61105309 a project report on quality of work life

ABSTRACT

Quality of work life denotes all the organizational inputs which aim at the employee’s

satisfaction and enhancing organizational effectiveness. The basic purpose is to develop jobs and

working conditions that are excellent for employees as well as economic health of organization.

It refers to the level of satisfaction, motivation, commitment and involvement an individual

experience with respect to their line at the work.

Trichy Customs and Central Excise Collectorate came into existence with effect from

June 01, 1983 with the jurisdiction formed out of erstwhile Madurai and Madras

Collectorate..The Central Excise & Customs Commissionerate is responsible for collection of

Union Excise duties on the manufactured goods and Customs duties on goods imported into the

country. These duties form the biggest source of tax revenue for the Central Government and the

Central Excise duties form the single largest source of Government revenue. The Department of

Central Excise and Customs comes under the Department of Revenue, Ministry of Finance. The

apex body of the Department is the Central Board of Excise and Customs (CBEC), which

comprises of six members and is headed by the Chairman. Administratively, the entire country is

divided into Commissionerate of Central Excise and Customs.

This study helps to find the quality of work life in the Office of Commissionerate of

Central Excise and Service Tax. The objective of the study is to determine the various factors

influencing the quality of work life, to measure the level of satisfaction towards the quality of

work life and suggestions to improve the quality of work life.

The type of research adopted in this study is Descriptive Research. Convenience

sampling method is used to collect data, the sample size is 70. Questionnaire was used to collect

the primary data.

The findings revealed that the organization is providing good working conditions and the

overall job satisfaction was found to be good and overall quality of work life is good. The

organization can improve infrastructure facilities so as to improve the performance of

employees. This study highlighted only some of the small gaps in employee’s satisfaction

towards the quality of work life.

CONTENTS

LIST OF TABLES

S.No TITLE P.NO

4.1 Gender of the Respondents

4.2 Age group of Respondents

4.3 Designation of the Respondents

4.4 Section of the Respondents

4.5 Education qualification of Respondents

4.6 Experience of Respondents

4.7 Marital status of Respondents

4.8 Level of satisfaction with salary and benefits

4.9 Level of satisfaction with work assignment

4.10 Level of satisfaction with transfer policies

4.11 Level of satisfaction with the promotion policy

4.12 Level of satisfaction with bonus provided

4.13 Level of Satisfaction with the medical checkup

4.14 Level of satisfaction with the recognized list of hospitals

4.15 Level of Satisfaction with Quantity and Quality of food provided in the canteen

4.16 Level of satisfaction with the rate of food available in the canteen

4.17 Level of satisfaction with grievance Redressel

4.18 Rating for seating arrangement

4.19 Rating for computer configuration

4.20 Rating for Ventilation, A/C

4.21 Rating for lights

4.22 Rating for Fire-Extinguisher

4.23 The superiors are cooperative

4.24 Comfortable with workspace allotment

4.25 Freedom to offer suggestions

4.26 Reward for outstanding performance

4.27 Level of satisfaction with training

4.28 The requirement of the speciality hospitals to be added in the list of hospitals provided.

4.29 Therequirement of health and fitness club

4.30 Regular feedback on performance

4.31 opinion about the overall quality of work life

LIST OF FIGURES

S.No TITLE P.No

4.1 Gender of the Respondents

4.2 Age group of Respondents

4.3 Designation of the Respondents

4.4 Section of the Respondents

4.5 Education qualification of Respondents

4.6 Experience of Respondents

4.7 Marital status of Respondents

4.8 Level of satisfaction with salary and benefits

4.9 Level of satisfaction with work assignment

4.10 Level of satisfaction with transfer policies

4.11 Level of satisfaction with the promotion policy

4.12 Level of satisfaction with bonus provided

4.13 Level of Satisfaction with the medical checkup

4.14 Level of satisfaction with the recognized list of hospitals

4.15 Level of Satisfaction with Quantity and Quality of food provided in the canteen

4.16 Level of satisfaction with the rate of food available in the canteen

4.17 Level of satisfaction with grievance Redressel

4.18 Rating for seating arrangement

4.19 Rating for computer configuration

4.20 Rating for Ventilation, A/C

4.21 Rating for lights

4.22 Rating for Fire-Extinguisher

4.23 The superiors are cooperative

4.24 Comfortable with workspace allotment

4.25 Freedom to offer suggestions

4.26 Reward for outstanding performance

4.27 Level of satisfaction with training

4.28 The requirement of the speciality hospitals to be added in the list of hospitals provided.

4.29 Therequirement of health and fitness club

4.30 Regular feedback on performance

4.31 opinion about the overall quality of work life

Chapter – I

Introduction

INTRODUCTION

Quality of work life denotes all the organizational inputs which aim at the employee’s

satisfaction and enhancing organizational effectiveness. The basic purpose is to develop jobs and

working conditions that are excellent for employees as well as economic health of organization.

It refers to the level of satisfaction, motivation, commitment and involvement an individual

experience with respect to their line at the work. The quality of work life is the degree of

excellence brought about work and working conditions that contribute to the overall satisfaction

and performance primarily at individual level and finally at organization level.

Quality of Work Life (QWL) has become one of the most important issues these days in every

organization. Employees are the force that is behind every successful organization. No

organization can become successful with technology only because for the use of technology also,

organizations need to have strong work force.Quality of Work Life was the term actually

introduced in the late 1960’s. From that period till now the term is gaining more and more

importance everywhere, at every work place. Initially quality of work life was focusing on the

effects of employment on the general well being and the health of the workers.But now its focus

has been changed. Every organization need to give good environment to their workers including

all financial and non financialincentives so that they can retain their employees for the longer

period and for the achievement of the organization goals.. At the end we can say that a happy and

healthy employee will give better turnover, make good decisions and positively contribute to the

organizationgoal.

The quality of work life is a process by which an organization responds to employee

needs for developing mechanism that allow them to share fully in making decision that designs

their life at work. Thus QWL means having good supervision, good working conditions, good

pay and benefits and interesting, challenging and rewarding job.

Factors affecting quality of work life:

Job satisfaction:

Job satisfaction is the favorable or unfavorable with which employees view their work. As with

motivation, it is affected by the environment. Job satisfaction is impacted by job design. Jobs that

are rich in positive behavioral elements – such as autonomy, variety, task identity, task

significance and feedback contribute to employee’s satisfaction. Likewise, orientation is

important because the employee’s acceptance by the work group contributes to satisfaction. In

sort, each element of the environmental system, can add to, or detract from, job satisfaction.

Pay:Quality of work life is basically built around the concept of equitable pay. In this days

ahead, employees may want to participate in the profit of the organization.

People: Almost everyone has to deal with three set of people in the work place. Those

are namely boss, co-workers in the same level and subordinates. Apart from this, some

professions need interaction with people like patients, media persons, public, customers, thieves,

robbers, physically disabled people, mentally challenged, children, foreign delegates, gangsters,

politicians, public figures and celebrities. These situations demand high level of prudence, cool

temper, tactfulness, humor, kindness, diplomacy and sensitiveness.

Health conditions of employees:

Organisation should realize that their true wealth lies in their employees and so providing healthy

environment for employees should be their primary objective.

Personal and career growth opportunities:

An organization should provide employees with opportunity for personal/professional

development and growth and to preparethem to accept the responsibilities at higher level.

Participative management style and recognition:

Flat organization structure helps organization facilitate employee participation.A Participative

management style improves the quality of worklife.Workers feel that they have control over their

work process and they also offer the innovative ideas to improve them.Recognition also helps in

motivating employees to perform better.Recognition can be in form of rewarding employees for

their best performance.

Autonomous Work Teams:

An autonomous work team is one which can plan, regulate and control its own work world. The

management only specifies the goals that too in collaboration with the team. The team organizes

the contents and structure of its job, evaluates its own performance, establishes its speed and

chooses its production method. It makes its own internal distribution of tasks and decides its own

membership. Autonomous team approach increases satisfaction and reduces turnover and

absenteeism.

Motivation:

Motivation is a complex subject. It involves the unique feelings, thoughts and past experiences of

each of us as we share a variety of relationships within and outside organizations. To expect a

single motivational approach work in every situation is probably unrealistic. In fact, even

theorists and researches take different points of view about motivation. Nevertheless, motivation

can be defined as a person’s drive to take an action because that person wants to do so. People

act because they feel that they have to. However,if they are motivated they make the positive

choice to act for a purpose – because, for example, it may satisfy some of their needs.

Worklife balance:

Organisation should provide the relaxation time for employees and offer tips to balance their

personal and professional lives. They should not strain employees personal and social life by

forcing on them by demanding working hours, overtime work, business travel, untiming

transfers.

By the globalization the modern employees are experiencing distress. 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.

Today an employee desires work to be more meaningful and challenging because quality is the

acid test. A Quality of work life gives an opportunity for deep sense of fulfillment. Employees

seek a supportive work environment that will enable them to balance work with personal

interests.

Quality of work life provides a more humanized work environment. It attempts to serve the

higher order needs of workers as well as their basic needs. Quality of Work Life indicates that

the work should not have excessively negative conditions. It should not put workers under undue

stress. It should not damage or degrade their humanness. It should not be threatening or unduly

dangerous.

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.

The term Quality of work life has been applied to a wide variety of organizational improvement

efforts. The common elements seem to be, has good man indicates, an “attempt to restructure

multiple dimensions of the organizational and to institute a mechanism which introduces and

sustains changes overtime . Aspects of the change mechanism are usually an increase in problem

solving between the union and management

Responsiveness to employee concerns. In every organization, people and their behavior assumes

vital role in determining the performance and effectiveness. While many studies concentrated on

physical and financial performance of organization. Studies on behavioral aspects seem to be

inadequate. So, the attempts must to understand the human side of the enterprise.

The Quality of work life movement provides a value frame work and a philosophy which has a

long term implication for the human development and enrichment. It tries to balance both the

work and family life. Hence integrated approach with regard to Quality of work life is required

for the success of an individual and an organization. This underlines the necessity of searching

studies on the nature of human relations and the problems of human relations and the problems

of human behavior in the organization and suggests measures to cope with the problems. Hence,

an in depth on aspects like Quality of work life can throw light on many non-identified aspects of

human behavior which may help in understanding the issues involved and improving the overall

performance of these organizations. There it is found that there is need to study in greater detail

about the topic

Need of the study:

In the current scenario every organization expects their employees to perform at their

peak potential. Though monetary aspects play an important role in motivating employees,

organization around the world have come to understand that there are many other aspects that

contributes better employee performance. It is these aspects that form the basis for this study. In

particular this study aims to identify the various tangible and intangible aspects that contribute to

the quality of the workplace. It is very important for an organization to create a very conducive

working environment for employees.

This study is needed to ensure that all employees are performing at their peak potential,

free from stress and strain, and to ensure all their needs are fully satisfied. This study will be

used as feedback from employees to know their current perspective of workplace and also to

identify the areas of improvement for the organization.

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. This study covers the overall quality of work life of

employees, i.e. their job satisfaction, work environment, working hours, work stress, their

relation with their colleagues, work assignments, infrastructure provided etc ..The present study

aims at measuring the level of satisfaction of employees and to know about the various welfare

activities and benefits provided for the employees. The study is dependent on the opinion

expressed by all the employees of all the departments.

Quality of work life is a multi dimensional aspect. Some of these aspects are

Compensation and the reward for the work

Personal and career growth opportunities

Motivation

Participative management style

Health and Safety of the employees

Job security

Job specification

By providing better quality of work life, the following results can be achieved.

Better performance of employees

More devotion and dedication towards work

Reduced absenteeism

Voluntary participation in an organizational activities

Reduced corruption

Lesser attrition

Significance of the study: Quality of work life covers the various aspects under the general umbrella of supportive

organization behavior. Thus the quality of work life should be broad in its scope. It must evaluate

the attitude of employees towards personnel policies. The research will be helpful in

understanding the current position of the organization. And provide some strategies to extend the

employee satisfaction with little modification which is based on the internal facilities of the

organization.

The research can be further used to evaluate the facilities provided by the management

towards the employee. This study also helps to manipulate the expectations of the employees.

REVIEW OF LITERATURE

Various authors and researchers have proposed models of Quality of working life which include

a wide range of factors. Selected models are reviewed below.

1. Journal Name -Organizational Behavior and Human Performance, 16,

Title-Motivation through the design of work:Test of a theory.

P.No: 250-279, Year: 1976, Author: Hackman, J. R., & Oldham, G.R

In this journal, author suggested that the psychological growth needs are relevant to the

consideration of Quality of working life. Several such needs were identified; Skill variety, Task

Identity, Task significance, Autonomy and Feedback. They suggested that such needs have to

be addressed if employees are to experience high quality of working life.

2. Journal Name: Occupational Psychology, 52

Title: - Scales for the measurement of some work attitudes and aspects of psychological well being

P.No: 129-148Year:1979 Author: Warr. P, Cook. J and Wall. T

In an investigation of Quality of working life, the author suggested a range of apparently relevant

factors, including work involvement, intrinsic job motivation, higher order need strength,

perceived intrinsic job characteristics, job satisfaction, life satisfaction, happiness. They

discussed a range of correlations derived from their work, such as those between work

involvement and job satisfaction, intrinsic job motivation and job satisfaction, and perceived

intrinsic job characteristics and job satisfaction

3. Journal Name: Occupational Behavior, 5

Title: - Accounting for the quality of work life.

P.No: 197-212.Year: 1984 Author: Mirvis, P. H. and Lawler, E.

In this journal the author suggested that Quality of working life was associated with satisfaction

with wages, hours and working conditions, describing the “basic elements of a good quality of

work life as; safe work environment, equitable wages, equal employment opportunities and

opportunities for advancement.

4. Journal Name: Organizational Behavior, 12

Title: - Routinization of job context and job content as related to employees' quality of working life

P.No: 379-386. Year:1991 Author: Baba V. B., & Jamal, M

In this journal, the authorsuggested that the typical indicators of quality of working life,

including: job satisfaction, job involvement, work role ambiguity, work role conflict, work role

overload, job stress, organizational commitment and turn-over intentions. Baba and Jamal also

explored routinisation of job content, suggesting that this facet should be investigated as part of

the concept of quality of working life

5 Journal Name: Journal of Management, 25

Title: - Health and well-being in the workplace: A review and synthesis of the literature

P.No: 357-384. Year: 1999 Author: Danna & Griffin

In this journal, the author suggested thatQuality of Working Life is not a unitary concept, but has

been seen as incorporating a hierarchy of perspectives that not only include work-based factors

such as job satisfaction, satisfaction with pay and relationships with work colleagues, but also

factors that broadly reflect life satisfaction and general feelings of employees .

6. Book name: Social Indicators Research, 55

Title: - A new measure of quality of work lifebased on need satisfaction theories

P.No: 357-384. Year: 1999 Author: Sirgy, M.J., &Efraty,J

In this journal, the authorsuggested that the key factors in quality of working life are: Need

satisfaction based on job requirements, Need satisfaction based on Work environment, Need

satisfaction based on Supervisory behavior. They defined quality of working life as satisfaction

of these key needs through resources, activities, and outcomes stemming from participation in

the workplace. Maslow’s needs were seen as relevant in underpinning this model, covering

Health & safety, Economic and family, Social, Esteem, Actualization, Knowledge and

Aesthetics, although the relevance of non-work aspects is play down as attention is focused on

quality of work life rather than the broader concept of quality of life. These attempts at defining

quality of working life have included theoretical approaches, lists of identified factors,

correlation analyses, with opinions varying as to whether such definitions and explanations can

be both global, or need to be specific to each work setting.

Chapter – II

Organization Profile

CHAPTER- II

ORGANIZATION PROFILE

2.1 About Trichy Customs and Central Excise department:

Trichy Customs and Central Excise Collectorate came into existence with effect from

June 01, 1983 with the jurisdiction formed out of erstwhile Madurai and Madras Collectorate.

Subsequent re-organizations took place with effect from May 01, 1987 and June 01, 1991, as a

consequence of which Trichy central excise collectorate had 3 division

Trichy Central Excise Division was further bifurcated into two Divisions namely Trichy I

Central Excise Division and Trichy II Central Excise Division w.e.f August 01, 1997. With

effect from October 01, 1997, a new Division namely Cuddalore Central Excise Division was

carved out of the jurisdiction of Pondicherry division.

Further with effect from 01-11-2002, a new Commissionerate namely Pondicherry was

formed and Cuddalore Division was attached to Pondicherry Commissionerate. Tanjore Division

was bifurcated as Tanjore Division and Karaikal Division. Trichy II Division was bifurcated into

two Divisions namely Trichy II Division and KarurDivision.The Central Excise & Customs

Commissionerate is responsible for collection of Union Excise duties on the manufactured goods

and custom duties on goods imported into the country.These duties form the biggest source of tax

revenue for the Central Government and the Central Excise duties form the single largest source

of Government revenue.

The Department of Central Excise and Customs comes under the Department of Revenue,

Ministry of Finance. The apex body of the Department is the Central Board of Excise and

Customs (CBEC), which comprises of six members and is headed by the Chairman.

Administratively, the entire country is divided into Commissionerate of Central Excise and

Customs.

2.2 STAFF WELFARE

CUSTOMS AND CENTRAL EXCISE STAFF QUARTERS AT KARUMANDAPAM,

TRICHY

1. Trichy Central Excise Commisionerate was inaugurated on 01.06.1983. The Staff

Associations had been urging for the construction of the residential accomodation. As one of the

staff welfare measures, this Commissionerate purchased land measuring 4.18 acres on

31.10.1994 at Sakthi Nagar, Karumandapam,Trichy for Rs.63 Lakhs(approx.) for construction of

staff quarters.

2. The area is situated 4 Kms. away from the Commissionerate Headquarters Office and lies on

the Trichy-Dindigul road at Karumandapam, Trichy. The said area is a fast developing one in the

City. The staff quarters were constructed by CPWD at a cost of Rs.6.14 Crores(approx.) and

were alloted to the staff members from 01.06.2000 onwards. Presently about 500 staff and their

family members are residing in these 120 quarters of the following types: TYPE - I : 20, TYPE –

II :42, TYPE III :54,TYPE IV :4

3. For the development of site and services , the provision viz. Street lights in and around the

complex, Pump House, Sewage Plant, Internal roads and path, filtered water distribution lines,

unfiltered water supply distribution lines, storm water drain and Horticulture operations have

been made.

4. As a staff welfare measure, this office has alloted a flat in Type-III to M/s.KendriyaBhandar,

Trichy for running General Stores. A sentry room has been constructed and round-the-clock

Security System is provided for the safety of the building as well as property of the residents. A

Service Association has also been formed to look after the welfare of the residents. Efforts to

improve the services and facilities are still being continued. It is also proposed to provide a

children's park-cum-playground by installing safe, non-toxic and modern play equipments for

children's recreation and exercise at a cost of about Rs.2 Lakhs from the Customs Welfare Fund.

2.3 Organisation Structure of Excise Department:The structure of excise department is largely similar to the structure of Income tax

department.However in a view that the area of indirect taxes encompasses both custom duties as

well as excise duties,the department is structured in a manner tha facilitates the collection of

indirect taxes.

2.3.1 Central board of excise and customs(CBEC):

Recruitment to the customs and excise department is through the Indian Revenue service.The

successful candidates in civil service examinations are required to choose between the direct and

indirect tax streams.The apex body in charge of collection of both custom duties and central

excise duties is the central board of excise and customs(CBEC).This is statutatoryboard,set up

under the Central Board of Revenue act, 1963.The Board currently consist of chairman.

The Central Board of Excise & Customs (CBEC) (Department of Revenue, Ministry of Finance,

Govt of India) is responsible for formulation of policy relating to levy and collection of Indirect

Taxes namely Customs, Central Excise and Service Tax. The CBEC also exercises overall

supervision over Customs, Central Excise and Service Tax field formations located all over the

country. The Board discharges various tasks assigned to it, with the help of various Directorates

headed by officers of the rank of Director General (AddlSecy rank) and Director (JtSecy rank)

At the field level there are 34 zones headed by Chief Commissioners of Central Excise

and Customs, who are exercising supervision over the various Commissioners under their

charge. There are 93 Central Excise Commissionerates in the country headed by Commissioners

of Central Excise. These Commissionerates are entrusted with the task of collection of duties in

notified territorial jurisdiction of the Commissionerate and related Administrative functions.

Most of the Commissionerates also deal with work relating to Service Tax & Customs in their

jurisdiction.

2.3.2 Commissionerates:

Immediately below the CBEC are the chief commissioners.Thechoef commissioners are

administratively incharge of several commissionarates ranging from 2 to 4,each of which is

headed by a commissioner..Thecommissionerate,as its name implies,is the main organizational

mechanism for the collection of excise duties.Theorganisation structure for commissionerate is

as follows:

i. Commissioner

ii. Commissioner (Appeals)

iii. Additional Commissioner

iv. Joint Commissioners

v. Deputy Commissioner

vi. Assistant Commissioner (incharge of division)

vii. Superintendent (incharge of range)

viii. Sector officers (Sectors) like inspectors etc.

2.4 About Excise duty:

2.4.1 Direct Vs Indirect Taxes:

Taxes

Direct Taxes Indirect Taxes

I) Income Tax, Wealth Tax I) Central Excise, Customs, Service tax

Central Sales Tax, VAT, State Excise Tax

Ii) Paid directly by person concerned ii) Paid by one person but he records the same from

other person

iii) Tax payer pays directly from his iii) Tax payer pays while purchasing goods

Income or wealth and / or services

IV) Paid after income reaches hands of IV) Paid before goods/ services reach the

Tax payer tax payer

2.4.2 Advantages of Indirect Taxes

Psychological advantage to tax payer

Easier to collect

Less tax evasion

Lower collection cost

Control over wasteful expenditure

Channelise industrial growth

Support local industry [ High Customs Duty low Excise Duty]

High revenue [ 71% of tax revenue ]

2.4.3 Disadvantages of Indirect Taxes:

Tax is uniform whether purchased by rich or poor

Reduces demand of goods

Increases project cost

Shield to inefficient local industries

Cost of modern imported m/c & technology

Smuggling / tax evasion

Inflationary

2.4.4 Laws Relating to Central Excise

Central excise Act 1944

Central excise rules

Central excise valuation rules (2000)

Central excise tariff Act (CETA) 1985

Additional duties on goods of SP. Importance Act. 1957

Customs excise & service tax appellate tribunal (CESTAT ) procedure rules 1982

Notifications issued by central excise Deptt.

Circulars issued by central excise Deptt.

2.4.5 Important features of Excise Duty (E.D.)

Power to impose Excise Duty is given by constitution to Central Govt.

Power to impose Excise Duty on liquor, opium & narcotics to State. Govt.

Any article can be levied C.E. duty if all following conditions are satisfied :

a) Duty is on goods [movable & Marketable

b) Goods must be excisable i.e. mentioned in schedule to CETA 1985

c) Goods must be manufactured or produced

d) Such manufacturing or production must be in India

Goods manufactured in SEZ are “excluded excisable gods”& no E.D. is livable on such

goods

Taxable event is manufacture or production in India

Once duty liability is fixed, it can be collected from a person at time & place found

administratively most convenient for collection

Liability to pay E.D. is on manufacturer or producer of excisable goods.

When goods are stored in a warehouse without payment of duty the liability to pay duty

is on person who stores goods i.e. warehouse keeper.

Duty payable is as applicable on date of removal

Duty is payable even when

- Goods are used within factory

- Goods are captivity consumed within factory for further manufacture

- Goods given as free samples

- Goods given as free replacement

Duty can be levied on Govt. undertaking also

E.D. should be considered as manufacturing expenses & should be considered as an

element of cost for inventory valuation

Goods manufactured or produced in SEZ are excisable goods’ but no duty is leviable

2.5Administrative Setup of Central Excise Department

A) C.B.E. & C Board: (Central Board of Excise & Customs)

H.Q. New Delhi. Consists of 6 to 7 members. Board appoints officers & exercise

following powers: To issue instructions & direction to C.E. officers, to ensure uniformity in

classification of goods and to ensure uniformity in levy of E.D.

B) Chief Commissioner of Central Excise

Country is divided into 34 zones. Each zone is under supervision & control of chief

commissioners & commissioners (Appeals) within his zone.

C) Commissioner of Central Excise:

Each zone covers various commission rates & he in-charge of “the commissionorate” At

present there are 92 commissioners & 71 commissioner (Appeals) they have unlimited

powers of adjudication

D) Additional commissioner of Central Excise

There can be one or more & they report to commissioners. They have limited powers of

adjudication

E) Joint / Deputy / Assistant commissioner:

He is the Head of the office. Adjudication powers of the Deputy/AssistantCommissioner

are for the cases where the amount of duty involved Up to Rs.5 Lakhs. However all

Valuation andclassification cases are decided by Deputy/Assistant Commissioner

Irrespective of the amount of duty involved.

F) Superintendent: (Gazetted)

Each division is divided into several ranges & he is in-charge of one range.

G) Inspector: (Non-Gazetted)

Lowest in rank. He reports to superintendent.

Chapter – III

Research Design

Chapter – III

Research Design

3.1 Objectives of the study:

1. To determine the factors influencing the quality of work life

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

3. To find out the way to improve quality of work life

3.2 RESEARCH METHODOLOGY

“A Research is a careful investigation or inquiry; especially through search for new facts in any

branch of knowledge .It is a systemized effort to gain more knowledge.”

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically.It is necessary for the

researcher to know not only the research methods or technique but also the methodology.

Researcher always needs to understand the assumption underline various technique and they

need to know the criteria by which they can decide that certain technique and procedures will be

applicable to certain problems and other will not.

3.2.1 Type of research:

The method of conducting research deals with research design, data collection method,

samplingmethod. It explained about the nature of research work to be done such as descriptive

nature of research, which is used in this study.

3.2.2 Descriptive research:

The researcher has adopted descriptive research design for the purpose of this survey.

Descriptive studies are those studies which is concerned with describing the characteristics of a

particular individual, or of a group.

3.2.3 Types of data

1) Primary data

2)Secondary data

Primary Data:

First time collected data are referred to as primary data. In this research the primary data was

collected by means of a Structured Questionnaire. The questionnaire consists of number of

questions in printed form. It has both open-end closed end questions in it.

Section I- Personal Data: This section includes questions soliciting the respondent’s details

such as Age, Gender, Marital status, Education, Designation, section and Work experience.

Section II- Scale for measuring the issues: It comprises of single open ended type and various

close ended questions which includes yes no type, scaling and other optional questions.

Secondary Data:

Data which has already gone through the process of analysis or were used by someone else

earlier is referred to secondary data. This type of data was collected from the books, journals,

company records etc.

3.2.4 Source of Data:

The data has been collected from the employees of Office of commissionerate of Central

Excise and Service Tax of Trichy.

3.2.5 Sampling Unit:

Sampling unit refers to process of defining the target population that will be sample. Hence

for the present study, data was collected by means of questionnaire from the employees.

3.2.6 Sample Size:

Sample size plays a critical role, because the generalizability of the conclusion depends on

sample size. Sample size for the present study is 70.

3.2.7 Sampling Method:

Sampling means the method of selecting a sample from a given universe with a view to draw

conclusions about the universe. Sample means representative of universe selected for the study.

Sampling is a process of units(e.g. People) from a population of the interest

Sampling method is divided into 2 types

1) Probability Method

2) Non Probability Method

The sampling method that was chosen is entirely non probabilitistic in nature. In non

probabilitistic method the researcher has adopted convenience sampling method.

In this method, the researcher select the accessible population members from which to get

information and the items selected are easy to approach or easy to measure.

3.2.8 Period of study:

The researcher done this study from April-2011 to June 2011

3.3 Tools and Techniques:

In this research the tools such as Simple percentage analysis, chi square, ANOVA and

correlation are used for data analysis.

3.4 Limitations of the study: The individual perspective appears to be different.

Some of the respondents are hesitated to tell the truth so that it may result in wrong

statistical data.

The department has allowed the researcher to collect the data from the limited

respondents only and limited departments only.

CHAPTER- IV

Analysis and Interpretation

CHAPTER – IV

DATA ANALYSIS AND INTERPRETATION

4.1Table representing gender of Respondents:

S.No Gender No of Respondents Percentage1 Male 52 742 Female 18 26

Total 70 100

Inference:

From the above table we infer that 74% of data collected from male and 26% of data collected

from female.

Male-74%

Female-26%

4.1Chart representing the gender of respondents

MaleFemale

4.2.Table representing age group of Respondents

S.No Age Group No of respondents Percentage1 Below 25 yrs 1 12 25-35 yrs 13 193 35-45 yrs 20 284 45-55 yrs 22 325 Above 55 yrs 14 20

Total 70 100

Inference:

From the above table we infer that 32% of data collected from age group of 45-55, 28% and

20% of data collected from age group of 35-45 and Above 55% respectively,19% of data

collected from age group of 25-35 and 1% of data collected from age group of below 25 yrs.

Below 25 yrs25-35 yrs

35-45 yrs45-55 yrs

Above 55 yrs

0

5

10

15

20

25

30

35

1%

19%

28 %32%

20%

4.2 Chart representing the age group of respondents

4.3 Table representing the designation of the Respondents

S.No Designation No of respondents Percentage1 Superintendent 21 302 Inspector 31 443 Senior Tax Assistant 10 144 Deputy office superintendent 8 12

Total 70 100

Inference:

From the above table we infer that 44% of data are collected from Inspectors, 30% of the data

are collected from superintendents, 14% of data are collected from Senior Tax Assistants and

12% of the data are collected from Deputy Officer Superintendent.

30

44

14

12

4.3 Chart representing the designation of the respondents

SuptInspectorSTADOS

4.4 Table representing the Section of the Respondents

S.No Section No of respondents Percentage1 Administrative 10 142 Statistics 10 143 Vigilance 5 84 Preventive 12 175 Accounts 15 216 Internal Audit 18 26

Total 70 100

Inference:

The above table shows that 26% of data are collected from internal audit section,21% of the data

are collected from Accounts,17% are from preventive section and 8 % are from vigilance

section,14% of the data are collected from administrative section,14% of data are collected from

statistics section.

Administrative Statistics vigilance Preventive Accounts Internal Audit0

5

10

15

20

25

30

14 14

8

17

21

26

4.4 Chart representing the Section of the respondents

4.5 Table representing Education qualification of respondents:

S.No Qualification No of respondents Percentage1 SSLC 4 62 HSC 2 33 UG 43 614 PG 21 30

Total 70 100

Inference:

From the above table we infer that 53% and 33% of respondents has UG and PG Qualification

respectively,8% of respondents are SSLC and 6% of respondents are HSC.

SSLC

HSC

UG

PG

0 10 20 30 40 50 60 70

6

3

61

30

Chart representing the educational qualification of the respondents

4.6 Table representing the experience of Respondents.

S.No Experience No of respondents Percentage1 Less than 5 yrs 16 142 5-10 yrs 13 123 10-15 yrs 11 104 15-20 yrs 23 215 Above 20 yrs 47 43

Total 110 100

Inference:

From the above table we infer that 43% of data collected from respondents having above 20

yrs of experience.21% of data are collected from 15-20 yrs of experience, 14% of data are

collected from respondents having less than 5 yrs of experience, 12%10% of data collected from

respondents having experience of 5-10 yrs and 10-15 yrsrespectively.

Less than 5 yrs 5-10 yrs 10-15 yrs 15-20 yrs Above 20 yrs10

5

10

15

20

25

30

35

40

45

50

1412

10

21

43

4.6 Chart representing the experience of the respondents

4.7. Table representing the marital status of Respondents

S.No Marital status No of Respondents Percentage1 Married 61 872 Unmarried 9 13

Total 70 100

Inference:

The above table shows that 84% of respondents are married and 16% of respondents are

unmarried.

Married -87%

Unmarried 13%

4.7. Chart representing marital status of the respondents

4.8 Table representing the level of satisfaction with salary and benefits

S. No Level of satisfaction

No. of Respondent

s

percentage

1 Highly satisfied 14 202 Satisfied 41 593 Neutral 10 144 Dissatisfied 4 65 Highly dissatisfied 1 1 Total 70 100

Inference:

The above table shows that 59% of the respondents are satisfied about their salary and benefits

20% of respondents are highly satisfied,14% of the respondents are neutral,6% of the

respondents are dissatisfied with salary and benefits and only 1% of the respondents are highly

dissatisfied

Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied0

10

20

30

40

50

60

70

20

59

14

61

4.8 Chart representing the level of satisfaction with salary and benefits

4.9 Table representing the level of satisfaction with work assignment


No. of Respondent

s

percentage


Inference:

From the above table we infer that 61% of the respondents are satisfied with their work

assignment , 20% of the respondents are highly satisfied with their work assignment,14% of the

respondents are neutral,4% of the respondents are dissatisfied with their work assignment and

only 1% of the respondent are highly dissatisfied with their work assignment.

Highly satisfied Satisfied Neutral dissatisfied Highly dissatisfied0

10

20

30

40

50

60

70

4.9 chart representing the level of satisfaction with work assignment

4.10 Table representing the level of satisfaction with transfer policies


No. of Respondent

s

percentage

1 Highly satisfied 2 3

2 Satisfied 32 46

3 Neutral 18 26

4 Dissatisfied 10 14

5 Highly dissatisfied 8 11

Total 70 100

Inference:

The above table shows that 46% of the respondents are satisfied with the transfer policies,26%

of the respondents are neutral, 14% of the respondents are dissatisfied,11% of the respondents

are highly dissatisfied and 2% of the respondents are highly satisfied

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied05

101520253035404550

3

46

26

14 11

4.10 Chart representing the level of satisfaction with transfer policies

4.11 Table representing the level of satisfaction with the promotion policy

S. No Level of satisfaction No. of Respondent

s

percentage


Inference:

The above table shows that 33% of the respondents are dissatisfied with the promotion

policies,28% of the respondents are highly dissatisfied, 23% of the respondents are satisfied,

16% of the respondents are neutral, and no one is highly satisfied

Highly satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied

0 5 10 15 20 25 30 35

0

23

16

33

28

4.11 Chart representing the level of satisfaction with promotion policies

4.12 Table representing the level of satisfaction with bonus provided


No. of Respondent

s

percentage


2 Satisfied 21 30

3 Neutral 14 20



Total 70 100

Inference:

The above table shows that 30% of the respondents are satisfiedwith the bonus provided for

them, 26% of the respondents are dissatisfied, 21% of the respondents are highly dissatisfied

20% of the respondents are neutral, and only 3% of the respondents are highly satisfied

Highly satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied

0 5 10 15 20 25 30 35

3

30

20

26

21

4.12 Chart representing the level of satisfaction with promotion policies

4.13 Table representing the level of Satisfaction with the medical checkup


No. of Respondent

s

percentage


Inference:

The above table shows that 33% of the respondents are dissatisfied with the medical check

upprovided by the concern,31% of the respondents are dissatisfied ,19% of the respondents are

satisfied with the medical checkup,17% of the respondents are neutral, and.no one is highly

satisfied with the medical checkup

Highly satisfied satisfied Neutral Dissatisfied highly dissatisfied0

5

10

15

20

25

30

35

0

19 17

31 33

4.13 Chart representing the level of Satisfaction with the medical checkup

4.14 Table representing the level of satisfaction with the recognized list of

hospitals


No. of Respondent

s

percentage


Inference:

The above table shows that 37% of the respondents are satisfiedwith the authorized list of

hospitals provided by the concern , 36% of the respondents are neutral, 11% of the respondents

are dissatisfied and 11% of the respondents are highly dissatisfied and 5% of the respondents are

highly satisfied.

Highly satisfiedsatisfied

NeutralDissatisfied

Highly dissatisfied

0

5

10

15

20

25

30

35

40

4.14 Chart representing the recognized list of hospitals provided

4.15 Table representing the Satisfaction of Quantity and Quality of food provided in the canteen:


No. of Respondent

s

percentage


2 Satisfied 24 34

3 Neutral 25 37



Total 70 100

Inference:The above table shows that 1% of the respondents are highly satisfied about the quality and

quantity of food provided in the canteen, 34% of the respondents are satisfied, 37% of the

respondents are neutral, 18% of the respondents are dissatisfied and 10% of the respondents are

highly dissatisfied.

Highly satisfied satisfied Neutral dissatisfied Highly dissatisfied0

5

10

15

20

25

30

35

40

1

3437

18

10

4.15 Chart representing the level of satisfaction with quantity and quality of food

4.16 Table representing the level of satisfaction with the rate of food available

in the canteen


No. of Respondent

s

percentage


2 Satisfied 42 60

3 Neutral 14 20

4 Dissatisfied 7 10


Total 70 100

Inference:

From the above table we infer that 60% of the respondents are satisfiedabout the rate food

available in the canteen, 20% of the respondents are neutral, 10% of the respondents are highly

satisfied10% of the respondents are dissatisfied about the rate of food in the canteen and no one

is highly dissatisfied.


10

20

30

40

50

60

70

10 60 20 10 0

4.16 Chart representing the level of satisfaction with the rate of food available in the canteen

4.17 Table representing the level of satisfaction with grievance Redressel


No. of Respondent

s

percentage


2 Satisfied 52 47

3 Neutral 39 36



Total 110 100

Inference:

From the above table we infer that 47% of the respondents are satisfied about the grievance

redressel, 36% of the respondents are neutral, 15% of the respondents are dissatisfied 2% of the

respondents are highly dissatisfied and no respondents are highly satisfied


101520253035404550

4.17 Chart representing the level of satisfaction with grievance redressel

4.18 Table representing the rating forseating arrangement

S. No Rate No. of Respondent

s

percentage

1 5 23 21

2 4 45 41

3 3 29 26

4 2 13 12

5 1 0 0

Total 110 100

Inference:

From the above table we infer that , 41% of the respondents rated 4 out of 5for seating

arrangement,26% of the respondents rated 3 out of 5, 21% of the respondents rated 5 out of 5 for

seating arrangement,12% of the respondents rated 2 out of 5 and no respondents rated 1 out of 5

for seating arrangement.

54

32

1

05

1015202530354045

4.18 Chart representing the rating for seating ar-rangement

4.19 Table representing the opinion about computer configuration:


s

percentage

1 5 25 23

2 4 56 51

3 2 29 26

4 2 0 0

5 1 0 0

Total 110 100

Inference:

The above table shows that51% of the respondents rated 4 out of 5for computer configuration,

26% of the respondents rated 3 out of 5 , 23% of the respondents rated 5 out of 5, no one rated 2

out of 5 and 1 out of 5 for computer configuration

5 4 3 2 10

10

20

30

40

50

60

4.19 Chart representing the rating for computer config-uration

4.20 Table representing therating for Ventilation, A/C


s

percentage

1 5 10 9

2 4 36 33

3 3 35 32

4 2 18 16

5 1 11 10

Total 110 100

Inference:

The above table shows that, 33% of the respondents rated 4 out of 5 for ventilation and A/C,

32% of the respondents rated 3 out of 5,16% of the respondents rated 2 out of 5, 10% of the

respondents rated 1 out of 5 9% of the respondents rated 5 out of 5 for ventilation and A/C.

5 4 3 2 10

5

10

15

20

25

30

35

4.20 Chart representing the rating for ventilation,A/C

4.21 Table representing the rating for Lights


s

percentage

1 5 31 28

2 4 53 48

3 3 26 24

4 2 0 0

5 1 0 0

Total 110 100

Inference:

The above table shows that 48% of the respondents rated 4 out of 5 for lightings, 28% of the

respondents rated 5 out of 5, 24% of the respondents rated 3 out of 5,no respondents rated 2 out

of 5 and 1 out of 5 for lighting facility .

5 4 3 2 10

5

10

15

20

25

30

35

40

45

50

4.21 Chart representing the rating for Lighting facility

4.22 Table representing therating for Fire-Extinguisher


s

percentage

1 5 0 0

2 4 0 0

3 3 59 54

4 2 24 22

5 1 27 24

Total 110 100

Inference:

The above table shows that 54% of the respondents rated 3 out of 5for fire extinguisher, 24% of

the respondents rated 1 out of 5,22 % of the respondents rated 2 out of 5no one rated 5 out of 5

and 4 out of 5.

54

32

1

0

10

20

30

40

50

60

00

54

22 24

4.22 Chart representing the rating for fire extinguisher

4.23 Table representing the superiors are cooperative

S. No Variables No. of Respondent

s

percentage

1 Strongly agree 12 17

2 Agree 43 61

3 Moderate 11 16

4 Disagree 4 6

5 Strongly disagree 0 0

Total 110 100

Inference:

The above table shoes that 61% of the respondents agreed that their superiors are cooperative,

17% of the respondents strongly agreed, 16% of the respondents are moderate, 6 % of the

respondents are disagreed and no one is strongly disagreed that their superiors are cooperative.

Strongly agree Agree Moderate Disagree Strongly disagree0

10

20

30

40

50

60

70

17

61

16

6

0

4.23 Chart representing the superiors are cooperative

4.24 Table representing the satisfaction with the work space

S. No Levels No. of Respondent

s

percentage

1 Strongly agree 8 112 Agree 34 493 Moderate 21 304 Disagree 2 35 Strongly disagree 5 7

Total 70 100

Inference:

From the above table, we infer that 49% of the respondents are agreed about their workspace

satisfaction, 30% of the respondents are moderate,11% of the respondents are strongly agreed

that they are satisfied about their work space,7% of the respondents are highly

disagreedabouttheir workspace satisfaction,3% of the respondents are disagreed.

Strongly agree Agree Moderate Disagree Strongly disagree0

5

10

15

20

25

30

35

40

45

50

11

49

30

37

4.24 Chart representing the satisfaction of work space

4.25 Table representing freedom to offer suggestions


s

percentage

1 Strongly agree 7 62 Agree 45 423 Moderate 32 29

4 Disagree 21 195 Strongly disagree 5 4 Total 110 100

Inference:

The above table shows that 42% of the respondents agreed that they are given freedom to offer

suggestions on official matters, 29% of the respondents are moderate, 19% of the respondents

disagreed, 6% of the respondents are strongly agreed and 4% of the respondents strongly

disagreed.

Strongly agree

Agree

Moderate

disagree

Strongly disagree

0 5 10 15 20 25 30 35 40 45

6

42

29

19

4

4.25 Chart representing the freedom to offer suggestions

4.26 Table representing the reward for outstanding performance


s

percentage

1 Strongly agree 1 12 Agree 33 473 Moderate 27 394 Disagree 2 3

5 Strongly disagree 7 10 Total 70 100

Inference:

The above table shows that that 47% of the respondents agreedthey are getting reward for

outstanding performance, 39% of the respondents are neutral, 10% of the respondents strongly

disagreed, 3% of the respondents disagreed and 1% of the respondents strongly agreed.

Strongly agree

Agreed

Moderate

Disagree

Strongly disagree

0 5 10 15 20 25 30 35 40 45 50

1

47

39

3

10

4.26 Chart representing the reward for outstanding per-formance

4.27 Table representing the level of satisfaction with training

S. No Level of satisfaction No. of Respondent

s

percentage

1 Strongly agree 3 42 Agree 37 533 Moderate 21 304 Disagree 9 13

5 Stronglydisagree 0 0 Total 70 100

Inference:

The above table shows that 53% of the respondents are satisfied, 30% of the respondents are

neutral, 13% of the respondents are dissatisfied only 3% of the respondents are highly satisfied

with the training given for them, and no respondents are highly dissatisfied about the training

given for them.

Strongly agree

Agree

Moderate

Disagree

Strongly disagree

0 10 20 30 40 50 60

4

53

30

13

0

4.27 Chart representing the level of satisfaction with train-ing

4.28 Table representing the requirement of the speciality hospitals to be added in the list of hospitals provided.

S.No Variables No. of Respondents Percentage 1 Yes 49 70 2 No 21 30

Total 70 100

Inference:

The above table shows that 70% of the respondents required that the speciality hospitals to be

added in the list of hospitals provided by the concern, 30% of the respondents do not require the

specialty hospitals to be added in the list of hospitals provided.

Yes-70%

No-30%

4.28 Chart representing the requirement of special-ity hospitals to be added in th list of hospitals pro-

vided

4.29 Table representing therequirement of health and fitness club

S.No Variables No. of Respondents percentage

1 Yes 59 84 2 No 11 16

Total 70 100

Inference:

The above table shows that 84% of the respondents required the health and fitness club and

16% of the respondents do not require the health and fitness club.

Yes 84%

No-16%

4.29 Chart representing the requirement of health and fitness club

4.30 Table representing the regular feedback on performance


s

percentage

1 Always 12 17

2 Often 10 14

3 Occasionally 10 14

4 Rare 31 44

5 Never 7 10

Total 70 100

Inference:

The above table shows that 44% of the respondents are getting feedback rarely,17% of the

respondents are always getting feedback on their performance, 14% of the respondents are

getting feedback often ,14% of the respondents are getting feedback occasionally, and only10%

of the respondents never getting feedback.

Always

Often

Occasionally

Rarely

Never

0 5 10 15 20 25 30 35 40 45

14

13

24

42

7

4.30 Chart representing the regular feedback on per-formance

4.31 Table representing the opinion about the overall quality of work life


s

percentage

1 Excellent 6 8

2 Very good 21 31

3 Typical 38 54

4 Fair 5 7

5 poor 0 0

Total 70 100

Inference:

The above table shows that54% of the respondents feel that the overall quality of work life is

typical, 31% of the respondents feel very good,8 % of the respondents feel that the overall

quality of work life is excellent, 7% of the respondents feel fair and no respondents feel that the

overall quality of worklife is poor.

Excellent Very good Good Poor Very Poor0

10

20

30

40

50

60

8

31

54

7

0

4.31 Chart representing the opinion about the overall quality of worklife

4.32 Table representing the relationship between theDesignation of the

respondents and the level of satisfaction with salary and benefits

Assumption:

H0: There is no significant relationshipbetween the educational qualification of the respondents and the level of satisfaction with salary and benefits

H1:There is no significant relationshipbetween the educational qualification of the respondents and the level of satisfaction with salary and benefits

level of satisfaction with salary and benefits TotalHighly

dissatisfied Dissatisfied Neutral SatisfiedHighly

satisfiedDesignation of the respondents

Supt0 1 4 10 4 19

Inspector 1 1 4 21 6 33Senior Tax Assistant

0 1 0 6 3 10

Deputy officer superintendent

0 1 2 4 1 8

Total 1 4 10 41 14 70

ANOVA

Sum of Squares df

Mean Square F Sig.

Between Groups

1.008 3 .336 .469 .705

Within Groups

47.292 66 .717

Total 48.300 69

Inference: Significant value 0.705 is greater than 0.05, hence null hypothesis is accepted.

Therefore it is concluded that the designation doesn’t influence the level of satisfaction with

salary and benefits

4.33 Table representing the relationship between Designation of the

respondents and the levelof satisfaction with work assignment

Level of satisfaction with work assignment

Total

Highly

dissatisfied

Dissatisfie

d Neutral Satisfied

Highly

satisfied

Designation of

the respondents

Supt 0 1 1 13 4 19

Inspector 1 2 1 23 6 33

Senior Tax

Assistant0 1 2 5 2 10

Deputy officer

superintendent0 1 2 3 2 8

Total 1 5 6 44 14 70

Correlation

Value

Asymp.

Std.

Error(a)

Approx.

T(b)

Approx.

Sig.

Interval by

Interval

Pearson's R-.120 .123 -.997 .322(c)

Ordinal by

Ordinal

Spearman

Correlation-.118 .128 -.978 .331(c)

N of Valid Cases 70

Inference: The above table infers that there is negative correlation between the designation

and level of satisfaction with the work assignment. Therefore designation doesn’t influence the

level of satisfaction with the work assignment.

4.34 Table representing the relationship between the gender of the

respondents and the level of satisfaction with transfer Policies

Level of satisfaction with Transfer Policies Total

Highly

dissatisfied

Dissatisfie

dNeutral Satisfied

Highly

satisfied

Gender of

the

respondents

Male 6 10 10 25 1 52

Female 2 2 8 5 1 18

Total 8 12 18 30 2 70

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 4.669(a) 4 0.32

Likelihood Ratio 4.461 4 .047

Linear-by-Linear

Association.032 1 .859

N of Valid Cases 70

Inference:

The significant value 0.32 is greater than 0.05, hence null hypothesis is accepted. Therefore it is

concluded that there is no relationship between the gender of the respondents and transfer

policies.

4.35 Table representing the relationship between Age group of the

respondents and the level of satisfaction with medical check up

Level of satisfaction with medical check up Total

Highly

dissatisfiedDissatisfied Neutral Satisfied

Age group of

the respondents

Below 25 yrs 0 0 1 0 125-35yrs 6 2 2 3 1335-45yrs 8 7 1 4 2045-55 yrs 8 7 4 3 22

Above 55 yrs 3 4 4 3 14Total 25 20 12 13 70

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-

Square 10.635(a) 12 .560

Likelihood Ratio 10.074 12 .609Linear-by-Linear

Association .311 1 .577

N of Valid Cases 70

Inference: Significant value 0.560 is greater than 0.05, hence null hypothesis is accepted. So it

is inferred that there is no relationship between age group and medical checkup.

4.36 Table representing the relationship between themarital status of the


H0: There is no significant relationship between the marital status of the respondents and the

level of satisfaction with transfer policies

H1:There is significant relationship between the marital status of the respondents and the level of

satisfaction with transfer Policies

Level of satisfaction with Transfer Policies Total

Highly

dissatisfiedDissatisfied Neutral Satisfied

Highly

satisfied

Marital

statusSingle 4 0 1 4 0 9

Married 4 10 17 28 2 61

Total 8 10 18 32 2 70

ANOVA

Sum of

Squaresdf

Mean

SquareF Sig.

Between

Groups3.562 1 3.562 3.146 .081

Within

Groups77.009 69 1.132

Total 80.571 70

Inference:Significant value 0.081 is greater than 0.05, hence null hypothesis is accepted.

Therefore it is concluded that there is no relationship between the marital status of the


4.37 Table representing the relationship between the designation and the

Opinion about overall Quality of work life

Assumption:

H0: There is no significant relationship between designation and the Opinion about overall

Quality of work life

H1: There is significant relationship between designation and the Opinion about overall Quality

of work life

Opinion about overall Quality of worklife

TotalPoor Fair Typical

Very

Good

Excellen

t

Designation of

the respondents

Supt 0 1 10 7 1 19

Inspector 1 1 14 13 4 33

Senior Tax


Deputy officer


Total 1 4 37 22 6 70

ANOVA

Sum of Squares

dfMean

SquareF Sig.

Between Groups

4.087 3 1.362 2.322 .043

Within Groups

38.713 67 .587

Total 42.800 70

Inference:Significant value 0.043 is lesser than 0.05, hence null hypothesis is rejected. It is

concluded that the designation influences the opinion about the overall quality of work life.

4.38 Table representing the relationship between the experience of the respondents and level of satisfaction with promotion policies

Level of satisfaction with Promotion policies Total

Highly

dissatisfieddissatisfied Neutral Satisfied

Highly

satisfied

Experience of

the respondents

Less than 5

yrs5 3 0 2 0 10

5-10 yrs 0 1 1 1 0 3

10-15 yrs 2 2 1 1 1 7

15-20 yrs 2 5 4 2 0 13

Above 20 yrs 9 13 5 10 0 37

Total 18 24 11 16 1 70

Correlation

Value

Asymp.

Std.

Error(a)

Approx.

T(b)

Approx.

Sig.

Interval by

IntervalPearson's R .099 .124 .822 .414(c)

Ordinal by

Ordinal

Spearman

Correlation.078 .125 .647 .520(c)

N of Valid Cases 70

Inference:

The above table shows that there is positive correlation between experiences of the respondents

with promotion policies. Therefore it is concluded that the experience influences the level of

satisfaction with promotion policies.

4.39 Table representing the relationship between the designation and rating

for ventilation and A/c

Rating for Ventilation,A/C

TotalPoor Fair Typical

Very

Good

Excellen

t

Designation of

the respondents

Supt 1 7 3 5 3 19

Inspector 7 5 10 10 1 33

Senior Tax


Deputy officer


Total 10 14 17 22 7 70

Correlation

Value

Asymp.

Std.

Error(a)

Approx.

T(b)

Approx.

Sig.

Interval by

IntervalPearson's R .061 .128 .501 .618(c)

Ordinal by

Ordinal

Spearman

Correlation.074 .127 .611 .543(c)

No of Valid Cases 70.

Inference:

The above table shows that there is positive correlation between the designation and rating for

ventilation and A/C.Therfore it is concluded that the designation influences the rating for

ventilation and A/C.

Chapter-v

Findings, Suggestions

and Conclusions.

5.1 FINDINGS:

5.1.1 General observation:

Most of the employees are satisfied with salary and benefits.

Most of the employees are satisfied with their work space and work assignment.

Most of the employees are satisfied with transfer policies but some of North Indian

employees are dissatisfied about the transfer policies.

Most of the employees are satisfied with the quality, quantity and rate of food in the

canteen

The superiors are cooperative

Most of the employees required health and fitness club.

Most of the employees required the speciality hospitals to be added in the authorized list

of hospitals provided.

Maintenance and service of electrical and computer appliances are poor.

Rectification/Repair is not done instantly.

Most of the employees are dissatisfied about the promotion policies

Most of the employees feel that ventilation is poor.

Cleanliness of furniture and space is not up to the standard.

Most of the employees feel that the infrastructure facilities to be improved.

5.1.2 Observation from questionnaire:

Merely 74 % of data are collected from male and 26% of data are collected from female

Merely 19%, 28%, 32% of the respondents belong to age group of 25-35 yrs , 35-45 yrs

and 45-55 yrs respectively.20%and1% of the respondents belongs to age group of above

55 yrs below 25 yrs.

61% and 30% of the respondents has UG and PG Qualification respectively.6% are SSLC

and 3% are HSC.

Merely 14% of the respondents are having less than 5 yrs of experience, 12 %,10%,

21% of the respondents are having 5-10 yrs,10-15 yrs and 15-20 yrs of experience and

43 % of the respondents are having above 20 yrs of experience.

Merely 87% of the respondents are married and 13% of the respondents are unmarried.

59% of the respondents are satisfied with their salary and benefits and only 6% of the

respondents are dissatisfied with their salary and benefits.

Merely 61% of the respondents are satisfied in their work assignment and only 4% are

dissatisfied in their work assignment.

Merely 19% of the respondents are satisfied with medical checkup and 31 % of the

respondents are dissatisfied with the medical facilities provided by the concern.

70% of the respondents required that the specialty hospitals to be added in the list of

authorized hospital provided by the concern.

Merely 84% of the respondents required the health and fitness club.

Merely 49% of the respondents agreed that they are comfortable with the workspace

allotted for them and only 3% of the respondents are disagreed.

Merely 46% of the respondents are satisfied about the transfer policies and only 14% of

the respondents are dissatisfied.

30% of the respondents are satisfied with bonus provided and 26% of the respondents are

dissatisfied.

34% of the respondents are satisfied and 18% of the respondents are dissatisfied with the

quality and quantity of food available in the canteen.

60% of the respondents are satisfied and only 10% of the respondents are dissatisfied

about the rate of food available in the canteen.

Only 23% of the respondents are satisfied with the promotion policies and 33% of the

respondents are dissatisfied.

Merely 61% of the respondents agreed that their superiors are cooperative and only 6% of

the respondents are disagreed.

Merely 31% of the respondents feel that the overall quality of work life is very good and

no respondents feel poor.

Only 17% of the respondents are getting always feedback for their performance and 44%

of the respondents are getting feedback on yearly report basis and 10% of the respondents

are never getting feedback.

53% of the respondents are satisfied with the training given for them and only 13% of

the respondents are dissatisfied.

47% of the respondents are agreed that they are getting reward for their outstanding

performance.

42% of the respondents agreed that they are given freedom to offer suggestion on official

matters and 19% of the respondents are disagreed.

21% of the respondents rated 5 out of 5 for seating arrangement, 41% of the respondents

rated 4 out of 5 for seating arrangement and no respondents rated 1 out of 5 for seating

arrangement.

23% of the respondents rated 5 out of 5 for computer configuration, 51% of the

respondents rated 4 out of 5 and no one rated 2 out of 5 and 1 out of 5 for computer

configuration.

9% of the respondents rated 5 out of 5 for ventilation and A/C

28% of the respondents rated 5 out of 5 for lightings, 48% of the respondents rated 4 out

of 5 and no respondents rated 2 out of 5 and 1 out of 5 for lighting facility.

No one rated 5 out of 5 and 4 out of 5 for fire extinguisher.

There is no relationship between the gender of the respondents and transfer policies

There is no relationship between age group and medical checkup

The designation of the respondents influences the opinion about the overall quality of

work life. The designation doesn’t influence the level of satisfaction with salary and benefits

5.2 SUGGESTION:

Job satisfactions are found to be good and it can improve by providing the satisfactory

seating arrangement.

The organization can provide separate computers on each table so that they can reduce

paper works and increase speed and accuracy in maintenance and retrieval of records

The organization can provide regular medical checkup for improving the medical

facilities.

The organization can provide bus/cab facilities from quarters to office.

The organization can provide effective training for efficient performance of employees.

The Organization can appoint special computer trainee to meet out the present

computerization of the department.

Separate vigilance checks can be there to ensure punctuality of all employees.

The Organization can improve the infrastructure for efficient working of individuals

The Organization can review the promotion policies

The Organization can concentrate on transfer policies especially for North Indian

employees.

5.3 Conclusion:

Every organization has to satisfy some of the basic needs and demands of its employees

because the satisfied and motivated employees are the source of achieving the organizational

goals and objectives. In order to use the maximum potential of the human resource, the

organization has to provide them with the best quality of their working life. Therefore every

organization needs to update and improve the quality of work life of the employees.

From the study it is clear that the overall quality of work life of employees is good in the

office of commissioner of central excise and service tax department of Trichy. This research

highlights some of the small gaps in employee’s satisfaction towards the quality of work life.

Annexure

Questionnaire

Personal Details:

Gender : Male Female

Age: below 25 yrs 25-35 yrs 35-45 yrs 45-55yrs

Above 55 years

Educational Qualification : SSLC+2UGPG

Designation : SuperintendentInspectorSenior Tax Assistant

Deputy Officer Superintendent

Section : ___________________________

Marital status : SingleMarried

Experience : Less than 5 yrs 5-10 yrs 10-15 yrs 15-20yrs

Above20 yrs

1. List out your satisfaction level regarding the following

S.No Pay and

Previlages

Highly

satisfied

Satisfied Neutral Dissatisfied Highly

dissatisfied

1 Salary and benefits

2 Work Assignment

3 Transfer policies

4 Promotion policies

5 Bonus

6 Medical Check up

7 List of recognized

hospitals

7 Quality & Quantity

of food provided in

canteen

8 Rate of food

provided in canteen

9 Grievance

Redressel

2.Please rate the following infrastructure

S.No Infrastructure Very good Good Average poor Very Poor

1 Seating Arrangement

2 Computer configuration

3 Ventilation, A/c

4 Lights

5 Fire extinguisher

3. List out your opinion about the following statements

S.No Statements Strongly Agree Agree Moderate disagree Strongly

disagree

1 The superiors are

cooperative

2 I am comfortable

with the present

workspace

allotment

3 I am given

freedom to offer

suggestions on

official work

4 I am rewarded for

my outstanding

work.

5 I am satisfied with

training

given for me

4. List out your requirements for the following questions.

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

Always Often Occasionally Rare Never

7. Your Opinion about overall quality of work life

Excellent Very good Typical Fair poor

8. Any suggestions would you like to improve overall quality of work life in your organization?

Thank You for Your Cooperation

S.No Requirement Yes No

1 Do you require any specialty hospital to be

added in the list of hospitals provided?

2 Do you require health and fitness club?

Bibliography

Reference

Books:

1. K. Aswathappa (1997),”Human Resources and Personnel Management”

Tata McGraw-Hill Publishing Company Limited, New Delhi-110 001

2. C.R. Kothari (2001) “Research Methodology “of WishwaPrakashan publishing, Chennai -17

Websites:

www.citehr.edu

www.mbaguys.net

www.centralexcisetrichy.gov.in

http://www.centralexcisetrichy.gov.in/

http://www.mbaguys.net/

http://www.citehr.edu/

61105309 a project report on quality of work life

Documents