A STUDY ON QUALITY OF WORKLIFE WITH

SPECIAL REFERENCETO EDARIKKODE

TEXTILES MIL, KOTTAKKAL
CONTENT
 TABLE OF CONTENTS

CHAPTER TITLE
NO. PAGE
1 INTRODUCTION

1.1 Introduction
1.2 Statement of problem
1.3 Objectives of the study
1.4 Significance of the study
1.5 Research methodology
1.6 Period of study
1.7 Limitation

2 Review literature & theoretical framework

3 Industry profile &company profile

4 Data analysis and interpretation

5 Finding , suggestions & conclusion

BIBLIOGRAPHY AND APPENDIX

LIST OF FIGURES
TABLE TITLE PAGE
NO. NO.
1 Gender wise classification

2 Classification of respondents on the basis of age

3 Educational qualification of respondents

4 Work experience of employees

5 Working condition in organisation

6 Opinion of flow of communication between

departments

7 training program for employee

8 Working hours in the organisation

9 Respondent opinion about salary for work

10 Involvement of employees in decision making

11 Proper recognition provided by company

12 Respondents opinion about incentives

13 Respondents feeling about work load

14 Job security in the organisation

15 Feedback of performance

16 Health and fitness club

17 Overall quality of work life

18 Reward of outstanding work

TABLE
 LIST OF TABLE
Table Title Page No.
No.

1 Gender wise classification

2 Classification of respondent on the basis of age

3 Educational qualification of respondents

4 Work experience of employees

5 Working conditions in the organisation

6 Flow of communication between departments

7 Training program for employee

8 Working hours in the organisation

9 Respondent opinion about salary for work

10 Involvement of employees in decision making

11 Proper recognition provided by company

12 Respondents opinion about incentives

13 Respondents feeling about work load

14 Job security in the organisation

15 Feedback of performance

16 Health and fitness club

17 Overall quality of work life

18 Reward of outstanding work

19 Opinion of factors influencing quality of work life

20 Benefits expected form organisation

 CHAPTER – 1
INTRODUCTION
1.1 INTRODUCTION

Human resource plays an important role for the success of an organization because most of
the problems in organizations are human based and social based rather than physical or
technical. So, a good quality of work life not only attracts new talent but also retains the
existing talent. Quality of work life involves job security, good working conditions, adequate
fair and good compensation and equal employment opportunity to all together. Quality of
work life aims to meet the twin goals of enhanced effectiveness of organization and also it
improves the quality of life at work. In today’s environment, many employees work for the
salary and they may hop from one company to another company where the salary is more and
good working conditions. They never see the intrinsic satisfaction of their mind. So, Quality
work life is the existence of a certain set of organization condition or practice,. Many
definitions related to QWL argues that that a high quality of work life exists when democratic
management practices are used, employee’s jobs are enriched, employees are treated with
dignity and safe working conditions exist. It generally tries to instil in employees the feelings
of security, equality, pride, autonomy, responsibility, and flexibility.

The sustainability or the growth of an organization depends upon the Quality of work life
environment in which human and natural resources are not consumed but renewed. Work
place needs to be humanized by empowering the people which allows releasing the potential
of individual to contribute to the common cause. (Praveen Kumar, 2007). So, Quality of work
life consists of active involvement in group working arrangements or problem solving that
are of mutual benefits to employees, based on lab our management co-operation.

1.2 STATEMENT OF PROBLEM

Quality of work life in an organisation is essential for smooth running and success of its
employees. The work life balance must be maintained effectively to ensure that all employees
are running at their peak potential and free from stress and strain. The quality of work life
aeffect such things an employee to feel secure and like they are being through of and cared
for by the organisation in which they work.

An organisations HR department, assume responsibility for the effective running of the

quality of work life for the employee. This being the real fact and there was absenteeism and
lack of job satisfaction among the workers in Edarikkode Textiles Mill.
The present study attempt to find out the effectiveness of quality of work life at Edarikkode
Textiles Mill. The study aimed at analysing the quality of work life and factors effecting
quality of workplace.

1.3 OBJECTIVES OF THE STUDY

Primary objective

 To determine the factors influencing quality of work life.

Secondary objective

 To measure the level of satisfaction of employees towards quality of work life.

 To study the way to improve quality of work life.

 To study various facilities provided by the organisation to their employees for their
better working.

1.4 SIGNIFICANCE OF THE STUDY

Quality of work life covers various aspects under the general supportive organizational
behaviour. It must evaluate the attitude of employee towards personal polices. The research
will be helpful in understanding the current position of the organisation and provide some
strategies to extend the employee satisfaction with little modification which is based on the
internal failure of the organisation.
The study aimed to explore future effecting quality of work life such as compensation and
benefits transportation and colleagues and superior relationship etc. The study also examined
the training given by the organisation and to ensure that all employees are running at their
peaks potential and free from stress and strain. This being the virtual fact, current study on
quality of work life among workers with special reference to the Edarikkode Textiles Mill.
The term quality of work life in its broader sense covers various aspects of employment and
non- employment conditions of work. This study covers the overall quality of work life of
employees, their job satisfaction, work environment, working hours, work stress, work
assignment etc. The study aims at measuring the satisfaction of employees and to know about
the various welfare activities and benefits provided for the employees.
1.5 RESEARCH METHODOLOGY

Research methodology is the specific procedure or technique used to identify, select, process
and analyse information about a topic. The data is collected for analysis in primary manner
and secondary manner.

1.5.1 RESEARCH DESIGN

The research design is the conceptual framework within which research is conducted;
It constitutes the blue print for the collection, measurement and analysis of data. In research
design firstly select the topic is employee participation. The study made to know
effectiveness of the quality of work life in the organisation. The study is conducted in
Edarikkode Textiles Mill for this purpose mainly primary data is used. The researcher has
used for collecting data from the employees were disruptive research design is adopted for
this study.

1.5.2 SAMPLING METHOD

Sampling means the method of selecting a sample from a given population were here,
convenient sampling has adopted for the purpose of drawing sample from the population.

1.5.3 SAMPLING SIZE

The 30 employees of Edarikkode Textiles Mill is taken as sample for the study.

1.5.4SOURCE OF DATA

 Primary data
Primary data is collected from various customers by using structured questionnaire.
 Secondary data
This were the data already published were it is collected from the earlier research
work, journals, magazines and websites.

1.5.5 DATA COLLECTION TOOL

Well-structured questionnaire is use for collecting data from respondents.

1.5.6 TOOLS OF ANALYSIS

For the analysis and interpretation of the data collected ,a tool like percentage, scaling,
statistical measure is used.

1.5.7 TOOLS OF PRESENTATION

For the purpose of presentation of the data collected charts, tables and graph are used.

1.6 PERIOD OF STUDY

The study on quality of work life with special reference to edarikkode textiles mill is
conducted for a period of 21 days

1.7LIMITATION
 The sample size was limited to 30.
 The study has the inherent limitation of sampling techniques.
 There may be errors due to bias of employees.
 CHAPTER-2

REVIEW OFLITERATURE &

THEORATICAL FRAMEWORK
2.1 REVIEW OF LITERATURE

NirmalaKaushik and Manju Singh tonk (2008) studied QWL of teaching

faculty& Relationship bet personality & QWL. Five dimensions of personality
i.e Neuroticism, Extroversion, openness to experience, agreeableness,
conscientiousness& eight dimensions of QWL i.e. Adequate income & fair
compensation, sale & healthy working condition, opportunity to use & develop
human capacity, opportunity for career growth, Social integration in work place,
constitutionalism in work organization work & quality of life, social relevance
of work were measured. Three dimensions of personality extroversion,
agreeableness, conscientiousness are positively correlated with QWL
Extraversion is positively related to opportunities to use &develop human
capacity.

H Dargahi& J NasleSeragi, (2007) Perceived strongest areas among selected

categories of employees agreed to improve on their QWL was communication,
leadership monetary and non- monetary compensation and support.

Maryam Fallah (2006) in her dissertation entitled “Study and analysis of the
relationship between quality of work life and performance of Kosar economical
organization staff” concluded that there is a significant relationship between
quality of work life and performance of staff.

Bram Steijn, (2001) four different work systems is distinguished: the traditional
Tayloristic system, lean teamwork, socio-technical teamwork, and the
professional work system. Work system is an important factor for explaining
differences in the quality of working life and attitudes of workers; theTayloristic
work system clearly has detrimental effects on the well-being of workers.
R. S. M. Lau, Bruce E. May (1998), Growth and profitability of two groups of
publicly held companies were compared based on sales growth, asset growth,
return on equity, and return on assets. Study supports a paradigm that aligns the
interests of the investor, manager, and employee stakeholders into a win-win
situation.

Davoodi (1998) in a research entitled “Study on the impact of quality of work

life on job satisfaction among operational staff of Mobarekh Steel Complex”
concluded that involvement in decision making related to work and work
conditions has a significant relationship with job satisfaction.

Norman Eiger, (1989) Addressed primarily to union organizers, this paper

focuses on the use of employee involvement programs as part of a union
avoidance strategy. Organizers need not be intimidated by companies that use
psychologically based participation programs. Organizers need to provide
leadership which offers workers a collective vision of how they can become
empowered to authentically improve the quality of their working.

Harry C. Katz, Thomas A. Kochan, and Kenneth R. Gobeille (1983) this study
analyses the relationship among plant-level measures of industrial relations
performance, economic performance, and quality-of working- life programs.
There searcher formulated the hypotheses that QWL efforts can improve
economic performance through their effects on industrial relations performance.
2.2 THEORETICAL BACKGROUND

MEANING OF QUALITY OF WORKLIFE

Quality of work life (QWL) has been defined as the quality of relationship
between employees and the total working environment.
Walton defines “Quality of work life as a process by which an organisation
responds to employees needs for developing mechanisms to allow them to share
fully in making the decisions that design their lives at work”

FAIR COMPENSATION AND JOB SECURITY

The economic interests of people drive them to work at a joined and employee
satisfaction depends at least partially, on the compensation offered. Par should
be fixed on the basis of the work done, responsibilities undertaken, individual
skills performance and accomplishment. Job security is another factor that is to
concern to employees. Permanent employment provides security to the
employees and improves their QWL.

PARTICIPATIVE MANAGEMENT
Participative management offers all employees opportunities to contribute to
workplace policies and decisions that achieve business goals while promoting
career satisfaction. As opposed to an autocratic management style, where the
manager assumes operational control and makes all the decisions unilaterally, a
participative manager asks for input from team members and considers all
opinions to find workable solutions to business problems and implement them
to meet deadlines. As a result, employees feel more valued and often work
harder on behalf of their employers under this style of management.
HEALTH AND SAFETY
Being safe at work is important. It is a responsibility shared by both the
employer and the employee. For employers, one of the fundamental principles
of workplace health and safety is risk assessment which identifies all the
hazards and potential for harm whilst working.
All workers are entitled to work in environments where risks to their health and
safety are properly controlled. Under health and safety law, the primary
responsibility for this is down to employers. Employers have a duty to consult
with their employees, or their representatives, on health and safety matters.

MOTIVATION

Motivation is a person's internal disposition to be concerned with and approach

positive incentives and avoid negative incentives. To further this, an incentive is
the anticipated reward or aversive event available in the environment. While
motivation can often be used as a tool to help predict behaviour, it varies greatly
among individuals and must often be combined with ability and environmental
factor to actually influence behaviour and performance.

It is important for organisations understand and to structure the work

environment to encourage productive behaviour and discourage those that are
unproductive given work motivation's role in influencing workplace behaviour
and performance. Motivational systems are at the centre of behavioural
organization.
JOB SECURITY
Job Security is an assurance that an individual will keep his or her job without
the risk of becoming unemployed. She/he will have continuity in employment
and it may be from the terms of a contract of employment, collective bargaining
agreement, or labour legislation that prevents arbitrary termination, , layoffs,
and lockouts.

JOB SPECIFICATION
A job specification is the knowledge, skills and abilities that are required to
perform a job in an organization. Job specification covers aspects like
education, work-experience, managerial experience etc. which can help
accomplish the goals related to the job. Job specification helps in the
recruitment & selection process, evaluating the performance of employees and
in their appraisal & promotion. Job specification, along with job description, is
actually derived from job analysis. Collectively, job specification and job
description help in giving an overview of the job in terms of its title, position,
roles, responsibilities, education, experience, workplace etc.

PERSONAL AND CAREER GROWTH OPPORTUNITIES

Personal growth is a journey that's never complete. It's easily side lined by the
day's urgent tasks, yet it's essential for long-term job satisfaction
and advancement. It include techniques and tactics that encourage personal
growth and help keep it a priority.
An organisation should provide employees with opportunities for personal/
professional development and growth and to prepare them to accept
responsibilities at higher levels.
WORK LIFE BALANCE
Organization should provide relaxation time for the employees and offer tips to
balance their personal and professional lives. They should not strain employees
personal and social life by focusing on them demanding working hours ,
overtime work, business travel , untimely transfer etc..,
 CHAPTER-3

INDUSTRY PROFILE &

COMPANY PROFILE
3.1 INDUSTRY PROFILE
Textile have been occupying a place and pride in India being home of textiles
since times memorial. The textile industry occupies a unique place in our
country. It accounts for 14% of the total industrial production contributes to
nearly 30% of the total exports and is second largest employment generator.

At present cotton textiles industry in the biggest organised industry in India. Its
contribution to the national economy in terms of output, employment and export
is considerable.

A textile is a cloth, which is either woven by hand or in machine. The term

textiles come from the Latin word “texere” meaning to weaver. Today the term
signifies any of vast number of fabric produced by weaving, felting and
techniques. It also refers to the enterp2 that spin yarn from fibres as from
synthetic material.

The textiles industry in India consists of 3 district sectors representing broadly

there’s level of technology and organisation via; mills, power looms and hand
looms. The handloom sector wheels is primary a home industry is the oldest
among them. The mill sector is the organised and dominates sector in terms of
investment, output and technology is over a hundred and odd year old. The third
one hamlet power looms sector has come on the sense since over a couple of
decades.

Textile industry occupies a significant position in the industrial development of

Indian economy. As an industry providing large employment opportunities and
provides variety of products in the area textile products including knitted goods,
laces, nets and house hold products such as curtains,blankets,sheets and towel,
etc. the study in connection with textile industry is essential not only for the
industry but also for the growing needs of the customers and employees
working in the industries.
PRESENT SCENARIO

Fashion having always influences creation of demand not his industry,

especially after the rise of retailers, control of the commodity chain. Given their
closeness and greater understanding of the market than manufactures these
traders. Sought to complete through market innovations like new design and
fashion marketing rather than through cost reductions by innovations in
production techniques. Here again there are differences across various
segments. Women and children's wear is subject to more fashion based design
changes as compared to men’s wear.

Further, socio-economic and related cultural changes have created a general

trend in clothing towards more informal and casual wear since the 1970s.
Consumption based identies have begun to play a bigger role in market niches
all these factors have led to the rise distinct segments into the apparel market.

1. Vibrant and growing up market fashion segment.

2. A relatively stagnant, low priced and standardised segment.

The former market is highly volatile and characterised by short production runs,
fast changing fashions and designs, aggressive marketing and higher mark ups.
In response to market instability, firms target smaller, more rapidly changing
market niches, which require quick attraction of market designs. Here, cost
advantages do not matter as much in the mass market segment.
3.2 COMPANY PROFILE
ORGIN OF ORGANISATION

Kerala State Textile Corporation Ltd (KSTCL) was incorporated in 1972 as a

fully owned subsidiary of Kerala State Industrial Development Corporation Ltd
(KSIDC) with the main objective of setting up/running textile mills in the State
of Kerala. Under KSTC there are four units. They are textiles, in Malappuram
district, Malabar spinning and weaving mills in Calicut district, Paraburam
textiles in Alapuzha district and Kottayam.

Edarikkode Textiles is a unit Kerala state Textiles Corporation (KSTC).

Inaugurated on 6th march 1986 by the chief minister Mr.K.Karunakaran. The
commercial production was started on 1st April 1987.

GROWTH AND DEVELOPMENT OF THE ORGANIZATION

In Kerala there are 29 textiles units both public and private sector. The total
number of workers in the sector is about 25000. The power looms and hand
looming in the state are mainly concentrated in the northern district of Kerala
like Kannur, Calicut, Palakladand Malappuram.

The textiles in Malappuram district established by expecting substantial relief to

the hand looms and power looms weavers with regard to the availability of yarn
of require quality at reasonable price.

PROFILE OF THE MILL

The Mill has an installed capacity of 24,960 spindles and has the capability for
producing combed, Carded warp and Hosiery yarn. The company is providing
job opportunity to around 225 workers which include lady workers.
The Mill’s foundation stone was laid by Shri.E. Ahamed, the Hon’ble Minister
for Industries on 09 OCT 1982.The first phase was completed and started its
commercial production with 12500 spindle capacity by 05 Dec 1986 which was
inaugurated by the Hon’ble Chief Minister of Kerala, late Shri.K.Karunakaran.
The Company upgraded its spindle capacity from 12500 to 24960 spindles
during the year 1996 which was inaugurated by Shri P.K Kunhalikutty, Hon’ble
Minister for industries. The first phase of modernization Program was
completed in the year 2007 whereas the second phase completed during the year
2010.

LOCATION OF THE COMPANY

Edarikkode Textiles is located at Puthuparamba,Kottakkal in 19.16 Acres of

land, at a distance of about 5 km from Kottakkal town. So there have no
problem of transportation. The nearest railway station is only 15km away. There
have no problem for electricity also become the substation of KSEB is situated
near to the mill.

NATURE OF THE BUSINESS CARRIED

An edarikkode textile is producing cotton yarn from the cotton.it issued textiles
industry for the purpose of weaving. Yarn is the raw material of the weaving . It
is process of making cloth from for yarn.

VISION AND MISSION

The vision of the edarikkode textile to make it the profitable one within 5 years
by reducing the wastage, increasing the productivity, and reducing overall cost
of production. The company also want to be good reacting with trade unions.

The mission of edarikkode textiles to improve the quality of product . The

mission is to develop and manufacture the product according to demand.
OBJECTIVES OF THE COMPANY

• To manufacture product of at high quality.

• To regard sincerely and integrally on value.

• To value individual contribution and team work.

FUNCTIONAL DEPARTMENTS

• Production department

• Electricity and maintenance department

• Store department

• Personnel department

• Finance department

• Marketing department

• Quality control department

INFRASTUCTURAL FACILITIES

• Separate rest room and toilet facility for workers and staff.

• Canteen which provide food to employees as free.

• A corporate store provides goods at a reasonable price to employees.

• Well tarred internal road which helps to easy transportation.

ACHIEVEMENTS AND REWARD

Edarikkode Textiles state government award for providing the best working
condition and the employee's satisfaction.
 ORGANISATIONAL CHART

MANAGING DIRECTOR

GENERAL MANAGER

DEPUTY MANAGER SENIOR

MANAGER (TECHNICAL) OFFICER

ASST.MANAGER(SPINNING)

JUNIOR MANAGER
JUNIOR MANAGER
(SPINNIG)

SUPERVISOR SUPERVISOR

WORKERS WORKERS
PRODUCTION PROCESS

MIXING

BLOW ROOM

CARDING

DRAWING

COMBING

SPINNING

WINDING

PACKING
 CHAPTER-4
DATA ANALYSIS & INTERPRETATION
Table 4.1
Gender wise classification

Gender No: of respondent Percentage

Male 25 83

Female 5 17

Total 30 100

Chart 4. 1

Number of respondents
Male Female

17%

83%

Interpretation
The above chart shows that 83% of the respondents are male and 17% are of
female.
Table 4.2

Table showing the classification of respondents on the basis of age

Age No: of respondents Percentage

Below 26 3 10

26-35 13 44

25-50 7 23

Above 50 7 23

Total 30 100

Chart 4.2

Age of respondents
Below 26 26-35 35-50 Above 50

10%
23%

23% 44%

Interpretation

In the above chart we can see that from the total 30 respondents 10% is below
26. 44% of the respondents between 26-35 and 23% of respondents comes
under 35-50 and 23% 0f respondents comes under above 50.
Table 4.3

Table showing educational qualification of respondents

Education No: of respondents Percentage

Secondary school 9 30

Higher secondary school 8 27

Degree 6 20

Any other technical 7 23

qualification

total 30 100

Chart 4. 3

Educational Qualification
Secondary school Higher secondary school
Degree Any other technical qualification

23% 30%

20%
27%

Interpretation

From the above chart 30% of respondents come under secondary school. 27%
under higher secondary school and 20% at degree and 23% of the respondents
comes under any other technical qualification.
Table 4.4

Table showing work experience of employees

No: of years No: of respondents Percentage

Below 1 year 1 4

Below 5 year 16 52

Above 5 year 13 44

Total 30 100

Chart 4. 4

Work experience of employees

18
16
14
12
10
8
6
4
2
0
Below 1 year Below 5 year Above 5 year

Series1

Interpretation

The above chart shows that, only 4% of the respondents are having one year
experience and 52% are having 1-5 year of experience and 44% of the
respondents were having more than 5 year of the experience in the organisation.
Table 4.5
Table showing working conditions in the organisation

Mode of respondents No: of respondents Percentage

Excellent 9 30

Good 4 13

Average 12 40

Poor 3 10

Very poor 2 7

Total 30 100

Chart 4. 5

12

10

0
Excellent Good Average Poor Very poor

Interpretation

The chart showing 30% of the respondents feel excellent working conditions in
the organisation and 13% of the respondents are feeling good and 40% of the
respondent’s response average and 10%are of poor and 7% of the respondent’s
response was poor.
Table 4.6
Table showing flow of communication and information between
departments

Mode of response No: of respondent Percentage

To great extent 23 77

To a little extend 7 23

No extend 0 0

Total 30 100

Chart 4. 6

25 23

20

15

10
7

5
0
0
To great extent To a little extend No extend

Interpretation

From the above it shows that 77% of respondents suggested that there is flow of
communication between departments to a great extent. 23% respondent
suggested that there is a little extends of flow of communication between
information between departments.
 Table 4.7

Table showing training programme for employee

Mode of response No: of respondents Percentage

Strongly agree 9 30

Agree 6 20

Neutral 13 43

Disagree 2 7

Strongly disagree 0 0

Total 30 100

Chart 4.7

Trainning for employees

Strongly agree Agree Neutral Disagree Strongly disagree

2 0
9

13

Interpretation

The above chart shows 30% 0f respondents strongly agree that the training
program will improve the quality of work life of an employee and 20% of agree
to this 43% are of neutral and 7% have disagree to the point.
Table 4.8

Table showing working hours in the organisation

Mode of respondents No: of respondents percentage

Highly satisfied 13 43

satisfied 7 23

Neutral 5 17

Dissatisfied 3 10

Highly dissatisfied 2 7

Total 30 100

Chart 4.8

Working hours
14
12
10
8
6
4
2
0
Highly satisfied satisfied Neutral Dissatisfied Highly dissatisfied

Interpretation

The above chart shows that 43% of respondent are highly satisfied with the
work life in the organisation .23% of respondents are satisfied, 17% are of
neutral ,10% of respondents are dissatisfied and 7% of respondents are highly
dissatisfied in the organisation.
Table 4.9

Table showing satisfaction of salary for the work

Mode of response No: of respondents Percentage

Highly satisfied 3 10

satisfied 6 20

Neutral 7 23

Dissatisfied 8 27

Highly dissatisfied 6 20

Total 30 100

Chart 4.9

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Highly satisfied Neutral Dissatisfied Highly
satisfied dissatisfied

Interpretation:

The above chart shows that only 10% of the respondents are highly satisfied
their salary, 20% are of satisfied ,23% of respondents are comes under neutral,
27%are of dissatisfied and 20% are highly dissatisfied in salary.
 Table 4.10

Table showing involvement of employees in decision making

Mode of response No: of respondents Percentage

Always 12 40

Very often 8 27

Sometimes 6 20

Rarely 3 10

Never 1 3

Total 30 100

Chart 4.10

15

10

0
Always
Very often
Sometimes
Rarely
Never

Interpretation:

From the above chart it shows that 40% of respondents suggested that there is
an employee involvement in decision making. 27% of the respondents side
thatvery often ,20% says sometimes and 10% of respondents says rarely and 3%
of the respondents said that there is never involvement in decision making.
Table 4.11

Table showing company provides proper recognition

Mode of response no: of respondents Percentage

yes 17 57

No 13 43

Total 30 100

Chart 4.11

Recognition
yes No

43%

57%

Interpretation:

The table shows 57% of respondents get proper recognition and 43% of
respondent’s opinion saying that not get proper recognition.
Table 4.12

Table showing the opinion about incentives

Mode of response No: of respondents Percentage

Excellent 10 34

Good 9 30

Fair 6 20

Poor 3 10

Very poor 2 7

Total 30 100

Chart 4.12

10
8
6
4
2
0
Excellent
Good
Fair
Poor
Very poor

Interpretation

The chart shows that 34% of the respondents feel that the incentives is
excellent, 30% are of good and 20% are fair and it has been noticed that 10% of
respondents are poor and 7% of respondents response that incentives are very
poor given by organisation.
Table 4.13

Table showing the workload of employees

Mode of response No: of respondents Percentage

Very low 12 40

Low 11 36

Affordable 5 17

High 2 7

Very high 0 0

Total 30 100

Chart 4.13

Work load of employees

12

10

0
Very low Low Affordable High Very high

Interpretation

From the above chart shows that 40% of respondents comes under very low
about the workload of employees and 36% are low and 17% are of affordable
and 7% of the respondents were high to the work load of employees.
Table 4.14

Table showing job security in organisation

Mode of response No: of respondents Percentage

yes 16 53

No 14 47

Total 30 100

Chart 4.14

Security
yes No

47%
53%

Interpretation

In the above chart shows 53% of respondents agree proper job security is
provided by the organisation and 47% of respondents are not agree with the job
security provided by the organisation.
Table 4.20

Table showing feedback of performance

Mode of response No: of respondents Percentage

Always 14 47

Often 7 23

Occasionally 6 20

Rare 3 10

Newer 0 0

Total 30 100

Chart 4.20

100%

80%

60%

40%

20%

0%

Interpretation

The above chart shows 47% of respondents response that always get the
feedback to the performance and 23% shows often, 20% to occasionally ,10% to
never.
Table 4.16

Table showing health and fitness club

Mode of response No: of respondents Percentage

yes 16 53

No 14 47

Total 30 100

Chart 4.16

Health and Fitness club

yes No

47%
53%

Interpretation

The above chart shows that 53% of respondents says that there is the
organisation require health and fitness club and 47% are not response to it in the
organisation of health and fitness club.
Table 4.17

Table showing overall quality of work life

Mode of response No: of respondents Percentage

Excellent 12 40

Good 11 37

Fair 6 20

Poor 0 0

Very poor 0 0

Total 30 100

Chart 4.17

Quality of work life

14

12

10

0
Excellent Good Fair Poor Very poor

Interpretation

From the above chart the 40% excellence shows by the respondents in quality of
work life and, 37% shows good ,20% fair ,3%at poor.
Table 4.18

Table showing reward of outstanding work

Mode of response No: of respondents Percentage

yes 14 47

No 16 53

Total 30 100

Chart 4.18

Reward for outstanding work

yes No

47%

53%

Interpretation

The table shows 47% of respondents get reward for outstanding work and 53%
of them are not get the rewards.
Table 4.15

Table showing

Variables Strongly Agree Neutral Disagree Strongly Total

agree disagree

1. The
organisation
make
performance 9 9 7 4 1 30

appraisal on the
basis of merits
and performance

2 .Stress involved 3 5 7 7 8 30
in your work

3. The
compensation
provided by the
organisation 10 8 9 3 0 30

helps you in
maintain a
society desirable
standard of living

4. Do you feel
comfortable and
12 8 7 2 1 30
satisfied with
your job
Table 4.15
Variables 5 4 3 2 1 Mean
score

1. The organisation
make performance
45 36 21 8 1 3.7
appraisal on the
basis of merits and
performance

2 .Stress involved in 15 20 21 14 16 2.8

your work

3. The compensation
provided by the
50 32 27 6 0 3.8
organisation helps
you in maintain a
society desirable
standard of living

4. Do you feel
comfortable and 60 32 21 4 1 3.9
satisfied with your
job

Total mean score = 14.2/4 = 3.55

Interpretation

From the table above it is noted that organisation make performance appraisal
on the basis of merits and performance mean score is 3.7.and stress involved in
the organisation provide mean of 2.8,compensation provided helps to maintain
standard of living gets 3.8 of the mean and comfortable with the job it gets 3.9
Table 4.19
Table showing ranking of benefits expect from organisation
Factors Rank Rank Rank Rank Rank Rank

6 5 4 3 2 1

Better pay 10 8 11 9 9 8

Career 5 6 3 4 3 6
opportunity

Job security 8 6 6 8 9 9

Better 4 8 7 6 8 4
working
environment

Better 3 2 3 3 1 3
leadership
Table 4.19
Factors Rank Rank Rank Rank Rank Rank Weighted Rank
average
6 5 4 3 2 1
mean
score

Better pay 60 40 44 27 18 8 9.3 1

Career 30 30 7 12 6 6 4.3 4
opportunity

Job security 48 30 24 24 18 9 7.2 2

Better 24 40 28 18 16 4 6.1 3
working
environment

Better 18 10 12 9 2 3 2.5 5
leadership

Interpretation

From the above table it is clear that the benefit expect from organisation
basically of respondent is better pay as the weighted mean score for the reason
is 9.3. and the next important is of job security provided by the enterprise of
weighted average 7.2 and other one is better working environment of weighted
mean 6.1,were better leadership is the least important factor that choose by the
respondents.
 CHAPTER-5
FINDINGS, SUGGESTIONS &
CONCLUSION
5.1 FINDINGS
 Majority of respondents are male
 Majority of respondents fall in age group of 26-35
 Majority if the respondents are SSLC holders
 Most of the respondents involved in the decision making process
 Most of the workers are having more than 5 years’ experience in the
organisation
 It is found that most of the employees are satisfied with work life and
they think it is necessary for the improving the overall performance in the
organisation
 The employees are not satisfied with their salary given by the employer.
Only few workers are satisfied their salary.
 From the study it is found that the company provides training programs
and most of the respondents agree that training will act as a catalyst in
motivating them.
 Most of the respondents agree they get proper recognition for their
contribution.
 Most of the respondents strongly agree training will improve the quality
of work life.
 Most of the respondents suggested that there is flow of communication
and information between departments.
 In this study it is found that most of the respondents were strongly agree
that workload among workers are very high.
 In this organisation maintain a good employer and employee
relationship.
 It is found that most of the respondents are satisfied the better working
environment in the organisation.
 The study shows that most of the respondents are satisfied with incentives
provided by the organisation.
 Minority of the respondents are satisfied the quality of work life
measures.
 Organization provide health and fitness club to respondents.
 In this organisation provide better feedback to their performance to
respondents.
 Most of the respondents are attracted by better pay.
5.2 SUGGESTIONS
 For the better performance and satisfaction of employees should provide
better salary.
 The satisfaction of the employees can be improved further by giving
rewards for their contribution.
 For the better performance of employees the workload should be reduced.
 Better leadership should be provided for improve efficiency of workers.
 Employees should be given career opportunities.
5.3 CONCLUSION
From the study, it is clear the quality of work life of employees in Edarikkode
Textiles Mill is good. In this research highlights some of the small gaps in
employee’s satisfaction towards company.

A happy and healthy employee will give better turnover, make good decisions
and positively contribute to organisational goal. The participative management,
career opportunities and working environment are the factors that determine the
quality of work life.

Comparing to other companies, this company also equally provide good quality
of work life. To further improve it should concentrate on proving better salary,
rewards and recognition to employees, better leadership, and should
communicate with employees while taking decisions.
BIBLIOGRAPHY
BIBLIOGRAPHY

BOOKS

1. K.ASWATHAPPA (1997), “Human Resource and Personnel

Management”. Tata megraw – Hill Publishing Company Limited, New
Delhi.

2. JOHN M. IVANCEVICH (2004), “Human Resources and Personnel

Management”. Tata magraw – Hill Publishing Company Limited.

3. C.R. KOTHARI (2001),”Research Methodology” of wishwaprakashan

publishing chennai-17th Edition.

4. DATTA, TANMOY (1999),”Quality of Work Life: A Human Value

Approach”, Journal Of Human Value.

5. TRIPATHI.P.C “Personnel Management”,Bombay,Asra Publishing

House,1967.

WEBSITES

 www.indialine.com
 www.humanresourse.com
 www.ask.com
 www.chrmglobal.com/article/183/1/quality-of-workl-ife
APPENDIX
QUESTIONNAIRE
Dear Respondent,

I am MOHAMMED SHABAS P.V, student of 6th semester B.COM

FINANCE.As part of our course I am required to collect information for
conducting a project on the topic “A STUDY ON QUALITY OF WORK LIFE
WITH SPECIAL REFERENCE TO EDARIKKODE TEXTILESMILL,
KOTTAKKAL. We request you to provide the required information collected
through this questionnaire will be confidential and will be used academic
purpose only.

1. Name:

2. Gender:  Male  Female

3. Age group:  Below 26  20-25  35-50  above

4. Educational Qualification:  secondary school  higher school  degree

 Any other technical qualification

5. Designation:

6. Since how many years you have been working in the company?

 Below 1 year Below 5 year Above 5 year

7. Do you think the quality of work life of an organisation helps to improve

your productivity?

 Yes No
8. How is the physical working condition in the company?

 Excellent  Good Average Poor very poor

9. Do you think communication and information flow between the departments

is satisfactory?

 To a great extent To a little extent No extent

10. Does the company provide training for enriching the skills of employees?

 Strongly agree AgreeNeutralDisagree Strongly disagree

11. Do you satisfied with the working hours of an organisation?

 Highly satisfied SatisfiedNeutral Dissatisfied

  highly dissatisfied

12. At what extend you are satisfied by the personal relation between you and
employer?

 Highly Satisfied SatisfiedNeutral Dissatisfied

  Highly dissatisfied

13. Does the organisation provide satisfactory salary according to your work?

 Highly Satisfied Satisfied Neutral Dissatisfied

 Highly dissatisfied

14. Does the management involve employees in the management decision?

 Always Very often SometimesRarely Never

15. Do you get proper recognition for your contribution from your organisation?

 Yes No

16. Does the organisation provide fair incentives?

 Good Fair Poor

17. What do you think about the work load in the organisation?

 Very low LowAffordable High Very high

18. Do you agree the job security provided in your organisation satisfy your
work life?

 YesNo

19. Do you get any reward for outstanding work?

 Yes No

20. Comments the following statement;

Statements SA A N D SD

1. The organisation make

performance appraisal on the
basis of merits and
performance?
2 .Stress involved in your work?

3. The compensation provided

by the organisation helps you in
maintain a society desirable
standard of living?
4. Do you feel comfortable and
satisfied with your job?

21. Do you feel to offer comments and suggestions in your work environment?

Yes No
22. Is the organisations employee grievance handling cell fulfils and overcome
your grievances?

Yes No

23. Do you require health and fitness club?

Yes No

24. What type of benefits you expect from the organisation. Rank the following:

Alternatives Rank

Better pay

Career opportunity

Job security

Better environment

Better leadership

25. How often will you get feedback on your performance?

 Always Often Occasionally Rare Newer

26. Do you have any suggestions to improve the quality of work life?

YesNo

If yes,

……………………………………………………………………………………
……………………….

………………………………………………………

27. Your opinion about overall quality of work life?

Excellent Good Fair PoorVery poor