a project on quality of work life

QUALITY OF WORK LIFEIN

SRI VINAYAKA BAJAJ

Submitted by

R. PRASHANT KUMAR (Ht.No: 86 -06-112)

Under the guidance ofMr. A. R. VIJAYA CHANDRAN

Project submitted in partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF BUSINESS MANAGEMMENT

TKR institute of management & science(AFFILIATED TO OSMANIA UNIVERSITY)

MEERPET, R.R.DIST, HYD.(2006-08)

1

TABLE OF CONTENTS

CONTENTS Pg.no

Chapter-1

Introduction 1

Chapter-2

Company Profile 3

Chapter-3

Brief study on Quality Of Work life 17 QWL-INDIA-ABROAD 19 Techniques used to improve QWL 26

Chapter-4

Methodology 35 Limitations 36 Annexure 37 Analysis & interpretation 39

Chapter-5 Findings 54 Suggestions 55 Conclusion 56 Bibliography 57

INTRODUCTION

2

The term quality of work life refers to the favorableness or unfavourableness of a

job environment for the people. J.Richard and J.Loy define Quality of Work Life as “The

degree to which members of a work organization are able to satisfy important personnel

needs through their experience in the organization. Quality of work is not only important

for growth and, employment of individuals but also for sustainable and competitive

economy.

The definition of Quality of work life involves three major parts: occupational

health care, suitable working time and appropriate salary. The sate work environment

provides the basis for the person to enjoy working. The work should not pose a health

hazard for the person. The employer and employee, aware of their risks and rights, could

achieve a lot in their mutually beneficial dialogue.

Quality of work life improvements are defined as any activity which takes place

at every level of an organization, which seeks greater organizational effectiveness. The

stockholders in the organization management, unions and employees learn how to work

together to determine for themselves what actions, changes and goals of an improved

quality of life at work for all members of the organization and greater effectiveness for

both the company and the unions.

The term ‘Quality of work life’ appeared in research journals only in 1970s. it is

not only monetary aspects that a modern employee concerns himself with. This is also

concerned with the conditions of employment, interpersonal conflicts, job pressure, lack

of freedom and absence of challenging work etc. as the style of management has changed

from paternalistic to democratic. So as the expectations of employees with an impending

need to achieve more and more productivity efficiently, employees look forward to the

conductive and congenial working conditions and favorable terms of employment. As

such productivity and efficiency of an organization largely depends upon the quality of

work life provided by the organization.

3

What ever may be the interpretation, QWL is most debated topic both by

employers and employees. One of the reasons for its growing importance could be

realization on the part of employees about their mercy of management for their existence.

Most of the lower level workers also have at least primary some union or the other for his

own protection and well being. Unions putting all their efforts to educate contribute.

Though still monetary benefits occupy the first place in the list of elements of QW, other

elements like physical working conditions, job restructuring and redesign, career

development, promotional opportunities etc., are gaining importance rapidly. As such the

workers expect management to improve QWL by providing all these facilities.

The management on the other hand, ceased to adopt paternalistic approach as it

used earlier they do not take care of the employee as a parent takes care of his child.

There is no more understanding between employer and employee, except constant

struggle for their own end. Employer always sees the employees as a factor of production

just like other factors. He always tries to extract as much production as possible from this

factor where as the employees always expect more facilities add comforts from employer

in return to what they contribute. This situation has resulted in constant struggle between

employees and employers. Apart from the above problems, there are other serious

problems cropping up, like job dissatisfaction due to meaningless repetitive or irrelevant

jobs or authoritarian behavior of the boss. As a result counter productive behavior like

absenteeism, idling while on work and lack of concentration takes place.

Because of poor design of socio-technical system, employees also experience

alienation. Alienation is a feeling of powerlessness, lack of meaning, loneliness, and

boredom, lack of involvement and lack of attachment to job. This job content and job

pressures may in turn affect employee’s health giving way to general unhappiness. Hence

it is viewed that QWL was mainly in 3 phases- scientific management movement, human

relations movement and finally social-technical movement.

4

Introduction of the company

The Bajaj group is amongst the top 10 business houses in the India its footprint

stretches over a wide range of industries. Spanning Automobiles (two-wheelers and

three-wheelers) and as well as n home appliances, lighting, iron and steel, and insurance,

travel and finances and home needs.

The group’s flagship company. Bajaj auto, is ranked as the world’s fourth larges

two and three-wheeler manufacturer and the bajaj brand is well-known in over a dozen

countries like Europe, Latin, America, and the us and Asia.

Founded in 1926, at the height of India’s movement for independence from the

British, the group has in illustrious history. The integrity, dedication, resourcefulness and

determination to succeed which characteristics of the group today, are often traced back

to its birth during those days of relentless devotion to a common cause. Jamnalal bajaj,

founder of the group, was a close confident and disciple of Mahatma Gandhi. In fact,

Gandhiji had adopted him as his son. This close relationship and his deep involvement in

the independence movement did not leave jamnalal bajaj with much time to spend on his

newly launched business venture

His son, kamalnayan bajaj, then 27, took over the reins of the business in 1942.

He too was close to gandhiji and it was only after independence in 1947, that he was able

to give his full attention to the business. Kamalnayan bajaj not only consolidated the

group, but also diversified into various manufacturing activities.

The present chairman and managing director of the group, Rahul bajaj, took

charge of the business in 1965. under his leadership, the turnover of the Bajaj Auto the

flagship company has gone up from Rs.72 million to Rs.46.16 billion (US$ 936 million),

its product portfolio has expanded from one to and the brand has found a Global market.

5

He is one of India’s most distinguished business leaders and internationally respected for

his business acumen and entrepreneurial spirit.

Board of directors

Rahul Bajaj chairman

Madhur Bajaj Vice chairman & while-time Director

Rajiv Bajaj Managing Director

Sanjiv Bajaj Executive Director

Kantikumar R.Podar Director

Shekhar Bajaj Director

D.J.Balaji Rao Director

D.S.Mehta Whole-Time Director

J.N.Godrej Director

S.H.Khan Director

Mrs. Suman Kirloskar Director

Naresh Chandra Director

Nanoo Pamnani Director

Tarun Das Director

Manish Kejriwal Director

6

Committees of the board

Audit committee

S.H.Khan

J.N.Godrej

Nanoo pamnani

D.J.Balaji Rao

Naresh Chandra

Shareholder’s & Investor’s Grievance Committee

D.J.Balaji Rao

J.N.Godrej

Naresh Chandra

Remuneration committee

D.J.Balaji Rao

S.H.Khan

Naresh Chandra

7

Registered under the Indian companies act, VII of 1913

REGISTERED OFFICE: Akurdi, pune 411035 Bajaj nagar, Waluj Aurangabad 431 136 Chakan Industrial Area, Chakan, Pune 411 501

Personnel details of the Board of Directors & staff

Rahul BajajChairman

Rahul Bajaj is an Honors Graduate in Economics and Law and a Business

Graduate from the Harvard Business School. He was appointed Chief Executive Officer

of Bajaj Auto in 1968 and took over

Madhur BajajVice Chairman

After graduating in commerce, Mr. Bajaj did his MBA from Lausanne,

Switzerland. Joined as DGM in March 1983, took over as General Manager Aurangabad

Division in June 1986, as its Chief Executive in October 1988, he became president of

Bajaj Auto in September 1994, Executive Director in May 2000 and is Vice Chairman

since July 2001. Later as head of the Bajaj Group of companies.

Rajiv BajajManaging Director

Rajiv Bajaj, who took charge as Managing Director on 1st April 2005, is a

Mechanical Engineer from Pune University. He later did his Masters in manufacturing

systems engineering from the University of Warwick. Joined as Officer on special duty in

8

1990, took over as General Manager (products) in February 1993, as vice president

(products) in June 1995, President in May 2000. President & Whole Time Director in

march 2002, joint managing director in march 2003.

Sanjiv BajajExecutive Director

Mr. Sanjiv Bajaj, who took charge as the Executive Director in April 2004, is a

mechanical engineer from Pune University. He obtained a masters degree in

manufacturing systems from the University of Warwick and an MBA degree from

Harvad business school.

Mr.Sanjiv Bajaj joined as an officer on special Duty in 1994, took over as the

General Manager (CF) in 1997 and as vice president (Finance) in April 2001.

Ranjit GuptaVice president (Insurance)

Mr.Ranjit Gupta started in Bajaj as the General Manager (co-ordination) in 1988,

and moved on to become the vice president (Materials) in 1995, then Vice President

(HRD) in 2000 and is now vice president (Insurance). Mr. Gupta did his Masters Degree

in Mechanical & Electrical Engineers. He was honored with a fellowship from the

Institute of Mechanical Engineers (London).

C P TripathiVice president (operations)

Mr. C.P. Tripathi started in Bajaj as the Vice President (Waluj plant) in January

1996 and is now the vice president (operations). A science Graduate from Agra

University, Mr. Tripathi also holds a degree in Mechanical Engineering from the Indian

institute of technology, kharagpur.

9

N H HingoraniVice president (Materials)

Mr. N.H Hingorani joined Bajaj in 1997 as the general manager (materials) and

took over as the vice president (materials) in 1998. Mr. Hingorani holds Engineering

College, Jaipur.

Kevin P D’SaVice president (Finance)

Mr. Kevin D’Sa began his career with Bajaj in September 1978 and is presently

the vice president (finance). After acquiring a Bachelor’s degree in commerce, he

completed his CA in 1978 and ICWA in 19881.

Pradeep ShrivastavaVice President (Engineering)

Mr. Pradeep Shrivastava joined Bajaj in April 1986 and is currently the vice

President (Engineering). After receiving a degree in Mechanical Engineering,

Mr.Shrivastava obtained a graduate diploma in production and Finance in 1986

S SridharVice President (Marketing & Sales)

Mr. Sridhar joined Bajaj in March 2001 and is now the vice president (Marketing

& sales) for two wheelers. He holds an Engineering Graduate degree in Agriculture.

V Sankara RaghavanVice Presiden (Corporate Finance)

Mr. Raghavan joined Bajaj in March 1984 and is currently the Vice President

(corporate Finance). A science graduate, Mr . Raghavan comleted his CA in 197

10

S Ravi kumarVice President (Business Development)

Mr. Ravikumar joined Bajaj in June 1984 as an Accounts officer and is now the

Vice President (Business Development). He is an active member of the Institute of

Chartered Accountants of India.

K SrinivasVice President (Human Resources)

Mr . Srinivas joined Bajaj in January 2000 as the DGM (HRD) and is now the

Vice President (HRD). He holds a Bachelors Degree in Electrical Engineering from

VJTI, Mumbai.

Abraham JosephGeneral Manager (Research & Development)

Mr.Joseph started his tenure in Bajaj in July 1989 as a graduate trainee engineer

and is currently the General Manager (Research and Development). He is a Mechanical

Engineer from the National Institute

J.SridharCompany Secretary

Mr.J.Sridhar is the company Secretary since July 2001. A graduate in Commerce

and Law. Mr.Sridhar also did his FCA, FCS and MMS. Prior to joining Bajaj, he was the

controller of Finance and company Secretary, Maharashta Scooters Ltd., a Bajaj Auto

joint venture of Technology, Bhopal.

11

BAJAJ AUTO MILESTONES

2007

AprilBajaj Auto Commissions New Plant at Pantnagar, Uttarakhand

February200 cc Pulsar DTS-I launched

JanuaryBajaj Platina launched

2006

AprilBajaj Platina launched

2005

DecemberBajaj Discover launched

June Bajaj Avenger DTS-I launched

FebruaryBajaj Wave DTS-I launched

2004

OctoberBajaj Discover DTS-I launcher

AugustNew Bajaj Chetak 4 stroke with Wonder gear launcher

May

12

Bajaj CT100 launched

JanuaryBajaj unveils new brand identity, dons new symbol, logo and brand line

2003

OctoberPulsar DTS-I is launched107,115 Motorcycles sold in a month.

JulyBajaj wind 125, the world Bike, is launched in India.

FebruaryBajaj Auto launched its Caliber 115 “Hoodibabaa” in the executive motorcycle segment.

2001

NovemberBajaj auto launches its latest offering in the premium bike segment ‘pulsar’.

JanuaryThe eliminator is launched.

2000

The bajaj saffire is introduced.

1999

Caliber motorcycle notches up 100,000 sales in recorded time of 12 months.

Production commences at chakan plant.

13

1998

June 7th Kawasaki bajaj caliber rolls out of waluj.

July 25th Legend, india’s first four- stroke scooter rolls out of Akurdi.

OctoberSpirit launched.

1997

The Kawasaki bajaj boxer and the re diesel autorichshaw are introduced.

1995

November 25th Bajaj auto is 59

Agreements signed with Kubota of japan for the development of diesel engines for three- wheelers and with Tokyo R& D for unguarded scooter and moped development.

The bajaj super excel is introduced while bajaj celebrate its ten millionth vehicle. One million vehicles were produced and sold in this financial year.

1994The bajaj classic is introduced.

1991The Kawasaki bajaj 4S champion in introduced.

14

1990The bajaj sunny is introduced

1986

The bajaj m-80 and the Kawasaki bajaj kb100 motorcycles are introduced.

500,000 vehicles produced and sold in a single financial year.

1985

November 5th

The waluj plant inaugurated by the erstwhile president of India, shri giani zail singh.

Production commences at waluj, auranga bad in a record time of 16 months.

1984

January 19Foundation stone laid for the new plant a t waluj, Aurangabad.

1981The bajaj m-50 is introduced.

1977

The rear engine autorichshaw is introduced.

Bajaj auto achieves production and sales of 10,000 vehicles in a single financial year.

1976

15

The bajaj super is introduced.

1975

The bajaj chetak is introduced.

1971the three-wheeler goods carrier is introduced.

1970bajaj auto rolls out its 100,000th vehicle.

1960bajaj auto becomes a public limited company. Bhoomi poojan of Akurdi plant.

1959 Bajaj auto obtains license from the government of India to manufacture two and three-wheelers.

1948Sales in India commence by importing two and three-wheelers.

1945November 29th

Bajaj auto comes into existence as M/S Bachraj Trading corporation private limited.

16

BAJAJ DEALER PROFILESRI VINAYAKA AUTOMOBILES LTD

INTRODUCTION:

Sri Vinayaka Automobiles Ltd is established in June 1996, the firm was Awarded

the exclusive motorcycles dealership of Bajaj Auto Ltd, and their showroom at

Kachiguda started its operations on July 5, 1996.

In appreciation of its performance and recognition of their effects, Sri Vinayaka

Automobiles Ltd was awarded “Full range Dealership” by Bajaj Auto Ltd and their

Dilshuknagar showroom was inaugurated on 6 December 1997, under the title “Sri

Vinayaka Automobilies”. To be able to cater to the needs of a wide range of customers

opened another state of the art showroom with the facilities at Bahadurpur, opp: Nehru

Zoological Park was opened.

GROWTH AND PERFORMANCE:

Right from the day one Sri Vinayaka Automobiles Ltd has been A.P’s and South

India’s no.1 in the sale of bajaj motorcycles. From an average of about 100 motorcycles

sales per month during 1996-97, Sri Vinayaka Automobiles have grown to an average of

over 1500 motorcycles per month during 2005-06.

Under the dynamic leadership of Sri K.V.Babul Reddy, Sri Siddi Vinayaka

Automobiles Ltd have many “Firsts” to its credit.

Sri Vinayaka Automobilies Ltd showroom at Kachiguda is no.1 Bajaj

Motorcycles sales, not only in the twin cities and the state of Andhra Pradesh but

17

also in the whole of south India, right from the date of its starting operations in

July 1996.

Sri Vinayaka Automobilies showroom at Kachiguda has a frontage of over 120

ft, which is the largest frontage of any automobiles showroom in India.

Sri Vinayaka Automobilies showroom at Dilshuknagar is the first standardized

showroom of Bajaj in Andhra Pradesh, after fulfilling stringent norms prescribe

by Bajaj Auto Ltd.

The work shops at Kachiguda, Dilshuknagar and Bahadurpur showroom

rendering excellent after sales service to Bajaj 2 Wheeler Owners.

Sri Vinayaka Automobiles are providing many facilities to their

customers.

1. Break down service

2. Facilities for choosing a 2 wheeler for any family member under one roof.

3. Easy Finance facilities to customers

4. Exchange of old 2 wheeler

5. Quick repair cell where minor repairs can be attended to immediately.

.

Sri Vinayaka Automobilies Ltd Acheivements

1. All India’s no.1 is sales of Bajaj Motorcycles for the years 2004-06 & 2005-

06

2. No.1 Bajaj Auto service stations in A.P.

3. Biggest Bajaj showroom in A.P.

4. First Standardized Bajaj showroom in A.P.

5. First Bajaj IDEAL + WORK SHOPS in A.P.

6. Only showroom where full range of Bajaj vehicles are available under one

roof.

18

QUALITY OF WORK LIFE

The term quality of work life refers to the favorableness or unfavourableness of a

job environment for the people. J.Richard and J.Loy define Quality of Work Life as “The

degree to which members of a work organization are able to satisfy important personnel

needs through their experience in the organization. Quality of work is not only important

for growth and, employment of individuals but also for sustainable and competitive

economy.

The definition of Quality of work life involves three major parts: occupational

health care, suitable working time and appropriate salary. The sate work environment

provides the basis for the person to enjoy working. The work should not pose a health

hazard for the person. The employer and employee, aware of their risks and rights, could

achieve a lot in their mutually beneficial dialogue.

Quality of work life improvements are defined as any activity which takes place

at every level of an organization, which seeks greater organizational effectiveness. The

stockholders in the organization management, unions and employees learn how to work

together to determine for themselves what actions, changes and goals of an improved

quality of life at work for all members of the organization and greater effectiveness for

both the company and the unions.

The term ‘Quality of work life’ appeared in research journals only in 1970s. it is

not only monetary aspects that a modern employee concerns himself with. This is also

concerned with the conditions of employment, interpersonal conflicts, job pressure, lack

of freedom and absence of challenging work etc. as the style of management has changed

from paternalistic to democratic. So as the expectations of employees with an impending

need to achieve more and more productivity efficiently, employees look forward to the

19

conductive and congenial working conditions and favorable terms of employment. As

such productivity and efficiency of an organization largely depends upon the quality of

work life provided by the organization.

What ever may be the interpretation, QWL is most debated topic both by

employers and employees. One of the reasons for its growing importance could be

realization on the part of employees about their mercy of management for their existence.

Most of the lower level workers also have at least primary some union or the other for his

own protection and well being. Unions putting all their efforts to educate contribute.

Though still monetary benefits occupy the first place in the list of elements of QW, other

elements like physical working conditions, job restructuring and redesign, career

development, promotional opportunities etc., are gaining importance rapidly. As such the

workers expect management to improve QWL by providing all these facilities.

The management on the other hand, ceased to adopt paternalistic approach as it

used earlier they do not take care of the employee as a parent takes care of his child.

There is no more understanding between employer and employee, except constant

struggle for their own end. Employer always sees the employees as a factor of production

just like other factors. He always tries to extract as much production as possible from this

factor where as the employees always expect more facilities add comforts from employer

in return to what they contribute. This situation has resulted in constant struggle between

employees and employers. Apart from the above problems, there are other serious

problems cropping up, like job dissatisfaction due to meaningless repetitive or irrelevant

jobs or authoritarian behavior of the boss. As a result counter productive behavior like

absenteeism, idling while on work and lack of concentration takes place.

Because of poor design of socio-technical system, employees also experience

alienation. Alienation is a feeling of powerlessness, lack of meaning, loneliness, and

boredom, lack of involvement and lack of attachment to job. This job content and job

pressures may in turn affect employee’s health giving way to general unhappiness. Hence

it is viewed that QWL was mainly in 3 phases- scientific management movement, human

relations movement and finally social-technical movement.

20

QWL-INDIA-ABROAD

Experiments are being conducted industrially advanced countries to find out cause

of general frustration among employees and resulting misunderstandings between

management and employees and the ultimate industrial sickness and unrest.

The famous Tavistock studies from which socio-technical system emerged

provided answers to most of these questions. In brief, this system advocated industrial

democracy, participative management, minimum involvement of management in the

tasks of employees and improved interpersonal relations to overcome the labor problems.

Managements, especially in industrially developed countries were quick overcome the

labor problems. Managements especially in industrially developed countries were quick

to react to these suggestions. As such they had taken up research and experimental

studies in their organizations. With good results showing up in no time, these

organizations started practicing the same.

The employees also being more educated and more informed through unions grew

more logical and demanded for increased involvement in the management. However,

India is slow in adopting socio-technical system and improving QWL. The reasons are

1. The people in India generally are non-adoptive to anything that is new. Initial

resistance is evident in adopting anything new, no matter how much it improves

the ability of the organization. The management tends to stick on to the traditional

methods of getting work done from the employees. As such they did not take any

measures to improve QWL for a long time.

2. The employees of the workers in India are also not educated in general. They do

not have much logical power. There is also a tendency as said earlier to stick on to

the old rather than adopt something new. Some of the unions even felt the

21

measures for improving quality of work life by the management is nothing but

getting more work done by the workers with now major costs.

3. Improving quality of work life also involves considerable amount to be spent by

the management. The employers were initially hesitant to spend. This has given

negative attitude to employees.

But the scene has changed. Now both management and workers are realizing the

importance of QWL in fact, QWL has become a buzzword in the industries these

days and even laymen talk about it.

MEASURING QWL

Various criteria are evolved in past two decades to measure quality of work life.

Various researchers who carried on studies in this area came up with various criteria,

which are not entirely different from each other. As cited earlier, though many criteria

evolved, Walton’s eight factors are considered as a most comprehensive criteria for

measurement of QWL.

Walton’s 8 factor criteria.

1. Adequate and fair compensation.

2. Safe, healthful working conditions.

3. Opportunity to develop human capacities.

4. Opportunity for carrier growth.

5. Social integration in the work place.

6. Constitutionalism.

7. Work and quality of life.

8. Social relevance.

Now we’ll look at all these factors separately:

1. Adequate and fair compensation:

22

In spite of the importance gained by the other factors during last two

decades, compensation plays a greater role in employee’s satisfaction.

Especially in a country like India, where the employee welfare programs take

back seat, compensation is the main source to satisfaction of the employee.

Compensation package includes all other fringe benefits and social welfare

programs. Fringe benefits give employee a feeling of gaining something extra.

Recently the concepts of fringe benefits and social security measures are

gaining importance in Indian industrial scene. Free transportation or

transportation at minimum cost, hospital facility, group insurance programs,

retirement benefits are some of the important welfare programs.

What is adequate and fair is another question for discussion. What is

adequate at one place may not be same in the other. The urban based

organizations usually compensate the extra cost of living, through higher

dearness allowances, keeping basic the same.

2. Safe and healthy working conditions:

Physical working conditions are the second most important aspect in

measuring QWL as Walton rightly categorized. Employees who spend a lot of

time at work place consider the physical working conditions an important

factor. Especially chemical industries, engineering industries, fertilizer

industries etc. where potential possibility of danger exists the management has

to take extra care to protect its employees. But most of such industries are

covered by factories act, which prescribes norms and conditions to be adopted

in such industries to protect its employees.

But apart from above mentioned industries, others also have to take steps

to maintain proper physical conditions. Proper seating arrangement, water

facility, fresh air and good sanitary conditions are important to the employees

who engage themselves in deskwork. Absence of such good conditions may

result in ailments like back pain and rheumatic pains which in turn frustrates

23

the employees who may develop stress. A physical condition at work places,

which is second home for employees, is thus an important factor in measuring

QWL.

3. Opportunity to develop human capacities:

An employee is most satisfied given an opportunity to use and develop his

capabilities. According to Maslow people want to satisfy their higher order

needs once they satisfy their basic needs like fair pay and good physical

conditions. These higher orders needs include recognition and social status

more regulations and control mechanism by the management may dissatisfy

the employee. This was the very reason why Taylor was criticized. An

employee provided optimum degree of freedom in work can improve himself

on the job which gives him immense satisfaction. Periodic discussions with

the employees, calling for his suggestions, and framing work groups like

quality circles help employee in improving his capabilities on job. Proper

training through various methods not only at the beginning but from time to

time also helps an employee to improve his capabilities, which in turn satisfy

him.

4. Opportunity for career growth:

The employees seek career growth more and more recently. Job security

ceased to satisfy employees. Employee tends to drift from jobs, which do not

promise career growth. More and more organizations are helping employees

in this direction by helping them draw their career paths. The organizations

have a counselor for this purpose that helps the employees. Not only drawing

career paths, but the organizations also help employer achieve next position

through training. Organizational chart is so prepared to accommodate

employees in next higher position. Internal promotion system is gaining

importance. The employee is prepared to take up a higher position where there

is a possibility. Prolonged employment in the same position may cause

24

employee develop stress. Care is to be taken to chart proper career charts for

employees at some level so as balance of human resource in the organization

is maintained.

5. Social Integration in the work force:

According to Walton, a satisfying identity and self-esteem are influenced by five

characteristics of the work place: freedom from prejudice, egalitarianism, upward

mobility, supportive work groups and community of feelings and interpersonal openness.

Freedom from prejudice, egalitarianism and upward mobility are the steps to be

necessarily taken by the management where as supportive work groups and committees

of feelings and interpersonal openness are the result of effort from both management and

employees. The employees should also give their complete support and cooperation to

make the efforts of management a success. In other words, industrial democracy through

establishing ‘work committees’ which intend to promote measures for securing and

preserving amity between employer and workmen and to that end to comment upon

matter of their common interest or concern and endeavor to settle any material

differences of opinion in respect of such matters.

Another step in this direction could be setting up of Joint Management Councils.

These were first setup by Industrial Disputes Act 1947. In 1958 Joint Management

Councils were meant to

a) Improve working condition, productivity and communication.

b) Assist in the administration of law and collective agreements.

c) Encourage suggestion from workers and

d) Create a sense of participation.

25

Encouraging participative management schemes help in establishing industrial

democracy in the organization, which in turn encourages social integration in the

organization.

6. Constitutionalism:

Bias on part of management, lack of privacy, improper process of discipline etc.

tamper the constitutionalism of an organization. The constitutionalism can be considered

as hygiene factor i.e. though it may not satisfy or motivate the employees considerably.

The absence of it is definitely felt by the employees and may have adverse effects.

Though employees consider work place their second home they may not want to disclose

or discuss their private lives at work place. As such management should take steps to

maintain its employee’s privacy unless; he himself comes out with his problems, where

the management can offer some counseling or any other help. So as in case of bias, it is

most dissatisfying to an employee to find out that his colleague is being treated

differently from him, which will have an adverse effect on his QWL.

7. Work and quality of life:

The very purpose of worker being at work place is his work. As such work itself

is or great importance. Satisfactory work can influence the employee’s QWL immensely.

A challenging work, which utilizes the capabilities of employees plays role in QWL. The

motto right person for the right job is gaining importance.

Emery and thorsurd(1969) identified six psychological requirements of working people.

a) The need for variety in the content of a job.

b) The need for being able to learn on the job and go on teaming.

c) The need for some minimal area of decision-making that the individual can call

his own.

26

d) The need for some minimal degree of social support and recognition in the work

place.

e) The need for the individual to be able to relate what he does and what he produces

to his social life.

f) The need to feel that the job leads to some sort of desirable future.

8. Social relevance of work:

The employees feel a need to relate their work socially. For example, those in

service-oriented organizations who directly relate their jobs socially and can gain

immediate recognition in a group are most satisfied. If his organization is

appreciated/criticized by the government or public on any aspect, the employee develops

stress and is frustrated.

As such social relevance of the work of each employee is very important in measuring his

QWL.

PRINCIPLES OF QWL

1. THE PRINCIPLES OF SECURITY:

Quality of work life cannot be improved until employees are relived of the

anxiety fear and loss of future employment. The working conditions must be safe and

fear of economic want should be eliminated. Job security and safety against occupation

hazards is an essential precondition of humanization of work.

2. THE PRINCIPLE OF EQUILTY:

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There should be a direct and positive relation between effort and reward. All types

of discrimination between people doing similar work and with same level of performance

must be eliminated. Equity also requires sharing the profits of the organization.

3. THE PRINCIPLE OF INDIVIDUALISM:

Employees differ in terms of their attributes, skills, potential, etc. Therefore, every

individual should be providing the opportunity for development of his personality and

potential. Humanization of work requires that employees are allowed to decide their own

pace of activity and design of work operations.

4. THE PRINCIPLE OF DEMOCRACY:

This means greater authority and responsibility to employees. Meaningful

participation in the decision making process improves the quality of work life.

TECHNIQUES USED TO IMPROVE QWL

1. JOB REDESIGN: Narrow jobs need to be combined into large units of

accomplishment. Jobs should be redesigned to enrich them. Job enrichment helps

to satisfy higher order needs by providing interesting, stimulating and challenging

work

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2. CAREER DEVELOPMENT: Opportunity for career advancement and

growth personality improves commitment. Career planning, counseling second

careers, etc. help to meet expectations of achievement-oriented employees.

3. AUTONOMOUS WORK GROUPS: In an autonomous work group,

employees are given the freedom of decision-making. In such a group the workers

themselves plan, coordinate and control their activities. The group as whole is

accountable for success or failure. It is also called a self-managed work team.

4. FLEXIBLE WORK SCHEDULES: Flexible working hours (flextime),

staggered hours, reduced work, job sharing, part-time employment and other

types of alternative work schedules provide freedom to employees in scheduling

their work.

5. PARTICIPATIVE MANAGEMENT: Employees want to participate in

deciding maters which affect their lives. Therefore, quality circles, management

by objectives, suggestion system and other forms of employee’s participation in

management help to improve QWL.

6. JOB SECURITY: Adequate security of job is a high priority of employees

and should be provided.

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7. ADMINISTRATIVE JUSTICE: The principles of justice, fair and equity

should be applied in disciplinary procedure, grievance procedures, promotions,

transfers, work assignment, leave, etc.

HOW TO IMPROVE QWL

1. Fair and equitable remuneration.

2. Reasonable stability of employment.

3. Employee health and safety programs.

4. Alternative work schedules.

5. Participative management or self-managed teams.

6. Recognition of employees as human beings.

7. Congenial worker supervisor relations.

8. Grievance procedures and effective leadership.

9. Sound promotion policy and career development.

10. Management of employee stress.

11. Job redesign and enrichment.

SPECIFIC ISSUES OF QWL

While the management and unions claim any improvement in facilities and

financial benefits, the personnel manager’s task is to identify other specific issues of

QWL pertaining in his own organization and work on them. The American authors Klatt,

Mudrick and Schuster had identified 11 specific issues in general which we can also

adopt. They are,

1. Pay and stability of employment:

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Pay without stability of employment cannot satisfy the employee. Though

stability of employment is not a serious problem in India, the management should

ensure its employees stability to make them part of the organizations in its real

sense. 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 HRD.

2. Occupational stress:

Stress is a condition of strain on one’s emotions, though process and

physical condition. Preferring all types of jobs inevitably cause stress, though the

intensity may vary from job to job. As such job performance depends upon

effective management of stress in addition to the other factors, which in turn

depends upon identification as sources of stress. Stress is determined by the

nature of work, working conditions, working hours, pause in the work schedule,

workers ability’s and nature and match with the job requirements. Stress is caused

due to irritability, hyper excitation or depression, unstable behavior, fatigue,

stuttering, trembling psychometric pains, heavy smoking and drug abuse. Stress

adversely affects employee’s productivity. The 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.

3. Organizational Health Programs:

The idea behind such health centers is to develop mental health by

maintaining good physical health. This can be done through encouraging

employee take up physical exercises, games and sports. Occupational health

programs aim at educating employees about health problems means of

maintaining and improving of health etc. These programs cover drinking and

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smoking cessation, hypertension control other forms of cardiovascular risk

reduction in absenteeism, hospitalization, disability, excessive job turn over and

premature death. This program should also cover relaxation, physical exercise,

diet control etc.

4. 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 schedule

which offers the individual the leisure time, flexible hours of work is preferred.

5. Participative Management and Control of work:

Trade unions and workers believe that worker’s participation in

management and decision-making improves QWL. 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 to anticipate in creative and decisions making process.

6. Recognition:

Recognizing the employee as a human being rather than as a laborer

increases the QWL. Participative management, awarding the rewarding systems,

congratulating the employees for their achievement, job enrichment, offering

prestigious designations to the job, 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.

7. Congenial worker-supervisor relations:

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Harmonious supervisor-worker relations give the worker a sense of social

association, belongingness, achievement of work results etc. This in turn leads to

better QWL.

8. 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.

9. Adequacy of Resources:

Resources should match with stated objects otherwise employees will not

able to attain the objectives. This results in employee dissatisfaction and lower

QWL.

10.Seniority and Merit in promotions:

Seniority is generally taken as the basis for promotion in case of operating

employees. Merit is considered as the basis for advancement for managerial

people where as seniority cum merit is preferred for promotion of ministerial

employees. The promotional policies and activities should be fair and just in order

to ensure higher QWL.

11.Employment on permanent basis:

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Employment of workers on casual, temporary or 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

QWL AND FRINGE BENEFITS:

HR manager has to build and maintain QWL providing a wide range of fringe

benefits. Fringe benefits and social security benefits result in improvement in

productivity, reduction in absenteeism, turnover, sick leave, alienation etc. These benefits

or maintenance activities include medical and health benefits, safety measures, legal and

financial services, consumer services, retirements benefits, conveyance, canteen facilities,

recreational services, career counseling, employee information reports etc.

QWL AND PRODUCTIVITY:

The general perception is that improvements in QWL. Cost much to the

organization. But it is not so, as improvement over the existing salary, working

conditions and benefits will not cost much. However, the rate of increase in productivity

is higher than that of cost of QWL. Thus, increase in QWL results in increase in

productivity. Improved QWL leads to improved performance. Performance should mean

not only solving job related problems, accepting orders with enthusiasm, promoting a

positive team spirit and accepting temporary unfavorable work conditions with out

complaint.

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Barriers to QWL:

Quality of work life suffers from barriers like any other new scheme.

Management, employees and unions fear the effect of unknown change. All these parties

feel that the benefits of this concept are few though they are convinced about its effect on

personnel management as a whole and on the individual parties separately, management

should develop strategies to improve quality of work life in view of the barriers.

Strategies for improving QWL:

The strategies for improvement in quality of work life include self-managed work

teams, job redesign and enrichment, effective leadership and supervisory behavior, career

development, alternative work schedules, job security, administrative or organizational

and participating management.

1. Self-managed work teams: These are also called autonomous work groups or

integrated work teams. These work teams are formed with 10 to 20 employees

who plan, co-ordinate and control the activities of the team with the help of a

team leader who is one among them. Each team performs all activities of the team

with the help of a team leader who is one among them. Each team performs all

activities including selecting their people. Each team has authority to make

decisions and regulate the activities. The group as a whole is accountable for the

success or failure. Salaries are fixed both on the basis of individual and group

achievement.

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2. Job redesign and enrichment: Narrow jobs can be combined into larger units of

accomplishment. Jobs are redesigned with a view to enriching them to satisfy

higher order human needs.

3. Effective leadership and supervisory behavior: for effective leadership and

supervisory heavier of managerial grid is suitable.

4. Career development: provision for career planning, communicating and

counseling the employees about the career opportunities, career path, education

and development and for second careers should be made.

5. Alternative work schedules: provision for flexible working hours, part time

employments, job sharing and reduced work week should be made.

6. Job security: this tops the employee’s list of priorities. It should be adequately

taken care of.

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7. Administrative or organizational justice: the principles of justice, fair and

equity should be taken care of in disciplinary procedure, grievance procedures,

promotions, transfers, demotion, work assignment, leave etc.

8. Participative management: Employees should be allowed to participate in

management participative schemes, which may be of several types. The most

implementation of these strategies ensures higher level of quality of work life.

RESEARCH METHODOLOGY

Need of the study: The study has been under taken to find out the employees perception

regarding Quality Of Work Life at Sri Vinayaka Bajaj and what changes they would like

to have.

Objective of the study:

To identify the potential area of improvement in Quality Of Work Life for the effective

performance of employees.

Scope: scope of the study is restricted to Sri Vinayaka Bajaj only. The sample date is 45

covering Work shop, Show room and Direct marketing.

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Primary Data: The main method used for collection of data was questionnaires. The

questionnaire’s has been designed with respect to the various competencies identified

from the books and from experts.

Secondary Data: The secondary data is collected from books, journals of Bajaj and

from Bajaj web site.

LIMITATIONS

The limitations of this project are

1. As the period for the study is limited for only 45 days the data collected is very limited.

2. As the data is collected in the working hours of the employees, they are busy they could not give the complete response.

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3. There may be translation problem and the interpretation of question in their own language may differ from English. This may have change the respondents reply

ANNEXURE

I am R. Prashant kumar (TKRIMS,HYD) currently pursuing MBA(HR) final semester. As part of my course curriculum. I am doing my project work on quality of work life. The main objective is to study the quality of work life in Sri Vinayaka Bajaj. I request you to spare your valuable time & fill the questionnaire._____________________________________________________________

SRI VINAYAK BAJAJ

Questionnaire On Quality Of Work Life

Name : ___________________ Department: ___________________

Designation: ___________________

Qualification: ___________________

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Kindly read each statement mark ( ) your response on the given data

1. Do you get support from superiors? (yes / no) 2. Do you get a chance to participate in management decision

making? (yes / no)

3. Do you have any job enrichment? (yes / no)

4. Do you have any job enlargement? (yes / no)

5. Do you have any job rotation? (yes / no)

6. Does your work get recognition? (yes / no)

7. Do you have adequate and fair compensation? (yes / no)

8. Do you have safe and healthy working conditions? (yes / no)

9. Do you have work life balance? (yes / no)

10.Do you have fair opportunity for continuous growth in personal and professional life? (yes / no)

11.Do you have training programs for improving quality of work life? (yes / no)

12.Does the organization provide health benefits and medical facilities? (yes / no)

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13.Do you get freedom to work in the organization? (yes / no)

14.Are you comfortable and satisfied with your job? (yes / no)

15.Do you have good working relation with your colleagues? (yes / no)

1. Do you get support from superiors?

Departments No. Of Employees Yes No Yes % No %

Work shop 15 10 5 67% 33%

Show room 15 12 3 80% 20%

Direct Marketing 15 12 3 80% 20%

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67% respondents of work shop, 80% respondents of both Show room and Direct Marketing said that they get support from superiors. Remaining respondents said that they not getting support from superiors.

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2. Do you get chance to participate in management decision making?


Work shop 15 5 10 33% 67%

Show room 15 14 1 93% 7%


33% respondents of work shop, 93% respondents of Show room and 80% respondents of Direct Marketing said that they get chance to participate in management decision. Remaining respondents said that they don’t get chance to participate in management decision

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3. Do you have any job enrichment?


Work shop 15 7 8 46% 54%

Show room 15 10 5 67% 33%


46% respondents of work shop, 67% respondents of Show room and 80% respondents of Direct Marketing said that they have job enrichment. Remaining respondents said that they don’t have job enrichment.

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4. Do you have any job enlargement?


Work shop 15 10 5 67% 33%

Show room 15 12 3 80% 20%


33% respondents of work shop, 80% respondents of Show room and 60% respondents of Direct Marketing said that they have job enlargement Remaining respondents said that they don’t have job enlargement.

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5. Do you have any job rotation?


Work shop 15 6 9 40% 60%

Show room 15 10 5 67% 33%


40% respondents of work shop, 67% respondents of Show room and 80% respondents of Direct Marketing said that they have job rotation. Remaining respondents said that they don’t have job rotation.

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6. Does your work get recognition?


Work shop 15 12 3 80% 20%

Show room 15 14 1 93% 7%


80% respondents of work shop, 93% respondents of Show room and 87% respondents of Direct Marketing said that their work gets recognized. Remaining respondents said that their work won’t get recognized..

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7. Do you have adequate and fair compensation?


Work shop 15 4 11 27% 73%

Show room 15 13 2 87% 13%


27% respondents of work shop, 87% respondents of Show room and 80% respondents of Direct Marketing said that they have adequate and fair compensation. Remaining respondents said that they don’t have adequate and fair compensation.

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8. Do you have safe and healthy working condition?


Work shop 15 3 12 20% 80%

Show room 15 12 3 80% 20%


20%% respondents of work shop, 80% respondents of Show room and 40% respondents of Direct Marketing said that they have safe and healthy working condition. Remaining respondents said that they don’t have safe and healthy working condition.

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9. Do you have work life balance?


Work shop 15 5 10 33% 67%

Show room 15 12 3 80% 20%


33% respondents of work shop, 80% respondents of Show room and 27% respondents of Direct Marketing said that they have work life balance. Remaining respondents said that they don’t have work life balance.

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10.Do you have fair opportunity for continuous growth in personal and professional life?


Work shop 15 2 13 13% 87%

Show room 15 8 7 53% 47%


13% respondents of work shop, 53% respondents of Show room and 80% respondents of Direct Marketing said that they have fair opportunity for continuous growth in personal and professional life. Remaining respondents said that they don’t have fair opportunity for continuous growth in personal and professional life.

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11.Do you have training programs for improving quality of work life?


Work shop 15 4 11 27% 73%

Show room 15 9 6 60% 40%


27% respondents of work shop, 60% respondents of Show room and 13% respondents of Direct Marketing said that they have training programs for improving Quality of work life. Remaining respondents said that don’t have training programs for improving Quality of work life.

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12.Does the organization provide health benefits and medical facilities?


Work shop 15 15 0 100% 0%

Show room 15 15 0 100% 0%


100% respondents of work shop, Show room and Direct Marketing said that they get health benefits and medical facilities.

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13.Do you get freedom to work in the organization?


Work shop 15 12 3 80% 20%

Show room 15 13 2 87% 13%


80% respondents of work shop, 87% respondents of Show room and 80% respondents of Direct Marketing said that they get freedom to work in the organization. Remaining respondents said that they not getting freedom to work in the organization.

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14. Are you comfortable and satisfied with your job?


Work shop 15 12 3 80% 20%

Show room 15 14 1 93% 7%


80% respondents of work shop, 93% respondents of Show room and 67% respondents of Direct Marketing said that they are comfortable and satisfied with their job. Remaining respondents said that they not comfortable and satisfied with their job.

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15.Do you have good working relation with your colleagues?


Work shop 15 15 0 100% 0%

Show room 15 15 0 100% 0%


100% respondents of work shop, Show room and Direct Marketing said that they have good working relation with their colleagues.

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FINDINGS

Most of the respondents of the organization responded that they get

support from superiors.

Respondents of the show room and direct marketing responded that they

get chance to participate in management decision.

80% respondents of work shop, 93% respondents of show room and 87%

respondents of direct marketing said that their work gets recognized.

Most of the employees of the show room responded that they have safe

and healthy working condition. Most of the employees of the work shop

responded that they don’t have safe and healthy working condition

All respondents of the organization responded that they get health

benefits and medical facilities.

93% respondents of the organization responded that they are satisfied

with their job.

All respondents of the organization responded that they have good

working relation with their colleagues.

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SUGESSTIONS

Employees participation has to be increased in the organization not only has the participation, an environment has to be enable when the employees feel that their voices are being heard and that they have a say in decision making.

In order to motivate the employees, job rotation needs to be encouraged.

Better safety & healthy working condition should provide to the work shop employees.

Organization should provide flexible working hours for the employees.

Work pressures to the employees must be kept in control to maintain work life balance.

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CONCLUSION

QWL plays an important role in the organization: it helps in changing the entire

organizational climate by humanizing work, individualizing organization and changing the

structural and managerial systems.

QWL denotes improvements in the psychological aspect of work to improve productivity. It

also refers to the quality of relationship between employees and total working environment.

Much importance is given to the QWL because of following reasons: Fair compensation,

safe & healthy working conditions, work and personal life balance.

Absence of QWL leads to several disadvantages for an organization. The psychological &

physical needs of the workers are not taken care, and this leads to lower productivity. The

performance of the employees decrease as the work environment will not be conducive.

QWL at SRI VINAYAKA BAJAJ is satisfactory to the employees. Work environment in Sri

Vinayaka Bajaj is very effective and the performances of the employees are high. Employees

are very much satisfied with the QWL and are benefited in all aspects of their physical and

psychological needs. The work culture and the environment are very conducive to work.

People feel like family, while doing the wok, as a QWL brings them to work collectively and

be responsible to each other. However, some employees are not aware of QWL training

programs.

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BIBLIOGRAPHY

Books

1. HRM by GARY DESSLER (Addition 10, published on 2005

page no.150-192)

2. Personal & HRM by P.SUBBA RAO (Addition 9, published on

2005 page no.128-135)

3. HRM by A. M. SHARMA (Addition 9, published on 2006 page

no.81-105)

4. HRM by BISWAJEET PATNAYAK (Addition 10, published on

2006 page no.81-90)

Websites

www.bajajauto.com

www.questia.com

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http://www.questia.com/

http://www.bajajauto.com/

a project on quality of work life

Documents