1 CHAPTER-I 1.

INTRODUCTION TO THE STUDY I have undertaken the project on Quality of Work Life as a part of the partial fulfillment for the award of master of business administration. This project shows the working style and life of employees at their workplace. It gives an insight into the employer-employee relationships prevalent in companies. It speaks about how a company should keep their employees happy by providing them quality work life. Quality of work life denotes all the organizational inputs which aim at the employees satisfaction and enhancing organizational effectiveness. To meet the challenges posed by present standards, organizational must focus their attention in bringing a balance between work life and personal life. The underlying assumption is that work life balance will ultimately ensure Quality of work life. Sigmund Freud is considered to be the father figure of Psychoanalysis. His prescription for a healthy person is a combination of Lieben und Arbeiten that is Love and Work. Employees seek a supportive work environment that will enable them to balance work with personal interests. Employees in several companies that instituted Quality of work life experienced better health and greater safety on the job. Other benefits included improved employee satisfaction, morale, job interest, commitment and involvement; increased opportunity for individual growth; greater sense of ownership and control of the work environment, development of managerial ability for circle leaders, improved communication in the organization and greater understanding and respect between management and workers. QUALITY OF WORK LIFE: DEFINITION: Quality of work life means the degree top which members of a work organization are able to satisfy important personal needs through their experience in the organization QWL could be defined as the Quality of the relationship between the man and task. The degree of personal satisfaction experienced at work. Quality of working life is dependent on the extent to which an employee feels valued, rewarded, motivated, consulted, and empowered. It is also influenced by factors such as job security, opportunities for career development, work patterns, and work-life balance. MEANING: The term refers to the favorableness or unfavourableness of a total job environment for people. QWL programs are another way in which organizations

2 recognize their responsibility to develop jobs and working conditions that are excellent for people as well as for economic health of the organization. The elements in a typical QWL program include open communications, equitable reward systems, a concern for employee job security and satisfying careers and participation in decision making. Many early QWL efforts focus on job enrichment. In addition to improving the work system, QWL programs usually emphasis development of employee skills, the reduction of occupational stress and the development of more co-operative labour-management relations. Vigorous Domestic and International competition drive organizations to be more productive. Proactive managers and human resource departments respond to this challenge by finding new ways to improve productivity. Some strategies rely heavily upon new capital investment and technology. Others seek changes in employee relation practices. Human resource departments are involved with efforts to improve productivity through changes in employee relations. QWL means having good supervision, good working conditions, good pay and benefits and an interesting, challenging and rewarding job. High QWL is sought through an employee relations philosophy that encourages the use of QWL efforts, which are systematic attempts by an organization to give workers greater opportunities to affect their jobs and their contributions to the organizations overall effectiveness. That is, a proactive human resource department finds ways to empower employees so that they draw on their brains and wits, usually by getting the employees more involved in the decision-making process. MAJOR QWL ISSUES: IKlott, Mundick and Schuster suggested 11 major QWL issues. They are: (i)Pay and Stability of Employment: Good pay still dominates most of the other factors in employee satisfaction. Various alternative means for providing wages should be developed in view of increase in cost of living index, increase in levels and rates of income tax and profession tax. Stability to a greater extent can be provided by enhancing the facilities for human resource development. (ii) Occupational Stress: Occupational stress is a condition of strain on ones emotions, thought process and physical condition. Stress is determined by the nature of work, working conditions, working hours, pause in the work schedule, workers abilities and nature and match with the job requirements. Stress is caused due to irritability, hyper-excitation or depression, unstable behavior, fatigue, stuttering, trembling psychosomatic pains, smoking and drug abuse. Stress adversely affects employ productivity. The P/HR manager, in order to minimize the stress, has to identify, prevent and tackle the problem. He may arrange the treatment of the problem with the health unit of the company. (iii) Organisational Health Programmes:

3 Organizational health programmes aim at educating employees about health problems, means of maintaining and improving of health, etc. These programmes cover drinking and smoking cessation, hypertension control, other forms of cardiovascular risk reduction, family planning etc. Effective implementation of these programmes result in reduction in absenteeism, hospitalization, disability, excessive job turnover and premature death. This program should also cover relaxation, physical exercise, diet control, etc. (iv) Alternative Work Schedules: Alternative work schedules including work at home, flexible working hours, staggered hours, reduced work week, part-time employment which may be introduced for the convenience and comfort of the workers as the work which offers the individual the leisure time, flexible hours of work is preferred. (v) Participative Management and Control of Work: Trade unions and workers believe that workers participation in management improves WL. Workers also feel that they have control over their work, use their skills and make a real contribution to the job if they are allowed participate in creative and decision-making process. (vi) Recognition: Recognizing the employee as a human being rather than as a labourer increases the QWL. Participative management, awarding the rewarding systems, congratulating the employees for their achievement, job enrichment, offering prestigious designations to the jobs, providing well furnished and decent work places, offering membership in clubs or association, providing vehicles, offering vacation trips are some means to recognize the employees. (vii) Congenial Worker-Supervisor Relations: Harmonious supervisor-worker relations gives the worker a sense of social association, belongingness, achieve of work results, etc. This in turn leads to better QWL. (viii) Grievance Procedure: Workers have a sense of fair treatment when the company gives them the opportunity to ventilate their grievances and represent their case succinctly rather than settling the problems arbitrarily. (ix) Adequacy of Resources: Resources should match with stated objectives; otherwise, employees will not be able to attain the Objectives. This results in employee dissatisfaction and lower QWL

(x) Seniority and Merit in Promotions: Seniority is generally taken as the basic for promotion in case of operating employees. Merit is considered as the basis for advancement for managerial people whereas seniority is preferred for promotion of ministerial employees. The promotional policies and activities should be fair and just in order to ensure higher QWL. (xi) Employment on Permanent Basis:

4 Employment of workers on casual, temporary probationary basis gives them a sense of insecurity. On the other hand, employment on permanent basis gives them security and leads to higher order QWL. WAY TO CREATE HIGH QWL: QWL deals with the relationship between every employee and his or her work organization. This relationship is formal in sometimes less formal. This contract is psychological; contract. "Psychological contract is the set of expectations held be the individual specifying what the individual and the organization expect to give and receive from each other in the course of their working relationship". This contract represents the expected exchange of values that encourages the individual to work for the organization and motivates the organization to employ that person, (i.e.) Contribution and Inducements.

A healthy psychological contract means that inducements and contributions are balance. INDUCEMENTS = CONTRIBUTIONS (Organization to employees) = (employee to organization) This is the way for organization to create healthy psychological contract and Jobs satisfaction for their members is to provide them with High QWL environment. ASPECTS OF HIGH QWL: QWL are highlighted by the following Benchmarks of managerial excellence. Participation:Involving people from all levels of responsibility in decisionmaking Trust:Reside signing jobs systems and structures to give people more freedom at work. Reinforcement:Creating reward systems that are fair, relevant and contingent on work performance

5 Responsiveness:Making the work setting more pleasant and able to serve individual Needs.

QWL PROGRAMMES: QWL programmes concentrate on creating a working environment that is Conductive to the satisfaction of worker needs. This program assumes that a job and the work environment should be structured to meet as many of the workers needs as possible.

RESULTS OF HIGH QWL:

High Productivity Increase organizational effectiveness High employee satisfaction High morale. Reduce the absenteeism and labour turn over Increase the quality of life of employees High employee involvement

1.1 INDUSTRY PROFILE Brick making is a traditional but important industry in India and other developing countries. Based on the limited information available in the brick industry it is estimated that more than 100000 kilns produce about 80 to 100 billion bricks per year. Brick Kilns can be classified into three categories based on production capacity: small (<1 million Bricks /year), medium (1-2.5 million Bricks/ year) and large( >2.5 million Bricks / year). Small Kilns are known as Clamp Kilns and are located mainly in rural areas. Medium and large Kilns are of Bulls trench Kiln type and are generally located near urban and more densely populated rural areas.

Brick making is a highly energy incentive process, with the specific energy consumption of 1.2-1.75 MJ/kg of fired bricks for Bulls trench kilns and 1.5-3.0 MJ/kg of fired bricks for clamp kilns. Coal is the major fuel used for firing bricks: it is estimated that the brick industry consumes about 15 million tons of coals annually. Low efficiency in brick firing practices leads to high levels of product of incomplete combustion emissions. In addition to these emissions from combustion, the life cycle of brick making involves significant fugitive emissions. In India, after the introduction of Bulls trench Kilns in the late 90th century, there was no significant improvement in brick firing practices until the mid- 1990s. In 1996, the Government of India set e missions standards for brick kilns. These regulations have brought about of the brick industry. In addition to reductions in emissions, the regulations have resulted in some fuel savings.

1.2 COMPANY PROFILE Burns Standard Company Limited (BSCL) is a Government company under the administrative jurisdiction of the Department of Heavy Industries, Ministry of Heavy Industries and Public Enterprises, Government of India. The company BSCL was incorporated as a PSU in West Bengal as Burn Standard Company Limited on 01.12.1976. The management of the company was taken over by the Govt. of India on December, 1973 and the company was subsequently nationalized w.e.f April, 1975.

7 BSCL became a wholly owned subsidiary of the holding company Bharat Bharti Udyog Nigam Ltd, (BBUNL) upon its formation in September, 1986. BSCL is one of the largest wagon manufacturers in India with an installed capacity of 8661 four wheeler units. It is backed by composite infrastructure for manufacture of special wagon for transporting Alumina Powder, Cement, Fertilizer etc, besides tank wagon for transportation of liquid petroleum gas. It also has a steel foundry for manufacture of cast steel bogies for wagon, couplers of wagon etc. BSCL delivers a wide range o other engineering and other refractory products and services viz. tram cars, bridge girders, steel plant equipments, mining equipments, cast, machined and fabricated items, CMS points and crossing, steel sleepers, wide range of refractory bricks and ramming mass for steel, cement and glass industries. The manufacturing unit for wagon is located at Howrah and Bimpur in Burdwan District in West Bengal and refractory units in Salem in Tamil Nadu and the registered office of the company located at Kolkata in West Bengal.

PRODUCT1 EXPORTING COUNTRY Light claimed magnesia, Japan, Egypt, Germany, Sri lanka, Couples and Bangladesh, U.K, and gulf countries. Assay materials The countrys new economic policy has given us the scope and impetus to expand out export effort.

ORGANIZATIONAL SETUP GENERAL MANAGER

CHIEF MANAGER

MANAGER

DEPUTY MANAGER (Production and Quality Assurance)

ASSISTANT MANAGER (Production Millhouse)

ENGINEERS (Production)

JUNIOR MANAGERS

STAFF

MAJOR COMPETITORS Orisssa cements ltd. Tata refectories ltd Bharathi refectories ltd Orissa refectories ltd YEAR 1976 1976 1977 1978 1979 1980 1981 1982 1983 1987 1985 1987 AWARDS Payroll savings Industrial safety Industrial safety Industrial safety Good industries Industrial safety Industrial safety Industrial safety Good industrial Good industrial Industrial relation Industrial safety NATIONAL/ STATE LEVEL National -I State-1 National II National II National II National II National I& II National II State I State I State I State II

9 1991 Industrial safety State I

EXPORTS The current phase of their export consists of Magnesite Chrome Bricks Direct Bonded Bricks Magnesia Carbon Bricks QUALITY POLICY Burn standard company ltd. Salem is committed to achieve and enhance customer confidence by prompt supply of quality refractorys through Cost effective methods Continual system improvement and process monitoring Profit technology and personnel development QUALITY CONTROL After pressing the brick will be checked by quality control department for the following test Dimension Bulk density Crack Lamination Loose edges Segregation

AWARDS IN THE CROWN OF THE COMPANY Off shore platforms-jacket, main dock, helideck, etc. Product Items Ash handling plants Coal handling plants Spares supply for ash handling plant Refractory Items Magnesite brick Fire brick Mad alumina brick Calcined magnesite Mag crabon brick DBM/ROK sinter Ramming mass Crude magnesite Dunite

10 Other basic refractory items Various Product Outcomes in BSCL Magnesite Bricks Under the earths surface, due to the chemical reaction Dunite rocks gets transformed into raw magnesite over the passage of time. By mining we can obtain such raw material from specified area. India, Kerala, Karnataka and Uttar Pradesh have little sums of ore, out of which Salem accounts for large sums of ore which can be obtained for over 20 years from now with the current production rate. Magnesite from Water: The magnesite content of seawater is above 0.2%. To produce 1kg of Magnesite 300kgs of seawater has to be processed. Countries like Japan with huge water bound are producing seawater magnesite. PRODUCTS AND SERVICES Burn standard company limited Engineering Items Railway rolling stock in different types like BOBRN, BOXN, BOST HS, BTPGLN, Milk tank, BCNA, BOXN HS, BRNA, Flat wagons, Rail Milk tanker, BOBYN and BTAP ALUMINA WAGON etc. Casnub bogie Couplers and draft grears Steel castings, pressings, forgings bridge griders, structurals, sleepers, points & crossing, wagon components. Shri Chinmoy Dey Sarkar Dy. General Manager (Foundry Production), Burnpur Unit. Shri A.K. Raha Dy. General Manager(Prod.), Howrah Works Shri F. Ahmed Dy. General Manager(Prod.), Burnpur Works PRODUCT PROFILE Magnesite is the carbonate of magnesium(MgCO3). The primary use of raw magnesite is in the calcinations industry where it is calcined to form caustic magnesia (low calcined magnesite), dead burnt magnesite of fused magnesia. About 98% of raw magnesite is consumed in calcinations industry. The other industries where raw magnesite is used are mosaic tiles, electrodes, chemicals and manufacture of magnesium metal. The dead burnt magnesite and fused magnesia are used in refractory industry to manufacture various refractory products. The caustic magnesia or low calcined magnesite is used as animal feed stuff and in the manufacture of exichloride cement etc. Magnesite occurs as veins in and an alteration product of ultramafic rocks, serpentinite and other magnesium rich rock types in both contact and regional

11 mketamorphic terranes. These magnesites often are cryptocrystalline and contain silica as opal or chert. Magnesite is also present within the regolith above ultramafic rocks as a secondary carbonate within soil and subsoil, where it is deposited as a consequence of dissolution of magnesium-bearing minerals by carbon dioxide within groundwaters. Sources of Magnesite: Magnesite from Earth: Adequate Power supply Technologically advanced production system with installation of plant and equipment necessary for modernization of wagon manufacturing, refractory and foundry facilities in operations and other system are in place. Large pool of skilled and experienced workers. Cordial industrial relations with no company specific closure on account of labor unrest in its history of operations. Key Management Profile The management of the Company is run by its Managing Director under supervision control and direction of the Board of Director. Name and Designation of persons holding key management position in the Company are given below: Sri Pramod kumar Chairman and ex-officio Director Sri S.P. Baksi Shri A. Hazra Shri R. Raghunathan Shri A.K. Das Sri. Santanu Sarkar Shri S.K. Bhowmik Shri Narsingha Rao Shri C.S. Ta Managing Director & Director Finance (additional charge) Director (Engineering) General Manager& I/C, Salem Works General Manager Howrah Works Deputy General Manager I/C Burnpur Works General Manager, & I/C(CC & CPD) Dy. General Manager(Mines), Salem Works Dy. General Manager(R&D/ Factory), Salem Works

Under the guidance of Burns Standard Company Limited (BSCL), the Indian magnesite industry at Salem prospered and developed over years and many hundreds of thousand tons were exposed to all major industrialized nations subsequently earning the reputation that Indian magnesite was the finest in the world and that it held at high capacity. BSCLs Manpower

12 BSCL has a large pool of qualified and experienced managerial and technical personnel with total staff strength of 2365b permanent employee as on 31.01.2003 of which 1828 employee (i.e. 78% of the total manpower) are workmen. The company has successfully completed a VRS Retirement Scheme in March, 2002 which was availed by 3823 employees. The company has also successfully rolled back retirement age of employees from 60 to 58 years. Key Strengths of BSCL The key strengths of BSCL include: All manufacturing units have been awarded ISO:9002 accreditation certificate. All manufacturing units contributed towards Export Promotion and Salem Works received Export Contribution award from CAPEXCIL for the year 2001-2002. All manufacturing units have been modernized recently with an investment of Rs 513.10 millions for substantial improvement of quality and productivity and reduction in cost operations. One of the largest wagon manufacturers in the country having complete infrastructure for the same. been equipped with a modern Plant and equipment to meet stringent specifications keeping in view the current global demand. BSCLs foundry fully complies with the quality system of IS-12117 of 1987 in context to all foundry and has been termed as Grade A foundry in India by Research and Design and Standards Organization, Lucknow, a premier quality assurance institution of Indian Railway System. BSCLs operating refractory is situated at Salem, Tamil Nadu. The exacting and varying working conditions to which refractories are frequently subjected to and special high-grade qualities for successful operation have been developed after long experience and through Research and Development over the years. Products of Salem have already received ISO 9002 accreditation. Magnesite Carbon Bricks supplied by the unit to Bokaro Steel achieved record lining life in SMS-1 Convertor exceeding 1000 heats. Salem BSCL An English man Henry Turner discovered magnesite at Salem in 1890 marking the beginning of the basic refractory industry in India. Open cast mining of magnesite began and the first wood fixed kiln for calcined magnesite was exported to U.K. the company became the unit of Famous Martin Burn House in the year 1973 who established facilities for dead burning magnesite and to manufacture basic refractory bricks to carter to nascent steel industry in India and easy materials for export. The company registered further growth after Govt. of India took over the plant in 1976 and put through a program of modernization and expansion in order to meet the growing demand of high quality basic refractory of Steel Authority of India Limited as well as those of private sector steel processors and non services, cement and glass industries, registering phenomenal growth. The company also have seven refractory units (non operational) located in the State of West Bengal, Bihar, and Madhya Pradesh and one Off Shore Platform Fabrication yard (non operational) at Midnapore West Bengal.

13 BSCL possess ISO 9002 certification manufacturing facilities for wagon, foundry, refractory items manufacturing. It has been referred to the Board of Industrial and Financial Reconstruction and the rehabilitation package is under consideration. Details of Units BSCL possesses three operational unit spread over the states of West Bengal and Tamil Nadu. The companys engineering units are located at Howrah and bumpur and its refractory units are located at Salem, Tamil Nadu. BSCL also possesses seven non operational refractory units located at West Bengal , Bihar and Madhya Pradesh and one non operational heavy fabrication yard at West Bengal for manufacture of off shore well head platforms, which have been closed down w.e.f. 31.12.2000 and the employees were separated under VRS, BSCL also possess two non operational subsidiary companies namely M/ Bharat breaks & Valves ltd and M/s RBL ltd located at Kolkata, where all the employees have been separated under VRS. Engineering unit in Howrah and Bumpur are engaged in manufacturing Rolling Stocks, Steel Castings, Forgings and Structural Wagon Components. BSCL is the largest Rolling Stock manufacturer in the country and ahs an annual capacity of 8661 Four Wheelers Units(FWU). Its product range includes various types of Brand Gauge Rolling Stocks, Track accessories, steel plant equipments viz. slag cars, hot metal transfer cars, etc. power plant equipment, bottom discharge hopper wagons, BTAP wagon for transportation of powder material. BSCLs Steel foundry is located at its Howrah unit. The facilities provided are capable for producing high quality casting having annual capacity of approx 8400 tons. The foundry has Visva vishal engineering ltd. Premier refectories of India(p) ltd. MAJOR CUSTOMERS Major steel plants- all sail steel plants Mini steel plants-essar steel, wheel axle plant, GK alloys, etc Iron producersvikram ISPAT, bihar sponge ISPAT, SISCOL Ferrous industriesas above Copper industrieshindustan copper limit

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CHAPTER - II
1.4 OBJECTIVES OF THE STUDY:

Primary Objective
To study on employees the quality of work life.in Burn standard company LTD

Secondary objective
1. 2. 3. To study the factors/determinants of Quality of work life like pay structure, working hours, incentives and reward systems, fringe benefits. To study the existing working condition and safety measures adopted in BSCL. To evaluate the aspects of Quality of work life and suggest measures in improving quality of work life.

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1.5 SCOPE OF THE STUDY:

The term Quality of work life in its broader sense covers various aspects of employment and non-employment conditions of work. The present study will aim at studying various factors that influence Quality of work life in BSCL. The study is dependent on the opinion expressed by the managers and staff of all the departments that are working at BSCL Ltd.

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1.6 LIMITATIONS: a) This project is confined only to BSCL Ltd. b) The information provided by the workers is not definitely true. c) The samples of workers are not representative of the total workforce. d) The workers hesitate disclosing the true facts in order to secure their job. e) There is no measure to check out whether the information provided by the Workers is correct or not.

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1.7 RESEARCH METHODOLOGY: Research Methodology is the investigation of specific problem in detail. At first problem is defined carefully for conducting research. There should be a good research plan for conducting research. No research can be done without data collection. After all this analyze is made for getting solution for problem. Defining the problem Defining the sampling plan Collection of data Analyze and interpretation Defining the problem: Defining the research problem is first necessary step for any research. This work should be done carefully. Here research problem is to know Quality of Work Life of Employees in RUBCO.

Sampling Plan: The sampling plan calls for three decisions. 01. Sample Type: I have opted for Probability Sampling/Random Sampling. 02. Statistical Tools: Percentage analysis, bar diagrams, weighted average was used. 03. Sample Size: The selection of 100 respondents was done for the study. Collection of Data: Collection of Data was done through: Observation Method: A keen observation was made on the following activities in the RUBCO officea) Punctuality of employees. b) Behavior of employees with one another. c) Maintenance of discipline by the employees. Structured Questionnaire Method: In this a sample of size 100 was taken covering different levels of organization structure and different departments. Around 60 questionnaires were distributed among the Workers in the factory premises.40 questionnaires were distributed to the executive level. Analyze the information: After all observations have been made, I have tabulated the collected data & developed frequency distributions.

18 Thus the whole data was grouped aspect wise and was presented in tabular form. Thus, frequencies & percentages were to render impact of the study. Presentations of findings: This was the end product of the research process. Chi square test The chi-square test is used to see that the principles of classification of attributes are independent. In this that the attributes are classified into a two-way table or contingency table. The observed frequency in each cell is known as the cell frequency. The chi-square curve is always positively skived. The man of chi-square distribution is equal to the number of degrees of freedom. The chi-square value increase with increase in degree of freedom. The formula for chi-square test. Chi Square = (0-E)2 / E 0 Observed frequency E Expected frequency

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CHAPTER 4.1 DATA ANALYSIS AND INTERPRETATION The raw data itself cannot be used for taking decisions. It needs processing. The processed data is called Information. The prime task of data analysis and interpretation is to transform raw data available into needed information for making suggestions. In this chapter the following analysis are done from quality of work life.

TABLE 4.1

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Gender wise classification of the respondents

Sl.no. 1 2 TOTAL Gender Male Female No. of respondents 87 13 100 Percentage 87 13 100 (Sources-Primary Data)

CHART- 4.1 Gender wise classification of the respondents

INTERPRETATION:

The table indicates that 87% of the respondents are male and 13% of the respondents are female.

TABLE-4.2
Age wise classification of the respondents

Sl.no.

Age group

No. of respondents 12 76 12

Percentage

1 2 3

20-30 years 30-45 years 45 years & above TOTAL

12 76 12

100

100

21

(Sources-Primary Data)

CHART-4.2
Age wise classification of the respondents

INTERPRETATION:
The table indicates that 76 % of the respondents belong to the age group of 30 to 45 years and 12 % of the respondents lie between 20 to 30 age group and12 % of the respondenfall in the age group of 45 and above.

TABLE-4.3 Qualification wise classification of the respondents

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Sl.no. 1 2 3 4 5

Qualification SSLC HSC DIPLOMA DEGREE PG TOTAL

No. of respondents 15 17 24 26 18 100

Percentage 15 17 24 26 18 100

(Sources-Primary Data)

CHART-4.3 Qualification wise classification of the respondents

INTERPRETATION:
The table indicates that 26 % of the respondents have completed DEGREE as is revealed by the study and 15 % of the respondents have completed SSLC as is revealed by the study and 17 % of the respondents have completed HSC as is revealed by the study and 18 % of the respondents have completed P.G as is revealed by the study and 24 % of the respondents have completed DIPLOMA as is revealed by the study.

TABLE-4.4 Experience wise classification of the respondents

Sl.no. 1 2 3 4 5 Experience 5-10 YEARS 10-15 YEARS 15 -20YEARS 20-25YEARS ABOVE 25YEARS TOTAL No. of .resp 19 22 28 11 20 Percentage 19 22 28 11 20

100

100

23

(Sources-Primary Data)

CHART-4.4 Experience wise classification of the respondents

INTERPRETATION:
The table indicates that 19 % of the respondents are having the experience 5-10 years, as is revealed by the study and 22 % of the respondents are having the experience 10-15 years, as is revealed by the study and 28 % of the respondents are having the experience 15-20 years, as is revealed by the study and 11 % of the respondents are having the experience 20-25 years, as is revealed by the study and 20 % of the respondents are having the experience above 25 years, as is revealed by the study.

TABLE-4.5
Sl.no. 1 2 3 4 5 Income group Below Rs.10,000 Rs.10,001 - 20,000 Rs.20,001-30,000 Rs.30,001-40,000 Above Rs.40,000 No. of respondents 35 48 10 7 0 Percent age 35 48 10 7 0

TOTAL

100

100

Income wise classification of the respondents

24

(Sources-Primary Data)

CHART-4.5 Income wise classification of the respondents

INTERPRETATION:
The table indicates that 48% of the respondents fall in the income category of Rs 10,001 20,000 per month as is revealed by the study and 35% of the respondents fall in the income category of below Rs 10,000 per month as is revealed by the studyand 10% of the respondents fall in the income category of Rs 20,001- 30,000 per month as is revealed by the study and 10% of the respondents fall in the income category of Rs 30,001- 40,000 per month as is revealed by the study.

TABLE-4.6 Respondents opinion about the use of skills and abilities to perform the job
No. of respondents 45 49 5 1 0 100

CHART4.6

Sl.no. 1 2 3 4 5

Opinion Strongly Agree Agree Moderate Disagree Strongly Disagree TOTAL

Percentage 45 (Sources49 Primary Data) 5 1 0 100

Respondents opinion about the use of skills and abilities to perform the job

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NTERPRETATION:
The table indicates that 49% of the sampled respondents agree that they get freedom to use skills and abilities to perform the job and 45% of the sampled respondents totally accept that they get freedom to use their skills and abilities to perform the job and 5% of the sampled respondents totally accept that they get freedom to use their skills and abilities to perform the job and 1% of the sampled respondent disagree the fact that they get freedom to use their skills and abilities to perform the job.

TABLE-4.7 Respondents opinion about the job environment and working conditions in Sl.no. Opinion No. of Percentage the respondents 1 Excellent 42 42 organization
2 3 4 5 Good Average Poor Very poor TOTAL 50 7 1 0 100 50 7 1 0 100

(Sources-Primary Data)

CHART-4.7 Respondents opinion about the job environment and working conditions in the organization

INTERPRETATION:
The table indicates that 50% of the respondents are of the opinion that the job environment and working conditions is good and 42% of the respondents are of the opinion that the job environment and working conditions is excellent and 7% of the

26 respondents are of the opinion that the job environment and working conditions is average and 1% of the respondents are of the opinion that the job environment and working conditions is poor.

TABLE-4.8 Respondents opinion about the pay structure in the organization

Sl.no . 1 2 3 4 5 Opinion Excellen t Good Average Poor Very Poor TOTAL No. of respondent s 25 53 18 4 0 100 Percentag e 25 53 18 4 0 100 (Sources-Primary Data)

CHART-4.8 Respondents opinion about the pay structure in the organization

INTERPRETATION:
The table indicates that 53% of the respondents are of the opinion that the pay structure is good and 25% of the respondents are of the opinion that the pay structure is excellent and 18% of the respondents are of the opinion that the pay structure is average and 4% of the respondents are of the opinion that the pay structure is poor.

TABLE-4.9 There is a good relationship with colleagues in the organization

Sl.no. 1 Opinion Strongly Agree No. of respondents 40 Percentage 40

27 2 3 4 5 Agree Disagree Moderate Strongly Disagree TOTAL 52 3 4 1 100 52 3 4 1 100 (Sources-Primary Data)

CHART-4.9 There is a good relationship with colleagues in the organization

INTERPRETATION:
The table indicates that 52% of the sampled respondents agree that there is a good relationship with colleagues and 40% of the sampled respondents totally accept that there is a good relationship with colleagues and 4% of the sampled respondents moderate that there is a good rand elationship with colleagues and 3% of the sampled respondents disagree that there is a good relationship with colleagues and 1% of the sampled respondent strongly disagree that there is a good relationship with colleagues.

TABLE-4.10 Respondents opinion about the training provided by BSCL

Sl.no. 1 2 3 4 5 Opinion Excellent Good Average Poor Very Poor TOTAL No. of respondents 50 38 9 3 0 100 Percentage 50 38 9 3 0 100 (Sources-Primary Data)

CHART-4.10 Respondents opinion about the training provided by BSCL

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INTERPRETATION:
The table indicates that 50% of the employees feel that the training in organization is excellent that is they are absolutely satisfied and 38% of the employees feel that the training in organization is good that is they are satisfied and 9% of the employees feel that the training in organization is average that is they are partially satisfied and 3% that is none of the employees feels that the training in organization is poor.

TABLE-4.11 Organization provides high quality tools and techniques to do the job
No. of respondents 62 28 7 3 0 100

Sl.no. 1 2 3 4 5

Opinion Strongly Agree Agree Moderate Disagree Strongly Disagree TOTAL

Percentage 62 28 7 3 0 100 (Sources-Primary Data)

CHART-4.11 Organization provides high quality tools and techniques to do the job

INTERPRETATION:
The table indicates that 62% of the respondents very strongly agree with the provisions made to utilize quality tools and techniques to perform the job and 28% of the respondents agree with the provisions made to utilize quality tools and techniques to perform the job and 7% of the respondents moderate with the provisions made to utilize quality tools and techniques to perform the job and 3% of the respondents refused to accept it.

TABLE-4.12

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Respondents opinion about the growth opportunity and career planning program
Sl.no. 1 2 3 4 5 Opinion Excellent Good Average Poor Very Poor TOTAL No. of respondents 40 37 20 3 0 100 Percentage 40 37 20 3 0 100 (Sources-Primary Data)

CHART-4.12 Respondents opinion about the growth opportunity and career planning program

INTERPRETATION:
The table indicates that 40% of the employees feel that the growth opportunities and career planning program is excellent that is they are absolutely satisfied and 37% of the employees feel that the growth opportunities and career planning program is good that is they are satisfied and 20% of the employees feel that the growth opportunities and career planning program is average that is they are partially satisfied and 3% of the employees feel that the growth opportunities and career planning program is poor that is they are partially satisfied.

TABLE4.13 The safety measures adopted by BSCL

30 Sl.no. 1 2 3 4 5 TOTAL Opinion Excellent Good Average Poor Very Poor No. of respondents 29 41 26 4 0 100 Percentage 29 41 26 4 0 100 (Sources-Primary Data)

CHART-4.13 The safety measures adopted by BSCL

INTERPRETATION:
The table indicates that 41% of the employees feel that the safety measure adopted by BSCL is good that is they are satisfiedand 29% of the employees feel that the safety measure adopted by BSCL is excellent that is they are absolutely satisfied and 26% of the employees feel that safety measure adopted by BSCL is average that is they are partially satisfied and 4% of the employees feel that the safety measure adopted by BSCL is poor that they are not satisfied.

TABLE-4.14 Medical facilities and schemes provided by BSCL

Sl.no. 1 2 3 4 5 No. of Percentage respondents Excellent 26 26 Good Average Poor Very Poor TOTAL 41 30 3 0 100 41 30 3 0 100 Opinion

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(Sources-Primary Data)

CHART4.14 Medical facilities and schemes provided by BSCL

INTERPRETATION:
The table indicates that 41% of the employees feel that the medical facilities and scheme provided by BSCL is good that is they are satisfied and 30% of the employees feel that medical facilities and scheme provided by BSCL is average that is they are partially satisfied and 26% of the employees feel that the medical facilities and scheme provided by BSCL is excellent that is they are absolutely satisfied and 3% of the employees feel that the medical facilities and scheme provided by BSCL is poor that they are not satisfied.

TBLE-4.15 Respondents opinion about work timings of BSCL

Sl.no. 1 2 3 4 5 Opinion Excellent Good Average Poor Very Poor TOTAL No. of respondents 37 48 13 2 0 100 Percentage 37 48 13 2 0 100 (Sources-Primary Data)

CHART-4.15 Respondents opinion about work timings of BSCL

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INTERPRETATION:
The table indicates that 48% of the employees feel that the work timing of BSCL is good that is they are satisfied and 39% of the employees feel that the work timing of BSCL is excellent that is they are absolutely satisfied and 13% of the employees feel that work timing of BSCL is average and 2% of the employees feel that work timing of BSCL is poor.

CHABLE-4.16 Respondents opinion on praise received from members of work community or Sl.no Opinion No. of Percentag customers
. 1 2 3 4 5 Always Often Sometime s Hardly ever Never 100 respondent s 18 32 38 7 5 100 e 18 32 38 7 5

TOTAL

(Sources-Primary Data)

CHART-4.16 Respondents opinion on praise received from members of work community or customers
INTERPRETATION: The table indicates that 18% of the employees say that they always receive praise for the work and 32% of the employees say that they often receive praise for the work and 38% of the employees say that they sometimes receive praise for the work and 7% of the employees say that they hardly ever receive praise for the work and 5% of the employees say that they never received praise for the work.

TABLE-4.17

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Respondents opinion about canteen

Sl.no. 1 2 3 4 5 Opinion Excellent Good Average Poor Very Poor TOTAL No. of respondents 24 50 24 2 0 100 Percentage 24 50 24 2 0 100 (Sources-Primary Data)

CHART4.17 Respondents opinion about canteen

INTERPRETATION: The table indicates that 24% of the employees feel that the canteen facilities provided is excellent that is they are absolutely satisfied and 50% of the employees feel that the canteen facilities provided is good that is they are satisfied and 24% of the employees feel that the canteen facilities provided is average that is they are partially satisfied and 2% of the employees feel that the canteen facilities provided is poor that is they are partially satisfied.

TABLE-4.18 Help from superiors to complete the job successfully

34 Sl.no. 1 2 3 4 5 Opinion Always Often Sometimes Hardly ever Never TOTAL No. of respondent s 44 33 20 3 0 100 Percentage 44 33 20 3 0 100 Sources -primary Data)

CHART4.18 Help from superiors to complete the job successfully

INTERPRETATION: The table indicates that 44% of the employees are of the opinion that they always receive help from superiors to complete the job successfully and 33% of the employees receive help from superiors often and 20% of the employees say that they sometimes receive help from superiors and 3% of the employees say that they hardly ever receive help from superiors

TABLE-4.19 Respondents opinion about transportation facilities provided by BSCL

Sl.no. 1 2 3 4 5 Opinion Excellent Good Average Poor Very Poor TOTAL No. of respondents 24 64 10 2 o 100 Percentage 24 64 10 2 o 100

35 (Sources-Primary Data)

CHART-4.19 Respondents opinion about transportation facilities provided by BSCL

INTERPRETATION: The table indicates that 24% of the employees feel that the transportation facilities provided is excellent that is they are absolutely satisfied and 66% of the employees feel that the transportation facilities provided is good that is they are satisfied and 10% of the employees feel that the transportation facilities provided is average that is they are partially satisfied and 2% of the employees feel that the transportation facilities provided is poor that is they are partially satisfied

CABLE4.20
Sl.no. 1 2 3 4 5 Opinion Very satisfied Satisfied Neutral Dissatisfied Very dissatisfied TOTAL No. of respondents 45 51 4 0 0 100 Percentage 45 51 4 0 0 100

Overall satisfaction with the job

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(Sources-Primary Data)

CHART4.20 Overall satisfaction with the job

INTERPRETATION: The table indicates that 45% of the employees are very satisfied with the job, as is revealed by the study and 51% of the employees are satisfied with the job, as is revealed by the study and 4% of the employees are partially satisfied with the job, as is revealed by the study.

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Relationship between the skill and abilities and working conditions SKILL Excellent Good Average Poor Very poor Total Strongly agree 26 17 1 1 0 45 Working conditions Agree Moderate Disagree 15 30 4 0 0 49 0 3 2 0 0 5 1 0 0 0 0 1 Total Strongly disagree 0 0 0 0 0 0 42 50 7 1 0 100

Skill Excellent Good Average Poor Very poor Total Strongly agree 18.9 22.5 3.15 0.45 0 45

Working conditions Agree Moderate Disagree 20.6 24.5 3.43 0.49 0 49 2.1 2.5 0.35 0.05 0 5 0.4 0.5 0.07 0.01 0 1

Total Strongly disagree 0 0 0 0 0 0 42 50 7 1 0 100

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Chi-Square Test Table O 26 15 0 1 0 17 30 3 0 0 1 4 2 0 0 1 0 0 0 0 0 0 0 0 0 E 18.9 20.6 2.1 0.4 0 22.5 24.5 2.5 0.5 0 3.15 3.43 0.35 0.07 0 0.45 0.49 0.05 0.01 0 0 0 0 0 0 O-E 7.1 -4.4 -2.1 0.6 0 -5.5 5.5 0.5 -0.5 0 -2.15 0.57 1.65 -0.07 0 0.55 -0.49 -0.05 -0.01 0 0 0 0 0 0 (O-E)2 50.4 19.4 4.4 0.36 0 30.25 30.25 0.25 0.25 0 4.62 0.32 2.72 .005 0 0.30 0.24 0.003 0.0001 0 0 0 0 0 0 (O-E)2/E 2.7 0.9 2.1 0.9 0 1.34 1.23 0.1 0.5 0 1.47 0.09 7.77 0.7 0 0.67 0.49 0.06 0.01 0 0 0 0 0 0 20.4

Total
Null Hypothesis

39 There is no significant relationship between skill and abilities of the respondents and working conditions.

Alternative hypothesis
There is no significant relationship between skill and abilities of the respondents and working conditions.

Calculate value = 18.01 =(R-1)(C-1) = 4*4 =16 Degree of freedom: 16 Tabulated value of t for 16 degree of freedom at 5% L.O.S is Result
The result of the Chi-square test reveals that the calculated chi-square value(20.4) is more than the table value(21.026) at 5 percent level of significance and therefore, the relationship between skill and abilities of the respondents and working conditions d is significant. Thus the hypothesis shows that the relationship between skill and abilities of the respondents and working conditions. Thus the alternative hypothesis is accepted.

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CHAPTER IV 4.1 FINDINGS:

The table indicates that 87% of the respondents are male and 13% of the respondents are female.
The table indicates that 76 % of the respondents belong to the age group of 30 to 45 years and 12 % of the respondents lie between 20 to 30 age group and12 % of the respondenfall in the age group of 45 and above.

The table indicates that 26 % of the respondents have completed DEGREE as is revealed by the study and 24 % of the respondents have completed DIPLOMA as is revealed by the study and 15 % of the respondents have completed SSLC as is revealed by the study
28 % of the respondents are having the experience 15-20 year 19% of the respondents are having the experience 5-10 years and 11 % of the respondents are having the experience 20-25 years.

The table indicates that 48% of the respondents fall in the income category of Rs 10,001 20,000 per month as is revealed by the study and 35% of the respondents fall in the income category of below Rs 10,000 per month as is revealed by the studyand and10% of the respondents fall in the income category of Rs 30,001- 40,000 per month as is revealed by the study The table indicates that 49% of the sampled respondents agree that they get freedom to use skills and abilities to perform the job and 45% of the sampled respondents totally accept that they get freedom to use their skills and abilities to perform the job and 1% of the sampled respondent disagree the fact that they get freedom to use their skills and abilities to perform the job

The table indicates that 50% of the respondents are of the opinion that the job environment and working conditions is good and 42% of the respondents are of the opinion that the job environment and working conditions is excellent and 1% of the respondents are of the opinion that the job environment and working conditions is poor. The table indicates that 53% of the respondents are of the opinion that the pay structure is good and 18% of the respondents are of the opinion that the pay structure is average and 4% of the respondents are of the opinion that the pay structure is poor.

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The table indicates that 52% of the sampled respondents agree that there is a good relationship with colleagues and 40% of the sampled respondents totally accept that there is a good relationship with colleagues colleagues and 1% of the sampled respondent strongly disagree that there is a good relationship with colleagues. The table indicates that 52% of the employees feel that the training in organization is excellent that is they are absolutely satisfied and 9% of the employees feel that the training in organization is average that is they are partially satisfied and 3% that is none of the employees feels that the training in organization is poor. The table indicates that 62% of the respondents very strongly agree with the provisions made to utilize quality tools and techniques to perform the job and 28% of the respondents agree with the provisions made to utilize quality tools and techniques to perform the job and 3% of the respondents refused to accept it. The table indicates that 40% of the employees feel that the growth opportunities and career planning program is excellent that is they are absolutely satisfied and 20% of the employees feel that the growth opportunities and career planning program is average that is they are partially satisfied and 3% of the employees feel that the growth opportunities and career planning program is poor that is they are partially satisfied . The table indicates that 41% of the employees feel that the safety measure adopted by BSCL is good that is they are satisfiedand and 26% of the employees feel that safety measure adopted by BSCL is average that is they are partially satisfied and 4% of the employees feel that the safety measure adopted by BSCL is poor that they are not satisfied.

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87 % of the respondents are male as is revealed by the study. 76 % of the respondents fall in the age group of 30 to 45 years, as is revealed by the study. 26 % of the respondents have completed DEGREE as is revealed by the study. 28 % of the respondents are having the experience 15-20 years as is revealed by the study. 48% of the respondents fall in the income category of RS 10,001 20000 per month as is revealed by the study. 49 % of the sampled respondents agree that they get freedom to use skills and abilities to perform the job. 51 % of the respondents are of the opinion that the job environment and working conditions is good, as revealed by the study. 53 % of the respondents are of the opinion that the pay structure of BSCL is good, as revealed by the study. 52 % of the sampled respondents agree that there is a good relationship with colleagues. 52 % of the employees feel that the training in organization is excellent that is they are absolutely satisfied. 62 % of the respondents very strongly agree with the provisions made to utilize quality tools and techniques to perform the job. 40 % of the employees feel that the growth opportunities and career planning program is excellent that is they are absolutely satisfied. 41 % of the employees feel that the safety measure adopted by BSCL is good that is they are satisfied. 41 % of the employees feel that the medical facilities and scheme provided by BSCL is good that is they are satisfied. 48 % of the employees feel that the work timing of BSCL is good that is they are satisfied. 38 % of the employees say that they sometimes receive praise for the work from other members of the work community or customers.. 51 % of the employees feel that the canteen facilities provided is good that is they are satisfied. 44 % of the employees are of the opinion that they always receive help from superiors to complete the job successfully. 66 % of the employees feel that the transportation facilities provided is good that is they are satisfied.. 51 % of the employees are satisfied with the job, as is revealed by the study.

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4.2 SUGGESSION:

44 Based on the analysis conducted in the organization the following are the recommendations made to the organization:

The company can increase the number of work opportunities to the employees. Some of the employees are not satisfied with the job environment and working conditions, proper initiative should be made to improve them. Some of the employees are not satisfied with the career-planning programme. If they are to be retained, company must satisfy their moral needs, innovate aspirations for growth and development of advancement in their career.

Employees must be motivated regularly through providing opportunities. The management should take care in providing travelling facility for male employees. Performance appraisal should be done on regular basis to motivate and encourage employees.
Training programme should be given regularly. The organization should improve welfare facilities through educating employees

about health problems. It will lead to reduction of absenteeism and executive job turnover. Supervising is more needed to evaluate the employee performance.
Salary for the managing level staffs should be improved.

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4.3 CONCLUSION: From the study, it is clear that quality of work life of employees in BSCL is good. This research highlights some of the small gaps in employees satisfaction towards the company. Thus, we can say that the BSCL is very caring and considerate to its employees. Also it is observed & evaluated through a proper analysis of the questionnaire that the employees are satisfied while working in BSCL under present conditions.

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Overall near about all the employees of BSCL give positive responses which confirm that they are satisfied with the Quality of work life in the organization.