two most extensively validated employee attitude survey measures are the Job
Descriptive Index (JDI; Smith, Kendall, & Hulin, 1969) and the Minnesota Satisfaction
Questionnaire (MSQ; Weiss, Dawis, England, & Lofquist, 1967). The JDI assesses
employee attitude with five different job areas: pay, promotion, coworkers, supervision,
and the work itself. The JDI is reliable and has an impressive array of validation
evidence. The MSQ has the advantage of versatility—long and short forms are available,
as well as faceted and overall measures.
Another measure used in job satisfaction research (Judge, Erez, Bono, & Thoresen, in
press) is an updated and reliable five-item version of an earlier scale by Brayfield and
Rothe (1951). All of these measures have led to greater scientific understanding of
employee attitudes. Additional issues with measuring employee attitudes that have been
researched and provide potentially useful knowledge for practitioners. First, measures of
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job satisfaction can be faceted whereby they measure various dimensions of the job—
while others are global—or measure a single, overall feeling toward the job.
Employee attitude is necessary in order to understand the results and, in turn, take
appropriate actions to improve employee attitudes and job satisfaction. Research on
employee attitude measurement and statistical analyses is a key contribution of the field
of psychology (Edwards, 2001; Macey, 1996). Highlights of the research on survey
analyses and the most important issues for HR practitioners to consider are
1.The Use of Norms, 2.Comparisons and Numerical Accuracy, 3.Linking Employee
Attitudes to Business Measures.
(Schneider & Bowen, 1985). Other researchers (Wiley, 1996) have developed linkage
models that identify the organizational practices—as rated by employee attitude surveys
— that relate to high levels of organizational performance.
(Edwards & Fisher, 2004; Kraut, 1996). One likely future direction of employee
attitude research will be to better understand the interplay between the person and the
situation and the various internal and external factors that influence employee
attitudes.The field of industrial/organizational psychology has a long, rich, and, at times,
controversial history related to the study and understanding of employee attitudes . Some
of this research is very specific and aimed primarily at other researchers, while other
publications provide practical guidance on understanding, measuring, and improving
employee attitudes.In particular, a better understanding of the role of emotion, as well as
broader environmental impacts, is needed and has been largely overlooked in past
research. In addition, ongoing research will provide more in-depth understanding of the
effects of employee attitudes and job satisfaction on organizational measures, such as
customer satisfaction and financial measures. Greater insights on the relationship
between employee attitudes and business performance will assist HR professionals as
they strive to enhance the essential people side of the business in a highly competitive
global arena.
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(Robert E. Stevens, Robert L. Moore. 1981). Quality Circles are an organizational
development process which deals with deficiencies and problems that plague modern
organizations by combining behavioral science concepts with statistical quality control
techniques at all levels of the organization Quality Circles are based on a people-building
philosophy which breeds trust, respect, and satisfaction between management and
workers. Quality Circles can be applied to any organization, especially the overmanaged
public sector. To succeed, management must not be defeated by its own assumptions.
It actively has human capital embedded and not only stimulates commitment,
integrity, work-life balance, passion, enjoyment at work and employee attitudes, but also
stimulates individual and team learning in order to develop a motivated workforce and
sustainable performance improvement and quality enhancement for the organization.
People are the greatest assets of an organization, because, through people all other
resources are converted into utilities. However, management of ‘People Resources’ has
always been a vexed problem ever since the beginning of organised human activities.
Quality Circle is one of the employee participation methods. It implies the development
of skills, capabilities, confidence and creativity of the people through cumulative process
of education, training, work experience and participation. It also implies the creation of
facilitative conditions and environment of work, which creates and sustains their
motivation and commitment towards work excellence. Quality Circles have emerged as a
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mechanism to develop and utilize the tremendous potential of people for improvement in
product quality and productivity.
DEFINITION:
Quality Circle is a small group of 6 to 12 employees doing similar work who
voluntarily meet together on a regular basis to identify improvements in their respective
work areas using proven techniques for analyzing and solving work related problems
coming in the way of achieving and sustaining excellence leading to mutual upliftment of
employees as well as the organization. It is “a way of capturing the creative and
innovative power that lies within the work force”.
PHILOSOPHY:
Quality Circle is a people – building philosophy, providing self-motivation and
happiness in improving environment without any compulsion or monetary benefits. It
represents a philosophy of managing people specially those at the grass root level as well
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as a clearly defined mechanism and methodology for translating this philosophy into
practice and a required structure to make it a way of life. It is bound to succeed where
people are respected and are involved in decisions, concerning their work life, and in
environments where peoples’ capabilities are looked upon as assets to solve work-area
problems. The Quality Circle philosophy calls for a progressive attitude on the part of the
management and their willingness to make adjustments, if necessary, in their style and
culture. If workers are prepared to contribute their ideas, the management must be willing
to create a congenial environment to encourage them to do so.
CONCEPT:
The concept of Quality Circle is primarily based upon recognition of the value of
the worker as a human being, as someone who willingly activities on his job, his wisdom,
intelligence, experience, attitude and feelings. It is based upon the human resource
management considered as one of the key factors in the improvement of product quality
& productivity. Quality Circle concept has three major attributes:
OBJECTIVE:
The objectives of Quality Circles are multi-faced.
a) Change in Attitude.
From “I don’t care” to “I do care”
Continuous improvement in quality of work life through organization of work.
b) Self Development
Bring out ‘Hidden Potential’ of people
People get to learn additional skills
The launching of Quality Circles involves the following steps: Expose middle
level executives to the concept.
Explain the concept to the employees and invite them to volunteer as members of
Quality Circles.
Nominate senior officers as facilitators.
Form a steering committee.
Arrange training of co-ordinators, facilitators in basics of Quality Circle approach,
implementation, techniques and operation. Later facilitator may provide training to
Circle leaders and Circle members.
A meeting should be fixed preferably one hour a week for the Quality Circle to
meet.
Formally inaugurate the Quality Circle.
Arrange the necessary facilities for the Quality Circle meeting and its operation.
TRAINING:
Appropriate training for different sections of employees needs to be imparted.
Without a proper understanding of the real concept of Quality Circles, both the workers
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and management might look at this philosophy with suspicion. Each group should know
beforehand the commitments and implications involved as well as the benefit that can be
obtained from Quality Circles. Such training comprises of:
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BASIC PROBLEM SOLVING TECHNIQUES:
The following techniques are most commonly used to analyse and solve work
related problems
1 Brain storming
2 Pareto Diagrams
3 Cause & Effect Analysis
4 Data Collection
5 Data Analysis
The Quality Circles also are expected to develop internal leadership, reinforce
worker morale and motivation, and encourage a strong sense of teamwork in an
organization
A variety of benefits have been attributed to Quality Circles, including higher
quality, improved productivity, greater upward flow of information, broader improved
worker attitudes, job enrichment, and greater teamwork
Problem quality circles often suffer from unrealistic expectations for fast results,
lock of management commitment and support, resistance by middle management,
resentment by non participants, inadequate training, lack of clear objectives and failure to
get solutions implemented
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It took more than two decades for the quality control concept to get acceptance in
India, after its introduction in Japan. This may be due to the differences in the industrial
context in the two countries. Japan needed it for its survival in a competitive market.
India had a reasonably protected, sellers market, with consequent lethargy towards efforts
to improve quality and productivity. However, with the policy of organizations of
economy and organizations of infrastructure development, contexts changed. The concept
now needs to be looked upon as a necessity
4. RESEARCH METHODOLOGY
Exploratory
Descriptive
Experimentation
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Descriptive Research Design
Descriptive research design includes survey and fact-finding enquiries of
different kinds. The major purpose descriptive research is description of the state of
affairs, as it exists at present. The main characteristic of ex-post facto method is that the
researcher has no control over the variables, he can only report what has happened or
what is happening.
A sample of 95 employees was selected for the study. The researcher used census survey
where in the population elements are selected based on the particular units strength.
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Probability sampling method:
Probability sampling means each and every items of the population has an equal
or known chance of being selected as sample. There are around eight methods in
probability sampling.
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begin to warm up to the questioning process. In simple words here acceptable response
are not provided to the respondents that they may answer in own words.
MULTIPLE CHOICES:
A multiple choice question refers to one, which provides several sets of alternatives to
answer multiple choice questions can be used.
The pre-testing was conducted by the research to remove questions which are
vague and ambiguity in nature.
The researcher takes a period of 4 months to complete the project work, from
December, 2009 to march, 2010.
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PRIMARY DATA:
SECONDARY DATA:
In this method, also known as desk research the secondary data was collected
from the company’s, website, journals and the standing order.
This study will create the awareness about Quality Circle with employees.
This study may motivate the employees toward Quality Circle.
The study is focused on the functioning of Quality Circle is helps the organization
to know about the effectiveness of Quality circle and this will help the
organization in future to form more Quality Circle and get benefited from them.
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4.9 LIMITATIONS OF THE STUDY
AREA/ GEOGRAPHICAL
The study also has a geographical limitation. Hi-tech Arai Limited has several units. But
this study was confined to Shed-1, AS-1, Shed-44, and Head Office alone. Not able to
take the survey in other Units of HI-TECH ARAI LTD.
PROCEDURAL
All the data collected are generally limited by the methods adapted. In the current study,
one of the methods of collections being the questionnaire limits the data to any extent of
data generation available through that method.
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4.10 STATISTICAL TOOLS USED
The Statistical Package used for this study is SPSS 16.0 and MS-EXAL .
The data collected are classified, analysis and tabulated. The statistical tool are applied
for the analysis of the data. The tool used are:
➢ Reliability statistics
➢ Percentage analysis
➢ Chi-square test
➢ Weighted average
➢ ANOVA
PERCENTAGE ANALYSIS:
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CHI-SQUARE ANALYSIS (χ 2)
The Analysis of variance is a powerful statistical tool for tests of significance. The term
“analysis of variance” was introduced by prof. R.A Fisher in 1920’s to deal with
problem in the analysis of agronomical data. Variation is inherent in nature. The total
variation in any set of numerical data is due to a number of causes which may be
classified as (i) assignable causes, and (ii) chance causes. The variation due to assignable
causes can be detected and measured whereas the variation due to chance is beyond the
control of human hand and cannot be traced separately. Analysis of variance (ANOVA)
is the separation of variance ascribable to one group of causes from the variance
ascribable to other group”. It is nothing but an arithmetical procedure used to express the
total variation of data as the sum of its non-negative components.
49
1.DATA ANALYSIS AND INTERPRETATION
Reliability Statistics
INFERENCE
The desired value for reliability test is 0.7 and above. The actual value arrived is .893
So the variables are accepted and the questionnaire is reliable.
50
Table-1
INFERENCE
From the above table it is found that 29.5% of the respondents belong to the age group of
above 40 years, 25.3% of the respondents belong to the age group of 31 to 35 years.
18.9% of the respondents belong to the age group of 36 to 40 years. 15.8% of the
respondents belong to the age group of 26 to 30 years & 10.5% of the respondents belong
51
to the age group of 20 to 25 years. It can be inferred that the majority of the employees in
HI-TECH ARAI LIMITED belong to the age group of above 40.
Chart-1
Table-2
1 Male 81 85.3
2 Female 14 14.7
52
3 Total 95 100
INFERENCE
From the above table it is found that 85.3% of the respondents are Male & 14.7% of the
respondents are Female. It can be inferred that the majority of the employees in HI-
TECH ARAI LIMITED are male.
Chart-2
53
Table-3
INFERENCE
From the above table it is inferred that 47.4% of the respondents have 10th as their
educational qualification. 13.7% of respondents have 12th as their educational
qualification. 16.8% of the respondents have diploma/ITI qualification. 10.5% of the
respondents have UG qualification. 7.4% of the respondents have PG qualification. 3.1%
54
of the respondents have B.E qualification & 1.1% of the respondents have other
qualification.
Chart-3
Table-4
55
Total 95 100
Interpretation
From the above table it is inferred that 5.3% of the respondents are supervisors, 62.1% of
the respondents are labours, 6.3 % of the respondents are technical assistant, 8.4% of the
respondents are operators & 17.9% of the respondents have other designation.
Chart-4
56
Table-5
INFERENCE
From the above table it is inferred that 86.31% of the respondents have the experience of
above 4 years, 3.16% of the respondents have the experience between 3 to 4 years, 4.21
% of the respondents have the experience between 2 to 3 years, 3.16% of the respondents
have the experience between 1 to 2 years & 3.16 % of the respondents have the
experience of below 1 years.
57
Chart-5
Table-6
Percentage of Percentage
S.No Respondents Awareness about Quality Respondents of
Circle Accepted Respondents
rejected
1 All the QC projects are implemented 87.4 12.6
2 QC Projects reduce the cost of functioning 95.8 4.2
3 QC activities consume the production time 76.9 23.1
58
INFERENCE
From the above table it is inferred that 87.4% of the respondents accept that all the QC
projects are implemented, 12.6% of the respondents reject that all the QC projects are not
implemented. 95.8% of the respondents accept that the QC projects are reducing the cost
of functioning, 4.2% of the respondents reject that the QC projects are never reducing the
cost of functioning & 76.9% of the respondents accept that QC activities consume the
production time, 23.1% of the respondents reject that QC activities never consume the
production time.
Chart-6
59
Table-7
INFERENCE
From the above it is inferred 57.9% of respondents strongly agree that knowledge
enhances by participate in Quality Circle, 36.8% of respondents agree that knowledge
enhances by participate in Quality Circle & 5.3% of respondents have no opinion.
Chart-7
60
RESPONDENT’S KNOWLEDGE ENHANCE BY PARTICIPATING IN
QUALITY CIRCLE
Table-8
INFERENCE
From the above it is inferred that 52.6% of respondents strongly agree that skill
enhances by participate in Quality Circle, 45.3% of respondents agree that skill enhances
by participate in Quality Circle & 2.1% of respondents have no opinion.
61
Chart-8
Table-9
62
RESPONDENT’S CREATIVE THINKING SKILL ENHANCE BY
PARTICIPATING IN QUALITY CIRCLE
INFERENCE
From the above it is inferred that 56.8% of respondents strongly agree that creative
thinking skill enhances by participate in Quality Circle, 42.1% of respondents agree that
creative thinking skill enhances by participate in Quality Circle & 1.1% of respondents
have no opinion.
Chart-9
63
RESPONDENT’S CREATIVE THINKING SKILL ENHANCE BY
PARTICIPATING IN QUALITY CIRCLE
Table-10
INFERENCE
From the above it is inferred that 34.7% of respondents strongly agree that interpersonal
relationship enhances by participate in Quality Circle, 60.0% of respondents agree that
64
interpersonal relationship enhances by participate in Quality Circle, 4.2% of respondents
have no opinion &1.1% of disagree that interpersonal relationship enhances by
participate in Quality Circle
Chart-10
Table-11
65
RESPONDENT’S DECISION MAKING ABILITY ENHANCE BY
PARTICIPATING IN QUALITY CIRCLE
INFERENCE
From the above it is inferred that 37.9% of respondents strongly agree that decision
making ability enhances by participate in Quality Circle, 56.8% of respondents agree that
decision making ability enhances by participate in Quality Circle, 4.2% of respondents
have no opinion & 1.1% of disagree that decision making ability enhances by participate
in Quality Circle.
Chart-11
66
RESPONDENT’S DECISION MAKING ABILITY ENHANCE BY
PARTICIPATING IN QUALITY CIRCLE
Table-12
INFERENCE
From the above it is inferred that 29.5% of respondents strongly agree that
communication ability enhances by participate in Quality Circle, 66.3% of respondents
67
agree that communication ability enhances by participate in Quality Circle & 4.2% of
respondents have no opinion.
Chart-12
68
Table-13
INFERENCE
From the above it is inferred that 53.7% of respondents strongly agree that problem
solving ability enhances by participate in Quality Circle, 44.2% of respondents agree that
problem solving ability enhances by participate in Quality Circle & 2.1% of respondents
have no opinion.
69
Chart-13
Table-14
INFERENCE
70
From the above it is inferred that 41.1% of respondents strongly agree that leadership
skill enhances by participate in Quality Circle, 53.7% of respondents agree that
leadership skill enhances by participate in Quality Circle & 5.2% of respondents have no
opinion.
Chart-14
71
Table-15
INFERENCE
From the above it is inferred that 55.8% of respondents strongly agree that interested in
team work enhances by participate in Quality Circle, 43.1% of respondents agree that
interested in team work enhances by participate in Quality Circle & 1.1% of respondents
have no opinion.
72
Chart-15
Table -16
Sample size X = 95
73
Total WX 419
=
Weighted Average (Total/Sample size) WX / X =
4.41
Approximately 4
INFERENCE
From the above table it is inferred that most of the respondents agree that the colleague’s
encouragement made them to join in quality circles.
Table -17
Sample size X = 95
Total WX 351
=
Weighted Average (Total/Sample size) WX / X =
3.7
Approximately 4
74
INFERENCE
From the above table it is inferred that most of the respondents agree that the superior’s
motivation made them to join in quality circles.
Table-18
Sample size X = 95
Total WX 389
=
Weighted Average (Total/Sample size) WX / X =
4.09
Approximately 4
INFERENCE
75
From the above table it is inferred that most of the respondents agree that the
subordinate’s involvement made them to join in quality circles.
Table-19
Sample size X = 95
Total WX 425
=
Weighted Average (Total/Sample size) WX / X =
4.5
Approximately 5
INFERENCE
From the above table it is inferred that most of the respondents strongly agree that QC’s
achievements made them to join in quality circles.
76
Table-20
Sample size X = 95
Total WX 423
=
Weighted Average (Total/Sample size) WX / X =
4.5
Approximately 5
INFERENCE
From the above table it is inferred that most of the respondents strongly agree that
management’s encouragement made them to join in quality circles.
77
Table-21
Sample size X = 95
Total WX 403
=
Weighted Average (Total/Sample size) WX / X
4.24
Approximately 4
INFERENCE
From the above table it is inferred that most of the respondents agree that participating in
various competition made them to join in quality circles.
Table-22
78
LEARNING NEW TECHNIQUES INFLUENCE THE RESPONDENTS TO
JOIN IN QUALITY CIRCLES
Sample size X = 95
Total WX 412
=
Weighted Average (Total/Sample size) WX / X =
4.33
Approximately 4
INFERENCE
From the above table it is inferred that most of the respondents agree that learning new
techniques made them to join in quality circles.
Table-23
Sample size X = 95
Total WX 424
=
Weighted Average (Total/Sample size) WX / X =
4.4
Approximately 4
INFERENCE
From the above table it is inferred that most of the respondents agree that attending
various organization programs made them to join in quality circles.
Table-24
80
2 4 8
3 9 27
4 41 164
5 41 205
Sample size X = 95
Total WX 406
=
Weighted Average (Total/Sample size) WX / X =
4.27
Approximately 4
INFERENCE
From the above table it is inferred that most of the respondents agree that rewards and
awards made them to join in quality circles.
Table-25
81
Sample size X = 95
Total WX 378
=
Weighted Average (Total/Sample size) WX / X =
3.97
Approximately 4
INFERENCE
From the above table it is inferred that most of the respondents agree that positive change
of QC-members made them to join in quality circles.
FORMULA:
SOLUTION:
KNOWLEDGE
STRONGLY
AGREE AGREE NO OPENION Total
AGE 20-25 yrs 3 7 0 10
26-30 yrs 9 6 0 15
31-35 yrs 16 8 0 24
36-40 yrs 8 6 4 18
above 40 19 8 1 28
Total 55 35 5 95
Grand total
83
EXPECTED FREQUENCY [E]
KNOWLEDGE
STRONGLY
AGREE AGREE NO OPENION Total
AGE 20-25 yrs 5.8 3.7 0.5 10
26-30 yrs 8.7 5.5 0.8 15
31-35 yrs 13.9 8.8 1.3 24
36-40 yrs 10.4 6.7 0.9 18
above 40 16.2 10.3 1.5 28
Total 55 35 5 95
[O] [E] E
INFERENCE
The calculated value is less than the table value. Hence H1 is rejected, H0 is
accepted. There is no significant relationship between the age of the respondents and
knowledge enhance by participating in Quality Circle.
Chart-16
85
CHI-SQUARE ANALYSIS
To analyze the relationship between the education of the respondents and knowledge
enhance by participating in Quality Circle.
FORMULA:
86
SOLUTION:
KNOWLEDGE
STRONGLY NO
AGREE AGREE OPENION Total
EDUCATIONA 10 th
26 15 4 45
L 12th 7 5 0 12
QUALIFICATI
Diploma 9 6 1 16
ON
UG 5 4 0 9
PG 5 3 0 8
B.E 2 1 0 3
OTHERS 1 1 0 2
Total 55 35 5 95
Grand total
87
EXPECTED FREQUENCY [E]
KNOWLEDGE
STRONGLY NO
AGREE AGREE OPENION Total
EDUCATIONA 10th 26.1 16.5 2.4 45
L 12th 6.9 4.5 0.6 12
Diploma 9.3 5.9 0.8 16
QUALIFICATI
UG 5.2 3.3 0.5 9
ON
PG 4.6 3 0.4 8
B.E 1.7 1.1 0.2 3
OTHERS 1.2 0.7 0.1 2
Total 55 35 5 95
[O] [E] E
INFERENCE
The calculated value is less than the table value. Hence H1 is rejected, H0 is
accepted. There is no significant relationship between the education of the respondents
and knowledge enhance by participating in Quality Circle.
Chart-17
89
5.5 ANALYSIS OF VARIANCE
(Two-Way ANOVA)
To analyze the relationship between the age of the respondents and management
encourage them to join in Quality Circle.
90
MANAGEMENT ENCOURAGEMENT
STRONGLY NO
AGREE AGREE OPENION DISAGREE
X1 X2 X3 X4 Total
AGE 20-25
yrs 3 6 0 1 10
Y1
26-30
yrs 8 6 1 0 15
Y2
31-35
yrs 11 13 0 0 24
Y3
36-40
yrs 10 7 0 1 18
Y4
above
40 17 9 2 0 28
Y5
Total 49 41 3 2 95
SOLUTION:
H0: There is no significant relationship between the age of the respondents and
management encourages them to join in Quality Circle.
H1: There is significant relationship between the age of the respondents and
management encourages them to join in Quality Circle.
X1 2 X2 2 X3 2 X4 2
91
9 36 0 1
64 36 1 0
121 169 0 0
100 49 0 1
289 81 4 0
583 371 5 2
Step 4: Total sum of squares TSS = X12+ X22+ X32+ X42 - (T2/N)
= 509.75
= 51.00
92
Source Sum of Degrees Mean sum of Variation Table
of squares of squares Ratio value at
variation freedom 5% level
INFERENCE
The calculated value (Fr) is greater than the table (Fr). Hence H1 is rejected, H1 is
accepted. There is significant relationship between the age of the respondents and
management encourages them to join in Quality Circle
Chart-18
93
FINDINGS
94
• 29.5% of the respondents belong to the age group of above 40 years, 25.3% of
the respondents belong to the age group of 31 to 35 years. 18.9% of the
respondents belong to the age group of 36 to 40 years. 15.8% of the respondents
belong to the age group of 26 to 30 years & 10.5% of the respondents belong to
the age group of 20 to 25 years. It can be inferred that the majority of the
employees in HI-TECH ARAI LIMITED belong to the age group of above 40.
• 85.3% of the respondents are Male & 14.7% of the respondents are Female in
HI-TECH ARAI LIMITED. It can be inferred that the majority of the employees
in HI-TECH ARAI LIMITED are male.
• 5.3% of the respondents are supervisors, 62.1% of the respondents are labours,
6.3 % of the respondents are technical assistant, 8.4% of the respondents are
operators & 17.9% of the respondents have other designation.
• 86.31% of the respondents have the experience of above 4 years, 3.16% of the
respondents have the experience between 3 to 4 years, 4.21 % of the respondents
have the experience between 2 to 3 years, 3.16% of the respondents have the
experience between 1 to 2 years & 3.16 % of the respondents have the experience
of below 1 years.
• 87.4% of the respondents accept that all the QC projects are implemented, 12.6%
of the respondents reject that all the QC projects are not implemented. 95.8% of
the respondents accept that the QC projects are reducing the cost of functioning,
4.2% of the respondents reject that the QC projects are never reducing the cost of
95
functioning & 76.9% of the respondents accept that QC activities consume the
production time, 23.1% of the respondents reject that QC activities never consume
the production time.
96
• 29.5% of respondents strongly agree that communication ability enhances by
participate in Quality Circle, 66.3% of respondents agree that communication
ability enhances by participate in Quality Circle & 4.2% of respondents have no
opinion.
• 20.0% of respondents strongly agree that the superior’s motivation made them to
join in quality circles. 50.5% of respondents agree that the superior’s motivation
97
made them to join in quality circles. 1.1% of respondents have no opinion. 21.1%
of respondents disagree that the superior’s motivation made them to join in quality
circles.
• 52.6% of respondents strongly agree that QC’s achievements made them to join
in quality circles. 43.1% of respondents agree that QC’s achievements made them
to join in quality circles. 3.1% of respondents have no opinion. 1.1% of
respondents disagree that QC’s achievements never made them to join in quality
circles
98
have no opinion. 1.1% of respondents disagree that participating in various
competition never made them to join in quality circles.
• 37.9% of respondents strongly agree that learning new techniques made them to
join in quality circles. 57.9% of respondents agree that learning new techniques
made them to join in quality circles. 1.1% of respondents have no opinion.
• 43.2 % of respondents strongly agree that rewards and awards made them to join
in quality circles. 43.2 % of respondents agree that rewards and awards made
them to join in quality circles. 9.4% of respondents have no opinion. 4.1% of
respondents disagree that rewards and awards are never made them to join in
quality circles. 2.1% of respondents strongly disagree that rewards and awards are
never made them to join in quality circles.
• 24.3% of respondents strongly agree that positive change of QC-members made
them to join in quality circles. 53.7% of respondents agree that positive change of
QC-members made them to join in quality circles. 17.9% of respondents have no
opinion. 4.1% of respondents disagree that positive change of QC-members never
made them to join in quality circles.
99
SUGGESTIONS
• All the non members of the quality circle should be given orientation by the
quality circle members and they should induce other to join. Being a member of
quality circles it should be made mandatory/compulsory.
• Employees should be invited for competitions of quality circles which will make
them more committed towards their work and increases productivity. Best
suggestions of the quality circles can be rewarded.
• Transparency between the management and employees make them to feel free and
explain the problems what they face in their real life. The management may also
100
give their feed back about the employee now and then to appraise their
performance in the projects.
• Management should make every effort to help the workers provide suggestions for
the betterment of the workers job and workshop. This will help the workers look at
the way they are doing their jobs.
• TQM & Quality Circle is a revolutionary, holistic concept. It actively has human
capital embedded in Lean Six Sigma in a manner that not only stimulates
commitment, integrity, work-life balance, passion, enjoyment at work and
employee attitudes, but also stimulates individual and team learning in order to
develop a motivated workforce and sustainable performance improvement and
quality enhancement for the organization.
CONCLUSION
Quality circle has become very important for improving a firm's process capabilities in
order to achieve fit and sustain competitive advantages. Quality circle focuses on
encouraging a continuous flow of incremental improvements from the bottom of the
organization's hierarchy. Autonomy and complexity are the other two job attitudes
enhanced through company’s implementation. Job satisfaction and company commitment
are work attitudes being the dimensions of employee attitudes. Quality circle can be
linked more with productivity which cannot be measured only by money. There are lot of
factors involved in developing the employees attitude towards quality circle. The
organization plays a facilitator role in developing quality circles. The transparency and
integrity of the organization is very much important for the smooth functioning of quality
circles. The culture has great impact on the quality circles based on Employee
Involvement, Employee Empowerment, Perceived Organizational Support, Employee
101
Engagement. If the employees are not satisfied their attitudes will be Exit, Neglect,
Absenteeism, Low Productivity and Low turn over. The success of the quality circle
movement in the Hi-Tech Arai Limited is definitely a collective effort and involvement
of both the management and employees. Hence it is evident that quality circles are the
tool for achieving total quality.
BIBLIOGRAPHY
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reevaluation of the strength of the relationship and gender effects as a function of the date
of the study. Journal of Applied Psychology, 74, 502–507.
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organizational value systems. Journal of Management Studies, 22, 347–357.
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4. Saari, L. M. (2000). Employee surveys and attitudes across cultures. In Business as
unusual? Are I/O psychology practices applicable across culture? Paper presented at the
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5. Saari, L. M., & Schneider, B. (2001). Going global: Surveys and beyond. Professional
workshop presented at the Sixteenth Annual Conference of the Society for Industrial and
Organizational Psychology, San Diego, CA.
6. Judge, T. A., & Church, A. H. (2000). Job satisfaction: Research and practice. In C. L.
Cooper & E. A. Locke (Eds.), Industrial and organizational psychology: Linking theory
with practice
(pp. 166–198). Oxford, UK: Blackwell.
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Applied Psychology, 63, 267–276.
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attitudes. Journal of Applied Psychology, 62, 1–8.
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in work and retirement. Chicago: Rand McNally.
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12. Macey, W. H. (1996). Dealing with the data: Collection, processing, and analysis. In
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success and a general model for implementing a quality circle process.
Respected Sir/Madam
Personal Details:
1. Name : ………………………………….
104
2. Age : 20-25 26-30 31-35
36-40 Above 40
Others.
5. Unit : ………………………………
6. Designation : Supervisor Labour Technical assistant.
Operator Others.
3. So far how many projects are completed by Quality Circles in your unit?
_____________________
_____________________
_____________________
105
Yes No
Yes No
Yes No
__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________
SA A N DA SDA
1 Knowledge
2 Skill
3 Creative thinking skill
4 Interpersonal relationship
5 Decision making ability
6 Communication ability
7 Problem solving ability
8 Leadership skills
9 Interested in team work
106
( A-Agree, N- No Opinion, DA- Disagree )
A DA N
1 Consumes time
.
2 provide learning
.
3 No implementation of projects completed
.
4 Getting recognition
SA A N DA SDA
1 Colleagues encouragement
.1
2 Superior’s motivation
.2
3 Subordinates involvement
.1
4 QC’s achievements
.4
5 Management’s encouragement
.
6 Participating in various competition
.6
107
7 Learning new techniques
.7
8 Attending various organizational programs
.8
9 Rewards and awards
.
10 Positive change of QC members
SA A N DA SDA
.
3 To empower them with more responsibilities
.
4 To Promote them as a team leader
.
5 To provide monitory benefits/ gifts for
. completion of projects
108
6 To make the members free from regular work
109