A STUDY ON QUALITY OF WORK LIFE AMONG THE EMPLOYEES AT METRO ENGINEERING

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A STUDY ON QUALITY OF WORK LIFE AMONG THE EMPLOYEES AT METRO ENGINEERING Powered By Docstoc
					INTERNATIONAL JOURNAL OF MANAGEMENT (IJM)
 International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN
   0976 – 6510(Online), Volume 4, Issue 1, January- February (2013)
ISSN 0976 – 6367(Print)
ISSN 0976 – 6375(Online)
Volume 4, Issue 1, January- February (2013), pp. 01-05
                                                                                IJM
© IAEME: www.iaeme.com/ijm.html                                          ©IAEME
Journal Impact Factor (2012): 3.5420 (Calculated by GISI)
www.jifactor.com




   A STUDY ON QUALITY OF WORK LIFE AMONG THE EMPLOYEES
           AT METRO ENGINEERING PRIVATE LIMITED

                                        M.Surya Kumar
                                        Research Scholar,
                                      Karpagam University,
                                       Coimbatore-641021,
                                Email:suryakumar.phd@gmail.com

                                            Dr.N.Shani
                                       Professor and Head,
                         Akshaya Institute of Management Studies (AIMS)
                                       Coimbatore-641021,



   ABSTRACT

          The paper aims to measure and identify the quality of work life among the employees
   at Metro Engineering. The empirical base is formed by survey among the employees by
   taking a sample size of 120. The factors include personal data, Information about the job,
   organizational work life, job vs personal life.

   Keywords: empirical, personal data, factors, organizational work life etc.

   1.0 INTRODUCTION

   More complex models of an individual’s experience in the workplace often appear to be set
   aside in an endeavour to simplify the process of trying to measure "stress" or some similarly
   apparently discrete entity. It may be, however, that the consideration of the bigger, more
   complex picture is essential, if targeted, effective action is to be taken to address quality of
   working life or any of it's sub-components in such a way as to produce real benefits, be they
   for the individual or the organization. This consideration of Quality of working Life as the
   greater context for various factors in the workplace, such as job satisfaction and stress, may
   offer opportunity for more cost-effective interventions in the workplace. The effective
   targeting of stress reduction

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International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN
0976 – 6510(Online), Volume 4, Issue 1, January- February (2013)
2.0 QUALITY OF WORK LIFE

       QWL refers to the relationship between worker and his environment, adding the
human dimension to the technical and economic dimensions with in which the work is
normally viewed and designed. QWL focus on the problem of creating a human working
environment where employees work co-operatively and achieve results collectively. It also
includes:
           • The program seeks to promote human dignity and growth.
           • Employees works collaboratively they determine work change participate.
           • The program assuming compatibility of people and organization.
       QWL refers to the level of satisfaction, motivation, involvement and commitment
individuals experience with respect to their line at work. QWL is the degree of excellence
brought about work and working conditions which contribute overall satisfaction and
performance compatibility at the individual level but finally at the organization level.
       2.1 WAY TO CREATE HIGH QWL

           QWL deals with the relationship between every employee and his or her work
       organization. This relationship is formal sometimes less formal. This contract is
       psychological; contract. “Psychological contract is the set of expectations held be the
       individual specifying what the individual and organization except to give and receive
       from each other in the course of their relationship” the contract represents the
       expected exchange of values that encourages the individual to work for the
       organization and motivates the organization to employ that persons.

3.0 FINDINGS

       3.1 Demographic characteristics of employees:
           The frequency distribution of gender of employees was analyzed as below

                      Gender-wise Classification of the Respondents


        Sl.No             Gender            No. of respondents          percentage


          1                Male                      95                    79.2


          2               Female                     25                    20.8


          3                Total                    120                    100.0


Inference: From the above table it is inferred that 79.2% of the respondents’ belongs to male
category and the rest 20.8% of them belong to female category.

                                              2
International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN
0976 – 6510(Online), Volume 4, Issue 1, January- February (2013)
The frequency distribution of age of employees was analyzed as below

                       Age-wise Classification of the Respondents

        Sl.No               Age             No. of respondents         percentage


          1            Less than 26                  27                    22.5

          2                26-35                     33                    27.5

          3                36-45                     29                    24.2

          4              45 above                    31                    25.8

          5                Total                    120                   100.0

Inference: From the above table it is inferred that, 22.5% of the respondents’ belongs to the
age of less than 26, 27.5% of them belongs to the age of 26-35, 24.2% of them belongs to the
age of 36-45 and 25.8% of them belongs to the age of above 45.

The frequency distribution of educational qualification of employees was analyzed as below

                      Educational qualification of the Respondents
        Sl.No          Educational        No. of respondents       Percentage
                       qualification


          1                 UG                       36                    30.0


          2                 PG                       46                    38.3


          3               Diploma                    24                    20.0

          4                Others                    14                    11.7

          5                Total                    120                   100.0

      From the above table it is inferred that, 30.0% of respondents’ have completed their
UG degree, 38.3% of them have completed their PG, 20.0% of them have completed their
Diploma and 11.7% of them have completed others courses.

                                             3
International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN
0976 – 6510(Online), Volume 4, Issue 1, January- February (2013)
                             ANALYSIS OF VARIANCE

Null Hypothesis H0: There is no variation between the salary with organizational work life.
Alternative Hypothesis H1: There is a variation between the salary with organizational work
life
                  SALARY VS ORGANISATIONAL WORK LIFE
                                       Sum of                   Mean
                                       Squares        df        Square        F        Sig.
Communication     Between Groups        3.082          3        1.027        .758     .520
                   Within Groups       157.284       116        1.356
                      Total            160.367       119
Rules to follow   Between Groups        2.018          3         .673        .605     .613
                   Within Groups       128.907       116        1.111
                       Total           130.925       119
 Own interest     Between Groups        7.251          3        2.417       1.336     .266
                Within Groups          209.915       116        1.810
                    Total              217.167       119
Amount of work Between Groups           4.564          3        1.521        .771     .513
                   Within Groups       228.902       116        1.973
                       Total           233.467       119
  Need more       Between Groups        1.865          3         .622        .511     .675
   training
                   Within Groups       141.126       116        1.217
                       Total           142.992       119
Clear instruction Between Groups        6.341          3        2.114       1.167     .325
                   Within Groups       210.026       116        1.811
                       Total           216.367       119

Develop my own                          2.795          3         .932        .707     .549
   abilities   Between Groups
                   Within Groups       152.796       116        1.317
                       Total           155.592       119

         From the above anova table it is known that the significance difference between the
salary with organizational work life are greater than .05 level of significance .
It is inferred that there is no variation between the salary with organizational work life so
Null hypothesis is accepted




                                             4
International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN
0976 – 6510(Online), Volume 4, Issue 1, January- February (2013)
4.0 REFERENCES

   1) L.M. PRASAD, Human Resource Management, Sultan Chand & Sons, New Delhi,
      2005.
   2) PYLEE. M.V. & Simon George, Industrial relations and Personnel Management,
      Vikas Publishing House (p) Ltd.., New Delhi 2007.
   3) K.K AHUJA, Industrial Relations-Theory and Practice, Kalyani Publishers, New
      Delhi, 1988.
   4) P.S GREWAL, methods of statistical analysis, sterling publishers private ltd, New
      Delhi, 1990.
   5) Dr. N. Shani, Narayanasamy.P.S, “The Role Of Employee Engagement And Strategic
      Tool In HRM” International Journal of Management (IJM), Volume2, Issue2, 2011,
      pp. 25 - 32, Published by IAEME
   6) Dr. N. Shani, P. Divyapriya, K. Logeshwari, “Human Resource Philosophy”
      International Journal of Management (IJM), Volume2, Issue1, 2011, pp. 61 - 68,
      Published by IAEME
   7) P. Mohanraj, A.Ashok kumar, Dr. M. Arunachalam, “Quality Of Work Life Sustains
      Robust Work Culture: An Empirical Study On Ntc Mills, International Journal of
      Management (IJM), Volume1, Issue2, 2010, pp. 37 - 43, Published by IAEME


Search Engines Used:
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Web Reference
  1. http://www.indialabourarchives.org/col/ncl.htm
  2. http://en.wikipedia.org/wiki/Quality_of_working_life
  3. http://wiki.answers.com/Q/Introduction_of_quality_of_work_life




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