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INTRODUCTION
The success of any organization is highly dependant on how it attracts, recruits, motivates,
and retains its workforce. Today’s organizations need to be more flexible so that they are
equipped to develop their workforce and enjoy their commitment.
Quality of work life (QWL) is viewed as an alternative to the control approach of managing
people. The QWL approach considers people as an ‘asset’ to the organization rather than as
‘costs’. It believes that people perform better when they are allowed to participate in
managing their work and make decisions.
This approach motivates people by satisfying not only their economic needs but also their
social and psychological ones. To satisfy the new generation workforce, organizations need
to concentrate on job designs and organization of work. Further, today’s workforce is
realizing the importance of relationships and is trying to strike a balance between career and
personal lives.
Successful organizations support and provide facilities to their people to help them to balance
the scales. In this process, organizations are coming up with new and innovative ideas to
improve the quality of work and quality of work life of every individual in the organization.
Various programs like flex time, alternative work schedules, compressed work weeks,
telecommuting etc., are being adopted by these organizations.
Technological advances further help organizations to implement these programs successfully.
Organizations are enjoying the fruits of implementing QWL programs in the form of
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increased productivity, and an efficient, satisfied, and committed workforce which aims to
achieve organizational objectives.
RESEARCH PROBLEM()
It is argued that QWL will foster employee commitment, satisfaction and productivity. Most
of the IT and ITES companies boast themselves are providers of QWL. Earlier, researchers
concentrated on the factors that influence QWL. However, there is a need to understand the
influence on QWL on employee productivity, absenteeism and satisfaction.
SIGNIFICANCE OF THE STUDY
This study aims to measure the relationship between QWL conditions provided by the
organization and its impact on employee productivity, absenteeism, and commitment.
OBJECTIVES
1. To measure the quality of work life conditions
2. To measure employee perceptions to productivity, absenteeism, and commitment
3. To identify the relationship between QWL and productivity, absenteeism, and
commitment
4. Make suggestion to improve QWL conditions
5. Designing effective QWL Strategies
METHODOLOGY
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SCOPE
Scope of the current study is limited to employees for Aonsoft Technologies, ,
Hyderabad.
SAMPLE STRUCTURE
In all 73 questionnaires will be administered among employees working in three
different shift timings.
DATA COLLECTION
PRIMARY DATA
For the purpose of this study a structured questionnaire will be used to collect the
primary data from employees. This questionnaire consists of three sections. First section
measures the prevailing QWL condition in the company. In section two, questions related to
employee perception about QWL impact on productivity, absenteeism, and commitment will
be asked, and third section will be used to gather demographic information of the
respondents.
SECONDARY DATA
Information pertaining to company profile, job descriptions etc were collected
through secondary sources.
DATA ANALYSIS TOOLS
Initial data were analyzed using cross tabulations and frequency distribution tables
using statistical techniques. At the second level, correlation between items with in the scale
was measured. Finally, cross order correlations were done to identify the relationship among
all the three competencies.
LIMITATIONS
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1. Data collection was the major limitation of this study. Company didn’t
allow me to contact the respondents in person.
2. Due to security reasons and employee poaching company didn’t allow me
to monitor employees when they were administering the questionnaire.
3. Hectic work schedules and work pressures may have influenced responses
of the respondents.
LITERATURE REVIEW
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The success of any organization is highly dependant on how it attracts, recruits, motivates,
and retains its workforce. Today’s organizations need to be more flexible so that they are
equipped to develop their workforce and enjoy their commitment. Therefore, organizations
are required to adopt a strategy to improve the employees’ ‘quality of work life’ (QWL) to
satisfy both the organizational objectives and employee needs.
According to J. LIoyd Suttle, “Quality of work life is the degree to which members of a work
organization are able to satisfy important personal needs through their experiences in the
organization.? More specifically, QWL may be set into operation in terms of employees’
perceptions of their physical and psychological well-being at work. It includes virtually every
major issue that labor has fought for during the last two decades.
Major Issues in QWL
Jerome M Rosow, president of the Work in American Institute, has identified seven critical
factors which will affect the quality of work life during the years ahead. These are pay,
employee benefits, job security, alternative work schedules, occupational stress, participation
and democracy in the workplace.
Pay
QWL must be built around an equitable pay programs. In future more workers may want to
participate in the profits of the firm
Benefits
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Since workers are now better organized, educated and vociferous, they demand more from
the employers all over the world-apart from the pay-in the form of social security and welfare
benefits as matter of right which were once considered a part of the bargaining process.
Job Security
Conditions in the work environment must be created by the employer which will give all the
employees freedom from fear of losing their jobs. A system must be created in which there
are healthy working conditions with optimum financial security. The points stressed above
are essential to improve the QWL in organizations.
Alternative Work Schedules
With a view to tackle job boredom, modern organizations have been experimenting with
several forms of alternate work schedules such as four-day work week, flexi-time and part-
time work. Compressed work week is a work schedule in which a trade is made between the
number of hours worked per day, and the number of days worked per week, or order to work
the standard length hours-four days, 10 hours each day or three days, 12 hours each day are
examples of the QWL schedule. In India this is being implemented by a few companies
successfully.
Managers of large manufacturing organizations report substantial savings by reducing start-
up time and increasing energy conservation as well as the savings typically gained from
increased employee morale, where the four-day work week, the oldest alternative work
schedule, is utilized. With the condensed workweek, the employees gain no control over
when he will work. In contrast, flexible working hours or a flexi- time schedule gives such
control to an employee. Typically, the organization defines a core time (10 a.m-3p.m) during
which all employees are expected to work, and then allows a range of time before and after
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this core period from which employees can decide their own arrival and quitting times, thus
offering a real opportunity to reconcile personal and organizational demands. The reported
success rate of flexi-time programs is impressive. Increased productivity, lower unit labor
costs, and improved morale have been attributed to flexi-time. In the past decade, part-time
work-especially in developed countries-has become a very popular innovative work
scheduling alternative. The tremendous influx of women into the job market has increased the
supply of part-timers as have family members looking for second incomes to keep pace with
inflation. At the same time, managers have begun to realize the benefits-higher enthusiasm
and lack of boredom –which part-time employees bring to specialized jobs.
The defining of quality of work life involves three major parts: occupational health care,
suitable working time and appropriate salary.
The safe work environment provides the basis for the person to enjoy working. The work
should not pose a health hazard for the person. The employer and employee, aware of their
risks and rights, could achieve a lot in their mutually beneficial dialogue. The working time
has been established by the state according to legislation which is a 40- hour working week in
Estonia. The standard limits on overtime, time of vacation and taking of free days before
national holidays have been separately stipulated. The appropriate salary is agreed upon by
the employee and the employer. The Government of the Republic establishes each year the
rate of minimum salary, the employer should not pay less than that to the employee.
Work represents such a role in life which has been designated to it by the person himself.
On the one hand work is an earning of one’s living for the family, on the other hand it could
be a self-realization providing enjoyment and satisfaction. There is no doubt that to prosper
and expand at work is beneficial to both national health and the balance of payment. If
quality of life at work can be improved it will benefit and reward not only the individual
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employee but also the company, its customers and society as a whole. That is why we find it
necessary to talk about working-life quality. You have working-life quality when you:
1. Burn for your work, because it is an extension of what you want to do with your life.
2. Develop and become master in your chosen field.
3. Experience fellowship with colleagues and management and is proud of your place of
work, and
4. Create real value for customers and the surrounding world by producing products and
services of high quality.
These four elements are called personal quality of life, mastery, fellowship and creation of
real value.
You can live comfortably on the surface of life, which means that you are happy and
contented and doing fine. You live up to the norms of society: good job, reasonable pay, good
education, nice home, family and children. You can also live well in the depth of life, i.e.
deep within your soul. Then you know what you want in life and act accordingly. You live
out your dreams. You know the meaning of your life and you live accordingly. You devote
heart and soul to whatever you are doing, be it leisure or work or anything else. The good life
is good both on the surface and deep down.
Many people think that striving for the good life is selfish, but you cannot be something for
others if you do not feel good in yourself. Think of your partner, for instance: how can you be
loving, inspiring and delightful if you are depressed and in despair, or always tired, dull and
without energy? How can you co-operate with your colleagues if you do not have the energy
to look at things from their point of view, or do not have what it takes to shoulder your part of
the responsibility?
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Quality of life starts with taking responsibility for our own life and then it spreads in ever-
widening circles. Without personal development you cannot count on developing
professionally, i.e. at work. Good quality of life is a prerequisite for the following, mastery,
fellowship and creation of real value.
To become a master means developing your abilities and skills to perfection. Everybody can
become extremely good at what they do. To become a master is not a question of outdoing
others. You conquer yourself, your inertia, your fear and incompetence. But obviously you do
not become a master if your work is uninteresting. It has to be something that you find really
exciting, and which urges you to practice, to learn more and to improve. You will not become
really good without being challenged, without having something to struggle with, or pitting
yourself against exciting and difficult tasks.
A lot of work seems to be completely uninteresting and without challenge. "My work is a bit
tedious", you may think. "There is no challenge." But your superior does not provide the
challenges. You discover them for yourself in life and at work. Likewise, you cannot expect
to be given exciting tasks automatically. You have to find out for yourself what really
interests you, and you must make demands at your place of work for tasks, which develop
and interest you. It is your responsibility. It was only when we were children that we were
spoon-fed.
Finding the challenges and developing your commitment is crucial to obtaining mastery.
The fellowship, which forms an important part of working life-quality, includes everybody at
work, employees, directors and management. Fellowship is found when people pool their
efforts to accomplish something they would not be able to do on their own. It is natural that a
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certain division of labour will take place as different people have different interests and skills.
It therefore follows that if the division of labour is to succeed the members of the group have
to co-operate.
In such a group it will gradually become obvious that one or several persons work harder,
have more initiative and general knowledge than the rest, and consequently they have to help
those others to do their best. Such persons form the management of the group.
A manager is the group’s representative in relation to the whole of which the group is a part,
for example a company, and he/she is the company’s representative in the group. As such, the
manager is responsible for the group’s work fitting into the overall picture.
The manager can be chosen by the group itself or he/she can be appointed by management,
which is the case in most companies, but a manager needs the trust of his colleagues or it will
be very difficult to be in charge. The manager, who does not understand the importance of
fellowship regarding job satisfaction, mastery and work performance, will hardly become a
good manager. However, fellowship also implies a personal responsibility from each member
of the group. The more you blame management for everything, the less you allow yourself
the possibility to act and control your own working life. A fellowship based on having a
common enemy (the manager, the employer) is a lie because it vanishes the day the enemy
disappears.
All companies strive to create real value for the surrounding world (customers, clients, users
and society as a whole). Creating real value is not a matter of just money. It starts with the
individual person. Creating real value means becoming more valuable to yourself and your
surroundings. How do we become more valuable as human beings? We can start by asking
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how valuable we are to ourselves, our partner, children and friends. We are valuable if we are
able to create a good life for our nearest and dearest, for ourselves and people in general.
On reflection it becomes painfully clear that we can be of more or less value to others and
ourselves. In addition, the two things are totally dependent on each other. We are not just
valuable by definition. We are valuable when we take responsibility for our lives and try to
make it good, a good life for ourselves as well as for others.
How valuable are we to our place of work and to the customers? Many may find that you
cannot ask such a question. Most people will probably feel that it is their duty to give their
children a good childhood, i.e. to be good and valuable parents, but that they do not have the
same responsibility to their place of work or the company’s customers. But is work not a
unique opportunity to create real value in the world? Is it not part of our responsibility as
human beings to be valuable at work?
If you owned part of the company you work for, it would be far easier to think that you have
to be valuable at work. But even if joint ownership does not exist, employees can have great
influence on the work, the way a task is solved, the quality of the product, the sales to the
customers, etc. You can be responsible for influencing the company in such a way that your
work will result in the greatest possible value.
Therefore, working-life quality deals with these four elements: personal quality of life in your
work, developing mastery, experiencing real fellowship with colleagues and managers and
contributing to the creation of real value for customers and the surrounding world through
your job.
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Working-life quality is not something you just have to a smaller or greater extent. It is
something that can be developed by systematic effort. At the moment The Quality-of-Life
Research Centre is recruiting companies for participation in a research and development
project that is aimed at improving working-life quality in each company. The companies use
a tool, which we have developed for this purpose. Before and after use working- life quality
is measured with instruments in such a way that an effect can be documented.
How then do you improve working-life quality? It is a good idea to use a strategy that focuses
on personal development, because quality of life at work is especially about a person’s
personality and not just the professional parts.
We can all improve. When that happens, you will find that life gets better year by year. Many
think that they are improving, but they are just adapting to changing environments. We leave
school, get an education, get married, have children; watch them leave home and retire with a
pension. Have we developed on the way?
Real development is about being happier with life and getting better at living it. Ask yourself:
was life better, more vigorous and existentially richer when I was 30 than when I was 20?
Was it better at 40 than at 30? At 50? And so it goes on. And then think about it, have you
really developed or have you come to a standstill in life and at work?
Personal development is about two things: to develop the way your think of life, i.e. your
philosophy of life, and to improve the way you actually live, i.e. your practice of life. These
two things are interconnected. If, for instance, you believe that life is a big machine with a lot
of cogs where you can get in trouble, then you will also typically be a person who in life gets
into trouble and is unable extricate yourself from difficult situations. If, on the other hand,
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you look at life as containing an abundance of exciting opportunities, you will very likely
also be good at seizing the challenges and improve yourself. Our experiences confirm our
view on things. If deep down we do not believe in teamwork we will experience again and
again that teamwork does not work – we were right! Similarly, the good and constructive
opinions are self-affirmative: if we have confidence in our own capacity to take the initiative
and complete difficult tasks, this will generally sees us through and we grow ever more self-
confident.
Therefore, personal development is about changing your life-restraining views on life and
your inappropriate practice of life, which benefits yourself, your place of work and society as
a whole.
It is almost impossible today to pick up a newspaper of news-magazine without finding a
reference to quality of work/working life. In the search for improved productivity, manager
and executives alike are discovering the important contribution of QWL. QWL entails the
design of work systems that enhance the working life experiences of organizational members,
thereby improving commitment to and motivation for achieving organizational goals. Most,
often, this has been implemented through the design of jobs that afford workers more direct
control over their immediate work environment.
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AONSOFT TECHNOLOGIES
Established in 2005 as a provider of systems integration solutions, Aonsoft has evolved into
the international recruiting arm . experience in the Information Technology staffing industry.
We offer a comprehensive recruitment service to major corporations in the United States . As
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The benefits and perks Aonsoft employees enjoy allow us to attract superior IT talent. We
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We make clients more competitive. Here’s how:
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Corporate Social Responsibility
With industry leadership come important responsibilities. As we have grown, we understand
the importance of giving back to society, which is a core element of our corporate values. Our
Corporate Social Responsibility philosophy starts with The AONSOFT Foundation.
The AONSOFT Foundation: Passion for Making a Difference
Registered in March 2005 as a “Charitable Company” under the Indian Companies Act, the
AONSOFT Foundation helps underprivileged members of Indian society gain access to
quality education & healthcare by:
• Providing financial and technical support
• Designing and implementing educational and healthcare improvement programs
• Partnering with Non-Government Organizations (NGOs), educational institutions,
healthcare institutions, government agencies and corporations to raise the quality of
life for people across India.
The foundation is managed by an eminent three-member Board of Directors with extensive
experience in corporate and public affairs (including our Vice Chairman Lakshmi
Narayanan).Through the foundation, a wide array of Corporate Social Responsibility
Programs have been identified and sponsored by our associates.
Our Services :
At Aonsoft, we've built a reputation for placing highly talented, uniquely qualified IT
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To ensure that you're happy and satisfied with your placement, the Account Managers and
Recruiters at Aonsoft dig deeper at every step of the recruitment process to best match the
position to your skill set and personality.
We ask questions. We take the time to get to know you. We work hard to find the right fit.
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Take a moment to learn more about Aonsoft, our Four point process and our Quality
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Aonsoft, Inc is dedicated to providing outstanding professional technical consulting services.
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• Staff augmentation
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Our Software Development services comprise of an array of programming activities:
• Custom Application development
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• E business solutions
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• ERP implementation
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Clients:
Our Vision is to be excellent in providing constancy services and proprietary programmers in
organization and human resource development.
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Our Mission Our mission is to improve the efficiency - and performance and to streamline the
general and technical skills.
Our Values constitute the foundation of our professional work, our interaction with our clients
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CROSS TABULATIONS
Table 1: Cross tabulation of Gender vs. age
Age Total
20-25 25-30 30-35 35-40 40-45
Gender MALE 31 7 4 0 0 42
FEMALE 13 14 2 1 1 31
Total 44 21 6 1 1 73
The above table shows gender-age wise classification of the total respondents. Out of 73
respondents, 42 were male and 31 were female. Among the total respondents, 44 of them lie
in the age group of 20-25 years and 21 respondents lie in the age- group of 25-30 years.
Table 2: Cross tabulation of Gender vs. Degree
DEGREE Total
POST
GRADUATION GRADUATION
Gender MALE 23 19 42
FEMALE 19 12 31
Total 42 31 73
The above table describes gender-degree wise classification of the total respondents. Out of
73 respondents, 42 were male and 31 were female. Among the total respondents, 42 were
graduates and 31 were post graduates.
Table 3: Cross tabulation of Gender vs. Total Experience
TOTEXP Total
<5 5-10
Gender MALE 37 5 42
FEMALE 25 6 31
Total 62 11 73
The above table reveals gender-total experience wise classification of the total respondents.
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Out of 73 respondents, 42 male and 31 female .Among the total respondents, 62 of them are
having <5years experience and 11 of them are having 5-10years experience.
Table 4: Cross tabulation Genders vs. Total Experience of current job
TOTEXPCUR Total
<5 5-10
Gender MALE 39 3 42
FEMALE 27 4 31
Total 66 7 73
The above table illustrates gender-total experience of current job wise classification of total
respondents. Out of 73 respondents, 42 male and 31 female. Among the total respondents 66
were having <5 years experience on current job and 7 were having 5-10years experience on
current job.
Table 5: Cross tabulation Gender vs. Monthly Income
Monthly Income Total

<1000
0 10000-15000 15000-20000 20000-25000 >25000
Gender MALE 7 7 12 12 4 42
FEMALE 11 2 5 6 7 31
Total 18 9 17 18 11 73
The above table shows gender-monthly income wise classification of total respondents. Out
of 73 respondents, 42 male and 31 female. Among the total respondents 18 were having
<10,000 monthly income and 9 were having 10,000-15,000 monthly income
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Table 6: Cross tabulation of Age vs. Gender
Gender
MALE FEMALE Total
Age 20-25 31 13 44
25-30 7 14 21
30-35 4 2 6
35-40 0 1 1
40-45 0 1 1
Total 42 31 73
The above table shows age-gender wise classification of the total respondents. Out of 73
Table 7: Cross tabulation of Age vs. Degree
DEGREE
POST
GRADUATION GRADUATION Total
Age 20-25 24 20 44
25-30 16 5 21
30-35 1 5 6
35-40 1 0 1
40-45 0 1 1
Total 42 31 73
The above table describes age-degree wise classification of the total respondents. Out of 73
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Table 8: Cross tabulation of Age vs. Total Experience
TOTEXP
<5 5-10 Total
Age 20-25 40 4 44
25-30 21 0 21
30-35 0 6 6
35-40 0 1 1
40-45 1 0 1
Total 62 11 73
The above table reveals age-total experience wise classification of the total respondents. Out
of 73 respondents, 42 were male and 31 were female. Among the total respondents, 44 of
them lie in the age group of 20-25 years and 21 respondents lie in the age- group of 25-30
years.
Table 9: Cross tabulation of Age vs. Total Experience in Current job.
TOTEXPCUR
<5 5-10 Total
Age 20-25 41 3 44
25-30 21 0 21
30-35 2 4 6
35-40 1 0 1
40-45 1 0 1
Total 66 7 73
The above table illustrates age-total experience on current job wise classification of the total
respondents. 44 of them lie in the age group of 20-25 years and 21 respondents lie in the age-
group of 25-30 years. 66 were having <5years total experience on current job and 7 were
having 5-10years total experience on current job.
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Table 10: Cross tabulation of Age vs. Monthly Income
Monthly Income
10000- 15000- 20000-
<10000 15000 20000 25000 >25000 Total
Age 20-25 2 7 14 18 3 44
25-30 16 2 3 0 0 21
30-35 0 0 0 0 6 6
35-40 0 0 0 0 1 1
40-45 0 0 0 0 1 1
Total 18 9 17 18 11 73
The above table describes age-monthly income wise classification of the total respondents. 44
of them lie in the age group of 20-25 years and 21 respondents lie in the age- group of 25-30
years. 18 were having <10,000 monthly income and 9 were having 10,000-15,000 monthly
income.
Table 11: Cross tabulation DEGREE vs. Gender
Gender Total
MALE FEMALE
DEGREE GRADUATION 23 19 42
POST GRADUATION 19 12 31
Total 42 31 73
The above table shows degree-gender wise classification of the total respondents. Out of 73
respondents, 42 were male and 31 were female. Among the total respondents, 42 were
graduates and 31 were post graduates.
Table 12: Cross tabulation Degree vs. Age
Age Total
20-25 25-30 30-35 35-40 40-45
DEGREE GRADUATION 24 16 1 1 0 42
POST
20 5 5 0 1 31
GRADUATION
Total 44 21 6 1 1 73
The above table depicts degree-age wise classification of the total respondents. Out of 73
respondents, 42 were graduations and 31 were post graduation. 44 were having 20-25years of
age and 21 were having 25-30 years of age.
Table 13: Cross tabulation Degree vs. Total Experience
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TOTEXP
Total
POST
GRADU 25 6
ATION
Total 62 11 73
The above table reveals degree-total experience wise classification of the total respondents.
Out of 73 respondents, 42 were graduation and 31 were post graduation. 62 were having
<5years of experience and 11 were having 5-10years.
Table 14: Cross tabulation Degree vs. Total Experience in current job
TOTEXPCUR
Total
POST
GRADU 27 4
ATION
Total 66 7 73
The above table describes degree-total experience on current job wise classification of the
total respondents. Out of 73 respondents, 42 were graduation and 31 were post graduation. 66
were having <5years of experience and 7 were having 5-10years.
Table 15: Cross tabulation DEGREE vs. Monthly Income

10000- 15000- 20000-
<10000 15000 20000 25000 >25000
DEGREE GRADUATION 14 6 11 8 3 42
POST
4 3 6 10 8 31
GRADUATION
Total 18 9 17 18 11 73
The above table describes degree-monthly income wise classification of the total respondents.
42 were graduation and 31 were post graduation. 18 were having <10,000 monthly income
and 9 were having 10,000-15,000 monthly income.
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Table 16: Cross tabulation Total Experience vs. Gender
Gender
Total
TOTEXP <5 37 25 62
5-10 5 6
Total 42 31 73
The above table reveals total experience-gender wise classification of the total respondents.
Out of 73, 42 were male and 31 were female. 62 were having <5years of experience and 11
were having 5-10years.
Table 17: Cross tabulation Total experience vs. Age
Age
20-25 25-30 30-35 Total
TOTEX <5 40 21 0 0 1 62
P 5-10 4 0 6 1 0
Total 44 21 6 1 1 73
The above table shows total experience-age wise classification of the total respondents. Out
of 73 respondents, 62 were having <5years of experience and 11 were having 5-10years. 44
were having 20-25years of age and 21 were having 25-30years of age.
Table 18: Cross tabulation Total experience vs. Degree
DEGREE Total
POST
TOTEXP <5 37 25 62
5-10 5 6 11
Total 42 31 73
The above table shows total experience-degree wise classification of the total respondents.
Out of 73 respondent, 42 were male and 31 were female. 62 were having <5years of
experience and 11 were having 5-10years.
Table 19: Cross tabulation Total Experience Vs Total Experience in current job.
26
TOTEXPCUR Total
<5 5-10
TOTEXP <5 62 0 62
5-10 4 7 11
Total 66 7 73
The above table shows total experience-total experience on current job wise classification of
the total respondents. Out of 73, 62 were having <5years of experience and 11 were having 5-
10years of experience.
Table 20: Cross tabulation Total Experience vs. Monthly Income

10000- 15000- 20000-
<10000 15000 20000 25000 >25000
TOTEXP <5 18 9 17 15 3 62
5-10 0 0 0 3 8 11
Total 18 9 17 18 11 73
The above table describe total experience-monthly income wise classification of the total
respondents. Out of 73, 62 were having <5years of experience and 11 were having 5-10years
of experience.18 members were having <10,000 and 9 members were having 10,000-15,000.
Table 21: Cross tabulation Total Experience in current jobs vs. Gender
Gender Total
MALE FEMALE
TOTEXPCUR <5 39 27 66
5-10 3 4 7
Total 42 31 73
The above table reveals total experience on current job-gender wise classification of the total
respondents. Out of 73 respondents, 42 were male and 31 were female. Among the total
respondents, 66 were having <5years of experience in current job 7 were having 5- 10years of
experience in current job.
Table 22: Cross tabulation Total Experience in current job vs. Age
Age Total
20-25 25-30 30-35 35-40 40-45
27
TOTEXPCUR <5 41 21 2 1 1 66
5-
3 0 4 0 0 7
10
Total 44 21 6 1 1 73
The above table describes total experience on current job-age wise classification of the total
respondents. Out of 73 respondents, 66 were having <5years of experience on current job and
7 were having 5-10years of experience on current job. 44 were having 20-25years of age and
21 were having 25-30years of age.
Table 23: Cross tabulation Total Experience in current job vs. Degree
DEGREE Total
POST
5-10 3 4 7
Total 42 31 73
The above table depicts total experience on current job-degree wise classification of the total
respondents. Out of 73 respondents, 66 were having <5years of experience on current job and
7 were having 5-10years of experience on current job. 42 were graduates and 31 were post
graduates.
Table 24: Cross tabulation Total Experience in current job vs. Total
TOTEXP
Total
5-10 0 7
Total 62 11 73
The above table shows total experience on current job-total experience wise classification of
the total respondents. Out of 73 respondents, 66 were having <5years of experience on
current job and 7 were having 5-10years of experience on current job.
Table 25: Cross tabulation Total Experience in current job vs. Monthly Income

10000- 15000- 20000-
<10000 15000 20000 25000 >25000
28
TOTEXPCUR <5 18 9 17 15 7 66
5-10 0 0 0 3 4 7
Total 18 9 17 18 11 73
The above table describes total experience on current job-monthly income wise classification
of the total respondents. Out of 73 respondents, 66 were having <5years of experience on
current job and 7 were having 5-10years of experience on current job.18 members were
having <10,000 monthly income and 9 members were having 10,000-15,000.
Table 26: Cross tabulation Monthly Income vs. Gender
Gender
MALE FEMALE Total
Monthly Income <10000 7 11 18
10000-15000 7 2 9
15000-20000 12 5 17
20000-25000 12 6 18
>25000 4 7 11
Total 42 31 73
The above table shows monthly income-gender wise classification of the total respondents.
Out of 73 respondents, 42 were male and 31 were female. Among the total respondents, 18
members were having <10,000 of monthly income 9 members were having 10,000-15000 of
monthly income.
Table 27: Cross tabulation Monthly Income vs. Age
Age Total
20-25 25-30 30-35 35-40 40-45
MonthlyIncome <10000 2 16 0 0 0 18
10000- 7 2 0 0 0 9
29
15000
15000-
14 3 0 0 0 17
20000
20000-
18 0 0 0 0 18
25000
>25000 3 0 6 1 1 11
Total 44 21 6 1 1 73
The above table shows monthly income-age wise classification of the total respondents.
Among the total respondents, 18 members were having <10,000 of monthly income 9
members were having 10,000-15000 of monthly income. 44 members were having 20-
25years of age and 21 members were having 25-30years of age.
Table 28: Cross tabulation Monthly Income vs. Degree
DEGREE
POST
GRADUATION GRADUATION Total
MonthlyIncome <10000 14 4 18
10000-15000 6 3 9
15000-20000 11 6 17
20000-25000 8 10 18
>25000 3 8 11
Total 42 31 73
The above table shows monthly income-degree wise classification of the total respondents.
Among the total respondents, 18 members were having <10,000 of monthly income 9
members were having 10,000-15000 of monthly income. 42 members were graduates and 21
members were post graduates.
Table 29: Cross tabulation Monthly Income vs. Total Experience
TOTEXP
<5 5-10 Total
10000-15000 9 0 9
15000-20000 17 0 17
20000-25000 15 3 18
>25000 3 8 11
30
Total 62 11 73
The above table depicts monthly income-total experience wise classification of the total
respondents. Among the total respondents, 18 members were having <10,000 of monthly
income 9 members were having 10,000-15000 of monthly income. 62 members were having
<5years of total experience and 11 members were having 5-10years of total experience.
Table 30: Cross tabulation Monthly Income vs. Total Experience in current job.
TOTEXPCUR
<5 5-10 Total
10000-15000 9 0 9
15000-20000 17 0 17
20000-25000 15 3 18
>25000 7 4 11
Total 66 7 73
The above table illustrates monthly income-total experience on current job wise classification
of the total respondents. Among the total respondents, 18 members were having <10,000 of
monthly income 9 members were having 10,000-15000 of monthly income. 66 members
were having <5years of total experience on current job and 7 members were having 5-10years
of total experience on current job.
31
DESCRIPTIVE STATISTICS: Table 31: Frequency distribution of employees who
take time off to care for and support a sick family or household member
Mean 2.79
Median 3.00
Mode 2
Std. Deviation .799
Cumulative
Frequency Percent Valid Percent Percent
Valid Disagree 32 43.8 43.8 43.8
Neither
Disagree nor 24 32.9 32.9 76.7
Agree
Agree 17 23.3 23.3 100.0
Total 73 100.0 100.0
take time off to care for and support a sick family or household
member
40
30
20
F
n
u
q
y
c
e
r
10
0
Disagree Neither Disagree nor Agree
Agree
take time off to care for and support a sick family or
household member
))
Fig 1: Frequency distribution of employees who take time off to care for and support a
sick family or household member
From the above table, out of 73 respondents 32 (i.e. 43.8%) of them disagree that take time
off to care for and support a sick family or household member. Remaining 24 (i.e. 32.9%)
respondents neither disagree nor agree with the above. So, we conclude that, 76.7% of them
don’t agree.
32
Table 32: Frequency distribution of employees who take time off for study or training
Mean 3.05
Median 3.00
Mode 3
Std. Deviation .797
Cumulative
Neither
Disagree nor 27 37.0 37.0 65.8
Agree
Agree 25 34.2 34.2 100.0
Total 73 100.0 100.0
take time off for study or training
30
25
20
15
F
n
u
q
y
c
e
r
10
0
Disagree Neither Disagree nor Agree
Agree
Fig 2: Frequency distribution of employees who take time off for study or training
From the above table, out of 73 respondents 27 (i.e. 37%) of them neither disagree nor agree
that they take time off for study or training. Other 25 (i.e. 34.2%) respondents agree with the
above. So, we conclude that, most of them agree with the above.
33
Table 33: Frequency distribution of employees who take time off for cultural/religious
reasons; public holidays excluded
Mean 2.45
Median 2.00
Mode 2
Std. Deviation 1.167
Cumulative
Valid Strongly
16 21.9 21.9 21.9
Disagree
Disagree 27 37.0 37.0 58.9
Neither
Disagree nor 16 21.9 21.9 80.8
Agree
Agree 9 12.3 12.3 93.2
Strongly
5 6.8 6.8 100.0
Agree
Total 73 100.0 100.0
take time off for cultural/religious reasons; public holidays

excluded
30
25
20
15
n
u
q
y
cF
re
10
0
Strongly Disagree Neither Disagree nor Agree Strongly Agree
Disagree Agree
excluded
Fig 3: Frequency distribution of employees who take time off for cultural/religious
reasons; public holidays excluded
From the above table, out of 73 respondents 27(i.e. 37.0%) of them disagree that take time off
for cultural/religious reasons; public holidays excluded. Others 16 (i.e. 21.9%) respondents
neither disagree nor agree with the above. So, we conclude that they are not satisfy to take
time off for cultural/religious reasons and public holidays.
Table 34: Frequency distribution of employees who take time off pool their leaves
34
Mean 1.90
Median 2.00
Mode 2
Std. Deviation .785
Cumulative
Valid Strongly
25 34.2 34.2 34.2
Disagree
Disagree 31 42.5 42.5 76.7
Neither
Disagree nor 16 21.9 21.9 98.6
Agree
Agree 1 1.4 1.4 100.0
Total 73 100.0 100.0
pool their leaves
30
20
n
u
q
y
cF
re
10
0
Strongly Disagree Disagree Neither Disagree Agree
nor Agree
pool their leaves
Fig 4: Frequency distribution of employees who take time off pool their leaves
From the above table, out of 73 respondents 31(i.e. 42.5%) of them disagree that they take
time off pool their leaves. Other 25 (i.e. 34.2%) respondents neither disagree nor agree with
the above. So, we conclude that they don’t agree to take time off pool their leaves.
35
Table 35: Frequency distribution of employees who take time off work from home or
outside of the central workplace using his/her own
Mean 3.82
Median 4.00
Mode 3
Std. Deviation .962
Cumulative
Neither
Disagree nor 23 31.5 31.5 39.7
Agree
Agree 22 30.1 30.1 69.9
Strongly
22 30.1 30.1 100.0
Agree
Total 73 100.0 100.0
work from home or outside of the central workplace using

his/her own
25
20
15
n
u
q
y
cF
re
10
0
Disagree Neither Disagree Agree Strongly Agree
nor Agree
work from home or outside of the central workplace using
his/her own
Fig 5: Frequency distribution of employees who take time off work from home or
outside of the central workplace using his/her own
From the above table, out of 73 respondents 44(i.e. 60.2%) of them agree that take time off
work from home or outside of the central workplace using his/her own. Others 29 (i.e.
39.7%) respondents neither disagree nor agree with the above. So, we conclude that, most of
them agree that they take time off to work from home or outside of the central work place.
Table 36: Frequency distribution of employees who take time off work part-time if a
family situation changes dramatically
36
Mean 3.19
Median 3.00
Mode 3
Std. Deviation 1.023
Cumulative
Neither
Disagree nor 25 34.2 34.2 64.4
Agree
Agree 16 21.9 21.9 86.3
Strongly
10 13.7 13.7 100.0
Agree
Total 73 100.0 100.0
work part-time if a family situation changes dramatically
25
20
15
n
u
q
y
cF
re
10
0
nor Agree
work part-time if a family situation changes dramatically
Fig 6: Frequency distribution of employees who take time off work part-time if a family
situation changes dramatically
From the above table, out of 73 respondents 47(i.e. 64.4%) of them neither disagree nor agree
that take time off work part-time if a family situation changes dramatically. Others 26 (i.e.
35.6%) respondents agree with the above. So, we conclude that, only some of the respondents
agree that they take time off to work part-time if a family situation changes dramatically.
Table 37: Frequency distribution of employees who take time off for overtime they
worked, instead of payment
Mean 3.04
37
Median 3.00
Mode 2
Std. Deviation .964
Cumulative
Neither
Disagree nor 24 32.9 32.9 68.5
Agree
Agree 17 23.3 23.3 91.8
Strongly
6 8.2 8.2 100.0
Agree
Total 73 100.0 100.0
take time off for overtime they worked, instead of payment
30
25
20
15
n
u
q
y
cF
re
10
0
nor Agree
take time off for overtime they worked, instead of payment
Fig 7: Frequency distribution of employees who take time off for overtime they worked,
instead of payment
for overtime they worked, instead of payment. Others 24 (i.e. 32.9%) respondents neither
disagree nor agree with the above. So, we conclude that, of them don’t agree.
Table 38: Frequency distribution of employees who take time off use office telephone to
contact family members if needed
Mean 4.04
Median 4.00
38
Mode 5
Std. Deviation .824
Cumulative
Valid Neither
Disagree nor 23 31.5 31.5 31.5
Agree
Agree 24 32.9 32.9 64.4
Strongly
26 35.6 35.6 100.0
Agree
Total 73 100.0 100.0
use office telephone to contact family members if needed
30
25
20
15
n
u
q
y
cF
re
10
0
Neither Disagree nor Agree Strongly Agree
Agree
use office telephone to contact family members if needed
Fig 8: Frequency distribution of employees who take time off use office telephone to
contact family members if needed
that take time off use office telephone to contact family members if needed and 50(68.5%)
were agree and strongly agree So, we conclude that, they agree to use office telephone to
contact family members if needed.
Table 39: Frequency distribution of employees who take time off decide their work
timing (Flextime)
Mean 3.68
Median 4.00
Mode 4
39
Std. Deviation .970
Cumulative
Neither
Disagree nor 22 30.1 30.1 42.5
Agree
Agree 25 34.2 34.2 76.7
Strongly
17 23.3 23.3 100.0
Agree
Total 73 100.0 100.0
decide their work timing (Flextime)
25
20
15
n
u
q
y
cF
re
10
0
nor Agree
decide their work timing (Flextime)
Fig 9: Frequency distribution of employees who take time off decide their work timing
(Flextime)
decide their work timing (flextime). Others 42 (i.e. 57.5%) respondents strongly agree with
the above. So, we conclude that, they agree to their work timing (flextime).
40
Table 40: Frequency distribution of employees who take time off two or more people to
share
Mean 3.51
Median 3.00
Mode 3
Std. Deviation .626
Cumulative
Neither
Disagree nor 35 47.9 47.9 50.7
Agree
Agree 33 45.2 45.2 95.9
Strongly
3 4.1 4.1 100.0
Agree
Total 73 100.0 100.0
two or more people to share
40
30
20
n
u
q
y
cF
re
10
0
nor Agree
two or more people to share
Fig 10: Frequency distribution of employees who take time off two or more
People to share
that take time off two or more people to share. Others 33 (i.e. 45.2%) respondents neither
agree with the above. So, we conclude that, they agree to take time off to two or more people
to share.
41
Table 41: Frequency distribution of employees who absent for duties due to personal
reasons at home
Mean 2.10
Median 2.00
Mode 2
Std. Deviation .974
Cumulative
Valid never 21 28.8 28.8 28.8
rarely 34 46.6 46.6 75.3
often 8 11.0 11.0 86.3
very
10 13.7 13.7 100.0
often
Total 73 100.0 100.0
absent for duties due to personal reasons at home
40
30
20
n
u
q
y
cF
re
10
0
never rarely often very often
absent for duties due to personal reasons at home
Fig 11: Frequency distribution of employees who absent for duties due to personal
reasons at home
From the above table, out of 73 respondents 34(i.e. 46.6%) of them rarely absent for duties
due to personal reasons at home. Other 21 (i.e. 28.8%) respondents never. So, we conclude
that, 75.3% of them disagree.
42
Table 42: Frequency distribution of employees who take time off absent for duties due
to religious /cultural reasons
Mean 2.70
Median 3.00
Mode 3
Std. Deviation .938
Cumulative
Valid never 8 11.0 11.0 11.0
rarely 22 30.1 30.1 41.1
often 27 37.0 37.0 78.1
very
16 21.9 21.9 100.0
often
Total 73 100.0 100.0
absent for duties due to religious /cultural reasons
30
25
20
15
n
u
q
y
cF
re
10
0
absent for duties due to religious /cultural reasons
Fig 12: Frequency distribution of employees who take time off absent for duties due to
religious /cultural reasons
From the above table, out of 73 respondents 30(i.e. 41.1%) of them rarely absent for duties
due to religious/cultural reasons. Others43 (i.e. 58.9%) respondents often and some of them
very often. So, we conclude that, most of them were agree to take time off absent for duties
due to religious/cultural reasons.
43
Table 43: Frequency distribution of employees who take time off our personal reasons
reduced your work productivity
Mean 2.49
Median 2.00
Mode 2
Std. Deviation .974
Cumulative
Valid never 12 16.4 16.4 16.4
rarely 26 35.6 35.6 52.1
often 22 30.1 30.1 82.2
very
13 17.8 17.8 100.0
often
Total 73 100.0 100.0
your personal reasons reduced your work productivity
30
25
20
15
n
u
q
y
cF
re
10
0
your personal reasons reduced your work productivity
Fig 13: Frequency distribution of employees who take time off your personal reasons
reduced your work productivity
From the above table, out of 73 respondents 26(i.e. 35.6%) of them rarely take personal
reasons reduced your work productivity. Others22 (i.e. 30.1%) respondents often. So, we
conclude that, most of them disagree.
44
Table 44: Frequency distribution of employees who take time off you felt that you are
not able to find sufficient time with the family members
Mean 3.00
Median 3.00
Mode 3
Std. Deviation .882
Cumulative
Valid never 6 8.2 8.2 8.2
rarely 10 13.7 13.7 21.9
often 35 47.9 47.9 69.9
very
22 30.1 30.1 100.0
often
Total 73 100.0 100.0
you felt that you are not able to find sufficient time with the
family members
40
30
20
n
u
q
y
cF
re
10
0
you felt that you are not able to find sufficient time with the
family members
Fig 14: Frequency distribution of employees who take time off you felt that you are not
able to find sufficient time with the family members
From the above table, out of 73 respondents 10(i.e. 13.7%) of them rarely felt that you are not
able to find sufficient time with the family members. Others 35 (i.e. 47.9%) respondents
often. So, we conclude that, they agree to find sufficient time with the family members.
45
Table 45: Frequency distribution of employees who take time off you felt like to quit the
current job
Mean 3.05
Median 3.00
Mode 4
Std. Deviation .926
Cumulative
Valid never 5 6.8 6.8 6.8
rarely 14 19.2 19.2 26.0
often 26 35.6 35.6 61.6
very
28 38.4 38.4 100.0
often
Total 73 100.0 100.0
you felt like to quit the current job
30
25
20
15
n
u
q
y
cF
re
10
0
Fig 15: Frequency distribution of employees who take time off you felt like to quit the
current job
From the above table, out of 73 respondents 19(i.e. 26.0%) of them were disagree you felt
like to quit the current job. Others 28 (i.e. 74%) respondents strongly agree. So, we conclude
that, most of them agree.
46
Table 46: Frequency distribution of employees who take time off after coming back
from family/ cultural occasion you felt that your productivity has been increased
Mean 2.01
Median 2.00
Mode 2
Std. Deviation .890
Cumulative
Valid never 23 31.5 31.5 31.5
rarely 31 42.5 42.5 74.0
often 14 19.2 19.2 93.2
very
5 6.8 6.8 100.0
often
Total 73 100.0 100.0
after coming back from family/ cultural occasion you felt that
your productivity has been increased
30
20
n
u
q
y
cF
re
10
0
after coming back from family/ cultural occasion you felt that
your productivity has been increased
Fig 16: Frequency distribution of employees who take time off after coming back from
family/ cultural occasion you felt that your productivity has been increased
From the above table, out of 73 respondents 31(i.e. 42.5%) of them rarely after coming back
from family/cultural occasion you felt that your productivity has been increased. Others
14(i.e. 19.2%) respondents agree. So, we conclude that, 42.5% of them disagree.
47
CROSSTABS
Total Experience Vs take time off to care for and support a sick family or household
member
take time off to care for and support a sick family

or household member Total
Neither Disagree
Disagree nor Agree Agree
TOTEXP <5 28 22 12 62
45.2% 35.5% 19.4% 100.0%
5-10 4 2 5 11
36.4% 18.2% 45.5% 100.0%
Total 32 24 17 73
The above table shows the cross tabulation between the total experience and the time for the
sick family or house hold member. Here, we can see that 28 respondents i.e. 45.2% who have
less than 5 years of experience disagree that the have time to support and look after the sick
family. At the same time, 5 respondents, i.e. 45.5% who have 5-10 years of experience agree
with the same.
Total Experience Vs take time off for study or training
48
Disagree Total
TOTEXP <5 19 22 21 62
30.6% 35.5%
5-10 2 5 4
18.2% 45.5%
Total 21 27 25 73
The above table describe the cross tabulation between the total experience and the time for
study and training. Here, we can see that 22 respondents i.e. 35.5% who have less than 5
years of experience were neither disagree nor agree that they have time for study or training.
At the same time, 5 respondents, i.e. 45.5% who have 5-10 years of experience neither
disagree nor agree with the same. So, we conclude that most of the employees neither
disagree nor agree to take off to study and training.
Total Experience Vs take time off for cultural/religious reasons; public holidays
excluded
49
excluded Total
Strongly Neither Disagree Strongly
Disagree Disagree nor Agree Agree Agree
TOTEXP <5 12 23 15 7 5 62
19.4% 37.1% 24.2% 11.3% 8.1% 100.0%
5-10 4 4 1 2 0 11
36.4% 36.4% 9.1% 18.2% .0% 100.0%
Total 16 27 16 9 5 73
The above table depicts the cross tabulation between the total experience and the time for
cultural/religious reasons and public holidays. Here, we can see that 23 respondents i.e.
37.1% who have less than 5 years of experience were disagree that they have time for cultural
and religious. At the same time, 27 respondents, i.e. 36.4% who have 5-10 years of
experience disagree with the cultural and public holidays. So, we conclude that most of the
employees disagree with the time to take for cultural and religious reasons.
50
Total Experience Vs pool their leaves
pool their leaves Total

Strongly Neither Disagree
Disagree Disagree nor Agree Agree
TOTEXP <5 21 26 14 1 62
33.9% 41.9% 22.6% 1.6% 100.0%
5-10 4 5 2 0 11
36.4% 45.5% 18.2% .0% 100.0%
Total 25 31 16 1 73
The above table illustrates the cross tabulation between the total experience and the time for
pool their leaves. Here, we can see that 26 respondents i.e. 41.9% who have less than 5 years
of experience were disagree for pool their leaves. At the same time, 5 respondents, i.e. 45.5%
who have 5-10 years of experience disagree with the cultural and public holidays. So, we
conclude that most of the employees disagree with the pool their leaves.
Total experience Vs take time off for overtime they worked, instead of payment
51
take time off for overtime they worked, instead of
payment Total
Neither Disagree Strongly
Disagree nor Agree Agree Agree
TOTEXP <5 24 19 13 6 62
38.7% 30.6% 21.0% 9.7% 100.0%
5-10 2 5 4 0 11
18.2% 45.5% 36.4% .0% 100.0%
Total 26 24 17 6 73
The above table describes the cross tabulation between the total experience that take time off
for overtime they worked, instead of payment. Here, we can see that 24 respondents i.e.
38.7% who have less than 5 years of experience were disagree with overtime they worked,
instead of payment. 19 member respondents i.e.,30.6% who is having less than 5years of
experience were neither disagree nor agree and 13 member respondents i.e., 21.0% who is
having less than 5years of experience agree with the same. At the same time, 5 respondents,
i.e. 45.5% who have 5-10 years of experience were neither disagree nor agree for overtime
they worked, instead of payment and 4 member respondent i.e., 36.4% who have 5-10years
of experience were agree with the same. So, we conclude that most of the employees who is
having 5-10years of experience were agree for overtime they worked, instead of payment.
Total Experience Vs decide their work timing (Flextime)
52
decide their work timing (Flextime) Total
Neither Disagree
Disagree nor Agree Agree Strongly Agree
TOTEXP <5 9 18 20 15 62
14.5% 29.0% 32.3% 24.2% 100.0%
5-10 0 4 5 2 11
.0% 36.4% 45.5% 18.2% 100.0%
Total 9 22 25 17 73
The above table describes the cross tabulation between the total experience that they decide
their work timing (Flextime). Here, we can see that 20 respondents i.e. 32.3% who have less
than 5 years of experience were agree with the work time is a flextime. 18 member
respondents i.e.,29.0% who is having less than 5years of experience were neither disagree nor
agree with the same and 15 member respondents i.e., 24.2% who is having less than 5years of
experience agree with the work time is a flexible time. At the same time, 5 respondents, i.e.
45.5% who have 5-10 years of experience were agree with the work time is a flexible time
and 4 member respondent i.e., 36.4% who have 5-10years of experience were neither
disagree nor agree with the same. So, we conclude that most of the employees were agreed
with the work time is a flexible time.
53
Total Experience Vs two or more people to share
two or more people to share Total

Neither Disagree Strongly
Disagree nor Agree Agree Agree
TOTEXP <5 1 31 27 3 62
1.6% 50.0% 43.5% 4.8% 100.0%
5-
1 4 6 0 11
10
9.1% 36.4% 54.5% .0% 100.0%
Total 2 35 33 3 73
The above table describes the cross tabulation between the total experience that they take
time off to two or more people to share. Here, we can see that 31 respondents i.e. 50.0% who
have less than 5 years of experience were neither disagree nor agree the work to share with
two or more people. 27 member respondents i.e.,43.5% who is having less than 5years of
experience were agree with the same. At the same time, 6 respondents, i.e. 54.5% who have
5-10 years of experience were agree with the two or more people to share and 4 member
respondent i.e., 36.4% who have 5-10years of experience were neither disagree nor agree
with the same. So, we conclude that most of the employees were agreed.
54
Total Experience Vs your personal reasons reduced your work productivity
your personal reasons reduced your work

productivity
never rarely Total
TOTEXP <5 11 22 18 11 62
17.7% 35.5% 29.0%
5-10 1 4 4 2
9.1% 36.4% 36.4%
Total 12 26 22 13 73
The above table depicts the cross tabulation between the total experience that their personal
reasons reduced the work productivity. Here, we can see that 22 respondents i.e. 35.5% who
have less than 5 years of experience were rarely for personal reasons reduced the work
productivity and 18 respondents i.e., 29.0% were often with for personal reasons reduced
your work productivity. At the same time, 4 respondents, i.e., 36.4% who have 5-10 years of
experience were often for personal reasons reduced the work productivity. So, we conclude
that most of the employees who is having 5-10years of experience were often for personal
reasons reduced the work productivity.
55
Total Experience Vs you felt that you are not able to find sufficient time with the family
members
you felt that you are not able to find

sufficient time with the family members
never rarely Total
TOTEXP <5 6 7 32 17 62
9.7% 11.3% 51.6%
5-10 0 3 3 5
.0% 27.3% 27.3%
Total 6 10 35 22 73
The above table illustrates the cross tabulation between the total experience that they take off
to find sufficient time with the family members. Here, we can see that 32 respondents i.e.
51.6% who have less than 5 years of experience were agree with sufficient time with the
family members and 17 were respondents i.e., 27.4% who have less than 5 years of
experience were strongly agree they spent their sufficient time with their family members. At
the same time, 5 respondents, i.e., 45.5% who have 5-10 years of experience were very often
to spent a sufficient time with their family members. So, we conclude that 75% of the
employees were agree with the sufficient time with the family members.
56
Total Experience Vs you felt like to quit the current job

never Rarely Total
TOTEXP <5 5 12 22 23 62
8.1% 19.4% 35.5%
5-10 0 2 4 5
.0% 18.2% 36.4%
Total 5 14 26 28 73
The above table shows the cross tabulation between the total experience that they can quit the
current job. Here, we can see that 23 respondents i.e. 37.1% who have less than 5 years of
experience were very often to quit the current job. At the same time, 5 respondents, i.e.,
45.5% who have 5-10 years of experience were very often to quit the current job and 4
members who is having the 5-10years of experience were often to felt like to quit the current
job. So, we conclude that most of the employees were agreed.
57
Total Experience Vs after coming back from family/ cultural occasion you felt that your
productivity has been increased
after coming back from family/ cultural occasion you

felt that your productivity has been increased
never rarely Total
TOTEXP <5 18 26 13 5 62
29.0% 41.9% 21.0%
5-10 5 5 1 0
45.5% 45.5% 9.1%
Total 23 31 14 5 73
The above table illustrates the cross tabulation between the total experience that they take
time off after coming back from family and cultural occasion you felt that the productivity
has been increased. Here, we can see that 26 respondents i.e. 41.9% who have less than 5
years of experience were rarely to coming back from family and cultural occasion felt that
productivity has been increased. At the same time, 5 respondents, i.e., 45.5% who have 5-10
years of experience were rarely with the same. So, we conclude that most of the employees
were disagree with coming from family the productivity has been increased
CONCLUSION:
58
After conducting an intense study on Quality of work life program in CSC mission.
The following conclusions were derived.
1. Majority of employees are satisfied with the benefits & compensation program that
was imparted to them by the management.
2. The employees are satisfied with the methods used in the Quality of work life.
3. Quality of worklife imparts change and aids in the better development of the
organization.
BIBLOGRAPHY
59
Productive workplaces revisited
By Marvin R weisbord
Publisher: John Wiley and sons
Managing Human Resources Productivity, Quality of work life, profits:
By Cascio Wayne F
Harvard Business Review on work and life balance:
By Harvard Business Review

I
Human Resource Management:
Aswathappa
Human Resource Management:
Mondy(Pearson Edition)
Internet:
Yahoo,Google search engines
QUESTIONNAIRE:
60
Following are a series of questions that seek your level of agreement or disagreement about
work life balance environment within your company. Please rate your response on a five
point scale:
1) Strongly Disagree 2) Disagree 3) Neither Disagree or Agree 4) Agree 5) Strongly Agree
My Company allows employees

1) to take time off to care for and support a sick family or household member
12345
2) to take time off for study or training
12345
3) to take time off for cultural/religious reasons; public holidays excluded
12345
4) to pool their leaves
12345
5) to work from home or outside of the central workplace using his/her own or the
Organization’s equipment
12345
6) to work part-time if a family situation changes dramatically
12345
7) to take time off for overtime they worked, instead of payment
12345
8) to use office telephone to contact family members if needed
12345
9) to decide their work timing (Flextime)
12345
10) two or more employees to share one full time job
12345
Following are a series of questions which may have influenced your regular work during past
12 months. Please indicate how often they happened with you.
1) Never 2) Rarely 3) Often 4) Very Often
61
1) absent for duties due to personal reasons at home 1 2 3 4
2) absent for duties due to religious / cultural reasons 1 2 3 4
3) your personal reasons reduced your work productivity
1 2 3 4
4) you felt that you are not able to spend sufficient time
with
Family members
1 2 3 4
5) you felt like to quit the current job
1 2 3 4
6) after coming back from family / religious occasion you
felt that
Your productivity has been increased
1 2 3 4
62

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INTRODUCTION

equipped to develop their workforce and enjoy their commitment.

managing their work and make decisions.

to concentrate on job designs and organization of work. Further, today’s workforce is

telecommuting etc., are being adopted by these organizations.

Technological advances further help organizations to implement these programs successfully.

achieve organizational objectives.

influence on QWL on employee productivity, absenteeism and satisfaction.

SIGNIFICANCE OF THE STUDY

organization and its impact on employee productivity, absenteeism, and commitment.

1. To measure the quality of work life conditions

2. To measure employee perceptions to productivity, absenteeism, and commitment

3. To identify the relationship between QWL and productivity, absenteeism, and

4. Make suggestion to improve QWL conditions

5. Designing effective QWL Strategies

Scope of the current study is limited to employees for Aonsoft Technologies, ,

In all 73 questionnaires will be administered among employees working in three

different shift timings.

Information pertaining to company profile, job descriptions etc were collected

through secondary sources.

DATA ANALYSIS TOOLS

all the three competencies.

allow me to contact the respondents in person.

2. Due to security reasons and employee poaching company didn’t allow me

to monitor employees when they were administering the questionnaire.

satisfy both the organizational objectives and employee needs.

Major Issues in QWL

and democracy in the workplace.

participate in the profits of the firm

are essential to improve the QWL in organizations.

Alternative Work Schedules

Managers of large manufacturing organizations report substantial savings by reducing start-

work-especially in developed countries-has become a very popular innovative work

and lack of boredom –which part-time employees bring to specialized jobs.

suitable working time and appropriate salary.

be a self-realization providing enjoyment and satisfaction. There is no doubt that to prosper

2. Develop and become master in your chosen field.

services of high quality.

is good both on the surface and deep down.

widening circles. Without personal development you cannot count on developing

fellowship and creation of real value.

yourself against exciting and difficult tasks.

make it good, a good life for ourselves as well as for others.

human beings to be valuable at work?

work will result in the greatest possible value.

Research Centre is recruiting companies for participation in a research and development

is measured with instruments in such a way that an effect can be documented.

on personal development, because quality of life at work is especially about a person’s

personality and not just the professional parts.

pension. Have we developed on the way?

really developed or have you come to a standstill in life and at work?

It is almost impossible today to pick up a newspaper of news-magazine without finding a

control over their immediate work environment.

We offer a comprehensive recruitment service to major corporations in the United States . As

staffing organizations in the world on your side.

specific sectors including traditional administrative/light industrial sectors and specialist

sectors such as information technology, accounting, engineering . Placement and other

emerging technologies to make a positive impact on client base.

that Aonsoft will assist you in a smooth transition. .

We make clients more competitive. Here’s how:

1. If it won't make you more competitive, we won't do it. Our business

resources available, at the best price possible.

3. Using global resources, we deliver high quality technology while still