Quality of Worklife in Malayala Manorama

ACKNOWLEDGEMENT This creation acknowledges being pillared by some patronage, some perspiration, some guidance, some intelligence and
a lot of inspiration. I find it proper to ponder my obligations to my patrons and peers. First and foremost, I wish to express my gratitude to the lord almighty for the graceful blessings to me. I would like to express my heartful gratitude and thanks to Mrs. R. INDRALEKHA, M.A, M.Ed, M.Phil, PGDSJMC, Principal, Maharaja College for Women, Perundurai, permitting me to do this project work. I extend my sincere thanks to Mr. P. PARAMANANDHAM, MBA, M.A (Psy), M.A. (Soc), M.A. (Eng), M.Sc., M.Ed., BLIS, PGDHRM, PGDMM, Head of the department who encouraged me at all level, for completion of this project. My project guide Mr. G. R. VASANTHAKUMAR, MBA, M.Phil, PGDEC, merits my sincere words of gratitude and praise for providing me with privileged guidance. I am very much thankful to Mr. ANOOP KUMAR, General Manager, HR, and Mr. MAHIPAL NAIR, Executive, HR, who guided me for successful completion of this training program. Finally I thank my family and friends who have helped me in completing my project work in every possible way.
CONTENTS CHAPTER I Introduction Quality of work life A theoretical view CHAPTER II Company Profile Divisions Human Resource Planning Quality of work life in Malayala Manorama Product Profile CHAPTER III Research Problem Objectives of the study Scope of the study Research Methodology Limitations of the study
CHAPTER IV
Analysis and Interpretations Findings Suggestions Conclusion BIBLIOGRAPHY APPENDIX
LIST OF TABLES
S. No. 1 2 3 4
Title
Pag e No.
Responsiveness of supervisors Co-operation between workgroups The knowledge about the duties of an employee The use of constructive feedback to improve
contribution 5 6 7 8 9 The respect of people in the organization The flow of routine information in the work place The forum for the exchange of important information The availability of information The workers contribution to the missions of the
organization 10 The participation of workers in formulating specific goals and objectives 11 12 The organizations responds towards the changes The organizations mobility in the quality of its products and services 13 14 Organization rivalry The opinion about the quality of equipments in the organization 15 The adequacy of equipments
16 17 18 19
The maintenance of equipments Training in the organization The established training goals and objectives The workers knowledge about the skills which are expected to use their current job
20 21 22 23 24 25
Availability of time Availability of information Workers participation The flexibility of policies and procedures Opinion about layout The reward for performance
LIST OF GRAPHS
S. N o. 1 2 3
Title
Pag e No.
Co-operation between workgroups Availability of information Participation of workers in formulating specific goals and objectives
4 5 6 7 8 9 10
Organization rivalry Adequacy of equipments Maintenance of equipments Training in the organization Availability of time for the employees Workers participation Reward for performance
INTRODUCTION A pen is mightier than the sword, it is a proverb, which clearly tells us, the importance of a good pen. A good pen in the sense, a good writing, a definite focus on social problems, clear and confidence stand on writing. Thus, newspaper plays a major role in any country, to communicate with people. Newspapers, lead the country, by any application or objections, at right time and at right situation. It is a media by which people are able to know the incidents occur in any corner of the country. Besides providing information to its readers, a newspaper aims at educating and leading the public at large and protecting rights and freedom of the people. A newspapers success depends on, The news mix Communicating whatever information reader is looking for Communicating the message in easy language. The effective and economic distribution to have a good reach to the good readers. Now, Malayala Manorama is the largest selling language newspaper in India. It is a diversified group with brand leadership in a variety of media products. It is a highly successful multi magazine publishing house.
Quality of Work Life The quality of work life is the quality of the relationship between the employees and their work environment which is such that an employee has a significant influence in shaping the organizational environment and the methods to increase not only to their motivation and job satisfaction, but also the productivity and the profits of the organization to which they belong. All employees can make significant contribution to the organizational objectives can cope with the changing environment and experience a feeling of satisfaction and pride, besides, personal growth and opportunities. Hence quality of work life is a concept leading to pragmatic action-oriented
management approach in managing people. Quality of work life means quality of human experience in the work place. It refers to the favourableness or unfavourableness of a job environment for people. The basic purpose is to develop jobs that are excellent for people as well as for the production. Many current organizational experiments seek to improve both productivity for the organisation and quality of working life for its members. Employers had two reasons for redesigning jobs and organisation for a better quality of work life.
Classical design originally gave inadequate attention to human needs.
The needs and aspirations of workers themselves were changing.
Options Available To Management Several options for solving the problems regarding quality of work life were available to management. Leave the job as it is and employ only workers who like the rigid environment and routine specialisation of classical design. Not all workers object to this form of work. Some may even relish it because of the security and task support that it provides. Leave the job as it is, but pay workers more so that they will accept the situation better. Since classical design usually produces economic gain, management can afford to share the gain with workers. Mechanize and automate routine jobs so that the labour is unhappy with the job is no longer needed. Let machines do the routine work.
Redesign jobs to have the attitudes desired by people, and redesign organisations to have the environment desired by people. This approach seeks to improve quality of work life.
Criteria for the Quality of Work Life Eight major conceptual categories are proposed, ranging from adequate and fair compensation for work to the social relevance of work, they provide a framework for analyzing the salient features of the quality of working life. 1. Adequate and Fair Compensations Adequacy of compensation is a relative concept. There simply is no consensus on objective or subjective standards for judging the adequacy of compensation. Fairness in compensation has various operational meanings. Job evaluation specifies relationship between pay and factors such as training required, job responsibility and noxiousness of working conditions. To judge the adequacy and the fairness or work compensation, both factors are important
determinants of the quality of working life. Adequate income: Does the income from fulltime work meet socially determined standards of sufficiency or the subjective standard of the recipient?
Fair Compensation: Does the pay received for certain work bear an appropriate relationship to the pay received for other work? 2. Safe and Healthy Working Conditions Legislation, union action, and employer concern have resulted in continually rising standards of satisfactory working conditions. Aspects of these improvements include: reasonable hours enforced by a standardized normal work period beyond which premium pay is required; physical working conditions that minimize risk of illness and injury; age limits imposed when work is potentially destructive to the welfare of persons below (or above) a certain age. The general improvement in the quality of working conditions and the earlier maturation of youth may lead to a relaxation of age limits in same areas of work. 3. Immediate Opportunity to Use and Develop Human Capacities Work has tended to be fractionated, deskilled, and tightly controlled. The planning of work has been separated from its implementations. These tendencies have progressed in varying
degrees from one job to the next; therefore job differ in how much they
enable employees to use and develop their skills and knowledge. Some of the job qualities necessary for this development follow:
Autonomy: Does the work permit substantial autonomy and self-control relative to external controls? Multiple Skills: Does the work allow one to exercise a wide range of skills and abilities rather than merely repeat the same narrow skill? Information and Perspective: Is one allowed to obtain meaningful information about the total work process and the results of his own action, so that he can appreciate the relevance and consequences of his actions? Whole Tasks: Does ones work embrace a whole task or is it some fragment of a meaningful task? Planning: Does ones work include planning as well as implementation of activities? These aspects of the job affect the ego involvement, selfesteem, and challenge obtained from the work itself.
4. Future Opportunity for Continued Growth and Security: The opportunity for self improvement through education and hard work has been considered an American birthright, the typical industrial job can now be completely learned within a few weeks or a few years, after which the blue-collar worker has reached nearly the peak of his earnings and can look forward to only minor improvements. Many lose interest in their Professional work, no longer invest in their career pursuits, and increase the sterility of their work lives. Thus attention needs to be given to the following aspects of working life. Development: The extent to which ones current activities contributes to maintaining and expanding ones capabilities rather than leading to obsolescence. Prospective Application: The expectation to use expanded or newly acquired knowledge and skills in future work assignments. Advancement Opportunities: The availability of opportunities to advance in organizational or career terms recognized by press, family members or associates.
Security: Employment or income security associated with ones work. 5. Social Integration in the work organization Since work and career are typically pursued within the
framework of social organisations, the nature of personal relationships becomes another important dimension of the quality of working life. Whether the worker has a satisfying identity and experiences self esteem will be influenced by the following attributes in the climate of his work place: Freedom from Prejudice: Acceptance of the worker for work related traits, skills, abilities, and potential without regard to race, sex, creed and national origin, or to life styles and physical appearance. Egalitarianism: The absence of stratification in work organisations in terms of status symbols and / or step hierarchical structures. Mobility:
The existence of upward mobility as reflected, for example, by the percentage of employees at any level who potentially could qualify for higher levels. Supportive Primary Groups: Membership in facetoface work groups marked by patterns of reciprocal help, socio economical support and affirmation of the uniqueness of each individual. Community: The sense of community in work organisation that extends beyond face to face work groups. Interpersonal openness: The way members of the work organisation relate to one another their ideas and feelings. 6. Constitutionalism in the work organisation: The labour unions have brought constitutionalism to the work place to protect employees from arbitrary or capricious actions by employers. The following aspects of constitutionalism are key elements in providing higher quality to working life; Privacy:
The right to personal privacy; for example, with holding from the employer information about workers off the job behaviour or about actions of members of his family . Free Speech: The right to dissent openly from the views of superiors in the organisation without fear of reprisal. Equity: The right to equitable treatment in all matters including the employee compensation scheme, symbolic rewards and job security. Due Process: Governance by the rule of law rather than the rule of men in such matters as equal opportunity in all aspects of the job, privacy, and dissent, including procedures for due process and access to appeals. 7. Work and the Total Life Space: An individuals work experience can have positive or negative effects on other spheres of his life, such as his relations with his family. Prolonged periods of working overtime can have a serious effect on family life. When a person invests enormous time and energy in work
at the expense of family, it is unclear whether this pattern is a cause or symptom of deficiencies in the family situation. Sometimes the employing organisation is imposing demands that seriously affect the employees ability to perform other life roles, such as spouse or parent. In other cases, however, these demands are largely self imposed to escape the responsibilities and strains of family roles. If work did not absorb this time and energy, the person would shift his attention to other pursuits outside the family, such as hobbies or civic activities. 8. The Social Relevance of Work Life: The socially beneficial roles of the employing organisation and the socially injurious effects of its activities increasingly have become salient issues for employees. Does the worker perceive the
organisation to be socially responsible in its products, waste disposal, marketing techniques, employment practices, and relations to
underdeveloped countries, participation in political campaigns, etc? Organisation which are seen to be acting in a socially irresponsible manner will cause increasing numbers of employees to depreciate the value of their work and careers, which in turn affects worker self esteem.
Quality of Work Life as a Process Some background on how to think about the relationship between quality of work life practices and productivity is needed.
Improved Communication Co - ordination
QWL intervention
Improved Motivation
Improved Productivity
Improved Capabilities
The figure shows that there are three primary ways a quality of work life intervention or practice can improve productivity; it can improve communication / coordination, motivation and employee performance capabilities. Then make a reasonable estimate regarding whether the intervention will lead to improved productivity.
Employee well being & satisfaction QWL Intervention Productivity
Attention and retention
Productivity
This figure carries the thinking about the relationship between quality of work life interventions and productivity one step further. It shows that if a particular quality of work life intervention improves productivity directly, it also can influence productivity indirectly.
Where employee satisfaction increases, as a result of the intervention and improved productivity, this can ultimately have a positive influence on productivity by attracting good employees to work for the organisation and by reducing turnover.
Effect of opportunity on the Quality of work and on productivity
Enhanced Quality of Work Experience+

k or W f
Productivity
ali Qu ty o
Productivity
Opportunity to use and develop capacities Productivity Overall, the argument here is that there are a number of ways that a quality of work life intervention can have a positive effect on productivity. However, improving productivity is dependent on the degree to which the intervention increases employee satisfaction, communication, motivation, and performance capability. Indeed, there is reason to believe that the intervention may have to influence
motivation, communication, and capability in order to lead to improved productivity. This rationale is based on the view that for productivity to increase motivation, performance capability, and coordination all need to be high in an organisation. If any one of these is low or missing, the organisation cannot be effective. Quality of work life refers to the favorable and in favourableness of the job environment for people. Since people and environment have changed, increased attention needs to be given to improving the quality of work life. Jobs are required to fit people as well as technology. The psychological aspect of QWL is, what people do at work and the way they do work. The physical aspect of QWL is, the condition in which people work and the managements attitude towards safety, pollution, work environment etc. The economical aspect of QWL is, what they are paid for what they do and the standard of living. The QWL programmes aim at increasing employees satisfaction through improvement of work conditions and employee involvement schemes.
QWL programmes should look for active involvement of people so that all employees can make significant contribution to the organizational goals and purposes. Before initiating any QWL
improvement programs, understanding of human psychology at work is important. The companies that are the best at creating a good QWL will be able to attract and retain the most skilled workers. Employee Training Every organisation needs to have well-trained and experienced people to perform the activities that have to be done. If the current or potential job occupant can meet this requirement, training is not important. But when this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. Employee training and development is not only an activity that is desirable but also an activity that an organisation must commit resource to if it is to maintain a viable and knowledgeable work force. Need for Basic Purposes of Training 1. To increase productivity 2. To improve quality 3. To help a company fulfill its future personnel needs 4. To improve organizational climate
5. To improve health and safety 6. Obsolescence prevention 7. Personal growth Responsibility for Training Training is the responsibility of four main groups: The top management: which frames the training policy The personnel department: which plans, establishes and evaluates instructional programme Supervisors: procedure. Employees: who provide feedback, revision and suggestions for corporate educational endeavors Steps in Training Programmes Training programmes are a costly affair, and a time consuming process. Therefore, they need to be drafted very carefully. Usually in the organisation of training programmes, the following steps are considered necessary: Discovering or identifying the training needs. Getting ready for the job. who implement and apply developmental
Preparation of the learner. Presentation of operations and knowledge. Performances try out. Follow up and evaluation of the programme
Sequence of training programme
Discovering or identifying training needs (through organisational operations , manpower analysis etc)
Getting ready for the job
Preparation of the learner (Create, desire & prepare accordingly)
Presentation of operations and knowledge (Application of training techniques)
Performance try out
Follow-up (Rewards and feedback)
Motivation Motivation is a process that starts with a physiological or physiological deficiency or need that activates behavior or a drive that is aimed at a goal or inventive. Where there is a strong positive motivation, the employees output increases; but where it is negative or a weak positive motivation, his performance level is low. Motivation consists of the three interacting and interdependent elements of needs, drives and goals. Needs These are the deficiencies, and created whenever there is a physiological or psychological imbalance. Drives or Motives Drives or motives are set to alleviate needs. These are action oriented and provide an energizing thrust toward goal accomplishment. They are the very heart of motivational process. Goals Goals are anything which will activate a need and reduce a drive. Factors Influencing Individual Motivation in Organisation
Attitudes
Goals Motivation
Beliefs
Needs
Values
Characteristics of Motivation Motivation is an internal feeling: motivation is a
psychological phenomenon which generates within an individual. Person in totality not in part is motivated:- Each individual in the organisation is a self contained and inseparable unit and his all needs are inter related. Motivation is the product of anticipated values from an action and the perceived probability that these values will be achieved by the action.
Importance of Motivation Motivation is one of the most important factors determining organisation efficiency. Diagnosing human behavior and analyzing as to why people behave in a particular way is of prime importance in motivating them irrespective of the nature of the organisation because individual is the basic component of any organisation. The importance of motivation in an organisation may be summed up as follows, 1. High Performance Level 2. Low employee turnover and absenteeism 3. Acceptance of Organizational changes Motivation of Managers There are various studies conducted to show, what motivates the managers. In a study by Lahiri and Srivastava to test applicability of Herzbergs two factor theory. It was found that for middle level managers, responsibility, domestic life, accomplishment, job and the utilization of abilities on the job were found to be motivational factors while organizational policy and administration, promotion, salary, superior and growth were dissatisfiers. In another study, it was found
that motivators contributed significantly more towards satisfaction than hygiene in public sector. Whereas in the case of private sector, motivators contributed significantly more towards the feeling of dissatisfaction than hygiene. Thus the review of researchers based on Herzbergs model presents quite contrasting results. Some supporting it fully and others supporting it partially while many others are contradicting it. In another recent study by Kumar Singh and Varma, it was found that managers and supervisors ranked various job factors as job security, opportunity for advancement, pay according to merit, working conditions, task, welfare, housing, supervisors, workgroups, bonus and name of the company in the order. In a study of occupational goals, the value of the managers was found that managers had the higher preference for intrinsic job factors as compared to extrinsic job. Motivation of Workers Various research studies have been conducted to analyse the pattern of workers motivation. Such studies have been concerned with the understanding of: The characteristics of satisfied and dissatisfied workers. The relative importance of job factors.
The influence of supervisory style on the workers motivation. The various job factors in order of importance by Dixit disclosed
that, workers ranked various job factors as adequate salary, job security, adequate personal benefits, opportunity for advancement, suitable work, good supervision, opportunity for training and learning and comfortable working conditions in order of importance.
EMPLOYEE SAFETY Since the beginning of the present country, employee safety and health problems at work have been engaging attention of the psychologists, sociologists and industrial engineers. Psychologists are concerned with the theoretical considerations of accident causation and the research into accident control, through proper selection, training and education of the employee and the social and
psychological factors that influence the individual behaviour in general. Engineers and safety officers usually render necessary practical advice on certain aspects of safety in industry. They look upon prevention of accidents basically as an engineering problem to be tackled through proper designing of mechanical safety devices. In fact, accident prevention and safety are inter related and therefore, require a multi dimensional approach. Its importance has increased because of large scale industrialisation in which human beings are subject to mechanical, chemical, electrical and radiation hazards. Besides, modern industry is characterised by complicated mechanisms, intricate job requirements, and fast moving production lines. One of the important consequences of all this is increased dangers to human life, through accidents.
Industrial Accident An industrial accident may be defined as, an occurrence which interrupts or interferes with the orderly progress of work in an industrial establishment. Cause of Accidents Accidents are usually the result of a combination of factors, each one of which may vary from situation to situation. This combination may be of unsafe acts and equipment of people factors and conditions. It has been rightly said that an accident does not have a single cause but a multiplicity of causes which are often closely related. According to safety experts there are three basic causes / factors that contribute to accidents in organisation and unsafe acts on the part of employees. 1. Unsafe conditions (Work related causes) Improperly guarded equipment Defective equipment Hazardous arrangement or procedure in and or around machines or equipment. Unsafe storage, congestion, overloading
Inadequate safety devices. Wrong and faulty layout and bad location. Improper illumination glare, insufficient light. Improper ventilation insufficient air charge, impure air source.
Poor house keeping.
2. Unsafe Acts These acts may be the result of lack of knowledge or skill on the part of the employee, certain bodily defects and wrong attributes. These acts include acts like: Operating without authority Failing to secure equipment or warning other employees of possible danger. Failing to use safe attire or personal protective equipment. Throwing materials on the floor carelessly. Operating or working at unsafe speeds, either too fast or too low.
Making safety devices inoperative by removing, adjusting, disconnecting them.
Using unsafe equipment, or using equipment unsafely. Using unsafe procedures in loading, placing, mixing, combining Taking unsafe positions under suspended loads. Lifting improperly. Cleaning, adjusting, oiling, repairing etc. moving a dangerous department.
Distracting,
teasing,
abusing,
startling,
quarreling,
day
dreaming, horseplay. 3. Other Causes These causes arise out of unsafe situational and climatic conditions and variations such as bad working conditions, rough and slippery floors, excessive glare, heat, humidity, dust and fume laden atmosphere, very long hours of work, unsatisfactory behaviour of domineering supervisors, excessive noise and carelessness in the handling of such inflammable materials such as gasoline, solvents, oil and grease, explosives etc.
Safety Organisation The safety director and a safety committee be set up by an organisation. The following facts should be given due consideration in any safety organisation programme. Safety programme must have top management approval, sanction and support. Responsibility for safety must rest with the supervisory personnel. Safety must be given equally important consideration with that of other factors of production. Provision must be made for prompt action in the elimination of mechanical and personal hazards. A definite safety programme must be developed to educate all employees in safety and to secure their active
cooperation in the effort to eliminate accidents. Safety must be included in all phases of planning,
purchasing, supervisions and operation. In a large company, it is desirable to have a full time safety director in addition to a number of analysts, engineers, industrial
hygienists and safety inspectors. Simonds and Grimaldi suggest that, as a rule, one full time safety director should be appointed for each 2,000 employers. Appraisal of Employee Attitude to Safety Programmes A knowledge of the attitude of the employees to the safety programmes developed for them and the specific measures adopted for that purpose such as the setting up of bulletin boards, displays of safety measures, pamphlets, booklets, posters, magazines and motion pictures which highlight them would help the safety director in presenting safety information to the employees of an organisation. He and or the safety committee may discuss the problems of safety with the employees, get and act on their suggestions and undertake attitude surveys. Job Enrichment The modern interest in QWL developed through an emphasis on job enrichment. The term was coined by Frederick Herzberg based on his research with motivators and maintenance factors. Strictly speaking, job enrichment means that additional motivators are added to a job to make it more rewarding although the term has come to apply to almost any effort to humanize jobs. Job enrichment is an
expansion of an earlier concept of job enlargement which sought to give workers a wider variety of duties in order to reduce monotony. Job enrichment brings many benefits. Employee growth and self actualization Improved motivation. Better job performance (quality and / or quantity) Less turnover Less absence Fewer grievances Reduced idle time Greater job satisfaction Greater effectiveness as a citizen in the community.
General result is, a role enrichment that encourages growth and self actualization. The job is built in such a way that intrinsic motivation is encouraged. Because motivation is increased,
performance should improve, thus providing both a more human and a more productive job. Negative effects also tend to be reduced, such as turnover, absence, grievances and idle time. In this manner, both the worker and society benefit, The worker performs better has more job
satisfaction, and is more self actualized, thus being able to participate in all life roles more effectively. Society benefits from the more effectively functioning person as well as better job performance. Job enrichment applies to any efforts to humanize jobs, particularly the addition of motivators to jobs. Core dimensions of jobs that especially provide enrichment are variety, task identity, task significance, autonomy and feedback. It is helpful if natural work modules and natural work teams can be built. In spite of its desirability, job enrichment is a contingency relationship, being more applicable in some institution than others. Job Satisfaction Job satisfaction is the favourableness or unfavourableness with which employees view their work. It expresses the amount of agreement between ones expectations of the job and the rewards that the job provides. Since job satisfaction involves expectations, it relates to equality theory, the psychological contract and motivation. Job satisfaction is part of life satisfaction. The nature of ones environment of the job does affect ones feelings on the job. Similarly, since a job is an important part of life, job satisfaction influences ones general life satisfaction.
Job Satisfaction and Performance High performance leads to high job satisfaction. When people perform well, they are likely to develop more satisfaction with their work.
Better Performance
Rewards Intrinsic Extrinsic
Perception of equality in rewards
Greater Satisfaction
As the figure shows, the sequence is that better performance typically leads to higher rewards. If these rewards are seen as fair and equitable, then improved satisfaction develops because employees feel that they are receiving rewards in proportion to their performance. Job Satisfaction Surveys Management needs job satisfaction information in order to make sound decisions. This section discusses the benefits management can gain from the study of job satisfaction, what methods are available, and how they are used. A typical approach is a job satisfaction survey, also known as a morale, opinion, attitude, climate or quality of work life survey. A job satisfaction survey is a procedure by which employees collectively report their feelings about their jobs. Benefits of Job Satisfaction Study Job satisfaction surveys can produce neutral or negative results if they are poorly done, but usually they bring a number of benefits. The
expected benefits are most likely to occur when the following conditions are met. Management is committed to the survey. The survey is designed in terms of management and employee needs and objectives. The survey is properly administered. There is management follow up and action to communicate and use the results.
INTRODUCTION One bright morning, over a century, ago March 14, 1888, the Malayala Manorama a joint stock publishing company: the first of its kind in India, came into being. It is founded by Kandathil Varghese Mappillai in Kottayam, a small town in Travancore-the place, which remained as a princely state until Indias independence in 1947. In 1888, when Malayala Manorama was established, there were a few newspapers around, mostly organs of Christian churches. As a great majority of the people was illiterate at that time, Manorama paid special attention for the promotion of literature and arts. About the Founder Kandathil Varghese Mappillai was only 31 when he founded Malayala Manorama. He was an accomplished writer, a high thinker and a very enterprising personality. He was held in high esteem by everyone. The Maharaja of Travancore, His Highness Sreemoolam Thirunal, generously offered the Royal Coat of Arms to Malayala Manorama a true royal gift to a deserving pioneer. Today the insignia with a slight variation adorns the newspaper logo. Kandathil Varghese Mappillais enterprise and farsightedness went far beyond Malayala Manorama. He was the inspirational force
behind many educational and literacy institutions. Notably the Thirumoolapuram Residential High Schools for Girls. At the turn of the century the idea of a Residential school for girls in Travancore could occur only to a zealous pioneer. And also his contribution to the literature of Malayalam was vast. Apart from throwing open the pages of Manorama to the finest writers in the language, he started Bhashaposhini in 1896. To date, it remains the greatest literary journal in Malayalam. Kandathil Varghese Mappillai steered Manorama to campaign for the upliftment of the depressed classes, the spread of education and culture, encouragement of pioneering literary talent and political Justice for all, was soon able to render Manorama into a powerful forum of criticism , and spirited discussions on social and political issues, universally venerated in the field of Journalism and Malayalam Kandathil Varghese Mappillai died on July 6,1904, at the prime of his life and when his career was at the pinnacle of glory. In course of time people grew regard of Manorama as a True Friend, always there to count on in their hour of stress and bliss. And Manorama grew with too from a biweekly (1901): to a tri-weekly (1918): to a daily in 1928. Today the daily is published form nine centres in Kerala Kottayam, Kozhikode, Kochi, Thiruvanathapuram,
Palakkad, Kannur, Kollam, Malappuram and Thrissur enjoying the peoples confidence and unstinted love, every step of the way. The most crucial years of Malayala Manorama were form 1904 to 1954. Dynamism, turbulence, oblivion and a tumultuous rebirth marked these historical years. After the untimely demise of the founder, in 1904, K.C. Mammen Mappillai, his nephew, was the natural choice as the editor, And for the next 50 eventful years, he built into Manorama the kind of grit and determination Indian Journalism had never witnessed before. Along with editorial guts, the paper
enormously gained forms his enviable business acumen too, to grow into one of the most successful newspaper groups in the country. The call came naturally to K.C. Mammen Mappillai who was there with Malayala Manorama from the very beginning. Later in his memories he recalled fondly, I was excited on the day the first issue of Manorama cam out. I remember vying with others in folding and dispatching the paper plus doing all sorts of odd jobs. K.C. Mammen Mappillai maintained the secular and literary tradition of Manorama. At the same time, he added a new vigor and zest to social, economic and political coverage. He was a true innovator. His innovative flair covered diverse fields like agriculture, trade, Banking, insurance and plantations etc. But for all his innovative
activities in other fields, Malayala Manorama remained his foremost love. Under his never-say-leadership, Manorama flourished anew to go on become the premier newspaper in the country. The diamond Jubilee celebration of Malayala Manorama was inaugurated by the then president of India. Dr. Rajendra Prasad, who paid handsome tributes to the papers rich contribution to the people, and country. He said, I was much pleased to have an opportunity to participate in the Diamond Jubilee celebrations of the Malayala Manorama. It was because I thought it was not a celebration of the paper only, but a Diamond Jubilee celebration of the services of its soul and life, Sri Manmmen Mappillai. On 31, December 1953, K.C. Mammen Mappillai breathed his last. A vast concourse people showed up at his funeral. And rose in memory of the departed soul, the Mammen Mappillai Memorial Hall at Kottayam. To this day, Malayala Manorama has unflinchingly devoted itself to uphold, in spirit and practice, the sage counsel of K.C. Mammen Mappillai.
Indias Freedom Came on August 15, 1947, But it took Another 15 weeks for Malayalam Manorama For nine long years, between September 1938 and November 1947, Malayala Manorama had to cease publication. By any estimate, it was the stiffest price paid for freedom of expression in Indian Journalism. Those were the turbulent days of Indias struggle for freedom and Malayala Manorama not surprisingly, was in the forefront actively involved in the civil rights agitation, the abstention movement, formation of state congress and the unflagging flight for responsible government. And the Editor was the intrepid K.C. Mammen Mappillai whose unflinching stand for responsible government in Travancore thought him trenchant columns of Malayala Manorama earned him and his paper the undying enmity of the all-powerful Dewan of Travancore. Soon, the matters began to boil. An exhaustive report Malayala Manorama carried in its September 2, 1938 issue on the military atrocities in South Travancore lift the Dewan fuming. On September 10,1938 armed police took over the Manorama office and sealed its doors. Later K.C. Mammen Mappillai was arrested. It was a vengeful attempt by the power made Dewan to destroy Malayala Manorama. It was the saddest day in the life of K.C. Mammen Mappillai. Manorama had become the symbol of the free press and Travancore was suddenly
deprived of its lone champion of public causes. The darkness reigned for nine years. India gained her freedom on August 15, 1947 and in less than 3 weeks, the Dewan had to beat a hasty exit and the rulers of Travancore had to yield to the might of the people and consented to hold an election on the basis of adult franchise to form a constituent Assembly. And on November 29, 1947 the picture was complete: Malayala Manorama was back. From Travancore to National As early as 1947 when Malayala Manorama was busying itself to emerge form its nine year long banishment, K.C. Mammen Mappillais eldest son K.M. Cherian had teamed up with his ageing father as Managing Editor. It was K.M. Cherians unsparing efforts that paced the way for Malayala Manorama to stage a splendid comeback. He took over as the Chief Editor in1954 and set out to address himself to the more difficult task of bringing about an emotional integration amidst the people of the newly created Kerala state. It was a laudable effort and he won much acclaim for it. Bearing in mind his fathers lofty ideals and the guidelines laid down for Manorama, he took the paper from strength to strength in an incredibly short time and also added a few more successful publications. It was under his persevering
leadership form 1954 to 1973 that the circulation of Manorama Daily soared form 30,000 t0 300,000 and the Manorama weekly skyrocketed to 329,000. Encouraged by the popular success, K.M. Cherian created a new unit in Kozhikode in 1966. While the illustrious Kandathil Varghese Mappillai pioneered a new movement against heavy odds and K.C. Mammen Mappillai gave the paper an all Kerala stature, it was under K.M. Cherian that Malayala Manorama made its mare at the national level. He died on March 14 , 1973, at the end of an active, rich career that brought fresh laurels so to Malayala Manorama. The Professional Touch Keep the family out and bring in the professionals is one way. But theres a better way: Keep the family in but make them professionals first. Thats they way things are working out at Malayala Manorama today and nobody could wish for anything better. And the man who thought up the better way is the present Chief Editor. K.M. Mathew who, like a true professional, joined Manorama way back in 1954 as the General Manager and proved that he could be an able General Manager before becoming Managing Editor under his older brother, K.M. Cherian and when the latter died in 1973, K.M. Mathew took over.
At Manorama, talent transcends all other considerations and the pace is set by K.M. Mathew himself. And until 1981, K.M. Mathew was ably assisted by Mammen Marghese, his nephew, well trained and competent, Mammen Varghese helped K.M. Mathew launch M.M. Publications which publishes Balarama and Vanitha, the largest circulated magazines of their kind today. And today Mammen Mathew, eldest son of K.M. Mathew , is the Editor & Managing Director. Ably helping him are his younger brothers, Philip Mathew, Managing Editor, and Jacob Mathew, Executive Editor, George Jacob, grandson of K.M. Cherian, is the Director. All in the family may be, but each one has a proven track record of unassailable professionalism in his assigned role. In fact, it was the team that was responsible for the formidable modernization and the phenomenal growth of Malayala Manorama and its allied publications in recent times. Malayala Manorama has always used the appropriate technology. From hand composing of cold type and treadle presses to hot metal composing and rotary letter presses to photo type setting and web offset presses there has been a continual adaptation to change. To day all 9 units of Manorama are connected on a high speed Wide Area Network using the Fibre Optic Cable network of the D.O.T. the first newspaper in India to be so linked. The then ultramodern
facsimile system ( in 1986) connected Kotttayam to the other units for transmission of the newspaper pages. Today a more modern flexible editorial system links all the centers enabling a fast response to the ever-changing news scenario. The ubiquitous computer is visible at almost every desk in the organisation. Manorama will continue to adapt to technological change either in the presentation of the printed word on paper or in the electronic media such as the Internet. The Childrens Club Manoramas Akhila Kerala Balajana Sakhyam, an entirely nonpolitical, non-communal childrens organisation was founded in 1929 and nourished through the columns of Malayala Manorama to preeminence. A farsighted project of K.C. Mammen Mappillai, the Sakhyam over the years has grown to be the biggest democratic institution of its kind in Asia. The motto of this organisation is Service. The membership is open to children in the age group of 6 18 regardless of caste, creed or sex. The leaders elected through well-recognized democratic
methods, conduct its affairs. In fact, the children are trained to be disciplined in a democratic set up. Its membership runs into hundreds of thousands and it has become a great movement, unique in every respect. It also aims at developing the physical, mental and aesthetic
qualities of children plus involving then in good community projects. Manoramas Akhila Kerala Balajana Sakhyam is guiding and helping millions of children, shaping their own and the countrys destiny.
A village of golden sunflowers It was on Septmeber 30, 1993-the earth shook in tectonic terror flattening over fourty Maharashtrian villages, killing thousands of people, their cattle and their fowl. Among them lay Banegaon in Latur in grim ruins. In that hour of inconsolable grief Malayala Manorama set up a relief fund with Rs.10 lakhs and turned to their 8 million readers by saying Let us reach out and touch the frozen face of Latur Within 45 days the fund swelled to 2.39 crores-an amount, which was more than for any other newspaper in India, could ever collect. Manorama could have handed over the money to the relief agencies, but they were determined to rebuild the Banegoan village by themselves. Renowned architects spent a grueling period in Banegaon, studying the milieu. They visualized a holistic village. Then a team from Manorama took over and an entire village came up in just 15 months. Its a complete village: 163 houses, roads, a library, a hospital, Panchayat office, an open-air theatre, a unique village parlor called Chavady, a gymnasium, a big pond to collect water and even a Hanuman temple. The building stands on solid foundations and they can withstand quakes of a magnitude of 6.5 on the Richter scale. Thats how the villagers have renamed the village as MALAYALA MANORAMA BANEGAON.
A Great way to Grow Growth. Multifaceted and on-target, it sums up Manoramas progress over the years and this growth is due to its team of dedicated professionals. Today, the daily is published from 9 centres in Kerala :Kottayam, Kozhikode, Kochi, Thiruvanathapuram, Palakkad, Kannur, Kollam, Malappuram, and Thrissur with a combined circulation of 11.46 lakhs of copies per day. The Kozhikode edition got rolling in 1996. The kochin edition cam out on January 15, 1979. And on February 16, 1987, Manorama become the first language daily to go facsimile, from
Thiruvanathapuram. Manorama opened its second Malabar edition at Palakkad on April 22, 1992 and as of now Manorama is the only major newspaper having a printing unit at palakkad. The kannur unit was commissioned in December 1994 followed by Kollam unit in April 1995. The Trichur unit was opened in May 1998. in 1982, Manorama launched the first English language news weekly, THE WEEK. Today its booming over 1,50,000 copies. Today, Manorama is a highly successful, multi magazine publishing Manorama house, Weekly, bringing out immensely Manorama popular Annual, publications: Karshakasree,
Balarama,
Vijayaveedhi, Balarama Amar Chitrakatha, Bhashaposhini, vanitha, Kalikkuduka, Magic pot and the English news weekly. The week plus the Manorama year books in English, Malayalam, Hindi, Tamil, and in Bengali and also the foremast magazine Bhashaposhini - all for he family any where in the world. And now Manorama take off to the skies, ie., MANORAMA VISION, the satellite telecasting division, which was formally inaugurated on October 18, 1993. Malayala Manoramas Technological Edge Malayala Manorama is always been techno savvy. It has changed form hand composing of the cold type and treadle press to hot metal composing and rotary letter press to photo type setting and web offset presses, there is a continual development of the new technology. Malayala Manorama is the first newspaper in India to be connected on high speed WAN. Intranet lotus mail facility Ultra modern facsimile system Application of SAP.
Sister Concerns of Malayala Manorama It has two sister concerns namely. M.M. publications, which publishes Balarama, Vanitha etc., and cochin computer system Pvt ltd., (CCS) which looks after the software application. Branches and units of Malayala Manorama Malayala Manorama has wide area coverage through out India through its units as well as its branches. Malayala Manorama has got nine units all around kerala. They are, Kozhikode, Kochi,
Thirvanathapuram, Palakkad, Kannur, Kollam, Kodimatha, Malappuram, and Trissur. It has got branches at Bangalore, Delhi, Mumbai, Kolkotta and chennai also.
DIVISIONS IN MALAYALA MANORAMA There are several divisions in Malayala Manorama. They are works, Finance, Human Resources, Circulation, Materials, Corporate Publicity, Marketing, Personnel and Administration, Electronic Media, Editorial Daily, News etc., 1. Circulation Division Malayala Manorama - Indias largest selling language newspaper has reached its circulation up to 11.46 lakhs. According to National Readership Survey, its readership is at present 92.15 lakhs. The circulation division performs major functions like product distribution, promotion and pricing. The company has mainly two Distribution Channels: They are: Agents Postal subscription
There are around 6000 agents who act as a link between Manorama and its customers. Out of the 22 publications 15 are from Manorama and the rest 7 are from its sister concern M.M. publications Kottyam. In the circulation division, there are 36 employees. The despatching section at Kodimatha where the printing is done is also
a part of the circulation division. There are 96 employees in the despatching section. 2. Marketing Division The main function of the marketing department is space selling. The strength of this division is 56. They do space selling mainly with the help of 3 channels. They are, Prepaid (Direct advertisements) Newspaper selling Agents Agencies
The marketing department is again divided into two sections. They are Displays Classifieds
Advertisements to be published in the newspaper are received by the marketing department. Then the details of the advertisement are typed and send it to the pre-press area for further processing. 3. Finance Division
The importance of financial management in any business or industry is undeniable. The finance department is the lifeblood of any organisation. Malayala Manorama has a well-established Finance Department. There are over 50 employees working in this department. This department is divided in to two sections. They are, Sales Account Division Main Account Division
The sales account division manages the receivables of the company whereas the main account division manages the payment, payroll, funds and management of working capital, Taxation etc. The other important functions of the Finance Department are the
preparation of Budget, Balance sheet. Etc., 4. Materials Division Materials management as the function is responsible for the coordination of planning sourcing, purchasing, moving, storing, and controlling materials in an optimum manner so as to provide a predecided service to the customer at a minimum cost. In many organisation, materials from the largest single expenditure item. So is the case at Malayala Manorama, 70% of its revenues are spend on the purchase of materials. The main raw material for the company is
newsprint. The company needs around 47,000 tonnes of the same every year.
5. Works Division This division is divided into two sections, i.e., production and maintenance section. There are approximately 100 employees in the production section and 18 in the maintenance section. Again under maintenance section, Electronic Department supports the production unit in the proper functioning of all the activities. There are two shifts, first shift is from 8.30 a.m. to 5.30 p.m and the second shift is from 6.30 p.m to 3.30 a.m. for the employees. At Kodimatha where the printing press of Manorama is located sometimes they have to work till 5.30 a.m. 6. Editorial Division The employees in the editorial division make the raw information collected by the News Division in the news form. They are agents, reporters and also part time stringers. Part time stringers, what they do is, they buy the news form outside agencies and pay them. 7. Corporate Publicity Division This section is in charge of the public relations of the company. The main objective of this department is to boost the corporate image of the company through corporate advertisements, campaigns, etc.
8. Personnel and Administration Division The P&A was looking after all activities regarding manpower at Malayala Manorama till the inception of the HR division. Now it handles only the activities like discipline, welfare, security, time office, management information systems, automobile, travelling &
accommodation, public relations, insurance schemes and canteen. 9. Management Account Division It prepares the analysis of financial statements by the experts. It also prepares the budgets for the company as a whole and separately for each division. 10. Internal Audit Division It is headed by a senior manager and looks after auditing activities of the company. 11. Manorama Vision It is the duties of Manorama vision to look after all activities regarding the electronic media product.
12. Diversification Division It is a small division which looks forward all the diversified activities of the company. 13. HR Division It is well known for its activities in and around the industries, it carries out the recruitment, selection , induction, training &
development activities.
HUMAN RESOURCE PLANNING Human beings are the most resourceful to an organisation, Like any other material or economic resources they represent an
investment whose development and utilization require managing, i.e., planning, organizing leadership and evaluation. This is a fundamental truth in the clich, the People are an organizations most important assets. In every organisation, human resources are a pivotal variable without which the inanimate assets are worthless. Like cash put into a savings account, human resources need to be understood in their proper perspective and utilized effectively to achieve the goals of an organisation. This requires that human resources must be managed and management implies that work should be effectively completed with and other people. The management of human resources is very complicated and challenging task for those who are ensured with the successful running of an organisation and this implies considerable knowledge of various aspects of human resources management. The importance of human resources management is being increasingly realized in industrial and non-industrial organisation both in India and abroad. This realization has come about because of increasing complexity of the task of managers and administrators. In most organisations the problems of
getting the competent and relevant persons, retaining them, keeping up their motivation and morale, and helping them to both continuously grow and contribute their best to the organisation are now viewed as the most critical problems. With the changes in the social climate, values and norms, changes are also seen in the employees who join the organisation today. Their expectations are different, they are certainly more competent and more informed than employees were in the past. While these can be great assets to the organization, they become problems if the organisation is not able to manage human resources properly. Functions of Human Resources Division 1. 2. 3. 4. 5. 6. Manpower Requisition Manpower, planning Contribution Appraisal Training and Developments Recruitment and Selection OD Activities
Human Resources Division at Malayala Manorama Human Resource Division started its functioning on
February1st,1998. Before its commencement, all the human resource
functions of the company were handled between the top management and personnel administration division. Within a short span of time, human resources division has proved its excellence. The division looks after many important functions like, analysis of manpower
requirement, manpower planning, recruitment, selection, induction, analysis of training needs, training and development and contribution appraisal. Mr. Anoop Kumar, General Manger (Human Resources) heads the division. The division portraits the picture of a beautiful family, which comprises of 10 hardworking enthusiastic people with excellent innovative ideas.
QUALITY OF WORK LIFE IN MALYALA MANORAMA Quality of work life means different things to different persons. For example, to a worker on an assembly line, it may just mean a fair days pay, safe working conditions, and a supervisor who treats him with dignity. To a young new entrant, it may mean opportunities for advancement, creative tasks and a successful career. Employees are the most valuable resource and it is the major reason for the success of Malayala Manorama. Manorama tries to pay its employees relatively higher than their counterparts in the same industry. It is able to attract new blood and at the same time maintaining the existing work force. Malayala
Manorama improve both productivity for the organization and the quality of the working life for its members. Safe and Healthy Working Conditions It includes reasonable hours of work and rest pauses, physical working conditions that ensure safety, minimize risk of illness and occupational diseases and special measures for protection of women and children.
Manorama ensures safety and convenience for the workers, especially for those who work on night shifts. Medical facility for the staff also available here. The annual leave can be carried forward up to a maximum of 12 days per year. Balance of Work and Non-work Life It includes transfers, schedule of hours of works, travel
requirements, overtime requirements, etc. Manorama expresses commitment to help it employees to balance their work and non-work life. It takes immense care in adjusting the timings of the employees according to their convenience by introducing shifts. Manorama has conducted training programmes like Quality of life that helps to improve their quality besides work life. i.e., how should they behave in a society and in the family? These programmes were very useful for employees for molding them as individuals with positive outlook. Social Environment at the Workplace The open door policy is adopted, in which, each employees is allowed to meet and discuss with any of his superior including the Managing Director about issues pertaining to their work life as and when necessary. The seniors and their subordinates maintain a good
relationship. The human resources are treated in the best way and top management ready to invest its resources for the development. Employees are satisfied with the recreation facilities provided by the organisation. 95% feels that as they are given the best salary and perquisites and so there need not be any recreation facilities. Protection of workers Rights Respect for the individuals personnel rights, such as application of the principles of natural justice and equity, acceptance of the right of free speech and the right to personnel privacy in respect of workers off the job behaviour. The open door policy also serves as a mean of protection for an employee who feels that has been unfairly treated him or she can directly meet the top management to express and discuss the problems. Opportunities to develop The employees are informed of any vacancies through the use of notice boards. In addition, promotions and advancements for existing employees are upon their supervisors recommendations, which in turn are based on their abilities and performance records. In other words, each position level has opportunity to move further up the hierarchy.
Malayala
Manorama
has
offered
several
opportunities
for
the
employees to enhance their knowledge, skills and abilities. Psychological Safety Employees know what is expected of them and what standards their work is measured against. Employees are praised for what they do Employees are encouraged to express their personality at work and to be a person in their own right. Employees can see that their individual effort makes a difference. Employees are often stretched by giving challenging tasks.
PRODUCT PROFILE Malayala Manorama has many products under its umbrella. It is today a highly successful. Multi magazine publishing house, bringing about immensely popular periodicals. Malayala Manorama Daily The largest selling language newspaper daily in India. It has crossed a circulation figure of 11.46 lakhs of copies per day. It had begun as a weekly and the first issue appeared on March 22, 1890. In 1928 the newspaper became a daily. Manorama daily is published from all the nine centres of Malayala Manorama and the medium used is Malayalam. Malayala Manorama Weekly Among all the other categories, this is the largest circulated weekly in Kerala. This is published in Malayalam and this is another publication of Malayala Manorama which has crossed the million mark in circulation. The main content of this product is serialized novels written by popular novelists. There are other features like short stories, cartoons etc. Malayala Manorama weekly was started in 1937.
The Week The week is the fastest growing popular news magazine in English with national presence. It is a general interest magazine that covers the current event in all the fields like politics, entertainments, sports, science etc. The circulation of The week is above 1, 50,000 copies. Karshakasree This is a magazine for farmers. Karshakasree gives them guidance in their occupation. This is positioned for farmers and also for those who love agriculture. The magazine is a monthly publication in Malayalam. Bhashaposhini Bhashaposhini is a literary magazine aimed at the readers who are interested in literature, cultural aspects etc. The magazine is a monthly publication in Malayalam. Bhashaposhini was started in the year 1892 and it celebrated the centenary on April 25, 1992. Vijayaveedhi
Vijayaveedhi is aimed at SSLC students in Kerala, It is positioned as a magazine that helps and guides the students in doing well in the SSLC examination. This is a monthly publication. Thozhilveedhi Its a weekly, targeted for the unemployed sections seeking employment opportunities. This publication also provides various features, which helps the jobless lot in preparing for different interviews and examinations. Year Books Published in five languages English, Malayalam, Hindi,Tamil and Bengali. The year books are positioned as the Complete Book of knowledge. These books give up to date information regarding all the aspects that are happening in and around us. Few years before, English year book had appeared in the National Best sellers list. Year books are considered highly useful for the students of various educational institutions and candidates appearing for various
competitive entrance examinations. The publications of Manorama Year book was started in 1959 and the publication of the year book in English commenced in 1965. The Tamil year book was released on March 15, 1990 and the Bengali year book on April 18, 1996.
Vanitha Vanitha is a magazine which features on women related subjects like the personal problems faced by women, stories of successful women, fashion, health child-care, cookery etc. The magazine is positioned as the one, which provides guidance to women for their development. Vanitha is published every fortnight in Malayalam and Hindi. The Malayalam edition of Vanitha is the largest fortnightly circulated womens magazine in India. Balarama This is the largest circulated childrens fortnightly magazine in India. It is aimed at children between the age group of 6 to 8 years. Balarama contains stories, cartoons and other features for children. Balarama Amar Chitrakatha This is published fortnightly in Malayalam. Balarama is a treasury of Indian illustrated classics aimed at children. Kalikkudukka Kalikkudukka is weekly published in Malayalam and this is aimed at pre-primary children. It is positioned as a magazine for the overall development of children.
Onam Annual This magazine is published during the Onam festival. The onam annual sells around 1,20,000 copies. The content of this publication includes novels, short stories, poems and debate/discussions by popular writers in Malayalam. Manorama Vision Manorama vision- the electronic media division of Malayala Manorama undertakes the production of serials and telefilms for various television channels. It was formally launched on 18 October, 1993. Manorama Calendars and Diaries Manorama also brings out calendars and diaries annually. Manorama Calendars are the largest selling calendars in Malayalam. Magic Pot This is a new magazine started by Malayala Manorama recently for the pre-primary children which contains stories, jokes etc in English.
RESEARCH PROBLEM Malayala Manorama appoints only their family members as the top management. They wont consider anybody from outside. Because of this decision, there is more chance to have problems between the top management and subordinates, especially in giving promotions to higher level posts. If so, the quality of work life in Malayala Manorama may suffer. In order to explore these problems and to give suggestions, I have selected this topic.
OBJECTIVES OF THE STUDY 1. 2. To find out the quality of work life in Malayala Manorama To gather the opinion of the employees regarding their work life. 3. To analyse the opinion of the employees and evaluate them to see whether their response co-related with each other. 4. To study the efforts taken by the organisation to satisfy the needs of the employees of the organisation. 5. To find out the attitude and opinion of the workers towards the facilities provided by the company. 6. To compare quality of work life in theoretical and practical views.
SCOPE OF THE STUDY This study mainly attempts to provide maximum details about the quality of work life in Malayala Manorama-Kottayam. It specifies, 1. 2. 3. 4. To know the general opinion about the organisation To change the training programmes if needed To know the job satisfaction To get an idea about the working conditions
LIMITATIONS OF THE STUDY 1. The research exercise was conducted within a limited duration. So a detailed study could not be made. 2. The number of employees in Malayala Manorama is more. But sample size is very low 3. 4. The top management were not included in the sample Study was conducted only among the employees of the general shift 5. 6. Only executives are the respondents The information collected by the observation method is very limited.
RESEARCH METHODOLOGY Area of Study The area of study was Malayala Manorama Kottayam Branch Source of Data The primary data are collected from the respondents through questionnaire and observation. A questionnaire consists of 25
questions printed in on order. The respondents were answering the questions on their own. Whereas, the information obtained under observation method related to what is presently happening. Sample size The sample size chosen for data collection was 100 respondents in Malayala Manorama Kottayam branch working in various divisions. Sampling Procedure There are more than 800 employees working in Malayala Manorama Kottayam branch and they are choosen in convenient sampling method according to the convenience of the investigator. Tools used for Analysis To analyse the informations from the questionnaire method, the tool mainly used is percentage analysis. From that, we get an idea about the quality of work life in Malayala Manorama.
TABLE 1 TABLE SHOWING RESPONSIVENESS OF SUPERVISORS
Particulars
No. of Respondents
Percentage
Agree Neutral Disagree Total
98 2 0 100 Source: primary data
98 2 0 100
Inference From the table, it is clear that 98 % agree that their supervisors are responsive. 2% are neutral and no respondents disagree with this statement.
TABLE 2 TABLE SHOWING CO-OPERATION BETWEEN WORK GROUPS
Particulars
No. of Respondents
Percentag e 95 3 2 100
Inference From the table, it is observed that 95 % agree that is high Cooperation between the work groups. 3 % are neutral and 2 % respondents disagree with this statement.
Co-operation between Work Groups
100 90 80 % of respondents 70 60 50 40 30 20 10 0
95
3 Agree Neutral Opinion
2 Disagree
TABLE 3 TABLE SHOWING THE KNOWLEDGE ABOUT THE DUTIES OF AN EMPLOYEE
Particulars
No. of Respondents
Inference From the table, it is observed that 95 % respondents know about their duties in the organisation. 4 % are neutral and only 1 % do not know their duty.
TABLE 4 TABLE SHOWING THE USE OF CONSTRUCTIVE FEEDBACK TO IMPROVE CONTRIBUTION.
Particulars
No. of Respondents
Percentage
93 4 3 100
Inference From the table, it is clear that 93 % respondents agree that organisation uses constructive feedback to improve contribution. 4 % are neutral and 3 % say that the organisation does not use their feedback.
TABLE 5 TABLE SHOWING THE RESPECT OF PEOPLE IN THE ORGANISATION
Particulars
No. of Respondents
Inference From the table, it is clear that, 92 % agree that people in the organisation respect each other .6% say that there is no respect between the workers and 2 % are neutral.
TABLE 6 TABLE SHOWING THE FLOW OF ROUTINE INFORMATION IN THE WORK PLACE
Particulars
No. of Respondents
Percentage
94 4 2 100
Inference From the table, 94 % agree that, routine information flow is well co-ordinates in the work place. 4 % are neutral and 2 % of the respondents say that the routine information flow is not in a good manner.
TABLE 7 TABLE SHOWING THE FORUM FOR THE EXCHANGE OF IMPORTANT INFORMATION
Particulars
No. of Respondents
Percentage
90 5 5 100
Inference From the table, it is clear that, 90 % of the respondents agree that there is an appropriate forum for exchange of important information. 5 % do not agree with this and the remaining 5 % are neutral.
TABLE 8 TABLE SHOWING THE AVAILABILITY OF INFORMATION
Particulars
No. of Respondents
Percenta ge 95 3 2 100
Inference From the table, it is clear that 95 % of the respondents agree that there is proper communication. They agree that the information they need to do their job well is available in proper time. 3 % are neutral and 2 % respondents disagree with this statement.
Co-operation between Work Groups
100 90 80 % of respondents 70 60 50 40 30 20 10 0
95
2 Disagree
Availability of Information
Disagree 2% Neutral 3%
Agree 95%
TABLE 9 TABLE SHOWING THE WORKERS CONTRIBUTION TO THE MISSION OF THE ORGANISATION
Particulars
No. of Respondents
Percenta ge 90 6 4 100
Inference From the table, it is clear that, 90 % agree that their work contributes to the mission of the organisation. 6 % are neutral and 4 % disagree with this statement.
TABLE 10 TABLE SHOWING THE PARTICIPATION OF WORKERS IN FORMULATING SPECIFIC GOALS AND OBJECTIVES.
Particulars
No. of Respondents
Inference From the table, it is clear that, 95 % agree that everyone in the organisation can participate in formulating specific goals and
objectives. 3% of respondents have no opinion about this 2 % disagree with this statement.
Participation of workers in formulating specific goals and objectives

100 90 80 % of respondents 70 60 50 40 30 20 10 0 Agree Neutral Opinion Disagree 3 2 95
TABLE 11 TABLE SHOWING THE ORGANISATIONS RESPONDS TOWARDS THE CHANGES
Particulars
No. of Respondents
Inference From the table, it is clear that, 95 % of the respondents agree that the organisation responds positively to changes in the industry. 3 % have no opinion about this and 2 % disagree with this statement.
TABLE 12 TABLE SHOWING THE ORGANIZATIONS MENTALITY IN THE QUALITY OF ITS PRODUCTS AND SERVICES
Particulars
No. of Respondents
Percentage
98 2 0 100
Inference From the table, it is clear that, 98 % agree that their organisation takes pride in the quality of its products and services. 2 % are neutral. No one disagree with this statement.
TABLE 13 TABLE SHOWING THE ORGANISATION RIVALRY
Particulars
No. of Respondents
Percentage
90 5 5 100
Inference From the table, it is clear that, 90 % of the respondents know what sets the organisation apart from the competition. 5 % have no opinion and the remaining 5 % disagree with this statement.
Organisation Rivalry
Disagree 5%
Neutral 5%
Agree 90%
TABLE 14 TABLE SHOWING THE OPINION ABOUT QUALITY OF THE EQUIPMENTS IN THE ORGANISATION.
Particulars
No. of Respondents
Percentage
94 6 0 100
Inference From the table, it is clear that, 94 % agree that the equipments in the organisation are the state of the art. 6 % are neutral. Nobody disagree with this because equipments in the organisation are state of the art.
TABLE 15 TABLE SHOWING THE ADEQUACY OF EQUIPMENTS
Particulars
No. of Respondents
Percentage
97 2 1 100
Inference From the table, it is clear that, 97 % of the respondents agree that the equipment they use is adequate to accomplish their work. 2 % have no opinion and 1 % disagrees with this statement.
Adequacy of Eqiupments
100 90 80 % of respondents 70 60 50 40 30 20 10 0
97
1 Disagree
TABLE 16 TABLE SHOWING THE MAINTENANCE OF EQUIPMENTS
Particulars
No. of Respondents
Percentage
97 4 4 100
Inference From the table, it is clear that, 92 % agree that the equipments in the organisation are well maintained. 4% have no opinion about the maintenance and remaining 4 % disagree with this statement.
Maintenance of Equipments
Neutral 4%
Disagree 4%
Agree 92%
TABLE 17 TABLE SHOWING THE TRAINING IN THE ORGANISATION
Particulars
No. of Respondents
Percentage
90 6 4 100
Inference From the table, it is clear that, 90 % agree that the members in the organisation are trained and developed for additional duties and responsibilities. 6 % are neutral, and they have no opinion about training. Remaining 4 % say that there is no proper training in the organisation.
Training in the Organisation

90
90 80 70 % of respondents 60 50 40 30 20 10 0
4 Disagree
Agree
Neutral Opinion
TABLE 18 TABLE SHOWING THE ESTABLISHED TRAINING GOALS AND OBJECTIVES
Particulars
No. of Respondents
Percentage
92 7 1 100
Inference From the table, it is clear that, 92 % agree that the workers are asked to participate in establishing training goals and objectives for themselves. 7 % are neutral and 1 % disagrees with this statement.
TABLE 19 TABLE SHOWING THE WORKERS KNOWLEDGE ABOUT THE SKILLS, WHICH ARE EXPECTED TO USE THEIR CURRENT JOB.
Particulars
No. of Respondents
Percentage
93 6 1 100
Inference From the table, it is clear that, 93 % respondents know the skills they are expected to use for their current job. 6 % have no opinion and 1 % disagrees with this statement.
TABLE 20 TABLE SHOWING THE AVAILABILITY OF TIME FOR THE EMPLOYEES
Particulars
No. of Respondents
Percentage
90 5 5 100
Inference From the table, it is clear that, 90 % of the respondents agree that time is available for the employees to learn what is expected of them to be successful in their current job. 5 % disagreed and 5 % have no opinion.
Availability of time for the employees
Disagree 5%
Neutral 5%
Agree 90%
TABLE 21 TABLE SHOWING THE AVAILABILITY OF INFORMATION
Particulars
No. of Respondents
Percentage
95 3 2 100
Inference From the table, it is clear that, 95 % of the respondents agree that the employees in the organisation can easily find the information they need to solve the problems. 3% have no opinion and 2 % disagreed.
TABLE 22 TABLE SHOWING THE WORKERS PARTICIPATION
Particulars
No. of Respondents
Percentage
90 8 2 100
Inference From the table, it is clear that, 90 % of the respondents agree that the employees are collaborating to improve written policies and procedures. 8 % are neutral and 2 % disagree with this.
Workers participation
90
90 80 70 % of respondents 60 50 40 30 20 10 0
8 2 Agree Neutral Opinion Disagree
TABLE 23 TABLE SHOWING THE FLEXIBILITY OF POLICIES AND PROCEDURES
Particulars
No. of Respondents
Percentage
92 7 1 100
Inference From the table, it is clear that, 92 % agree that the changes are quality made in the formal polices and procedures of the organisation when appropriate 7 % have no opinion about this. 1 % disagreed.
TABLE 24 TABLE SHOWING THE OPINION ABOUT LAYOUT
Particulars
No. of Respondents
Percentage
94 4 2 100
Inference From the table, it is clear that, 94 % agree that the layout of their work facility is conducive to the work required of them. 4 % have no opinion and 2 % disagree with this statement.
TABLE 25 TABLE SHOWING THE REWARD FOR PERFORMANCE
Particulars
No. of Respondents
Percentage
98 1 1 100 Source: Primary data
98 1 1 100
Inference From the table, it is clear that 98 % pf the respondents agree that employees in the organisation are rewarded appropriately for high performance. 1 % disagrees and 1 % has no opinion about this.
Reward for performance

Neutral 1%
Disagree 1%
Agree 98%
COMPARISON PROCESS Practically followed quality of work life in Malayala Manorama 95 % 95 % 98 % 94 % 97 % 92 % 90 % 90 % 95 % 90 % 94 % High Normal position Highly considered Good
Sl No
Theoretical aspect of quality of work life Presumed as 100%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Co-operation between work groups Availability of information Quality of products and services Quality of equipments Adequacy of equipments Maintenance of equipments Training in the Organisation Availability of time Availability of information Workers participation Opinion about layout Safe and healthy working conditions Balance of work and non-work life Protection of workers rights Social environment at the work place FINDINGS
1.
Employees are confident that their supervisors are responsive to fulfill their needs
2.
There is high Co-operation between work groups organisation.
in the
3. 4.
Employees have an idea about their duties in the organisation People in the organisation use constructive feedback to improve contribution
5.
People in the organisation treat each other with dignity and respect
6. 7.
Routine information flow is well coordinated in the work place. There is an appropriate forum for the exchange of important information.
8. 9.
Information needed for the job is available to the employees. Employees work contributes to the missions of the organisation
10. Every one in the organisation can participate in formulating specific goals and objectives. 11. Organisation responds positively to change in the industry 12. Organisation takes pride in the quality of its products and services 13. Employees know what sets the organisation apart from the competition. 14. Equipments in the organisation are state-of-the-art.
15. The equipments used are adequate to accomplish the work. 16. Equipments in the organisation are well maintained 17. Members of the organisation are trained and developed for additional duties and increased responsibilities. 18. Employees are asked to participate in establishing training goals and objectives for themselves 19. All employees know the skills they are expected to use for their current job. 20. Time is available for employees to learn what is expected of them to be successful in their current job. 21. Employees in the organisation can easily find the information they need to solve problems 22. Employees procedures. 23. Changes are quickly made in the formal policies and procedures of the organisation when appropriate 24. The layout of the work facility is conducive to the work required of the employees 25. Employees in the organisation are recorded appropriately for high performance collaborate to improve written policies and
SUGGESTIONS 1. Now-a-days Manorama newspaper is published only in
Malayalam. But they can bring out the paper in other languages like English & Tamil. 2. 3. 4. Manorama should provide conveyance facility to the workers. They should provide canteen facility to the trainees also Improve the quality of the paper while preparing the Manorama year book.
CONCLUSION In Malayala Manorama, employees are the most valuable resources. It is the major reason for the success of Malayala Manorama. It improves the productivity for the organisation and also the quality of working life for its members. i.e., the increase in the circulation of the daily newspaper. Due to the excellent working conditions prevailing in this organisation, the job satisfaction of each individual seems to be the maximum. I do believe that, the job satisfaction obtained by the employees has helped Malayala Manorama to be at the forefront of the newspaper industry in India.
BIBLIOGRAPHY
1. 2. 3. 4.
HRD News letter Human Behaviour at work Human Capital Management of organisational behaviour
JUNE 1991 KEITH DAVIS MAY 2001 PAUL HERSEY & KENNETH H. BLANCHARD
5. 6. 7. 8. 9.
News paper Management Organisational Behaviour Organisational behaviour Organisation Development Organisational theory and behaviour
GULAB KOTHARI LUTHANS ROBBINS FRENCH, BELL & ZAWACKI. R.A. SHARMA
10. Personnel Management 11. Personnel Management and Industrial Relations 12. Research Methodology
DR. C.B. MAMORIA P.C.TRIPATHI
C.R. KOTHARI
APPENDIX QUESTIONNAIRE ON QUALITY OF WORKLIFE IN MALAYALA MANORAMA COMPANY LIMITED 1. If I go to my supervisor with a concern, I am confident he/she will be responsive a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
2. There is high co-operation between work groups in my organisation a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
3. I am clear about who does what in my organisation a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
4. People in my organisation use constructive feedback to improve contribution a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
5. People in my organisation treat each other with dignity and respect a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
6. Routine information flow is well co-ordained in my work place a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
7. There is an appropriate forum for the exchange of important information where I work. a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
8. The information I need to do my job well is available to me a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
9. What I do every day contributes to the missions of my organisation a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
10. Every one in my organisation can participate in formulating specific goals and objectives. a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
11. My organisation responds positively to changes in the industry a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
12. My organisation takes pride in the quality of its products and services a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
13. Employees know what sets my organisation apart form the competition
a. Disagree [ ]
b. Neutral
[ ]
c. Agree
[ ]
14. Equipment in my organisation is state-of-the art. a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
15. The equipment I use is adequate to accomplish my work a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
16. Equipment in my organisation is well maintained a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
17. Members of my organisation are trained and developed for additional duties and increased responsibilities. a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
18. I am asked to participate in establishing training goals and objectives for myself. a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
19. All employees know the skills they are expected to use for their current job. a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
20. Time is available for employees to learn what is expected of them to be successful in their current job. a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
21. Employees in my organisation can easily find the information they need to solve problems a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
22. Employees collaborate to improve written policies and procedures a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
23.Changes are quickly made in the formal policies and procedures of the organisation when appropriate. a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
24. The layout of my work facility is conductive to the work required of me a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
25. Employees in my organisation are rewarded appropriately for high performance a. Disagree [ ] b. Neutral [ ] c. Agree [ ]
ORGANISATIONAL CHART
Chief Editor
Editor & Managing Director
Managing Editor & Director
Executive Editor & Director
Director
Kochi Unit
Kozhikode Unit Resident Editor
Thiruvananthapuram Unit Resident Editor
Palakkad Unit Resident Editor
Kannur Unit Manager
Kollam Unit Manager
Kodimatha Unit Manager, Operation
Thrissur Unit Co-ordinating Editor
Malappuram Unit
News Division Associate Editor Resident Editor Resident Editor, Kozhikode Chief News Editor, Kottayam News Editor, Kottayam, News Editor, Kochi, News Editor, Tiruvananthapuram News Editor, Kozhikode Resident Editor, Palakkad Coordinating Editor, Kollam Coordinating Editor, Kannur Coordinating Editor, Thrissur
General Manager Works
General Manager Finance
General Manager Personnel & Admn.
General Manager Human Resources
General Manager Circulation
General Manager Materials
General Manager Corporate Publicity & Electronic Media
General Manager Marketing Resident GM Bombay Regional General Manager (Marketing) Chennai
Editor-in-charge The Week Copy Editor The Week News Editor
Editor-in-charge Malayalam Weekly
Editor-in-charge Year Book & Bhashaposhini
Editor-in-charge Karshakasree
Corporate Planning Cell Director Training General Manager Management Accounts Leader Writer

Quality of Worklife in Malayala Manorama

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Quality of Worklife in Malayala Manorama

Uploaded by

Copyright:

Available Formats

ACKNOWLEDGEMENT This creation acknowledges being pillared by some patronage, some perspiration, some guidance, some intelligence and

Analysis and Interpretations Findings Suggestions Conclusion BIBLIOGRAPHY APPENDIX

Classical design originally gave inadequate attention to human needs.

The needs and aspirations of workers themselves were changing.

Improved Communication Co - ordination

Employee well being & satisfaction QWL Intervention Productivity

Attention and retention

Effect of opportunity on the Quality of work and on productivity

Enhanced Quality of Work Experience+

Sequence of training programme

Getting ready for the job

Preparation of the learner (Create, desire & prepare accordingly)

Presentation of operations and knowledge (Application of training techniques)

Performance try out

Follow-up (Rewards and feedback)

Characteristics of Motivation Motivation is an internal feeling: motivation is a

Poor house keeping.

Making safety devices inoperative by removing, adjusting, disconnecting them.

Rewards Intrinsic Extrinsic

Perception of equality in rewards

February1st,1998. Before its commencement, all the human resource

TABLE 1 TABLE SHOWING RESPONSIVENESS OF SUPERVISORS

Agree Neutral Disagree Total

98 2 0 100 Source: primary data

TABLE 2 TABLE SHOWING CO-OPERATION BETWEEN WORK GROUPS

Agree Neutral Disagree Total

95 3 2 100 Source: primary data

Co-operation between Work Groups

3 Agree Neutral Opinion

TABLE 3 TABLE SHOWING THE KNOWLEDGE ABOUT THE DUTIES OF AN EMPLOYEE

Agree Neutral Disagree Total

95 4 1 100 Source: primary data

TABLE 4 TABLE SHOWING THE USE OF CONSTRUCTIVE FEEDBACK TO IMPROVE CONTRIBUTION.

Agree Neutral Disagree Total

93 4 3 100 Source: primary data

TABLE 5 TABLE SHOWING THE RESPECT OF PEOPLE IN THE ORGANISATION

Agree Neutral Disagree Total

92 6 2 100 Source: primary data

Agree Neutral Disagree Total

94 4 2 100 Source: primary data

Agree Neutral Disagree Total

90 5 5 100 Source: primary data

TABLE 8 TABLE SHOWING THE AVAILABILITY OF INFORMATION

Agree Neutral Disagree Total

95 3 2 100 Source: primary data

Co-operation between Work Groups

3 Agree Neutral Opinion

Agree Neutral Disagree Total

90 6 4 100 Source: primary data

Agree Neutral Disagree Total

95 3 2 100 Source: primary data

Participation of workers in formulating specific goals and objectives

TABLE 11 TABLE SHOWING THE ORGANISATIONS RESPONDS TOWARDS THE CHANGES

Agree Neutral Disagree Total

95 3 2 100 Source: primary data

Agree Neutral Disagree Total

98 2 0 100 Source: primary data

TABLE 13 TABLE SHOWING THE ORGANISATION RIVALRY

Agree Neutral Disagree Total

90 5 5 100 Source: primary data

Agree Neutral Disagree Total

94 6 0 100 Source: primary data

TABLE 15 TABLE SHOWING THE ADEQUACY OF EQUIPMENTS

Agree Neutral Disagree Total