revathi project

7/31/2019 Revathi Project

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1. INTRODUCTION

1.1 DEFINITION

The QWL or Quality of Work Life in an organization is essential to the smooth running

and the success of its employees. The Work Life balance must be maintained effectively to ensure

that all employees are running at their peak potential and free from stress and strain.

Quality is never an accident; it is always the result of high intention, sincere effort,

intelligent direction and skillful execution; it represents the wise choice of many alternatives. -

William A. Foster.

The term refers to the favorableness or unfavourableness of a total job environment for

people. QWL programs are another way in which organizations recognize their responsibility to

develop jobs and working conditions that are excellent for people as well as for economic health of

the organization. The elements in a typical QWL program include open communications,

equitable reward systems, a concern for employee job security and satisfying careers and

participation in decision making.

Many early QWL efforts focus on job enrichment. In addition to improving the work

system, QWL programs usually emphasize development of employee skills, the reduction of

occupational stress and the development of more co-operative labour-management relations.

Vigorous Domestic and International competition drive organizations to be more

productive. Proactive managers and human resource departments respond to this challenge by

finding new ways to improve productivity. Some strategies rely heavily upon new capital

investment and technology. Others seek changes in employee relations practices.

Human resource departments are involved with efforts to improve productivity through

changes in employee relations. QWL means having good supervision, good working conditions,

good pay and benefits and an interesting, challenging and rewarding job. High QWL is sought

through an employee relations philosophy that encourages the use of QWL efforts, which are


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systematic attempts by an organization to give workers greater opportunities to affect their jobs

and their contributions to the organizations overall effectiveness.

Stress at work is often considered in isolation, wherein it is assessed on the basis that

attention to an individuals stress management skills or the sources of stress will prove to provide a

good enough basis for effective intervention. Alternatively, job satisfaction may be assessed, so

that action can be taken which will enhance an individuals performance.

A proactive human resource department finds ways to empower employees so that they

draw on their brains and wits, usually by getting the employees more involved in the decision-

making process.

The satisfaction in the job is purely a psychological problem revolution in the minds of the

members of the organization. Since the job satisfaction is an internal feeling of the human being,

there is no measure it. The practical difficulty in enhancement of the job satisfaction is primarily

owing to the identification and the satisfaction of the needs and wants.

The identification and fulfillment are impracticable in reality, because the top management

cannot identify the never ending needs and wants of the employees throughout the organization.

The needs and wants are not only multiple but also perennial in nature. Because if a

particular wants is satisfied a need for the next one will arise. In reality one cannot expect that the

management can identity and satisfy the varied needs of the members of the organization.

Job satisfaction

Job satisfaction was defined as an attitude, which results from a balancing and summation

of specific likes and dislikes, experienced in connection with the job. -Keith Davis.

The satisfaction that a person extracts by working in the organization can be called as job

satisfaction. It expresses the willingness and unwillingness with which the members of the

organization view their work. In fact it expresses the quantum of agreement between ones

expectation from the job and the result that the job facilitates him.


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Job satisfaction describes how content an individual is with his or her job. The happier

people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as

motivation or aptitude , although it is clearly linked. Job design aims to enhance job satisfaction

and performance, methods include job rotation , job enlargement , job enrichment and job re-

engineering . Other influences on satisfaction include the management style and culture, employee

involvement, empowerment and autonomous work position. Job satisfaction is a very important

attribute which is frequently measured by organizations. The most common way of measurement is

the use of rating scales where employees report their reactions to their jobs.

Emotions

Mood and emotions form the affective element of job satisfaction. Moods tent to be longer

lasting but often weaker states of uncertain origin, while emotions

Mood and emotions form the affective element of job satisfaction. Moods tend to be longer

lasting but often weaker states of uncertain origin, while emotions are often more intense, short-

lived and have a clear object or cause.

There is some evidence in the literature that moods are related to overall job satisfaction. [9][10]

Positive and negative emotions were also found to be significantly related to overall job

satisfaction.

Frequency of experiencing net positive emotion will be a better predictor of overall job

satisfaction than will intensity of positive emotion when it is experienced.

Emotion work refers to various efforts to manage emotional states and displays. Emotion

management includes all of the conscious and unconscious efforts to increase, maintain, or

decrease one or more components of an emotion. Although early studies of the consequences of

emotional work emphasized its harmful effects on workers, studies of workers in a variety of

occupations suggest that the consequences of emotional work are not uniformly negative.
http://en.wikipedia.org/wiki/Individualhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Aptitudehttp://en.wikipedia.org/wiki/Aptitudehttp://en.wikipedia.org/wiki/Aptitudehttp://en.wikipedia.org/wiki/Job_designhttp://en.wikipedia.org/wiki/Job_rotationhttp://en.wikipedia.org/wiki/Job_rotationhttp://en.wikipedia.org/wiki/Job_enlargementhttp://en.wikipedia.org/wiki/Job_enrichmenthttp://en.wikipedia.org/wiki/Job_enrichmenthttp://en.wikipedia.org/w/index.php?title=Job_re-engineering&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Job_re-engineering&action=edit&redlink=1http://en.wikipedia.org/wiki/Mood_(psychology)http://en.wikipedia.org/wiki/Emotionhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-8http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-9http://en.wikipedia.org/wiki/Emotion_workhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Aptitudehttp://en.wikipedia.org/wiki/Job_designhttp://en.wikipedia.org/wiki/Job_rotationhttp://en.wikipedia.org/wiki/Job_enlargementhttp://en.wikipedia.org/wiki/Job_enrichmenthttp://en.wikipedia.org/w/index.php?title=Job_re-engineering&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Job_re-engineering&action=edit&redlink=1http://en.wikipedia.org/wiki/Mood_(psychology)http://en.wikipedia.org/wiki/Emotionhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-8http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-9http://en.wikipedia.org/wiki/Emotion_workhttp://en.wikipedia.org/wiki/Individual


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1.2 NEED FOR THE STUDY

One of the most talked about subjects in corporate circles, in recent times, is how to maintain a

satisfied workforce. An efficient and satisfied workforce is the most significant factor in the

organization effectiveness and management excellence.

The study aims at bringing out the job satisfaction and managing stress among the employees

in GOMI REAL IT (P) LTD, vadapalani. There would be employee turnover due to many reasons and

we could trace the feasibility of prevailing factors of the job satisfaction and organizational climate. It

could support the management to understand about the employees satisfaction and help them to take

decision for the employees problem if prevailing and solve on the issue.

The study analyses the level of stress among the people who work in the organization. Stress

arises because of unfulfilled wants, lack of job satisfaction etc. it identifies the ways of the causes of

stress in the working organization

Management needs information on the employees job satisfaction in order to make sound

decision both in prevailing and solving employees problems. One of the benefits of this survey is that

they give management an indication of general level of satisfaction in a company.


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1.2 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:

To study about quality of work life in GOMI REAL IT (P) LTD, Vadapalani, inChennai.

SECONDARY OBJECTIVES:

To determine the level of Job Satisfaction among the employees.

To study about how employees manage stress caused in environment.

To study about whether the employees are satisfied with the working conditions.

To analysis the relationship between superior and subordinates.

To study the satisfaction level of employees with respect to job security.


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1.3 SCOPE OF THE STUDY

The scope of the study is confined to GOMI REAL IT (P) LTD,Vadapalani, with respect to

the employees in all cadres. The researcher could gain substantial pragmatic view on the important

factors that influence the job satisfaction among employees .The researcher gain and attain

knowledge in undertaking and performing projects. It has helped the researcher to observe and

analyze the satisfaction level of the employees with regards to various factors.

Job satisfaction is the affective variable most often connected with employee turnover. This

will help the organization to take necessary steps to reduce the dissatisfaction factors by adopting

counseling, rewards and promotion.

The organization could understand the main factors that influence the job satisfaction. The

organization could also learn the expectations of the employees in their job and to undertake the

suggestion given by them. The findings of the study is important because employees are one of

important factors for the overall smooth functioning of the organization, if the employees are

dissatisfied it causes loss to him as well as organization.


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1.4 LIMITATION OF THE STUDY

1. The study was conducted for the executives in the organisation.

2. Since the time factor is another constraint, which also restricted the sample size.

3. Few respondents were reluctant to fill in the questionnaire as they were asked to fill some

questionnaire.

4. Few respondents felt that their views would be exposed to the management and their views

were slightly biased.


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2. REVIEW OF LITERATURE

Quality of working life has been differentiated from the broader concept of quality of life.

To some degree, this may be overly simplistic.

The Research on quality of work life by Elizur and Shye, (1990) concluded that quality of

work performance is affected by quality of life as well as quality of working life. However, it will

be argued here that the specific attention to work-related aspects of quality of life is valid.

Hackman and Oldham (1976) drew attention to what they described as psychological

growth needs as relevant to the consideration of Quality of working life. Several such needs were

identified are Skill variety, Task Identity, Task significance, Autonomy and Feedback.

Theory based models by Taylor (1979) more pragmatically identified the essential

components of quality of working life as basic extrinsic job factors of wages, hours and working

conditions, and the intrinsic job notions of the nature of the work itself.

Warr and colleagues (1979), in an investigation of quality of working life, considered a

range of apparently relevant factors, including work involvement, intrinsic job motivation, higher

order need strength, perceived intrinsic job characteristics, life satisfaction.

Mirvis and Lawler (1984) 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.

Baba and Jamal (1991) described as typical indicators of quality of working life that

includes job satisfaction, job involvement, work role ambiguity, work role conflict, work roleoverload, job stress, organizational commitment and turn-over intentions.

Ellis and Pompli (2002) identified a number of factors contributing to job dissatisfaction

and quality of working life in nurses, that includes poor working environments, resident


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aggression, workload, inability to deliver quality of care preferred, balance of work and family,

lack of involvement in decision making.

Sirgy et al. (2001) suggested 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 behaviour, organizational commitment.

Bearfield, (2003) used 16 questions to examine quality of working life, and distinguished

between causes of dissatisfaction in professionals, intermediate clerical, sales and service workers,

indicating that different concerns might have to be addressed for different groups.

Singh (1983) states that, Quality of Work Life is not based on any theory. It is concerned

with overall climate of work place. Reduced supervision, increased self-regulation and self-

management are pillars of Quality of Work Life.

American Society of Training and Development (1979) presented Quality of Work Life

as a process of work organizations, which enables its members at all levels to participate actively

and efficiently in shaping the 28 organizations environment, methods and outcomes. It is a value

based process, which is aimed towards meeting the twin goals of enhanced effectiveness of

organizations, and improved quality of life at work for employees.

Cohen and Rosenthal (1980) describes Quality of Work Life as an intentionally designed

effort to bring out increased labour management, and cooperation to jointly solve the problem of

improving organizational performance and employee satisfaction.

In the views of Johnston (1993) , Quality of Work Life is more than simply a concept,

means or an end. It embodies the following inter-related sets of ideas that deals with a body of

knowledge, concepts, experiences related to the nature, meaning, and structure of work and ideas

dealing with the nature and process of introducing and managing organisation change.

According to Balu (2001), Quality of Work Life encompasses various aspects relating to

Working Environment, Employee Motivation, Proper Communication, Employee Facilities, and

Employee Performance Recognition.


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In the opinion of Jain (1991), Quality of Work Life represents a blending of motivational

factors of work, socio-technical system etc. which are of very real concerns for human values in

todays society with an awareness that all individuals devote the greater part of their mature lives

to the work, spending time, energy and physical and mental resources to this endeavor. Moreover,

it recognizes that, work is the chief determinant of an individuals freedom, growth and self respect

as well as his or her standard of living. Quality of Work Life denotes the experienced goodness

of working in the organizational settings.

Herzberg at al., (1959) used Hygiene factors and Motivator factors to distinguish

between the separate causes of job satisfaction and job dissatisfaction. It has been suggested that

Motivator factors are intrinsic to the job, that is; job content, the work itself, responsibility and

advancement.

Quality 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 well-being (Danna & Griffin, 1999).

Walton (1974) attributes the evolution of Quality of Work Life to various phases in

history. Legislations enacted in early twentieth century to protect employees from job-injury and toeliminate hazardous working conditions, followed by the unionization movement in the 1930s and

1940s were the initial steps in this direction.

From the study by Sekharan (1985) observed that, historically the concept of Quality of

Work Life had originally included only the issues of wages, working hours, and 26 working

conditions. However, the concept has now been expanded to include such factors as the extent of

workers involvement in the job, their levels of satisfaction with various aspects in the work

environment, their perceived job competence, accomplishment on the job etc.

According to Keith (1989), Quality of Work Life refers to the favorableness or

unfavourableness of a job environment for people. The basic purpose in this regard is to develop

jobs aiming at Human Resource Development as well as production enhancement.


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Gani (1993) in his study stated that the core of the Quality of Work Life concept is the

value of treating the worker as a human being and emphasizing changes in the socio-technical

system of thorough improvement, in physical and psychological working environment, design and

redesign of work practices, hierarchical structure and the production process brought with the

active involvement of workers in decision making.

In the words of Kumar and Tripati (1993), Quality of Work Life is a philosophy of

management that believes co-operative relationship between employees and managers and also

believes that every employee has the ability and right to offer his intelligence and useful inputs into

decisions at various levels in the organizations.

JOB SATISFACTION

According to Mccromic and Illgess, Job satisfaction is the attitudes of one has towards

him/her job. It is an emotional resource to the job, which can vary from positive to negative in any

degree.

According to Hoppock, Job satisfaction is any combination of psychological, physiological

and environmental factors that makes a person to admit, I am happy at my job, it has also been

defined as the end state of feeling.

FACTORS DETERMINING JOB SATISFACTION

Such factors are either from within the organisation or from outside the organisation.

Therefore, the factors inherent in job and personal factors are given due to weight age for

determining the job satisfaction.

PERSONAL FACTORS

1. Sex:

Satisfaction or dissatisfaction may differ on the basis of sex. Because of the weakness in

women employee, the less commanding power, emotional imbalance may lead to differences in

satisfaction.


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2. Family circumstances:

The personal factor responsible for job satisfaction is the family atmosphere is peaceful and

pleasant the employee is positively motivated while at work or otherwise mentally disturbed and

resulting in poor performances.

3. Age and Experience:

Age and experience are also the leading cause of satisfaction and dissatisfaction. If an

individual is not fairy treated on the basis of age and experience he is negatively motivated.

4. Intelligence:

Intelligence is an internal excellence of mind, which leads to high level of performance. If

it is recognized and rewarded is positively motivated. This positive motivation will help him to

claim the higher level of authority. Challenging job requires extraordinary managerial capacity.

5. Personality:

Personality of an individual may be interpreted in any forms like physical personality and

mental personality. Personality of an individual has an high correlation with job satisfaction.

6. Educational Level:

With the occupational level held constant there is a negative relationship between the

education level and job satisfaction. Higher the education, higher the reference group which the

individual looks for the guidance to evaluate the job rewards.


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ORGANIZATIONAL FACTORS:

1. Wages:

Wages play a significant role in influencing job satisfaction. This issue of two reasons.

First money is important instrument in fulfilling ones needs and two, employed often see pay as a

reflection of management concern for them.

2. Nature of work:

Most of employees crave intellectual challenges of jobs. Employees tend to prefer of tasks,

freedom and feedback on well they are doing.

3. Promotion:

Promotions affect the job satisfaction. It should be capable of servicing the expectation of

the senior level employee as he gains an experience in various fields of the organization.

4. Job Security:

Insecurity to the employee in the job after a considerable service cause dissatisfaction and

it leads to collapse of the life of an employee with his family.

5. Relationship with superior and subordinate:

There must be a coordinal relationship between the superior and subordinate. The superior

should have a soft corner towards his subordinates .with the cooperation of the subordinates the

management cannot achieve anything.

6. Communication:

One of the secret of successful management is systematic and the effective communication.

Communication is after all an exchange of organization. Effective communication avoids delay in

decisions, friction between superiors and subordinates.


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7. Occupational level:

Higher the level of job, greater is the satisfaction of the individual. This is because higher

level jobs carry greater prestige and self control. This relationship between occupational level and

job satisfaction stems from social reference group theory in that our society values some jobs morethan others.

WORK STRESS

According to Richard Carlson, Stress is nothing more than a socially acceptable form of

mental illness.

Workplace stress is the harmful physical and emotional response that occurs when there is

a poor match between job demands and the capabilities, resources, or needs of the worker.

Stress-related disorders encompass a broad array of conditions, including psychological

disorders (e.g., depression , anxiety , post-traumatic stress disorder ) and other types of emotional

strain (e.g., dissatisfaction, fatigue , tension , etc.), maladaptive behaviors (e.g., aggression ,

substance abuse ), and cognitive impairment (e.g., concentration and memory problems). In turn,

these conditions may lead to poor work performance or even injury . Job stress is also associated

with various biological reactions that may lead ultimately to compromised health, such as

cardiovascular disease , or in extreme cases death .

Job stress results from the interaction of the worker and the conditions of work. Views

differ on the importance of worker characteristics versus working conditions as the primary cause

of job stress. The differing viewpoints suggest different ways to prevent stress at work. According

to one school of thought, differences in individual characteristics such as personality and coping

skills are very important in predicting whether certain job conditions will result in stress. In other

words, what is stressful for one person may not be a problem for someone else. This viewpointunderlies prevention strategies that focus on workers and ways to help them cope with demanding

job conditions.

Although the importance of individual differences cannot be ignored, scientific evidence

suggests that certain working conditions are stressful to most people. Such evidence argues for a
http://en.wikipedia.org/wiki/Psychological_disordershttp://en.wikipedia.org/wiki/Psychological_disordershttp://en.wikipedia.org/wiki/Clinical_depressionhttp://en.wikipedia.org/wiki/Anxietyhttp://en.wikipedia.org/wiki/Post-traumatic_stress_disorderhttp://en.wikipedia.org/wiki/Fatigue_(medical)http://en.wikipedia.org/wiki/Stress_(biology)http://en.wikipedia.org/wiki/Stress_(biology)http://en.wikipedia.org/wiki/Aggressionhttp://en.wikipedia.org/wiki/Substance_abusehttp://en.wikipedia.org/wiki/Injuryhttp://en.wikipedia.org/wiki/Cardiovascular_diseasehttp://en.wikipedia.org/wiki/Karoshihttp://en.wikipedia.org/wiki/Karoshihttp://en.wikipedia.org/wiki/Personality_pathologyhttp://en.wikipedia.org/wiki/Coping_skillhttp://en.wikipedia.org/wiki/Coping_skillhttp://en.wikipedia.org/wiki/Psychological_disordershttp://en.wikipedia.org/wiki/Psychological_disordershttp://en.wikipedia.org/wiki/Clinical_depressionhttp://en.wikipedia.org/wiki/Anxietyhttp://en.wikipedia.org/wiki/Post-traumatic_stress_disorderhttp://en.wikipedia.org/wiki/Fatigue_(medical)http://en.wikipedia.org/wiki/Stress_(biology)http://en.wikipedia.org/wiki/Aggressionhttp://en.wikipedia.org/wiki/Substance_abusehttp://en.wikipedia.org/wiki/Injuryhttp://en.wikipedia.org/wiki/Cardiovascular_diseasehttp://en.wikipedia.org/wiki/Karoshihttp://en.wikipedia.org/wiki/Personality_pathologyhttp://en.wikipedia.org/wiki/Coping_skillhttp://en.wikipedia.org/wiki/Coping_skill


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greater emphasis on working conditions as the key source of job stress, and for job redesign as a

primary prevention strategy. Large surveys of working conditions, including conditions recognized

as risk factors for job stress, were conducted in member states of the European Union in 1990,

1995, and 2000.

Results showed a time trend suggesting an increase in work intensity. In 1990, the

percentage of workers reporting that they worked at high speeds at least one-quarter of their

working time was 48%, increasing to 54% in 1995 and to 56% in 2000. Similarly, 50% of workers

reported they work against tight deadlines at least one-fourth of their working time in 1990,

increasing to 56% in 1995 and 60 % in 2000. However, no change was noted in the period 1995

2000 (data not collected in 1990) in the percentage of workers reporting sufficient time to complete

tasks.

A substantial percentage of Americans work very long hours. By one estimate, more than

26% of men and more than 11% of women worked 50 hours per week or more in 2000. These

figures represent a considerable increase over the previous three decades, especially for women.

According to the Department of Labor , there has been an upward trend in hours worked among

employed women, an increase in extended work weeks (>40 hours) by men, and a considerable

increase in combined working hours among working couples, particularly couples with young

children.

A person's status in the workplace can also affect levels of stress. While workplace stress

has the potential to affect employees of all categories; those who have very little influence to those

who make major decisions for the company. However, less powerful employees are more likely to

suffer stress than powerful workers. Managers as well as other kinds of workers are vulnerable to

work overload.

Economic factors that employees are facing in the 21st century have been linked toincreased stress levels. Researchers and social commentators have pointed out that the computer

and communications revolutions have made companies more efficient and productive than ever

before. This boon in productivity however, has caused higher expectations and greater competition,

putting more stress on the employee.
http://en.wikipedia.org/wiki/European_Unionhttp://en.wikipedia.org/wiki/United_States_Department_of_Laborhttp://en.wikipedia.org/wiki/European_Unionhttp://en.wikipedia.org/wiki/United_States_Department_of_Labor


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The following economic factors may lead to workplace stress:

Pressure from investors, who can quickly withdraw their money from company stocks.

The lack of trade and professional unions in the workplace.

Inter-company rivalries caused by the efforts of companies to compete globally The willingness of companies to swiftly lay off workers to cope with changing business

environments.

3. ORGANIZATION PROFILE

COMPANY PROFILE :

GOMI has put its baby step into real estate & commodity trading where big alone

would be the underlying mantra. Both the industries are the largest among all domains &

responsible for all the financial figures of any country that becomes a pointer to the economic


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world. A click & brick approach is adopted & cutting edge technologies implemented in these two

massive yet under computerized business forms.

VISION:

GOMI will be a click & brick model in the job, education, real estate & commodity

trading domain. By 2012, GOMI will be looked upon as an attitude that would be a model for

anyone who dreams BIG.GOMI would be synonymous to CHALLENGES.

MISSION:

GOMI offers high-quality real estate, employment &education & commodity trading

services to retail and business customers. Our aim is to provide our customers with quality

services, while keeping them informed and educated throughout the process. GOMI is an excellent

place to work, a professional environment that is challenging, rewarding, creative, and respectful

of ideas and individuals. GOMI ultimately provides excellent value to its customers and fair

reward to its partners and employees.

CONSULTING:

BUSINESS INTELLIGENCE MANAGEMENT:

Business intelligence management is an important element of an organizations

strategy to deliver the information needed to successfully manage critical applications. The sheer

amount of data available today makes it ever more important to deliver the right data to the right

individuals at the right time. The ability to effectively manage data can provide a company with a


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defining advantage.

GOMI REAL IT helps with the design and implementation of new business

intelligence initiatives, as well as with enhancement and performance improvement of mission-critical enterprise-wide initiatives

Whether the needs are to make better use of the data already resident in your

companys data warehouse, or to define and implement a new data management strategy and

architecture, GRIT can help.

The GRITs expertise in delivering specialists includes

TIBCO

Qlikview

Hyperion

Abinitio

Cognos

Business objects

Information builders

Oracle technologies

Functionally, GRIT can provide project teams to fulfill the following IT resource needs:

Business intelligence

Enterprise reporting


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Dashboards / Scorecards

Data analysis

Data project management

Data architecture

Data mining

Cleansing

Migration

Integrity

ETL tools

Data warehouse / data mart

APPLICATION DEVELOPMENT

Time frames to successfully deliver applications continue to compress, making

project management more critical than ever before. The business community expects developers to

deliver quickly, with increased functionality and flawless operations, all under budget.

GRIT is especially capable in delivering teams of specialists that can manage and

execute the successful delivery of small to mid-scale projects.

Our expertise includes the following areas:

Project management

Full software lifecycle development

Microsoft based development technologies

Object oriented language development

Portal and web-based development

SOFTWARE QUALITY ASSURANCE

Time and time again, industry studies have proven that early involvement of the

quality assurance and test organization in the design phase improves product testability, reduces


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costs and improves delivery time frames.

Whether a company needs software quality assurance and test specialists from the beginning of the

project or at a later point in the development lifecycle, GRIT can supply the expertise to

successfully accomplish your project testing goals through support in:

Comprehensive test management

Testing throughout the software development lifecycle

Automated and manual testing

Software test tool selection

Implementation guidelines

THE PEOPLE

The team comprises of a right mix of seasoned functional gurus & vibrant youth

techies who would take the dual industry by storm. The recruits are a passionate lot who would go

the extra mile to taste that success. We have industry stalwarts who have been mentoring us to

achieve the biggest of achievements with minimum trials. An external team of consultants with

great domain experience would share their inputs to ease our team of any specific research.

Some of our clients..


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4. RESEARCH METHODOLOGY

4.1 RESEARCH DESIGN

The research design adopted for this study is descriptive research design. A research, which

provides a description of a specific situation in such a way, so as to help the researcher to identify

cause and effect relationship is known as descriptive research.


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In the present study, Descriptive research design is used to describe the respondents

satisfaction level with respect to various influencing factors such as job characteristics, promotion

policy, interpersonal relationships etc.

SOURCE OF DATA

Primary Data

Data was collected through a well structured questionnaire. The questionnaire consists of 5

personal questions, one open-ended question, and 19 multiple choice questions.

Secondary Data

Secondary data are existing data, which are collected from company database, brochures,

journals etc.

SAMPLING PLAN

Sampling unit

The study was conducted with respect to executive in the organization.

Sample Size

A total of 110 employees were selected for the study including both male and female.

Sampling Procedure

The sample procedure adopted for the study was convenience sampling under non-

probability method.

4.2 DATA ANALYSIS

TOOLS USED

1. Percentage Analysis


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Percentage refers to special kind of ratio which is used in comparison between two or

more series of data. Percentage can also be used to compare the relative item that is distribution of

two or more series of data. This method is commonly used in comparative study.

Percentage = No of Respondents

------------------------------ * 100

Total no of Respondents

2. Chi-square method

Chi square is a non-parametric test. It can be used to determine if categorical datashows dependency or two classifications are independent. It can also be used to make

comparison between theoretical population and actual data when categories are used We used

the following formula for calculating the value of chi-square

X = (O-E) 2 / E

O- observed frequency E- expected frequency

Steps for computing chi- square test:

First of all expected frequencies are computed

The Expected frequency for any cell can be calculated

E = RT * CT / N

Where,

RT = ROW total

CT = Column total


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N = Number of frequencies

Then find out difference between observed (0) and expected (E) frequencies that is

(O-E).

Difference between (O) and (E) are squared that is interval estimate(O-E) 2

calculated

Square difference between frequencies (O-E) 2 are divide by respective expected

frequencies(O-E) 2/E

These quantities are added together to obtain the total value of computed X 2 value

that is (O-E) 2/E

The degree of freedom is calculated from the frequencies table by using formula

Degree of freedom = (R-1)

Where

R- number of rows

C- number of columns

Then calculated value is then compared to a table value of X2

If the calculated value is lesser than the table value, then the H 0 is accepted

If the calculated value is greater than the table value then the H 0 is rejected

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