Documente Academic
Documente Profesional
Documente Cultură
CHAPTER-I
INTRODUCTION
There was been much concern today about the decent wages, convenient
working hours, conductive working conditions, etc. There is no generally acceptable
definition about this term Quality of Work life. However, some Attempts were
made to describe the term quality of work life. It refers to the Favorableness or
unfavourableness of a job environment for people.
J. Richard and J. Lay define as the Quality of Work life degree to which
members of a work organization are able to satisfy important personnel needs through
their experience in the organization.
Quality of work life improvements are defined as any activity which takes
place alt every level of an organization, which seeks greater organizational
Effectiveness through the enhancement of human dignity and growth. A process
through which the stock-holders in the organization management, unions and
employees-learn how to work together better to determine for themselves that actions,
changes and improvements are desirable and workable in order to achieve the twin
and simultaneous goals of an improved quality of life at work for all members of the
organization and greater effectiveness for both the company and the unions.
It believes that people perform better when they are allowed to participate in
managing their work and make decisions
1
2
Initially, Quality of Work life concept was used only for job redesigning
process by considering social- technical system approach, but gradually this concept
was broadened by considering large interventions. Focusing on improving Quality of
Work life to increase the contentment and satisfaction of employees can result in
various advantages for both employees and organization. Through the effective
implementation of interventions of Quality of Work life such as flexible time, job
enrichment, job enlargement, autonomous work group culture, it is possible to
enhance status of Quality of Work life in employees. These interventions ensure the
full use of a workers potential by assuring greater involvement which makes the
work more effective and efficient by augmenting the quality. Quality of Work life
also provides opportunities for active involvement of employees in decision making
process.
DEFINITION
Quality of Work life is a way of thinking about people, work and organizations,
distinctive elements are (i) a concern about the impact of work on people as well as on
organizational effectiveness, and (ii) the idea of participation in organizational
problem-solving and decision making. Nadler and Lawler.
2
3
It was against above background that finally, in the 1970s, the idea
of QWL was conceived. QWL was quite broader in sense and scope than these earlier
stray developments mentioned above. Human values, needs and aspirations were at
the heart of the concept of QWL.
Work Environment:
3
4
Facilities:
4
5
Autonomy of Work:
Adequacy of Resources:
Resources should match with stated objectives; otherwise, workforce will not
be competent to achieve the predefined objectives. This results in employee
dissatisfaction and lower QWL. Adequacy of resources has to do with enough time
and equipment, adequate information and help to complete assignments.
5
6
Factor 1: Remuneration:
The current study reinforces the same. The five variables loaded on
the current factor, clearly indicate that a good work environment improves the quality
of work life. Bank employees in India seek hygienic work conditions, low levels of
6
7
stress, good safety and health policies, equality and dignity of labour. Ensuring that
the work environment provides these to the employees will significantly help in
improving employee morale and hence work satisfaction.
An individual needs to create an effective balance between his personal and work life.
Ensuring that an employee has adequate leisure time and opportunities to spend
quality time with his family will definitely improve the quality of work life.
B) Quality circles:
7
8
supervisor) and the members (usually hourly workers). Secondly, the creation of
quality circles is usually preceded by in-house training. For supervisors these
sessions typically last for two or three days. Most of the time is devoted.
C) Socio-technical systems:
8
9
Quality of work life is the quality of relationship between employees and total
working environment.
A Great Place to work is where You Trust the people you work for, have
pride in what you do, and enjoy the people you work with. Quality of work life
represents concern for human dimensions of work and relates to job satisfaction and
organizational development.
Issues related to work life should be addressed by the Board and other
important officials of the company like why people are not happy, do they need
training, why employee morale is poor and numerous other issues. If these are
addressed properly, they will be able to build, People-Centered Organizations.
2. Commitment to improvement:
9
10
Board members should form the combined team of managers and workers and
all the issues and common themes must be identified.
All issues must be addressed like loss of morale, lack of trust, increased
intensity of work, reward, recognition etc. and commonly, managers and staff should
arrive at solutions.
4. Training to facilitators:
Both the leader and staff can assess the job requirement and decide jointly
what type of training is required to improve the quality of work life
After the formation of focus groups and their discussion on different issues
and collection of information, the information should be analyzed to give right
direction to organizational activities.
The diverse work force of today does not want to work for fixed hours or days.
They want flexibility in their work schedule so that professional and personal life can
be managed together.
10
11
8. Flexibility can improve the Quality of Work life in the following ways:
i. Work for longer hours in a day with less number of working days in a week.
ii. Going to office for fixed hours but in different time slots rather than fixed
working hours. Many companies even provide the flexibility of work from home.
9. Autonomy to work:
Many companies find that paying attention to the needs of employees can
benefit the company in terms of productivity, employee loyalty and company
reputation.
2. Increase productivity:
Programmes which help employees balance their work and lives outside the
work can improve productivity. A companys recognition and support through its
11
12
stated values and policies of employees commitments, interests and pressures, can
relieve employees external stress.
This allows them to focus on their jobs during the workday and helps to
minimize absenteeism. The result can be both enhanced productivity and strengthened
employee commitment and loyalty.
More employees may stay on a job, return after a break or take a job with one
company over another if they can match their needs better with those of their
paid work.
This results in savings for the employer as it avoids the cost of losing an
experienced worker and recruiting someone new.
Employers who support their staff in this way often gain loyalty from the staff.
4. Reduces absenteeism:
b. Workers (including the managers) who are healthy and not over-stressed are
more efficient at work.
a. Minimizing work-life role conflict helps prevent role overload and people
have a more satisfying working life, fulfilling their potential both in paid work and
outside it.
12
13
b. Work life balance can minimize stress and fatigue at work, enabling people
to have safer and healthier working lives. Workplace stress and fatigue can contribute
to injuries at work and home.
c. Self-employed people control their own work time to some extent. Most
existing information on work-life balance is targeted at those in employment
relationships. However, the self-employed too may benefit from maintaining healthy
work habits and developing strategies to manage work flows which enable them to
balance one with other roles in their lives.
a. Parents, people with disabilities and those nearing retirement may increase
their work force participation if more flexible work arrangements are made.
Employment has positive individual and social benefits beyond the financial rewards.
b. Employers may also benefit from a wider pool of talent to draw from,
particularly to their benefit when skill shortages exist.
While such activities are not the responsibility of individual employers, they
may choose to support them as community activities can demonstrate good corporate
citizenship. This can also develop workers skills which can be applied to the work
place.
13
14
8. Job involvement:
Companies with QWL have employees with high degree of job involvement.
People put their best to the job and report good performance. They achieve a sense of
competence and match their skills with requirements of the job. They view their jobs
as satisfying the needs of achievement and recognition. This reduces absenteeism and
turnover, thus, saving organizational costs of recruiting and training replacements.
9. Job satisfaction:
Job involvement leads to job commitment and job satisfaction. People whose
interests are protected by their employers experience high degree of job satisfaction.
This improves job output.
4. Employee personification.
14
15
People will not do their best when they feel that employers commitment in
terms of reward and recognition is lacking. Commitment is a mutual phenomenon.
When employers want to get the best from employees but do not give them reward
and recognition, people will not be committed to work
2. Dead-end jobs:
Work which does not offer opportunities for growth and promotion is one of
the greatest reasons for employees de-motivation and non-commitment. Jobs which
deprive employees of self-development and growth opportunities lead to high
dissatisfaction and disloyalty.
3. Managing by intimidation:
15
16
5. No job security:
One of the major needs of employees is job security. If the employee feels that
he can lose his job anytime, he would not be committed towards companys goals.
6. Negative attitude:
Some people by nature are not committed to anything and anyone and as such they
would not be committed to their employers also. Commitment is an attitude and those
who lack it will not be committed to their jobs.
It wont less than correct to mention that, of late, QWL in India has emerged
as a movement it is the v.v.Giri national institute of labor which took an active lead in
familiarizing the concept of QWL in India. Following are the major that led to the
QWL movement in our country:
1.Available evidences indicate that the changing profile of the Indian worker
from an illiterate, rural, low caste individuals to educate, urban and essentially
belonging to upper strata of caste structure has made him/her more concern for own
hopes and aspirations. The blue collar worker for example seems more committed one
duly molded to fit in the emergent social structure of the day.
2. That worker is not just like other factors of production such as machinery,
land, and capital but a human being with feelings and emotions, has made
organization behave with workers accordingly. The establishment of a separate
ministry of human resources development by the government of India is a testimony
to such realization. However the Indian worker is so far deprived of such a position is
reported by Sen. Gupta. Indian worker wish has yet to be duly recognized and
rewarded accordingly.
16
17
force has been much vocal for demands of one type or other. These usually relate their
better working conditions.
CONCLUSION
17
18
CHAPTER II
REVIEW OF LITERATURE
The concept of quality of work life (QWL) deals with the issue of how
rewarding or satisfying the time spent in the workplace. As such, QWL may reflect
working conditions and contextual issues such as relationships with work colleagues
and the intrinsic satisfaction of the job itself. A movement focusing on employee
perceptions of job satisfaction and job challenges, health and safety at work, job
fulfillment and working conditions and the balance between work and non-work.
18
19
19
20
out extent of work characteristics and family characteristics influence on the work
family conflict. The work characteristics include number of hours worked, work
flexibility, work stressors. The family characteristics include number of children, age
of children, family support. The researchers used the organisations reports,
magazines as their secondary data and collected the primary data based on
questionnaire and interview.From the discussion of the findings, several implications
arouse. There is a need for greater spouse-support, flexible work schedule, child care
centers and family support in order to alleviate work family conflict. Maintenance of
good marital relations is important in reducing spouse conflict and increasing well
being in women employees.
Daljeet Kaur (2010) did search on, Aims to gain an insight into current
working life policies and practices of employees in ICICI Bank Ltd in
Chandigarh. Several notable factors that influence quality of work life are Fair
Compensation, Safe and healthy working environment, adequate performance
appraisal, career growth opportunities, Training and development etc. On the basis of
his study he said that employees of ICICI bank Ltd. in Chandigarh Region were
happy with the working conditions of the Bank. They felt that they were safe and
secure in Bank. They felt that Bank should start their own transport facilities for the
staff. However, the dissatisfaction among them was the less growth opportunities.
They were not provided with extra care like health camps etc. They were not happy
20
21
with the way performance appraisal was done and felt that their management was not
flexible with their social responsibilities and hence they were less satisfied with their
jobs.
21
22
Data was compared on the basis of inter role distance, role stagnation, role
expectation conflict, role erosion, role overload, role isolation, personal inadequacy,
self role distance, role ambiguity and resource inadequacy. The study has highlighted
that there is a significant difference between the role stress of public and private
sector bank employees. It was found that the private bank employees experienced
higher organizational role stress than their public bank counterparts. Looking at the
various aspects of components of organizational role stress, it was found that there
was no difference between the Public and Private Sector bank employees in certain
aspects like role expectation conflict, role isolation and personal inadequacy and role
ambiguity.
Patiraj Kumari and Pooja khanna (2007) did research on The Quality Of
Working Life in relation to Mental Health Of Bank Employees to investigate the
quality of work life (QWL) in relation to mental health of bank employees. A total
number of 200 bank employees were selected from banks of Haridwar and Dehradun
(Uttaranchal) comprising 150 employees from public and 50 employees from private
sector banks. The result revealed significant positive correlation between QWL and
mental health. Private sector bank employees were found to be more mentally healthy
than the employees of public sector banks.. The study also revealed significant
difference between the mental health of high and low quality of working life groups.
22
23
In public sector banks social integration in the work organization and in private sector
banks safe and healthy working condition has the highest contribution towards mental
health.
23
24
CHAPTER III
RESEARCH METHODOLOGY
INTRODUCTION:
Research consists of asking a question that nobody has asked before, doing the
necessary work to find the answer, and communicating the knowledge you have
acquired to a larger audience.
The study is intended to evaluate the quality of work life of the employees
because effective quality work life is essential to achieve goal of the
organization.
The presence of quality of work life in organization, leads to numerous
positive outcomes.
This study helps to realize the importance of quality of work life in
organization.
24
25
The present study has been carried out to achieve the following objectives :
HYPOTHESIS
25
26
RESEARCH DESIGN
Descriptive research design suits this study, because it deals with various dimensions
of quality of work life in banks.
PRE-TEST
To find out the relevance of the various terms in the questionnaire, a pretest
was conducted by distributing the questionnaire to the number of respondents. This
facilitates the researcher to find out the relevance of the items in the questionnaire.
SAMPLING PROCEDURE
In the present study, the researcher has adopted convenient sampling is a non-
probability sampling technique. For the present study, the researcher took sampling
through various bank sectors in Coimbatore. The researchers have chosen under
graduate and post graduate bank employees. The total strength of the under graduate
and post graduate is 60. Hence, non- probability sampling technique was adopted to
get a sample size of 60.
26
27
The first part consists of personal data of the respondents like name of the
bank, name of the person, designation, age, experience, gender, level of education,
salary.
DATA COLLECTION
One of the important stages in the research is data collection. The period of
data collection has been from 20-01-2017 to 24-01-2017. During these days the
researcher collected the required data during the lunch time.
The collected data was analyzed appropriately. Diagrams and tables were used
for the interpretation of data.
The researcher study is regarding to quality of work life. The study was
limited to 60 respondents.
Due to the time limitation, the researcher could conduct the study on particular
bank who are ug and pg employees. As the study, is confined to a different bank, the
result of the study cannot be generalized.
27
28
Some of the major difficult encountered during the data collection the time
limit given to meet the employees was very less. The researcher was allowed to meet
the employees only at their lunch time. The researcher had difficult to explain the
second part of the questionnaire to the respondents due to various dimensions in the
questionnaire.
CHAPTERIZATION
28
29
CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
TABLE NO: 1
BANK DISTRIBUTION OF THE RESPONDENT
1 ICICI 17 28
2 KVB bank 6 10
3 Vijaya bank 6 10
4 HDFC 11 19
5 HSBC bank 11 18
Total 60 100
29
30
TABLE NO: 2
AGE DISTRIBUTION OF THE RESPONDENT
1 20-30 41 68
2 30-40 14 23
3 40-50 5 9
100
TOTAL 60
It shows that 68 percent respondents belong to the age of 20-30 yrs, 23 percent
of the respondents belongs to the age group of 30-40 yrs, and 9 percent of the
respondents belongs to the age group of 40-50yrs.
30
31
TABLE NO: 3
1 Manager
27 45
2 Office Staff
33 55
3 Total
60 100
31
32
TABLE NO: 4
EXPERIENCE DISTRIBUTION OF THE RESPONDENT
6-10
2 20 33
11-15
3 2 4
Total
60 100
32
33
TABLE NO: 5
Male
1 45 75
Female
2 15 25
Total
60 100
It shows that 75 percent of the respondents are male, and 25 percent of the
respondents are female.
33
34
TABLE NO: 6
1 UG
26 43
2 PG
34 57
3 Total
60 100
34
35
TABLE NO: 7
SALARY OF THE RESPONDENT
1 5000 to 10000 1 2
2 10000 to 15000 38 63
3 15000 to 25000 21 35
Total 60 100
It shows that 63 percent of the respondent are drawing salary between 10000
to 15000, 35 percent of the respondent are drawing salary between 15000 to 25000,
and 2 percent of the respondent are drawing salary from 5000 to 10000.
35
36
TABLE NO: 8
DISTRIBUTION OF THE RESPONDENT BASED ON THEIR LEVEL OF
QUALITY OF WORK LIFE
HIGH
3 11 18
Total
60 100
36
37
TABLE NO: 9
Working environment 36 11 13
60% 18% 22%
Organization culture 35 14 11
climate 58% 23% 18%
Relation &co-
operation 35 12 13
58% 20% 22%
Training 34 11 15
&development 57% 18% 25%
Compensation 39 11 10
&rewards 65% 18% 17%
Facility 41 11 8
68% 18% 13%
Autonomy of work 34 14 12
57% 23% 20%
Adequacy of resource 35 11 14
58% 18% 23%
37
38
This table shows that opinions of the respondents based on their dimensions
of quality of work life have low level of work life.
38
39
TABLE NO: 10
ASSOCIATION BETWEEN AGE AND QUALITY OF WORK LIFE OF THE
RESPONDENT
14 17 10 41
20-30 (34%) (42%) (24%) 100%
1 7 6 14
30-40 (7%) (50%) (43%) 100%
1 2 2 5
40-50 (20%) (40%) (40%) 100%
Total 16 26 18 60
Above table shows that 42% of the respondents in 20-30 yrs of age category have
moderate level of quality of work life and 50%of the respondents in 30-40yrs of age
category have moderate level of quality of work, 40% of the respondents in 40-50yrs
of age category have moderate and high level of quality of work life.
The chi-square test was applied to find out the association between age and quality of
work life. Since the calculated value is less than the table value, we can conclude that
there is no association between age and quality of work of the respondents. Hence
null hypothesis is accepted.
39
40
TABLE NO: 11
ASSOCIATION BETWEEN THE DESIGNATION AND QUALITY OF WORK
LIFE OF THE RESPONDENT
8 17 8 33
OFFICE STAFF (24%) (52%) (24%) (100%)
TOTAL 16 26 18 60
Pearson Chi-
Square Value df Sig. (2-sided)
2.105a 2 .349
Above table shows that 37% of the respondents in manager category have high level
of quality of work life and 52% of the respondents in office staff category have high
level of quality of work.
The chi-square test was applied to find out the association between designation and
quality of work life. Since the calculated value is less than the table value, we can
conclude that there is no
association between designation and quality of work of the respondents. Hence null
hypothesis is accepted.
40
41
TABLE NO: 12
ASSOCIATION BETWEEN GENDER AND QUALITY OF WORK LIFE OF
THE RESPONDENT
15 19 11 45
MALE
(33%) (42%) (25%) (100%)
1 7 7 15
FEMALE
(7%) (47%) (46%) (100%)
TOTAL 16 26 18 60
Pearson Chi-
Square Value df Sig. (2-sided)
4.903a 2 .086
Above table shows that 42% of the respondents in male category have moderate level
of quality of work life and 47% of the respondents in female category have moderate
and high level of quality of work life.
The chi-square test was applied to find out the association between gender and quality
of work life. Since the calculated value is higher than the table value, we can conclude
that there is no association between gender and quality of work of the respondents.
Hence null hypothesis is accepted.
41
42
TABLE NO: 13
ASSOCIATION BETWEEN EDUCATION AND QUALITY OF WORK LIFE
OF THE RESPONDENT
9 10 7 26
UG (35%) (38%) (27%) (100%)
7 16 11 34
PG (21%) (47%) (32%) (100)%
TOTAL 16 26 18 60
Above table shows that 38% of the respondents those who finished their under
graduate have moderate level of quality of work life and 47% of the respondent those
who finished post graduate have moderate level of quality of work life.
The chi-square test was applied to find out the association between education and
quality of work life. Since the calculated value is higher than the table value, we can
conclude that there is no association between education and quality of work of the
respondents. Hence null hypothesis is accepted.
42
43
TABLE-14
T-TEST
SIGNIFICANT DIFFERENCE BETWEEN DESIGNATION & WITH THEIR
LEVEL OF QUALITY OF WORK LIFE
One-Sample Statistics
Std. Error
N Mean Std. Deviation Mean
Designation of
60 3.5333 1.26848 .16376
respondent
Quality of work
60 1.8177E2 12.70575 1.64031
life
One-Sample Test
Test Value = 0
95% Confidence
Interval of the
Difference
Sig. (2- Mean
T df tailed) Difference Lower Upper
Designation
of
21.576 59 .000 3.53333 3.2057 3.8610
respondent
Quality of
work life 110.813 59 .000 181.76667 178.4844 185.0489
T-test was applied to find out is there any significant difference between
designation of the respondent and with their level of quality of work life. It is found
out that significant level is .000 which is less than .05 so it is concluded that there is a
significant difference between designation and quality of work life. Therefore null
hypothesis is rejected and alternative hypothesis is accepted.
43
44
TABLE-15
SIGNIFICANT DIFFERENCE BETWEEN GENDER& WITH THEIR LEVEL
OF QUALITY OF WORK LIFE
Std. Error
N Mean Std. Deviation Mean
Gender of
respondent 60 1.2500 .43667 .05637
Quality of
work life 60 1.8177E2 12.70575 1.64031
Test Value = 0
95% Confidence
Interval of the
Sig. (2- Mean Difference
T df tailed) Difference Lower Upper
Gender of
respondent 22.174 59 .000 1.25000 1.1372 1.3628
Quality of
work life 110.813 59 .000 181.76667 178.4844 185.0489
T-test was applied to find out is there any significant difference between gender of the
respondent and with their level of quality of work life. It is found out that significant
level is .000 which is less than .05 so it is concluded that there is a significant
difference between gender and quality of work life. Therefore null hypothesis is
rejected and alternative hypothesis is accepted.
44
45
TABLE-16
ANOVA Table
Quality of work
life
Sum of Squares df Mean Square F Sig.
Between Groups
1120.137 5 224.027
Within Groups
8404.596 54 155.641 1.439 .225
Total
9524.733 59
The one way ANOVA test was applied to find out whether there is significant
different between respondents bank and quality of work life. ANOVA test proved that
there is no significant difference between bank and quality of work life.
45
46
TABLE-17
ANOVA
Quality of
work life
Sum of Mean
Squares df Square F Sig.
Between
32.652 1 32.652 .200 .657
Groups
Within
9492.081 58 163.657
Groups
Total
9524.733 59
The one way ANOVA test was applied to find out whether there is significant
different between respondents education and quality of work life. ANOVA test
proved that there is no significant difference between bank and quality of work life.
46
47
TABLE-18
salary of respondent
Mean N Std. Deviation
5000 to 10000 1.8900E2 1 .
10000 to 15000 1.8150E2 38 13.06274
15000 to 25000 1.8190E2 21 12.56147
Total 1.8177E2 60 12.70575
ANOVA Table
Quality of work
life
Sum of Squares df Mean Square F Sig.
Between Groups 55.424 2 27.712 .167 .847
Within Groups 9469.310 57 166.128
Total 9524.733 59
The one way ANOVA test was applied to find out whether there is significant
different between respondents salary and quality of work life. ANOVA test proved
that there is no significant difference between bank and quality of work life.
47
48
TABLE-19
ANOVA Table
Quality of
work life
Sum of Mean
Squares df Square F Sig.
Between
302.258 2 151.129 .934 .399
Groups
Within
9222.475 57 161.798
Groups
Total 9524.733 59
The one way ANOVA test was applied to find out whether there is significant
different between respondents age and quality of work life. ANOVA test proved that
there is no significant difference between bank and quality of work life.
48
49
TABLE-20
Experience of
respondent Mean N Std. Deviation
1-5 1.8250E2 38 13.59998
6-10 1.8010E2 20 11.67498
11-15 1.8450E2 2 .70711
Total 1.8177E2 60 12.70575
ANOVA Table
Quality of
work life
Sum of Mean
Squares Df Square F Sig.
Between
90.933 2 45.467 .275 .761
Groups
Within
9433.800 57 165.505
Groups
Total 9524.733 59
The one way ANOVA test was applied to find out whether there is significant
different between respondents experience and quality of work life. ANOVA test
proved that there is no significant difference between bank and quality of work life.
49
50
TABLE-21
CORRELATION TABLE SHOWING THE COMPARISION BETWEEN
VARIOUS DIMENSIONS & QUALITY OF WORK LIFE
50
51
CHAPTER-V
FINDINGS AND SUGGESTIONS AND CONCULSION
INTRODUCTION
Findings are the statements of factual information are based upon the data
analysis. Suggestions and recommendations constitute the action plan put forward to
the policy makers and users of research findings. Conclusions are inferences or
generalizations drawn from the findings.
On the basis of the data collected and analyzed from the respondents, the major
findings of the study are as follows
FINDINGS
51
52
It was found 35 percent of the respondents based on their opinion have low
level of organization culture climate.
It was found 35 percent of the respondent based on their opinion have low
level of relation & co-operation.
It was found 34 percent of the respondent based on their opinion have low
level of training & development..
It was found 39 percent of the respondent based on their opinion have low
level of compensation& rewards.
It was found 41 percent of the respondent based on their opinion have low
level of facility.
It was found 34 percent of the respondent based on their opinion have low
level of job satisfaction& job security.
It was found 34 percent of the respondent based on their opinion have low
level of autonomy of work.
It was found 35 percent of the respondent based on their opinion have low
level of adequacy of resource.
Chi-square test was applied it was found there is no significant association
between age of the respondent & quality of work life.
Chi-square test was applied it was found there is no significant association
between designation of the respondent & quality of work life.
Chi-square test was applied it was found there is no significant association
between gender of the respondent & quality of work life.
Chi-square test was applied it was found there is no significant association
between education of the respondent & quality of work life.
T- test was applied it was found there is significant difference between
designation and quality of work life.
T- test was applied it was found there is significant difference between gender
and quality of work life
Anova test was applied it was found there is no significant difference
respondents bank and quality of work life.
Anova test was applied it was found there is no significant difference
respondents education and quality of work life.
Anova test was applied it was found there is no significant difference
respondents salary and quality of work life.
52
53
SUGGESTIONS
To improve the quality of work life of the employees in bank sector, the banks
should concentrate on all dimensions because the findings denotes low level of
quality of work life. There shall be chances of open forums for employees to
have better quality of work life and make themselves to satisfied in their job.
This may improve the quality of work life of the individuals.
CONCLUSION
The study tells about the relationship between the employees satisfaction and
various dimensions of quality of work life. The study revealed that the quality
of work life in selected banks found that did not satisfy to all employees
equally. Most of the employees are not satisfied with facilities. They need to
improve the quality of work life of its employees as they are the assets of the
banks. To improve the work life of bank employees organization should
concentrate on all dimensions because each factor are influencing the
employees environment.
53
54
BIBLIOGRAPHY
Anita, B., and Subba Rao, P., (1998), Quality of Work Life in Commercial
Banks, Discovery Publishing House, New Delhi.
Ayesha Tabassuma, Tasnuva Rahmanb and Kursia Jahan, (2011) , Quality of
. Work Life Among Male and Female Employees of Private Commercial Banks in
Bangladesh, International Journal of Economics and Management.
Baba, VV and Jamal, M (1991) Reutilization of job context and job content as
related to employees quality of working life: a study of psychiatric nurses. Journal
of organizational behavior.
Bearfield, S (2003) Quality of Working Life. A ciirt Working paper 86.
University of Sydney. www.acirrt.com
D. Manjula and Dr. M. Selvakumar Marimuth (2014), Analysis of Quality of
Work Life of Employees in Private Sector Commercial Banks - Application of
Discriminant Analysis, Abhinav National Monthly Refereed Journal of Research
in Commerce & Management, Vol. 3, Issue 9, September.
Edwards, J., Van Laar, D.L. & Easton, S. (2009). The Work-Related Quality of
Life scale for Higher Education Employees. Quality in Higher Education.
Meenakshi Gupta and Vikas Sharma, (2009), Quality of Work Life - A Study
of Bank Employees in Jammu Region, AJBMR, Vol. 4, Issue 2, pp. 1-8.
Noor Mohamed A., (2008), A Study of Job Satisfaction among Nationalized
Bank Employees, SMART Journal of Business Management Studies. Vol. 4,
Issue 2, July-December, p. 61.
Radha Yadav and Ashu Khanna, (2015), Employees Satisfaction on Quality of
Work life at State Bank of India, International Conference on Humanities,
Literature and Management.
Sekaran, V., (1981), Perceived Quality of Working Life in Banks in Major
Cities in India. Prajanan.
. Shobha B. Hangarki (2014), Quality of Work Life among Employees in
Banking Sector: A Study Undertaken at Nationalized Banks, Hyderabad
Karnataka Region, Research Journal of Humanities and Social Sciences, Vol.,
Issue 2, pp. 194-197
54
55
55
56
PART A:
1. Name of the bank :
3. Designation :
4. Age :
5. Experience :
7. Level of Education :
Post Graduation
Graduation :
Diploma :
56
57
PART- B:
3. It is hard to take time off during our work to take care of personal or family
Matters.
a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
6. I am given a lot of work empowerment to decide about my own style and place of
work.
a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
7. There is cooperation among all the departments for achieving the goals.
a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
57
58
13. The bank communicates every new change that takes place.
a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
17. The relationship between managers and employees are very good.
a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
20. Training programs in our bank help employees to achieve the required skill for
performing the job effectively.
a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree.
58
59
24. I feel that I am given an adequate and fair compensation for the work I do.
a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
59
60
39. My earnings are fair when compared to the others doing the same type of work in
other bank.
a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
47. In our bank there is a balance between stated objectives and resources provided.
a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
48. There are much defined channels for information exchange and transfer.
a) Strongly agree b) Agree c) uncertain d) Disagree e) Strongly disagree
61