A STUDY ON QUALITY OF WORK LIFE OF EMPLYOEE’S

AT

TUBE INVESTMENT DIAMOND CHAIN INDIA LIMITED

PROJECT REPORT

Submitted to

UNIVERSITY OF MADRAS

In partial fulfilment for the requirement of the award of the degree

MASTER OF BUSINESS ADMINISTRATION

Report submitted
By

MS. VISHNUPRIYA.V
Reg. No. MA00364
Under the guidance of
Ms. J. RADHA, M.com., MBA., M.Phil.,B.Ed.,

DEPARTMENT OF BUSINESS ADMINISTRATION

VALLIAMMAL COLLEGE FOR WOMEN
(AFFILIATED TO UNIVERSITY OF MADRAS)
E-9, ANNA NAGAR EAST,

CHENNAI - 600102.

BATCH: 2010-2012

1
 BONAFIDE CERTIFICATE

This is to certify that the project work entitled “A STUDY ON QUALITY OF

WORK LIFE AT TIDC INDIA LIMITED is a bonafide record of original work
done by Ms.VISHNUPRIYA.V, Reg. No: MA00364 II year student of MBA,
VALLIAMMAL COLLEGE FOR WOMEN, Chennai, in partial fulfilment for
the requirement of the degree MASTER OF BUSINESS ADMINISTRATION,
from UNIVERSITY OF MADRAS during the academic year 2010-2012.

Ms.J.RADHA,M.com.,M.B.A.,M.Phil., B.Ed., Ms.K.E.Alamelu,M.Com.,MBA.,M.Phil.,

Faculty guide Head of the department

Dr.Mrs. T.V.S.PADMAJA, M.A.,Ph.D.,PGCTE(CIEFL),PGDIP.Phon(RIE)

HEAD OF THE INSTITUTION

Submitted for the viva-voce to be held on___________________

Internal examiner External examiner

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 ACKNOWLEDGEMENT

I take an opportunity to express my thanks to our esteemed

chairman Thiru. A.P.MAIKANDAN,B.A, and also to our correspondent
Thiru.A.M.ARIVUDAINAMBI, M.Sc.,M.S.,M.Phil.,PGDBA and our academic
advisor Dr.S.VALAVAN, M.A.,M.Litt.,Ph.D., and Principal of our college
Dr.T.V.S.PADMAJA, M.A,Ph.D,PGCTE(CIEFL),P.G.Dip.inPhon(RIE) who
has given me the opportunity to do this project at TUBE INVESTMENT
DIAMOND CHAIN INDIA LIMITED (TIDC).

I am grateful to Ms.K.E.ALAMELU, M.Com, M.B.A, M.Phil, Head of

the Department of Business Administration for extending her valuable guidance in
the preparation of a report.

I am also thankful to Mrs .J. RADHA, M.Com., M.B.A.,

M.Phil.,B.Ed., who has given me guidance and support to do this project report. I
also thank all our staff members to help to do this report successfully.

I am also thankful to Mr. M KAILASAGIRI (Deputy Manager-HR),

of TIDC INDIA LIMITED, for spending his valuable time and giving excellent
guidance and co-operation to do this project. I am also thankful to BRINDA
PRASAD (MANAGEMENT TRAINEE)-HR, P.JEGANATH (OFFICER)-HR
and all my well-wishers who have assisted me in successful completion of my
study.

VISHNUPRIYA.V

3
 CONTENTS

S.NO TITLE PAGE NO

1. INTRODUCTION 1

2. INDUSTRY PROFILE 3

3. COMPANY PROFILE 15

4. OBJECTIVES OF THE STUDY 26

5. NEED FOR THE STUDY 27

6. SCOPE OF THE STUDY 28

7. LIMITATIONS OF THE STUDY 29

8. REVIEW OF LITERATURE 30

9. RESEARCH METHODOLOGY 47

10. DATA ANALYSIS & INTERPRETATION 54

11. FINDINGS OF THE STUDY 114

12. SUGGESTIONS 117

13. CONCLUSION 118

14. BIBLOGRAPHY

15. ANNUXURE

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 ABSTRACT

The research is on the basis of A STUDY ON “QUALITY OF

WORK LIFE” AT TIDC INDIA LIMITED. D u e t o c h a n g e s i n
t e c h n o l o g y a n d t o me e t v a r i o u s d e ma n d s o f t h e e mp l o ye e s a n d t o
w i t h s t a n d t h e p l a c e i n t h e Gl o b a l ma r k e t t h e c o mp a n y h a s t o
f o c u s o n employees satisfaction on major areas like job security, job
satisfaction, medical facilities, canteen facilities, etc.

Surveys are an effective way of knowing about

e m p l o y e e s ‟ q u a l i t y o f w o r k l i f e i n t h e organization. While exit
interviews are generally used, they are a delayed way of knowing the
quality of work life.

The study was based on the descriptive research design. The sampling design
being used here is Convenience Sampling. The sample size100 has been used Thus
this report seeks to utilize primary research, through questionnaires and secondary
method involves data collection through magazines and websites.

The tools being used for analysis and interpretation are Chi-Square test,
ANOVA and Weighted Average method. Th e S u g g e s t io n ma d e b y t h e
e mp l o ye e s wh e r e mo s t l y i mp l e me n t e d wh e n e v e r they were
applicable. In due course of the project we have visited the company and interacted
with the people concerned. Her I also got the opportunity to learn about work life
balance policies provide to the employees by an organization.

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 INTRODUCTION

Quality is generally defined to satisfy the ever-changing needs of our

customers, vendors and employees, with value added products and services
emphasizing a continuous commitment to satisfaction through an ongoing process
of education, communication, evaluation and constant improvement. The concept
of quality is not apply to all goods and services created by human beings but, also
for work place where the employees were employed.

Quality in the work place comes from understanding and then fully
meeting the needs of all your internal and external customers, now and into the
future and doing, so with continual improvement in efficiency and effectiveness. In
addition to improving the work system, QWL programs usually emphasis
development of employee skills, the reduction of occupational stress and the
development of more co-operative labor-management. 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

The term refers to the favorableness or un-favorableness 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. A high
quality of work life (QWL) is essential for organizations to continue to attract and
retain employees. QWL is a comprehensive program designated to improve
employee satisfaction.

6
 TIDC is one of India's leading manufacturers of power transmission chains
for the industrial, automotive and agricultural segments. The company was
established in 1960 and today is the undisputed market leader in both the industrial
and automotive chains.. TIDC exports chains under the brand name 'Rombo'. Its
chains have gained recognition in Europe, the US, Japan, South America and Asian
markets for high quality and reliability.

The process of Quality of work life by which an organization responds to

employees needs for developing mechanism to allow them to share fully in making
the decision that design their live at work. The project is mainly been concentrated
on the employees who work in contract basis in the organization and how they are
able improve their skills through their work life. The contractors are mainly
engaged in production and engineering levels.

This project work concerns itself with analyzing the effectiveness of quality
of work life in TIDC Limited and also study involves the suggest measures to
improve the intelligence of the quality of work life by providing analyzed data to
prevent malfunction

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 INDUSTRY PROFILE

Murugappa Group is one of India's leading business conglomerates.

The Group has 28 businesses including seven listed Companies actively traded in
NSE & BSE. Headquartered in Chennai, the major Companies of the Group
include Carborundum Universal Ltd., Cholamandalam Investment and Finance
Company Ltd., Cholamandalam MS General Insurance Company Ltd.,
Coromandel International Ltd., Coromandel Engineering Company Ltd., E.I.D.
Parry (India) Ltd., Parry Agro Industries Ltd., Tube Investments of India Ltd., and
Wendt (India) Ltd.

Market leaders in served segments including Abrasives, Auto Components, Cycles,

Sugar, Farm Inputs, Fertilizers, Plantations, Construction, Bio-products and
Nutraceuticals, the Group has forged strong joint venture alliances with leading
international companies like Mitsui Sumitomo, Foskor, Cargill, Group Chimique
Tunisien, Winterthur Technology Group and Morgan Crucible. The Group has a
wide geographical presence panning 13 states in India and 5 continents.

Renowned brands like BSA, Hercules, Ballmaster, Ajax, Parry‟s, Gromor and
Paramfos are from the Murugappa stable. The organization fosters an environment
of professionalism and has a workforce of over 32,000 employees.

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TUBE INVESTSMENTS OF INDIA LIMITED

Tube Investments of India Ltd is part of the USD 3.14 billion Murugappa
Group. Over the past five decades, the company has honed its competencies in the
field of metallurgy, engineering, design and development. It has four divisions - TI
Cycles, Tube Products of India (TPI), TIDC India and TI Metal Forming - each a
pioneer and market leader in its segment.

TPI is the undisputed market leader in high-end cold drawn welded (CDW)
tubes. TI Cycles brings you the BSA and Hercules brands of bicycles and fitness
equipment. TIDC is India's leading manufacturer of power transmission chains for
the automotive, industrial and agricultural segments. TI Metal Forming pioneered
cold roll forming and is a market leader in speciality steel strips for the bearings
and fine blank industry. TI also enjoys a sizeable share of the Indian auto market
by manufacturing auto door frames at TI Metal forming. TI reported a turnover of
1761.84 crores in 2006-07, 11 per cent higher than the previous year.

It was originally founded as TI Cycles of India, in 1949. Group companies

Tube Products of India and TI Miller - which manufactured cycle lamps and
dynamo sets - were merged with the company in 1959 and 1984, respectively. It
has 13 manufacturing and assembly units spread across the country, all supported
by marketing offices that act as an interface between customer requirements and
the production team. The company's shares are listed on the National, Mumbai and
Chennai stock exchanges within India and its GDRs on the Luxembourg Stock
Exchange.

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BUSINESS DIVISIONS

TI Cycles of India

BSA and Hercules are two of the leading brands of bicycles from TI Cycles
in the Indian market. Recently, the company has entered the growing fitness
equipment segment in order to cater to the contemporary consumer needs. With a
network of around 1500 direct dealers and more than 10000 indirect dealers TI
Cycles has a nationwide presence.

A pioneer in the market, TI Cycles has constantly come up with new trends
in line with evolving consumer needs. With the changing RETAIL environment, TI
Cycles has introduced 'BSA GO' stores, which have revolutionized the bicycle
outlet in India. A one-stop premium shop for all bicycling and fitness
requirements, BSA GO has a customer friendly ambience which serves as a model
for other bicycle outlets in the country.

TIDC India

TIDC is one of India's leading manufacturers of power transmission chains

for the industrial, automotive and agricultural segments. The company was
established in 1960 and today is the undisputed market leader in both the industrial
and automotive chains.

The company made a foray into fine blanking in line with its vision of
becoming a prominent global player in power transmission components, and is
now a major supplier of FB components to the automotive industry. Currently,
about 45 per cent of the company's turnover is from exports and this is an
indication of its growing global presence.

10
 TIDC exports chains under the brand name 'Rombo'. Its chains have gained
recognition in Europe, the US, Japan, South America and Asian markets for high
quality and reliability. Over 50 per cent of the chains exported are for special
applications. In the domestic market the 'Diamond' brand chains cater to a range of
two wheelers and industrial OEMs. TIDC also services the after-market with kits
and chains through a well-established distribution network and warehouses.

TI Metal Forming

Pioneers in cold roll forming, TIMF manufactures precision value-added

sheet metal components like car door frames, sashes, divisional channels, stainless
steel rails, chassis long members, deep drawn parts, hydroformed parts, CRF
sections for the Indian Railways, etc.

Established in 1965 as a division of Tube Investments, TIMF's key target

customers are auto OEMs, Indian railway wagon builders, tier 1 auto components
manufacturers, etc.

Tube Products of India (TPI)

TPI is India's undisputed market leader in cold drawn welded (CDW) steel
tubes. Set up in 1955, the company produces precision steel tubes, CR strips and
high strength tubular components that cater to the demanding needs of the
automobile, general engineering, boiler, white goods and fine blanking industries.
A TS16949 and ISO 14001 certified company, TPI is the preferred supplier of
precision welded tubes to major automotive companies in India and abroad.

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 Today, TPI is the preferred supplier of precision tubes, Electric Resistance
Welded (ERW) and Cold Drawn Welded (CDW), to major automotive companies
in India and abroad. TPI is India's undisputed market leader in CDW tubes to the
Auto-motive industry. It has also significant market presence in power plants,
boiler, textile machinery, general engineering. It is the Market leader in Telescopic
Front Fork Inner tubes and Cylinder bore tubes for shock absorber and gas spring
applications, Propeller shaft tubes for Automotive segment. Other Specialty
products include Rear Axle Tubes, Side Impact Beams, Tie Rods, Drag links,
Heavy thick steering shafts and Hydraulic Cylinder tubes.

The International Business Division (IBD) was formed to focus on

international markets, gearing TPI to compete with global tube manufacturers. The
most recent addition to TPI is the Tubular Components Division (TCD), which
manufactures high strength tubular auto components, providing the advantage of
weight reduction, higher component efficiency and cost reduction.

TPI produces a wide range of CRCA strips including special extra deep drawing,
high tensile, medium carbon, high carbon finding application in industries such as
Bearings, Automobile, Auto Ancillaries, white goods, fine blanking and General
Engineering.

TPI has been supplying to customers such as Bajaj Auto Ancillaries, TVS Motors
Ancillaries, Hero Honda Ancillaries, Tata Motors, Toyota India, Delphi, Gabriel,
Escorts, and Endurance. Its success stems from market driven, customer oriented
approach coupled with superior process design, short product development cycle,

12
delivering high quality products and efficient customer service ensuring total
customer satisfaction.

TPI has Integrated manufacturing facilities at Chennai (Two tubes plants and
one strips plant at Avadi and one at Ambattur), Shirwal & Mohali.. These plants
conform to international standards and achieve operational excellence through
TPM. TPI has distribution centers across India, which ensures timely service to the
customer‟s daily requirements.

TPI has received ISO-TS 16949 for all plants, ISO 9001: 2000 for all plants,
ISO 14001:2004 for Avadi & IBD Plants, Self-certification for boiler tubes by the
central boiler board. TPI is the Winner of the Sword of honour for outstanding
safety performance from the British Safety council. Tubular Components Division
(TCD), a plant of TPI, has won Supplier Performance Award 2007-2008. Timely
delivery, top notch quality and excellent service have been key for the division for
winning this award.

13
BOARD OF DIRECTORS:

The Murugappa Group is governed by the Murugappa Corporate Board

(MCB), headed by A Vellayan as its Executive Chairman.

A Vellayan

A Vellayan is the Executive Chairman of the Murugappa Corporate Board.

He is the Chairman of EID Parry (India) Limited and Coromandel International Ltd.
He is also on the board of Indian Overseas Bank and Kanoria Chemicals Ltd. He
holds a diploma in Industrial Administration from the University of Aston, UK and a
master‟s degree in Business Studies from the University of Warwick Business
School, UK

M M Murugappan

M M Murugappan is the Vice Chairman of the Murugappa Corporate Board.

He is the Chairman of Tube Investments of India Ltd, Carborundum Universal Ltd,
Wendt India Ltd, Murugappa Morgan Thermal Ceramics Ltd, and DBS Chola
Trustees Ltd. He serves as a Trustee of the AMM Foundation and the Correspondent
of the Murugappa Polytechnic College. He is also on the board of Mahindra &
Mahindra Ltd., Mumbai and InfoTech Enterprises Ltd., Hyderabad. He is a Member
on the Board of Governors, IIT, and Madras. He holds a Master‟s degree in Chemical
Engineering from the University of Michigan, USA.

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N Srinivasan

N Srinivasan is the Director-Finance of the Murugappa Corporate Board. He

is a chartered accountant and company secretary with over 25 years of experience in
the areas of Corporate Finance, Legal, Projects and General Management. He is a
Director on the Boards of Cholamandalam DBS Finance Ltd, Tube Investments of
India Ltd, Cholamandalam MS General Insurance Co Ltd and few other Group
Companies. Earlier, he was the CFO of Carborundum Universal Ltd and was
associated with corporate like BHEL and Thiru Arooran Sugars Ltd.

Sridhar Ganesh

Sridhar Ganesh is the Director-Human Resources of the Murugappa

Corporate Board and Lead Director of the Diversified Business Group (DBG). He is a
graduate in Physics, and holds a post graduate diploma in Management from IIM,
Kolkata. He has over 30 years of experience in varied facets of human resource
management, at both operational and strategic levels. He started his career with Guest
Keen Williams Limited in Kolkatta and then had a stint with Metal Box prior to
joining Berger Paints as head of personnel. He subsequently moved to Mumbai to
join Cadbury India as their Director-HR and was a member of the board. In 2002, he
was appointed HR Director for the Africa, India and the Middle-East region based in
the UK. His area of work and interest in recent times is on coaching for performance
and performance related areas. Prior to joining the Group, he was Director-Learning
& Development, Cadbury Schweppes plc-Europe, Middle-East and Africa.

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Ravichandran

V Ravichandran is the Lead Director - Fertilizers and Sugars of the

Murugappa Corporate Board. He is also the Managing Director of Coromandel
International. He is an Engineering Graduate with a Post Graduate Diploma in
Management from IIM, Ahmedabad. He is also a Cost Accountant and a Company
Secretary. After a brief stint with Ashok Leyland, he joined the Group in Oct 1985 in
EID Parry. Ravichandran served with distinction in the Finance function of EID
Parry, in the Farm Inputs Division (FIND), in Corporate and in businesses such as
Confectionery. He took up a general management role as GM-Pesticides in 1994. In
2003, with the merger of FIND and Coromandel Fertilizers Ltd (CFL) he moved to
CFL as Vice President – FIND. He was promoted as Whole time Director in 2004
and took over as Managing Director of the company in 2006.

Venkatraman Thyagarajan

Venkatraman Thyagarajan is the non-executive External Director of the

Murugappa Corporate Board. He is the Vice Chairman of GlaxoSmithKline, India
and the Senior Vice President and Regional Director of GlaxoSmithKline, Asia
Pacific. Prior to this role, he was the Vice President of South Asia since 2001. In his
tenure of over 36 years with the company, he has held numerous senior positions
throughout his career. He is also an independent director of Tata Consultancy
Services Limited and chairs PHRMA for Asia. He has a B.Tech degree in Electrical
Engineering and is an alumnus of Indian Institute of Management – Ahmedabad

16
Deepak Satwalekar

Deepak Satwalekar is the non executive External Director of the Murugappa

Corporate Board. He holds a bachelors degree in technology from IIT Mumbai and a
master‟s degree in business administration from American University, USA. He is
currently the managing director and CEO of HDFC Standard Life Insurance
Company Ltd. He is also on the board of several companies, including HDFC Ltd,
Asian Paints (India) Ltd and Infosys Technologies Ltd.

Sridar Iyengar

Sridar Iyengar is a non executive External Director of the Murugappa Group

Corporate Board. Prior to this, Sridar was CEO of KPMG LLP and later became a
Partner and was instrumental in setting up KPMG‟s operations in India. A founding
charter member of TIE (The Indus Entrepreneurs), he has been President of both the
Silicon Valley and Global branches of the group and remains active with TIE India.
He is also involved in the American India Foundation and the Foundation for
Democratic Reforms in India. Sridar has spent 35 years in global business and brings
to the Board his rich international experience. He serves on the Boards of Infosys
Technologies, ICICI Bank, and Rediff.com, among other companies in the U.S. and
India. He holds a bachelors degree in Commerce (Honours) from the University of
Calcutta and is a Fellow of the Institute of Chartered Accountants in England and
Wales.

17
The major companies of the Group are:

Carborundum Universal Limited Cholamandalam DBS Finance Limited

Cholamandalam MS General Coromandel Fertilizers Limited

Insurance

EID Parry India Limited Godavari Fertilizers Limited

Parry Agro Industries Limited Parryware ROCA Private Limited

Tube Investments of India

 TIDC INDIA
 Tube Products of India
 TI Cycles of India
 TI Metals Forming

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The Other Companies are:

Ambadi Enterprise Ltd Cholamandalam Distribution Services

Ltd

Cholamandalam Mutual Cholamandalam MS Risk Services Ltd

Cholamandalam Securities Ltd Coromandel Engineering Company

Ltd

Kadamane Estates Company Laserwords Pvt Ltd

Murugappa Morgan Thermal Net Access India pvt Ltd

Ceramics Ltd

New Ambadi Estates Pvt Ltd Parry Enterprises India Ltd

Parry Murray and Co.Ltd Placon (India) Pvt Ltd

Polutech Ltd Prodorite Anticorrosives Ltd

Southern Energy Development Sterling Abrasives Ltd

Corporation

Wendt India Ltd

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 COMPANY PROFILE - TIDC INDIA

TIDC India is one of the India‟s leading manufacturers of power transmission

chains for the industrial, automotive and agricultural segments. The company was
established in 1960 in collaboration with Diamond Chain Co, USA, and today is
the undisputed market leader in both industrial and automotive chains. With its
entry into fine blanking, TIDC is also moving up the value chain, from component
suppliers to system suppliers.

The company made a foray into fine blanking in line with its vision of
becoming a prominent global player in power transmission components, and is
now a major supplier of Fine Blanking components to the automotive industry.
Currently, about 45 percent of the company‟s turnover is from exports and this is
an indication of its growing global presence.

TIDC exports chains under the brand name „Rombo‟. The chains have
gained recognition in Europe, the US, Japan, South America and Asian markets for
high quality and reliability. Over 50 percent of the chains exported are for special
applications. In the domestic market the „Diamond‟ brand chains cater to a range
of two wheelers and industrial OEMs. TIDC also services the after-market with
kits and chains through a well-established distribution network and warehouses.

20
 TIDC manufactures automotive kits comprising of motorcycle/moped drive
chains, front sprockets and rear wheel sprockets which are supplied to leading
automotive companies like Hero Honda, Bajaj, Honda Motorcycles and Scooters
India, Yamaha Motors, TVS Motors and Suzuki India, amongst others. These kits
are also retailed under the Diamond brand. TIDC powers one out of every two two-
wheelers in India. TIDC keeps close contacts with the users of its products and has
a well-established distribution and service network to provide solutions to
customers.

TIDC offers customers complete drive solutions - from design, selection,

supply of sprockets and chains to after sales support. The company‟s brands,
Diamond (in India and SAARC countries) and Rombo (rest of the world) are
known for quality and reliability.

TIDC manufactures products for a range of applications. It manufactures

industrial power transmission chains to ANSI & British standards, engineering
class chains, agricultural chains, special sprockets and high performance chains,
drive and cam chains, timing chains and sprockets. The fine blanking division
supplies transmission and engine parts for automobiles as well as products for
industrial applications in power tools, electrical and textile machinery.

TIDC has plants in Chennai, Hyderabad and has set up a new manufacturing
facility in Uttarkhand. TIDC has 13 warehouses across India to ensure smooth
supply of material to customers. With a wide network of 160 dealers spread all
over the country for automotive and industrial applications, TIDC offers products
off-the-shelf to customers across India.

21
 TIDC also has a strong global presence, with products being exported to
over 30 countries and 35% of the total turnover coming from export sales. The
company has opened an office in USA to service customers in this market. TIDC
India‟s international customers are also serviced through warehouses in USA and
Europe. Over 50% of the chains exported are for special applications to global
OEMs in various industries including cement, fertilisers, material handling and
construction equipment. TIDC is also the market leader in India for industrial
power transmission and conveyor chains, and caters to OEMs and distributor
markets.

TIDC India has won the Golden Peacock Award for quality and has obtained
commendation certificate for CII - Exim Business Excellence and received Best
Vendor Awards from automotive OEMs.

Manufacturing

 Chains
 Sprockets
Types of chains

There are various kinds and sizes of chains are manufactured here.
Following are the some of the chains produced in TIDC India Ltd:

 Standard roller chain

 Attachment chain
 Intended pin chain
 Hollow chain
 Accumulator chain
 Rubber chain

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  Self-tube chain
 O-ring chain
 Work standard special chain
 Conversion resistant chain
 Let chain
 Conveyor chain
 Timing chain/ Cam chain
Chain components

 Inner plate
 Outer plate
 Roller
 Bush
 Pin
Departments in TIDC

 ACC – Agricultural Chain Cell

 LDD – Light Duty Division
 ECC – Engineering Chain Cell
 CCC – Cam Chain Cell
 FB - Fine Blanking
 HPCC – High Performance Chain Cell or Special Purpose Chain
Testing laboratories

 Metrology lab
 Metallurgy lab

23
TIDC India Certifications

TS 16949:2002 for the automotive business (chains and fine blanking)

ISO 9001:2000 for industrial chains

ISO 14001

API 7F certification for oilfield chains

The 'Commendation Certificate for Strong Commitment to Excel' in 2004, from

the CII-Exim Bank Award Committee - a reflection of the strong passion and
commitment at all levels in the organization

TIDC India has received the 'Commendation Certificate for Strong

Commitment to Excel' in 2004. This commendation was from the CII-Exim Bank
Award Committee and is a reflection of the strong passion and commitment
present at all levels in the organization.

Values and Beliefs:

 Adhere to ethical norms in all dealings with shareholders, employees,

customers, suppliers, financial institution and government.

 Provide value for money t customers through Quality products& services.

 Treat our people with respect and concern, provide opportunities to learn,
contribute and advance recognize and reward initiatives, innovations and
creativity.

24
Maintain:

 An organizational climate conducive to trust open communication and team

spirit.

 A style of operation is fitting our size, but reflecting moderation and

humility.

 Manage environment effectively for harnessing opportunities.

 Discharge responsibilities to various sections of society and preserve

environment.

 Grow in an accelerated manner, consistent with values and beliefs, by

continuous organizational renewal.

Vision:

“To be a world class global player in Power Transmission and Conveyor systems”

“The fundamental principle of economic activity is that no man you transact with
will loose, then you shall not”--Murugappa Group.

Mission:
By 2013-14 achieve a turnover of Rs.1500 Crores

25
Milestones

Years Details
2008 New plant for Automotive chain in "Uttar Khand"

2007 Office in USA

2006 Wherehouse opened in Venlo, Netherlands and Cincinnati, USA

2005 TPM Kick off at TIDC

2004 TIDC India receives the Commendation Certificate for Strong
Commitment to Excel.
2003 Obtained ISO/TS 16949 certification for Cam chain and Fine
blanking divisions
2002 Obtained ISO 9001:2000 certification for Quality System
2001 Held first Overseas Distributor Meet at Hanover, Germany.

Obtained ISO 14001 Certification for Environmental Management.

2000 Implemented Manufacturing System Redesign Programme (P25) to

improve throughput time and Quality.

1999 Obtained CII-EXIM commendation for strong commitment to

Quality

1998 Obtained QS-9000 for Timing Chain Division.

Obtained Golden Peacock National Quality Award from Institute of

Directors.

26
1997 Launched Policy Deployment as a tool to manage major operations.
1996 Fine blanking operations commenced to market Chain-Sprocket as a
system.

1995 100% export Oriented Unit set up for agriculture chain.

Relocated timing chain facility as a separate division.

1991 Entered into Exports Market.

Launched company-wide TQM program.

1985 Developed Engineering class chains.

1980 Developed Motorcycle chain in -house for Japanese two-wheelers.

1969 Diversified into Industrial Chains.

1960 TIDC Established for manufacture of bicycle chains.

27
 PRODUCT PROFILE

1) Automotive:

Drive and Cam chains for Motorcycles,

Timing chains and,

sprockets.

2) Industrial:

Power Transmission chains-ANSI &British Standards

Engineering class chains

Agricultural Chains

3) Fine Blanking:

Transmission

Engine parts for 4 wheeler

2 wheelers.

Manufacturing Locations:

 Chennai - Industrial chains & Fine Blanking

 Hyderabad- Automotive Chains

28
Customers:

 Export (TIDC exports over 50 countries world-wide)

 Germany
 New Holland- Belgium & Poland
 Denmark
 Japan
 USA

 Domestic
 Hero Honda Motors Ltd
 Ingersoll Rand
 Yamaha Motors India Ltd
 Maruti Udyog Limited
 TVS Motor Co
 Grasim
 Honda Motorcycle &Scooter India
 BHEL
 Bajaj Auto Ltd

Quality systems for a High performance chain

Beginning with the design phase, purchase and inspection of raw materials,
vendor management, work instructions and going on to cover all processes in
manufacturing, packing and inspection before delivery. We follow stringent
procedures when it comes to traceability of products and reviews of customer
feedback. No wonder our chains go on world class equipment‟s such as harvester

29
Combines, Balers, Skid steers, and Marine travel lifts, Fork Lifts, Tele Boomers,
Pavers, and Motor Graders. Industries using cement, Power, Fertilizer, Food
processing, packaging, steel machinery, mining, printing, textile & sugar.

Quality Policy

To realize our vision of becoming a world class global player in power

transmission and conveyor systems, we are committed to constantly enhance
customer satisfaction by providing products consistently meeting customer needs
and expectations in product quality, safety, delivery, price, service, statutory and
regulatory requirements. We will achieve this through:

 Complying with all requirements of the quality management system and

continually improving its effectiveness.
 Constantly upgrading our processes and products to deliver “value for
money” to the customer.
 Developing employee skills and increasing their contribution to the
organization through participation and empowerment.
 Enhancing supplier relationships to procure appropriate materials/services
on time and also to establish joint development and improvement activities.
 Constantly communicating company objectives and performance targets to
employees and reviewing them for improvement.

30
 OBJECTIVE OF STUDY

PRIMARY OBJECTIVES:

To know the overall quality of work life in TUBE INVESTMENT

DIAMOND CHAIN (TIDC) PRIVATE LIMITED and its impact on employees
work culture.
SECONDARY OBJECTIVES:

 To identify whether the quality of work life improve the standard of living
employees.
 To identify whether the quality of work life increase to create a positive
attitude in the minds of employees.
 To measure the level of satisfaction of employees towards the quality of
work life.
 To identify the perception of the employees among superior and
subordinate‟s relationship.
 To identify the effectiveness of training in improving the employees skills
and knowledge.

31
 NEED FOR THE STUDY

Quality of work life is in which an organization recognize their

responsibility to develop jobs and working conditions that are excellent for people
as well as for economic health of the organization. Close attention to QWL
provides a more humanized work environment .It help to increase the productivity
of the organization.

This study will reveal the importance of a well-managed Quality work life
and what benefits one will derive from it. The purpose of this research project is to
identify the consequences of work-life imbalance in people working in TIDC and
those concerning individuals and their lives that give rise to the need to address the
challenge of work-life balance as a contemporary policy issue.

The study focused on key areas to ascertain the level of change in the above
respect that needs to take place. . The study addressed (a) improving the standard
of living contract employees in the organization (b) to identifying the pros and
corns of the work environment.
In current scenario every organization wants more output it can be possible
only when the working employee find its working environment comfortable as per
the job requirement. So it is very important for the organization to make a quality
relationship between its employees and working environment. Hence these are a
need to study Quality of work life in the organization.

32
 SCOPE FOR THE STUDY

The top management can use the information obtained through the study in .The
following areas.

 The organization should take care of health and safety of the employees.

 Job security should be given to the employees.

 Job specification should match the individuals.

 Infrastructure facilities should be adequately given ,

 An organization responds to employee needs for developing mechanisms to

allow them to share fully in making the decisions that design their lives at
work.

This study is undertaken on 100 employees working in TIDC, Chennai with a

view to study Performance management System in the organization.

33
 LIMITATIONS

 Even though the survey was conducted among the employees of the TIDC
Ltd, it may not reflect the real opinion of the employees.

 Due to time constraints, the sample size was restricted to 100, which will not
refer to the overall views of the employees in an organization.

 Since the study was restricted to TIDC Ltd, majority of the findings are
applicable only to this organization and cannot be generalized.

 The study was mainly concentrated only contract workers.

34
 REVIEW OF LITERATURE

THEORETICAL REVIEW

MEANING:

QWL means having good supervision, good working conditions, good pay
and benefits and an interesting, challenging and rewarding job. High QWL is
sought through an employee relations philosophy that encourages the use of QWL
efforts, which are systematic attempts by an organization to give workers greater
opportunities to affect their jobs and their contributions to the organization‟s
overall effectiveness. In earlier times QWL means only job enrichment. In addition
to improving the work system, QWL programs usually emphasize on development
of employee skills, the reduction of occupational stress and the development of
more co-operative labor-management relations.

DEFINTION:

Suttle has defined Quality of work life as follows:

“Quality of work life is the degree to which members of work organization

are able to satisfy important personal needs through their experience in the
organization.”

Robbins(1989) defined QWL as follows:

“A Process by which an organization responds to employee needs by

developing mechanisms to allow them to share fully in making the decisions that
designs their lives at work”.

35
 FACTOR INFLUENCING QUALITY OF WORK LIFE

1) Job and Career Satisfaction

The extent to which you are content with your job and your prospects at
work Job and Career Satisfaction is a very important factor in overall quality of
working life. How you score on the Job and Career Satisfaction factor relates to
whether you feel the workplace provides you with the best things at work - the
things that make you feel good, such as: a sense of achievement, high self-esteem,
full-filaments of potential, etc.

2) Working Conditions

Working Conditions assess the extent to which the employee is satisfied

with the fundamental resources, working conditions and security necessary to do
their job effectively. It is perhaps obvious that physical working conditions that
influence perceptions of employee health and safety would affect employee quality
of work life. Less obvious may the link between the resources you get to complete
your job, so-called work hygiene and QWL.

3) Home-Work Interface

How much you think the organization understands and tries to help you with
pressures outside of work. Home-work interface is related to work life balance and
is about having a measure of control over when, where and how you work. It is
achieved when you feel you have a fulfilled life inside and outside paid work, to

36
the mutual benefit of you and your work. A poor work-life balance can have
negative effects on your well-being.

4) Stress at Work

The extent to which you see work pressures and demands as acceptable and
not excessive or „Stressful‟. The UK Health & Safety Executive (HSE) define
stress at: “the adverse reaction people have to excessive pressure or other types of
demand placed on them”. Work pressures and demands can be a positive of aspect
of our work experience, providing challenge and stimulation, but where we see
them as excessive and beyond our ability to cope, we are likely to feel overloaded
and stressed.

5) Control at Work

How far you feel you are involved in decisions that affect you at work.
Control at Work reflects the level to which you feel you can exercise what you
consider to be an appropriate level of control within your work environment. That
perception of control might be linked to various aspects of work, including the
opportunity to contribute to the process of decision making that affects you.
Leading authors in the field suggest that perception of personal control can
strongly affect both an individuals‟ experience of stress and their health. Research
also suggests that there is a strong link between personal control and job
satisfaction.

37
 CRITERIA OF MEASURING QWL

1) Adequate and Fair Compensation

There are different opinions about the adequate compensation. T h e
committee on Fair Wages defined fair wage as “the wage which is above the
minimum wage but below the living age.”
2) Safe and Healthy Working Conditions
Most of the organizations provide safe and healthy working conditions due
t o h u ma n i t a r i a n r e q u i r e me n t s a n d / o r l e g a l r e q u i r e me n t s . I n f a c t ,
t h e s e conditions are a matter of enlightened self-interest.
3) Opportunity to Use and Develop Human Capabilities
Contrary to the traditional assumptions, QWL is improved the extent that the
worker can exercise more control over his or her work, and the degree to
which the job embraces an entire meaningful task” but not a part of it. Further, QWL
provides for opportunities like autonomy In work and participation in planning in
order to use human capabilities.
4) Opportunity for Career Growth
Opportunities for promotions are limited in case of all categories
o f employees either due to educational barriers or due to limited openings
at the higher level. QWL provides future opportunity for continued growth and
security by expanding one‟s capabilities, knowledge and qualifications.

38
5) Social Integration in the Work Force
Social integration in the work force can be established by creating freedom
f r o m p r e ju d i c e , s u p p o r t i n g p r i ma r y w o r k a s e n s e o f c o mmu n i t y a n d
inter-personnel openness, legal and upward mobility.

6) Constitutionalism in the Work Organization

QWL provides constitutional protection to the employees only to the level
of desirability as it hampers workers. It happens because the management‟
sanction is challenged in every action and bureaucratic procedures need to be
followed at that level. Constitutional protection is provided to employees on such
matters as privacy, free speech, equity and due process.
7) Work and Quality of Life
QWL provides for the balanced relationship among work, non -
work and family aspects of life. In other words, family life and social life
should not b e s t r a i n e d b y w o r k i n g h o u r s i n c l u d i n g o v e r t i m e
w o r k , w o r k d u r i n g inconvenient hours, business travel, transfers, vacations

8) Social Relevance of Work

QWL is concerned about the establishment of social relevance to work in a

socially beneficial manner. The workers‟ self-esteem would be high if his
work is useful to the society and the vice versa is also true.

39
 TECHNIQUES FOR IMPROVING QWL

The quality of work life movement is of recent origin and has a long way to go.
Individual as well as organized efforts are required to improve the quality of work life
for millions of workers in the country. Some of the techniques used to improve the QWL are as
given below:

1. Flexible Work Schedules:

There should be flexibility in the work schedules of the employees. Alternative
work schedules for the employees can be flexi time, staggered hours, compressed
work week etc. Flexi time is a system of flexible working hours, staggered hours
schedule means that different groups of employees begin and end work a different
intervals. Compressed work week involves longer hours of work per day for fewer days per
week.
2. Job Redesign:
Job redesigning or job enrichment improves the quality of the jobs. It attempts to
provide a person with exciting, interesting, stimulating and challenging work. It
helps to satisfy the higher level needs of the employees.

3. Opportunity for Development:

Career development is very important for ambitious and achievement
oriented employees. If the employees are provided with opportunities for their
advancement and growth, they will be highly motivated and their commitment to
the organization will increase.

40
4. Autonomous Work Groups:
Autonomous work groups are also called self-managed work teams. In such
groups the employees are given freedom of decision making. They are themselves
responsible for planning, organizing and controlling the activities of their groups.
The groups are also responsible for their success or failures.
5. Employee Participation in Management:
People in the organization should be allowed to participate in the management decisions
affecting their lives. Quality circles, Management by objectives, suggestion system and
other forms of employee participation in management help to improve the QWL.
6. Job Security:
Employees want stability of employment. Adequate job security provided to
the employees will improve the QWL to a large extent.
7. Equitable Justice:
The principle of equitable administrative justice should be applied in
disciplinary actions, grievance procedures, promotions, transfers, work
assignments etc. Partiality and biasness at any stage can discourage the workers
and affect the QWL.

41
 STRATEGIES FOR IMPROVEMENT OF QWL

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

work teams, redesign and enrichment, effective leadership and
supervisory behavior, career development, alternative work schedules, job
security, administrative organizational and participating management.

(i) 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 including s e l e c t i n g t h e i r p e o p l e .
E a c h t e a m h a s a u t h o r i t y t o ma k e d e c i s i o n s a n d 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.

(ii) 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.

42
(iii) Effective Leadership and Supervisory Behavior

For effective leadership and supervisory behavior „9-9‟ style of managerial

grid is suitable.

(iv)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.
(v) Alternative Work Schedules
Provision for flexible working hours, part-time employments, job-
sharing and reduced work week should be made.
(vi)Job Security
This tops the employees‟ list of priorities. It should be adequately
taken care of.
(vii) 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.
( v i i i ) Pa r t i c i p a t i v e Ma n a g e me n t
Employees should be allowed to participate in management participative schemes
which may be of several types. The most sophisticated among them is quality
circle.

Implementation of these strategies ensures higher level of

q u a l i t y o f work life

43
 RESULT OF QUALITY OF WORK LIFE

Positive results of quality of work life have been supported by a number of

previous studies including reduced:

 Absenteeism
 Lower turnover and,
 Improved job satisfaction.

Not only does quality of work contribute to company‟s ability to recruit quality
people, but also it enhances a company‟s competitiveness.

44
B.RESEARCH REVIEW

Various authors and researchers have proposed models of Quality of

working life which include a wide range of factors. Selected models are reviewed
below.

ABSTRACT (1)
AUTHOR
National Seminar on improving the quality of working life (1982)
It was convened to enquire into the direction of Quality of Work Life
activities in India and prepare an action plan for implementing the Quality of Work
Life concepts. The recommendation from the National seminar published in the
Journal of Productivity (1982) states that at the enterprise level, improvement of
quality of work life should be through the co-operative endeavor between
management and unions. The conference pointed out that the Government could
help in improving Quality of Work Life through legislation, executive policy and
action through its entrepreneurial role in the public sector. It recommended the
need for engaging and involving shop-floor level staff in the management and
policy decisions for improvement in Quality of Work Life. Based on his various
studies and wide experiences

45
ABSTRACT (2)

AUTHOR

Hackman and Oldham (1976) and Taylor (1979)

They 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; Skill variety, Task Identity, Task significance, Autonomy and Feedback.
They suggested that such needs have to be addressed if employees are to
experience high quality of working life.In contrast to such theory based models,
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. He suggested that a
number of other aspects could be added, including; individual power, employee
participation in the management, fairness and equity, social support, use of one‟s
present skills, self-development, a meaningful future at work, social relevance of
the work or product, effect on extra work activities. Taylor suggested that relevant
Quality of working life concepts may vary according to organization and employee
group.

46
ABSTRACT (3)

AUTHOR

Warren buffett 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, job satisfaction,
life satisfaction, happiness, and self-rated anxiety. They discussed a range of
correlations derived from their work, such as those between work involvement and
job satisfaction, intrinsic job motivation and job-satisfaction, and perceived
intrinsic job characteristics and job satisfaction. In particular, Warretal found
evidence for a moderate association between total job satisfaction and total life
satisfaction and happiness, with a less strong, but significant association with self-
rated anxiety. Thus, whilst some authors have emphasized the workplace aspects in
Quality of working life, others have identified the relevance of personality factors,
psychological well-being, and broader concepts of happiness and life satisfaction.
Factors more obviously and directly affecting work have however, served as the
main focus of attention, as researchers have tried to tease out the important
influences on Quality of working life in the workplace.

47
ABSTRACT (4)

AUTHOR

Mirvis and Lawler (1984) and Baba and Jamal (1991)

He 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) listed what they described as typical indicators of quality of working life,
including: job satisfaction, job involvement, work role ambiguity, work role
conflict, work role overload, job stress, organizational commitment and turn-over
intentions. Baba and Jamalal so explored routinisation of job content, suggesting
that this facet should be investigated as part of the concept of quality of working
life.

ABSTRACT (5)

AUTHOR

Ellis and Pompli (2002)

Some have argued that quality of working life might vary between groups of
workers. For example, Ellis and Pompli (2002) identified a number of factors
contributing to job dissatisfaction and quality of working life in nurses, including:
Poor working environments, Resident aggression, Workload, Unable to deliver
quality of care preferred, Balance of work and family, Shiftwork, Lack of
involvement in decision making, Professional isolation, Lack of recognition, Poor
relationships with supervisor/peers, Role conflict, Lack of opportunity to learn new
skills.

48
ABSTRACT(6)

AUTHOR

M. Joseph Sirgyetal (2001)

Sirgyetal.; (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, Need satisfaction
based on Ancillary programs Organizational commitment. They defined quality of
working life as satisfaction of these key needs through resources, activities, and
outcomes stemming from participation in the workplace. Maslow‟s needs were
seen as relevant in underpinning this model, covering Health & safety, Economic
and family, Social, Esteem, Actualization, Knowledge and Aesthetics, although the
relevance of non-work aspects is play down as attention is focused on quality of
work life rather than the broader concept of quality of life. These attempts at
defining quality of working life have included theoretical approaches, lists of
identified factors, correlational analyses, with opinions varying as to whether such
definitions and explanations can be both global, or need to be specific to each work
setting.

49
ABSTRACT

AUTHOR (7)

Herzberg at al., (1959), Lawler and Porter, 1966 and Sirgy, Efraty, Siegel &
Lee, 2001

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. The Hygiene factors or
dissatisfaction-avoidance factors include aspects of the job environment such as
interpersonal relationships, salary, working conditions and security. Of these latter,
the most common cause of job dissatisfaction can be company policy and
administration, whilst achievement can be the greatest source of extreme
satisfaction. An individual‟s experience of satisfaction or dissatisfaction can be
substantially rooted in their perception, rather than simply reflecting their “real
world”. Further, an individual‟s perception can be affected by relative comparison
– am I paid as much as that person - and comparisons of internalized ideals,
aspirations, and expectations, for example, with the individual‟s current
state(Lawler and Porter, 1966) (1).In summary, where it has been considered,
authors differ in their views on the core constituents of Quality of Working Life
(e.g. Sirgy, Efraty, Siegel & Lee, 2001 (11) and Warr, Cook & Wall,1979).

50
ABSTRACT (8)

AUTHOR

Lawler, 1982, Danna & Griffin, 1999 and Loscocco & Roschelle,1991

It has generally been agreed however that Quality of Working Life is

conceptually similar towell-being of employees but differs from job satisfaction
which solely represents the workplace domain (Lawler, 1982).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). More recently, work-related stress and the relationship between
work and non-work life domains(Loscocco & Roschelle,1991) have also been
identified as factors that should conceptually be included in Quality of Working
Life.

51
 RESEARCH METHODOLOGY

RESEARCH MEANING

Research in common parlance to a search for knowledge.. The advanced

the meaning of research as “a careful investigation or inquiry especially through
search for new facts in any branch of knowledge”. Once also can be defined
research as a scientific and systematic search for pertinent information on specific
topic. In fact, Research is an art of scientific investigation.

RESEARCH DEFINITION

Redman and mory define research as a “systematized effort to gain new

knowledge”.

A broad definition of research is given by Martin Shuttleworth - "In the broadest

sense of the word, the definition of research includes any gathering of data,
information and facts for the advancement of knowledge.

Another definition of research is given by Creswell who states - "Research is a

process of steps used to collect and analyze information to increase our
understanding of a topic or issue". It consists of three steps: Pose a question,
collect data to answer the question, and present an answer to the question

RESEARCH DESIGN

A research design is purely and simply the framework or plan for a

study the guides the collection and analysis of data. The researcher has employed
descriptive research, which formed the major task for the research on the project
work title “ A Study on Quality of Work life of the employees” at TIDC Limited.

52
RESEARCH PLAN

This is a conclusive research, which comprises descriptive study. This

study is descriptive in nature.

DESCRIPTIVE

It involves surveys and fact-findings of different kinds. The major purpose

of descriptive research is the description of the state of affairs, as it exists at
present. The main characteristics of this method are that the researcher has no
control over the variable; he can only report what has happened or what is
happening.
SAMPLING METHOD:

All the items under consideration in any field of inquiry constitute a

„universe‟ or „pollution‟. The items so selected constitute what is technically called
a sample. Samples can be either probability samples or non-probability samples.

The suitable technique applicable for this study is Non-probability

 Convenience Sampling
CONVENIENCE SAMPLING:

Convenience sampling has been used to collect the data from respondents.
Convenience sampling as the name itself implies is based on the convenience of
the researcher. Many researchers prefer this sampling technique because it is fast,
inexpensive, easy and the subjects are readily available

53
SAMPLING PLAN
Sample unit

Sample unit consists of employees of Tube investments diamond chain

limited in Ambattur.

Sample size

Out of around more than 1000 employees in the TIDC Limited, 100
employees were selected on the basis of convenient sampling.

TYPES OF DATA COLLECTION

Data is the recorded measure of a phenomenon .The Information in

raw or unorganized form (such as alphabets, numbers, or symbols) that refer to, or
represent, conditions, ideas, or objects. Data is limitless and present everywhere in
the universe.

There are two types of data namely,

 Primary data

 Secondary data

54
PRIMARY DATA

Primary data are information gathered or generated for specific purpose

directly from the field of enquiring for the first time and are original in nature. In
this study the primary data is collected through questionnaire.

SECONDARY DATA

The secondary data refers to those data which are already available in the
firm‟s internal records such as Company Website, Company Brochures and
Magazines. Both the primary and secondary data are used to measure the level of
stress among the employee.

TOOLS FOR COLLECTING DATA

Survey method is the suitable method of data collection for this study with a
help of a Questionnaire.

RESEARCH INSTRUMENTS (QUESTIONNAIRE)

A questionnaire is a research instrument consisting of a series

of questions and other prompts for the purpose of gathering information from
respondents they are often designed for statistical analysis of the responses.
Questionnaires are also sharply limited by the fact that respondents must be able to
read the questions and respond to them.

CLOSED-ENDED QUESTIONS

In this, the respondent is given a limited number of alternative responses

from which she/he is to select the one that most closely matches his/her opinion or
attitude

55
ANALYSIS OF DATA COLLECTION:

Data has been codified, tabulated and arranged in a scientific manner. The
term statistical refers to a measured value based on sample data. The various
statistical technique used are,

 Chi- square test

 ANOVA and
 Weighted Average method

CHI-SQUARE TEST

The chi-square test is used to determine whether there is a significant

difference between the expected frequencies and the observed frequencies in one
or more categories. Does the number of individuals or objects that fall in each
category differ significantly from the number expected?

Where O is the Observed Frequency in each category

E is the Expected Frequency in the corresponding category
Is sum of.
df is the "degree of freedom" (n-1)
X2 is Chi Square

56
  ANOVA

If the data are classified accordingly to only one criterion then it is called
one-way classification. Then following are the steps in carrying out the
analysis of variance.

1. Set up null hypothesis

1. Find the total sum of the items of various samples given in the data. It is
denoted by T.
2. Find the correction factor

i.e., C.F =

=
3. Find the sum of squares of all the items and find its total. Subtract it from the
C.F. This gives sum of squares of deviations for total variance.
4. Find the sum of squares between samples.
5. Find the sum of squares within the samples.
6. Construct analysis of variance table.

7. Calculate the value of F= Variance

8. Find the tabulated value of F for the given degrees of freedom.

9. If calculated F< tabulated F we accept the null hypothesis.

Calculated F >tabulated F we reject the null hypothesis.

57
 WEIGHTED AVERAGE METHOD

In the case involving rating scale and ranking, the weighted

average ranking method is used. In this method, the net scores for each
attributes are calculated and analysis can be done as the basic of the net
score in percentage obtained the formula is given.

Net Score = (Weighted for column x No. of respondents) / Total weight

∑wixi
= _______
∑wi

58
 TABLE NO.1
NO. OF DEPARTMENTS

NAME NO OF EMPLOYEES PERCENTAGE

OF THE DEPARTMENT

Fine Blanking 32 32%

Cam chain Cell 31 31%

Agricultural chain cell 14 14%

House Keeping 13 13%

Tool Room 9 9%

Human Resources(Xerox) 1 1%

TOTAL 100 100

INF

INFERENCE

From the above table 33% of the respondents belong to the Fine Blanking
Department and 1% of the sample belongs to Human Resource (Xerox) department
respectively.

59
 CHART NO 1

NO. OF DEPARTMENT

60
 TABLE NO.2

AGE OF THE EMPLOYEES

AGE NO OF PERCENTAGE
LIMITS RESPONDENTS
0-25 25 25%

26-35 45 45%

36-45 29 29%

50 1 1%

TOTAL 100 100

INFERENCE:

From the above table 45% of the respondents belong to age group of 26-35 years
and 1% of the employees belong to 50 years and above age group.

61
CHART NO.2

62
 TABLE NO.3

GENDER

GENDER EMPLOYEES PERCENTAGE

MALE 33 33%

FEMALE 67 67%

TOTAL 100 100

INFERENCE:

From the above table 67% of the respondents are Female, and 33% of the
employees are Male.

63
 CHART NO.3

GENDER OF EMPLOYEES

64
 CHART NO.4

EXPERIENCE OF EMPLOYEES

YEARS EXPERIENCE PERCENTAGE

OF
EMPLOYEES
0-6 70 70%

6-10 26 26%

11-12 4 4%

21 yrs and 0 0%
above
TOTAL 100 100

INFERENCE:

From the above table shows that 70% of the respondents have 0-5 years of
experience, and 4% of the employees having 6-10 years of experience.

65
 CHART NO.4

EXPERIENCE OF EMPLOYEES

66
 CHART NO.5

MARITAL STATUS

STATUS NO OF EMPLOYEES PERCENTAGE

SINGLE 28 28%

MARRIED 72 72%

TOTAL 100 100

INFERENCE:

From the above table 72% of the respondents are married in the organization,
and 28% of respondents are unmarried in the organization.

67
 CHART NO.5

MARITAL STATUS OF EMPLOYEES

68
 PART II
TABLE NO .6
Opinion about the work environment

OPINION NO OF PERCENTAGE
REPONDENTS
Strongly agree 40 40%

Agree 41 41%

Neutral 19 19%

Disagree 0 0%

Strongly disagree 0 0%

Total 100 100

INFERENCE

From the above table nearly 41% of respondents agreed that they are
motivated by the work environment in the organization and 19 % of respondents
neutrally agreed to the above statement.

69
CHART NO.6

70
 TABLE NO.7

Opinion about working conditions

OPINION NO OF PERCENTAGE
RESPONDENTS
Strongly agree 40 40%

Agree 47 47%

Neutral 10 10%

Disagree 3 3%

Strongly disagree - -
TOTAL 100 100

INFERENCE:

From the above table 47% of respondents agreed that the working condition
in the organization is satisfying, and 3% of respondents dis-agreed that the working
condition in the organization is not satisfying in the organization.

71
CHART NO .7

72
 TABLE NO. 8

Opinion about Motivation given by Supervisor

OPINION NO OF PERCENTAGE
REPONDENTS
Strongly agree 39 39%

Agree 33 33%

Neutral 21 21%

Disagree 6 6%

Strongly disagree 1 1%
Total 100 100

INFERENCE:

From the above table 39% of respondents strongly agreed that the
Supervisor/Senior authority constantly motivate them in the organization, and 1%
of respondent strongly dis-agreed to this statement.

73
CHART NO.8

74
 TABLE NO.9

Clarification of doubts by the superior

OPINION NO OF PERCENTAGE
RESPONDENTS
Strongly agree 39 39%

Agree 50 50%

Neutral 9 9%

Disagree 1 1%

Strongly disagree 1 1%
Total 100 100

INFERENCE:

From the above table 50% of respondents agreed that the superior is
supportive in clarifying the doubts regarding the work, and 1% of respondents
strongly dis-agreed that the superior is not supportive in clarifying the doubts
regarding the work

75
CHART NO 9

76
 TABLE NO.10

Opportunities provided to develop new skills

OPINION NO OF PERCENTAGE
REPONDENTS
Strongly agree 24 24%

Agree 63 63%

Neutral 12 12%

Disagree - -

Strongly disagree 1 1%
Total 100 100

INFERENCE:

From the above table 63% of respondents agreed that the training given by
the organization has helped the employees to develop new skills and 1% of
respondent strongly dis-agreed this statement.

77
CHART NO.10

78
 TABLE NO.11

Trainings program in updating the skills and knowledge

OPINION NO OF PERCENTAGE
RESPONDENTS
Strongly agree 25 25

Agree 56 56

Neutral 11 11

Disagree 6 6

Strongly disagree 2 2
Total 100 100

INFERENCE:

From the above table 56%of respondents agreed that the training program is
designed to update the skills and knowledge of the employees, 2% of respondents
strongly dis-agreed that the training program is not designed to update the skills
and knowledge of the employees.

79
CHART NO.11

80
 TABLE NO 12

Employee’s ability and work requirement

OPINION N0 OF PERCENTAGE
RESPONDENTS
Strongly agree 28 28%

Agree 53 53%

Neutral 12 12%

Disagree 3 3%

Strongly disagree 4 4%

TOTAL 100 100

INFERENCE:

From the above table 53% of respondents agreed that the training given by
the management bridges the gap between the employee‟s ability and work
requirement, and 4% of respondents strongly dis-agreed that the training given by
the management does not bridges the gap between the employees ability and work
requirement.

81
CHART NO.12

82
 TABLE NO.13

Safety precaution

OPINION NO OF PERSENTAGE
RESPONDENTS
Strongly agree 40 40

Agree 44 44

Neutral 12 12

Disagree 4 4

Strongly disagree - -
TOTAL 100 100

INFERENCE:

From 44% of respondents agreed that the safety precautions given by the
trainer regarding work helps to reduce accident‟s, and 4% of respondents disagreed
that the safety precautions given by the trainer regarding work does not to helps
reduce accidents.

83
CHART NO.13

84
 TABLE NO.14

Infrastructure facilities

ROOMS RESTROOMS QUALITY SAFETY

OF FOOD MEASURES

OPINION No. Of % No. Of % No. Of % No. Of %

respond respond respond respond
ents ents ents ents
Very good 29 29% 47 47% 44 44% 48 48%

Good 11 11% 16 16% 11 11% 12 12%

37 37% 29 29%
Fair 31 31% 29 29%
7 7% 9 9%
Poor 13 13% 7 7%
1 1% 2 2%
Very poor 16 16% 1 1%

Total 100 100 100 100 100 100 100 100

INFERENCE:

It is interpreted that safety measures, restrooms, and quality of food have been
rated as very good with the percentage of 48%, 47%,and 44% and few of the
employees have disagreed with the above statement

85
CHART NO.14

86
 TABLE NO.15

Adequacy of infrastructure facilities

Opinion No. Of Respondents Percentage

Strongly agree 25 25%

Agree 39 39%

Neutral 30 30%

Disagree 3 3%

Strongly disagree 3 3%
TOTAL 100 100

INFERENCE:

From the above table 39% of respondents agreed that the organization
provides adequate infrastructure facilities to the employees and 3% of the
respondents dis-agreed and strongly dis-agree that the organization does not
provide adequate infrastructure facilities to the employees

87
CHART NO.15

88
 TABLE NO.16

Canteen facilities

OPINION NO OF PERCENTAGE
RESPONDENTS
Strongly agree 28 28%

Agree 44 44%

Neutral 11 11%

Disagree 13 13%

Strongly disagree 4 4%
TOTAL 100 100

INFERENCE:

From the above table 44% of respondents agreed that the canteen facilities
provided at the organization are satisfying and 4% of respondents strongly dis-
agreed that the canteen facilities provided at the organization are not satisfying

89
CHART NO.16

90
 TABLE NO.17

Comfort ability of work

OPINION NO OF PERCENTAGE
RESPONDENTS
Strongly agree 34 34%

Agree 47 47%

Neutral 13 13%

Disagree 4 4%

Strongly disagree 2 2%
TOTAL 100 100

INFERENCE:

From the above table 47% of respondents agreed that the work which they
engaged with is very comfortable and satisfying, and 34% of respondents strongly
dis-agreed that the work which they are engaged with is not comfortable and
satisfying

91
CHART NO.17

92
 TABLE NO.18

Respect given to the employees

OPINION NO OF PERCENTAGE
RESPONDENTS
Strongly agree 36 36%

Agree 41 41%

Neutral 13 13%

Disagree 7 7%

Strongly disagree 3 3%
TOTAL 100 100

INFERENCE:

From the above table 41 % of respondents agreed that the organization

treat‟s the employee‟s with good respect and 3% of respondents strongly dis-
agreed that the organization does not treat‟s the employee‟s with good respect

93
CHART NO.18

94
 TABLE NO.19
Work load

OPINION NO OF PERCENTAGE
RESPONDENTS
Strongly agree 34 34%

Agree 45 45%

Neutral 13 13%

Disagree 5 5%

Strongly disagree 3 3%
Total 100 100

INFERENCE:

From the above table 45% of respondents agreed that the organization
provides work according to the employee‟s capacity, 3% of the respondents
strongly disagreed that the organization provides work beyond their capacity to
the employees.

95
CHART NO.19

96
 TABLE NO.20
Grievances

OPINION NO OF PERCENTAGE
RESPONDENTS
Strongly agree 29 29%

Agree 40 40%

Neutral 21 21%

Disagree 4 4%

Strongly disagree 6 6%

Total 100 100

INFERENCE:

From the above table 40% of respondents agreed that the grievance
aroused are duly addressed by the organization, 29% of respondent strongly
disagreed that the grievance aroused are not duly addressed by the organization

97
CHART NO.20

98
 TABLE NO.21

The level of satisfaction with the colleagues

OPINION NO OF PERCENTAGE
RESPONDENTS
Strongly agree 35 35%

Agree 49 49%

Neutral 11 11%

Disagree 3 3%

Strongly disagree 2 2%
TOTAL 100 100

INFERENCE:

From the above table 49% of respondents agreed that the relationship with
other employees in the organization is satisfying, 2% of respondents strongly
disagreed this statement.

99
TABLE NO.21

100
 TABLE NO.22

Feedback on Stress reduction or stress management program

Opinion No. Of Respondents Percentage

Strongly agree 27 27%

Agree 45 45%

Neutral 21 21%

Disagree 4 4%

Strongly disagree 3 3%
Total 100 100

INFERENCE:

From the above table shows 45% of respondents agreed that the stress
management or stress reduction program was very helpful and 3% of respondents
strongly dis- agreed this statement.

101
CHART NO.22

102
 TABLE NO.23

Guidance by organization

OPINION NO OF PERCENTAGE
RESPONDENTS
Strongly agree 29 29%

Agree 59 59%

Neutral 8 8%

Disagree 3 3%

Strongly disagree 1 1%
Total 100 100

INFERENCE:

From the above table 59% of respondents agreed that the organisation
provides all the guidance and facilities to get the work done from the employees,
and 1% of respondents strongly dis-agreed the statement.

103
CHART NO.23

104
 TABLE NO.24

Improvement of quality of work life through training

OPINION NO OF PERCENTAGE
RESPONDENTS
Strongly agree 29 29

Agree 57 57

Neutral 9 9

Disagree 4 4

Strongly disagree 1 1
Total 100 100

INFERENCE:

From the above table 57% of respondent agreed the training opportunities
have helped in improving the quality of work life and 1% of respondents strongly
dis-agreed the above statement.

105
CHART NO.24

106
 TABLE NO.25

Safety to the employees

Opinion No. Of Respondents Percentage

Strongly agree 42 42%

Agree 46 46%

Neutral 11 11%

Disagree 1 1%

Strongly disagree - -
Total 100 100

Inference:

From the above table 46% of respondent agreed that the safety is always
been given priority by the organization to the employees and 1% of respondents
disagreed the above statement.

107
CHART NO.25

108
 TOOLS AND STASTICAL TECHNIQUES

TWO WAY ANALYSIS OF VARIANCE

A.Age of employee’s and work load of employee’s

Solution:

: There is no significant difference between age of employees and work load of

employee‟s.

: There is significant difference between age of employees work load of

employee‟s.

Work load
Age of Strongly Agree Neutral disagree Strongly
employees agree disagree
0-25 7 14 2 1 1
26-35 21 18 4 2 0

36-45 9 15 3 2 0
50 0 1 0 0 0
STEP 1: To find correction factor

SA S A N D SD
7 49 14 196 2 4 1 1 1 1
21 441 18 324 4 16 2 4 0 0
9 81 15 225 3 9 2 4 0 0
0 0 1 1 0 0 0 0 0 0
37 571 48 746 9 29 5 9 1 1
=∑ ∑ ∑ ∑ ∑
T =∑ +=∑ +=∑

=37+48+9+5+1=100

N =4+4+4+4+4=20

109
 Correction factor (C.F) = =

CF =500

STEP 2:

Sum of squares of deviations for total variance = squares of all items- correction
factor

=∑ +∑ -CF

= 571+746+29+9+1-500

= 856

STEP 3:

Sum of squares of deviations between the columns

= + + + + - C.F.

= + + + - 500

= 445

Degree of freedom=5-1=4

STEP 4:

Sum of squares of deviations between the rows

= + + -500

= 198.40

Degree of freedom=4-1=3

STEP5:

110
Sum of squares of deviations for residual variance

= (sum squares of deviations for total variance)

- {Sum of squares of deviations between the work

load+ Sum of squares of deviations between the age of
employee‟s}

=856 - (445+198.40) =213

STEP 6:

ANALYSIS OF VARIANCE TABLE

Source of Sum of Degree of Variance F

Variation Squares freedom
Between 445 =5-1=4 =
columns =
=111.25 =0.235

Between rows 198.40 = 4-1=3 = = =0.396

=66.13

Residual 213 5+4-1=8

value = = 26.62

The calculated value of F =0.235

The tabulated value of F for =8 and = 3 at 5% level of significance is 8.84

DECISION

Since the calculated value of F < tabulated value of F. hence we accept the
null hypothesis

CONCLUSION

Therefore I conclude that there is no significant difference between age of

employees and work load given to the employee‟s

111
B.Training programs in updating the skills and knowledge is in compliance
with experience of employees

Solution:

: There is no significant difference between experience and training programs in

updating the skills and knowledge

: There is a significant difference between experience and training programs in

updating the skills and knowledge

Training programs in updating the skills and knowledge

Experience Strongly Agree Neutral disagree Strongly
agree disagree
0-5yrs 21 42 3 2 2
6-10yrs 3 12 7 3 1
11-20yrs 1 2 0 1 0
21yrs and 0 0 0 0 0
above
STEP 1: To find correction factor

SA S A N D SD
21 441 42 1764 3 9 2 4 2 4
3 9 12 144 7 49 3 9 1 1
1 1 2 4 0 0 1 1 0 0
0 0 0 0 0 0 0 0 0 0
25 451 56 1912 10 58 6 14 3 5
∑ ∑ ∑ ∑ ∑

T =∑ +=∑ +=∑

=25+56+10+6+3=100

N =4+4+4+4+4=20

112
 Correction factor (C.F) = =

CF =500

STEP 2:

Sum of squares of deviations for total variance

= squares of all items- correction factor

=∑ +∑ -CF

= 451+1912+58+14+5-500

= 1940

STEP 3:

Sum of squares of deviations between the columns

= + + + + - C.F.

= + + + - 500

= 476.50

Degree of freedom=5-1=4

STEP 4:

Sum of squares of deviations between the rows

= + + -500

= 618.40

Degree of freedom=4-1=3

STEP5:

113
Sum of squares of deviations for residual variance

= (sum squares of deviations for total variance)

- {Sum of squares of deviations between training

programs in updating skills and knowledge + Sum of
squares of deviations between the experience}

= 1940-(476.50+618.40) =845.10

STEP 6: ANALYSIS OF VARIANCE TABLE

Source of Sum of Degree of Variance F

Variation Squares freedom
Between 476.50 =5-1=4
columns = = =0.887
=119.13

Between rows 618.40 = 4-1=3 = = =0.512

=206.13

Residual 845.10 5+4-1=8

value = =
105.63

The calculated value of F = 0.512

The tabulated value of F for =8 and = 3 at 5% level of significance is 8.84

DECISION

Since the calculated value of F < tabulated value of F. we accept the null
hypothesis.

CONCLUSION

Therefore I conclude that there is no significant difference between

experience of employees and training program in updating in skills and knowledge.

114
 CHI-SQUARE TEST

A. The two attributes age of employee’s and feedback on stress management

and stress reduction program:

: There is no significant difference between age of employee‟s and stress

management and stress reduction programme

: There is a significant difference between age of employee‟s and stress

management and stress reduction programme

Stress management and stress reduction programme

Age of Strongly agree Agree Neutral disagree Strongly
employee’s disagree
0-25 7 13 5 1 1

17 16 8 2 1
26-35
36-45 4 13 7 1 3

50 and above 1 0 0 0 0

Total 29 42 20 4 5

115
Calculation of

O E
(Observe (Expecte
d d
frequency frequen
) cy)
7 8 1 0.125
13 11 4 0.363
5 5 0 0
1 1 0 0
1 1 0 0
17 13 16 1.230
16 18 4 0.222
8 9 1 0.111
2 2 0 0
1 2 1 0.5
4 8 16 2
13 12 1 0.083
7 6 1 0.167
1 1 0 0
3 1 4 4
1 0 1 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
8.801

116
 = = 8.801

Tabulated for (2-1) (5-1) =4d.f. at 5% level of significance is 9.483

DECISION

Since the calculated <tabulated we accept the null hypothesis.

CONCLUSION

Hence conclude that there is no significant difference between age of

employees with the feedback on stress management or stress reduction program.

117
 WEIGHTED AVERAGE METHOD:

B. Infrastructure facilities

S.N Infrastructure VG G F P VP WA Rank

O facilities
1 Rooms 29 11 31 13 16 3.24 4

2 restrooms 47 16 29 7 1 4.01 1
3 Quality of food 44 11 37 7 1 3.90 3

4 Safety measures 48 12 29 9 2 3.95 2

Note :- Level are weighted from 4 to 1 and total weight is 5

Weighted average = (Weighted for column x No. of respondents) / Total weight

∑wixi
= _______
∑wi

Weighted average of
infrastructure facilities

Weighted average formula= no of respondents

Conclusion

From the above weighted average table it is identified that the highest value
is 4.01. This shows that the respondents are more satisfied with the Rest rooms
facilities when compared to other facilities.

118
 FINDINGS

 Most of respondents (33)% belong to the Fine Blanking Department

 Majority of the employees(45%) belong to age group of 26-35 years when
sorted out according to their age
 Majority of the employees (67%) were Female.
 Majority of the employees (70%) had 0-5 years of experience.
 Majority of the employees (72%) were married in the organisation.

 Majority of respondents (41%) agreed that they are motivated by the work
environment in the organization.
 Majority of respondents (47%) agreed that the working condition in the
organization were satisfying.

 Majority of respondents (39%) strongly agreed that the Supervisor/Senior

authority constantly motivated them in the organization.
 Majority of respondents (50%) agreed that the superior were supportive in
clarifying the doubts regarding the work
 Majority of respondents (63%) agreed that the training given by the
organization had helped the employees to develop new skills.
 Majority of respondents (56%) agreed that the training program were
designed to update the skills and knowledge of the employees.
 Majority of respondents (53%) agreed that the training given by the
management bridges the gap between the employee‟s ability and work
requirement.

119
 Majority of respondents (44%) agreed that the safety precautions given by
the trainer regarding work helped to reduce accidents.
 Majority of respondents (39%) agreed that the organization has provided
adequate infrastructure facilities to the employees
 Majority of respondents (44%) agreed that the canteen facilities provided at
the organization were satisfying.
 Majority of respondents (47%) agreed that the work which they engaged
with were very comfortable and satisfying.
 Majority of respondents (41 %) agreed that the organization treat‟s the
employee‟s with good respect.
 Majority of respondents (45%) agreed that the organization had provided
work according to the employee‟s capacity.
 Majority of respondents (40%) agreed that the grievance aroused were duly
addressed by the organization.
 Majority of respondents (49%) agreed that the relationship with other
employees in the organization were satisfying.
 Majority of respondents (45%) said that the stress management or stress
reduction program were very helpful.
 Majority of respondents (59%) said that the organization had provided all
the guidance and facilities to get the work done from the employee‟s.

 Majority of respondents (57%) agreed that the training opportunities had

helped in improving the quality of work life.
 Majority of respondents (46%) agreed that the safety were always been
given priority by the organization to the employee‟.
 From the ANOVA test there is no significant difference between age group
and work load given to the employee‟s
120
 From the ANOVA test there is no significant difference between experience
and training program in updating the skills and knowledge.
 From the chi-square test there is no significant difference between
experience and feedback on stress management or stress reduction program.
 From the weighted average method it is been identified that the respondents
are more satisfied with the restroom facilities (4.01).

121
 SUGGESTIONS

 The communication gap between the superior and subordinates needs to be

bridged.
 Continuous training has to be given to the employees in order to improve
their efficiency.
 Effective training program should be given to the employees to increase their
quality of work life and also to match the employee‟s ability and work
requirement.
 The infrastructure and canteen facilities can be further improved.
 The employees can be given work according to their ability.
 More awareness and extra safety precaution can be given.
 The grievance needs to be redressed effectively.
 Proper appreciation in the way monetary and non- monetary at regular
intervals to the employee based on their performance will motivate them to
improve more.
 The stress management or the stress reduction program can be carried out in
more effective way.

122
 CONCLUSION

The study on quality of work life was carried out for the contract employees
of TIDC INDIA LIMITED. From their levels of satisfaction on the various
variables, their quality of work life was assessed as satisfactory.

From the various analyses, it is found that quality of work life at TIDC
INDIA LIMITED in such that, it provides encouragement to its employees in order
to improve their individual efficiency. Various suggestions have been put forth in
this study to improve quality of work life at TIDC INDIA LIMITED.

From the study, it is clear that quality of work life of the employees at TIDC
INDIA LIMITED is good. This research highlights some of the gaps in employee‟s
satisfaction towards the company such as pros and cons of employees, training and
relationship with management and their colleagues.

The improvement in the quality of work life has brought about a lot of
changes. For example it has brought

 Improvement in productivity of employee‟s

 Team spirit
 Improvement in motivational activity

123
 BIBLIOGRAFY

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attitudes andaspects of psychological well being. Journal of Occupational
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related toemployees quality of working life: a study of psychiatric nurses. Journal
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University of Sydney.www.acirrt.com

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13. Herzberg F, Mausner B, & Snyderman B., (1959) The Motivation to Work.
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17. Loscocco, K. A. & Roschelle, A. N. (1991). Influences on the Quality of Work
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Website Referred:
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6. www.qualityofworklife l.htm
125
 PRODUCTS

FINE BLANKING

AUTOMOTIVE CHAINS

INDUSTIRL CHAINS

126
 A STUDY ON QUALITY OF WORK LIFE AT TIDC LIMITED

PART I

Name of the employee:

Employee number:
Department:
Age of the employee:

a) 0-25 b) 26-35 c) 36-45 d) 50 and above

Gender:

a) Male b) Female

Experience of the employee:

a) 0-5yrs b) 6-10yrs c) 11-20yrs d) .21yrs

Marital Status:

a) Single b) Married

PART II

1) The work environment at TIDC is highly motivating to the employee‟s.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

2) The working conditions provided by the TIDC to the employee‟s are satisfying.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

3) The supervisors/Senior Authority in the organization constantly motivates the employee‟s.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

4) The superior is supportive in clarifying the doubts regarding the work.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

5) The training given by the organization has helped the employee‟s develop new skills.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

127
6) The training program is designed to update the skills and knowledge of the employee‟s.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

7) The training given by the company bridges the gap between the employee‟s ability and job

Requirement‟s.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

8) The safety precaution given by the trainer regarding work helps to reduce accidents.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

9) Please comment on the following infrastructure.

Facilities Very good Good Fair poor Very poor

Rooms

Restrooms

Quality of food

Safety measures

10) The infrastructure facilities are adequately provided by the Organization.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

11) The canteen facilities provided at TIDC are satisfying.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

12) The work which the employees are engaged is very comfortable and satisfying at TIDC.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

128
13) The organization treat‟s the employee‟s with good respect.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

14) The employees are given work according to their capacity by the organization.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

15) The Grievance aroused are duly addressed by the company.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
16) The relationship with other employee‟s in the organization is satisfying.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
17) The stress management or stress reduction programs given at the workplace was very
helpful.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

18) The organization provides all guidance to get the work done.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

19) The training opportunities have really helped in improving the quality of work.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
20) The safety of workers is always given priority by the organization.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

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