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1.1 INTRODUCTION
Work is an integral part of our everyday life, as it is our livelihood or career or business. On an average we spend around twelve hours daily in work place, that is one third of our entire life; it does influence the overall quality of our life. It should yield job satisfaction, give peace of mind, a fulfillment of having done a task, as it is expected, without any flaw and having spent the time fruitfully, constructively and purposefully. Even it is a small step towards our lifetime goal, at the end of the day it gives satisfaction and eagerness to look forward to the next day. Definition QWL can be defined as "The quality of relationship between employees and the total working environment. QWL is The degree to which members of a work organization are able to satisfy important personnel needs through their experience in the organization. Richard E Walton, states a much broader concept of QWL proposing eight conceptual categories viz. adequate and fair compensation, safe and healthy working conditions, opportunity to use and develop human capacities, future opportunity for continued growth and security, social integration in the work place, social relevance of work, balanced role of work in the total life space and Constitutionalism in the Work Organization etc. QWL is a process by which 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. WHAT IS QWL? The term refers to the favorableness or unfavourableness of a total job environment for people. QWL programs are another way in which organizations recognize their responsibility to develop jobs and working conditions that are excellent for people as well as for economic health of the organization. The elements in a typical QWL program include open communications, equitable reward systems, a concern for employee job security and satisfying careers and participation in decision making. Many early QWL efforts focus on job enrichment. In addition to improving the work system, QWL programs usually emphasis development employee skills, the reduction of occupational stress and the development of more co-operative labour-management relations.

Vigorous Domestic and International competition drive organizations to be more productive. Proactive managers and human resource departments respond to this challenge by finding new ways to improve productivity. Some strategies rely heavily upon new capital investment and technology. Others seek changes in employee relations practices. Human resource departments are involved with efforts to improve productivity through changes in employee relations.QWL means having good supervision, good working conditions, good pay and benefits and an interesting, challenging and rewarding job. High QWL is sought through an employee relations philosophy that encourages the use of QWL efforts, which are systematic attempts by an organization to give workers greater opportunities to affect their jobs and their contributions to the organizations overall effectiveness. Satisfaction Direct Orientation Training andDevelopment Career Planning Counseling
Human Resource Department
Q W L

Supervisor Employee

Indirect Safety and Health policies Compensation practices Other policies and Practices Motivation

QWL programs can be evaluated on the basis of following points:

a. Fair compensation and job security: The economic interests of people drive them to work at a job and employee satisfaction depends at least partially, on the compensation offered. Pay should be fixed on the basis of the work done, responsibilities undertaken, individual skills, performance and

accomplishments. Job security is another factor that is of concern to employees. Permanent employment provides security to the employees and improves their QWL. b. Health is wealth: Organizations should realize that their true wealth lies in their employees and so providing a healthy work environment for employees should be their primary objective. c. Provide personal and career growth opportunities: An organization should provide employees with opportunities for

personal/professional development and growth and to prepare them to accept responsibilities at higher levels. d. Participative management style and recognition: Flat organizational structures help organizations facilitate employee participation. A participative management style improves the quality of work life. Workers feel that they have control over their work processes and they also offer innovative ideas to improve them. Recognition also helps to motivate employees to perform better. Recognition can be in the form of rewarding employees for jobs well done. e. Work-life balance: Organizations should provide relaxation time for the employees and offer tips to balance their personal and professional lives. They should not strain employees personal and social life by forcing on them demanding working hours, overtime work,

business,travel,untimely,transfer,etc. f. Fun at workplace: This is growing trend adopted by todays organizations to make their offices a fun place to work.

The factors that influence and decide the quality of work life are: 1. Attitude 2. Environment 3. Opportunities 4. Nature of job 5. People 6. Stress level 7. Career prospects 8. Challenges 9. Growth and development 10. Risk involved and reward Attitude: The person who is entrusted with a particular job needs to have sufficient knowledge, required skill and expertise, enough experience, enthusiasm, energy level, willingness to learn new things, dynamism, sense of belongingness in the organization, involvement in the job, inter personal relations, adoptability to change in the situation, openness for innovative ideas, competitive, zeal, ability to work under pressure, leader qualities and team sprit. Environment: The job may involve dealing with customers who have varied tolerance level, preferences, behavioral pattern, level of understanding; or it may involve working with dangerous machines like drilling pipes, cranes, lathe machines, welding and soldering machines, or even with animals where maximum safety precautions have to be observed which needs lot of concentration, alertness, presence of mind, quick with involuntary actions, synchronization of eyes, hands and body, sometimes high level of patience, tactfulness, empathy and compassion and control over emotions. Opportunities: Some jobs offer opportunities for learning, research, discovery, self development, enhancement of skills, room for innovation, public recognition, exploration, celebrity status and loads and loads of fame. Others are monotonous, repetitive, dull, and routine, no room for improvement and in every sense is boring. Naturally the former ones are interesting and very much rewarding also.

People: Almost everyone has to deal with three set of people in the work place. Those are namely boss coworkers in the same level and subordinates. Apart from this, some professions need interaction with people like patients, media persons, public, customers, physically disabled people, mentally challenged, children, foreign delegates, gangsters, politicians, public figures and celebrities, these situations demand high level of prudence, cool temper, tactfulness, humor, kindness, diplomacy and sensitiveness. Nature of the job: For example, a driller in the oil drilling unit, a diver, a fire-fighter, traffic policeman, train engine driver, construction laborers, welder, miner, lathe mechanic have to do dangerous jobs and have to be more alert in order to avoid any loss of limb, or loss of life which is irreparable; whereas a pilot, doctor, judge, journalist have to be more prudent and tactful in handling the situation; a CEO, a professor, a teacher have more responsibility and accountability but safe working environment; a cashier or a security guard cannot afford to be careless in his job as it involves loss of money, property and wealth; a politician or a public figure cannot afford to be careless, for his reputation and goodwill is at stake. Some jobs need soft skills, leadership qualities, intelligence, decision making abilities, abilities to train and extract work from others; other jobs need forethought, vision and yet other jobs need motor skills, perfection and extreme carefulness. Stress level: All those above mentioned factors are interred related and inter dependent. Stress level not to be directly proportional to the compensation. Stress is of different types- mental stress/ physical stress and psychological or emotional stress. Managing director of a company will have mental stress. A laborer will have physical stress, mental and emotional stress causes more damage than physical stress.

Career prospects: Every job should offer career development. That is an important factor which decides the quality of work life. Status improvement, more recognition from the management, appreciations are the motivating factors for any one to take keen interest in this job. The work atmosphere should be conductive to achieve organizational goal as well as the individual development. It is the win-win situation for both the parties; employees should be penalized suitably: this will motivate the former to work with more zeal and deter the latter from being so and strive for better performance. Challenges: The job should offer some challenges at least to make it interesting; that enables an employee to upgrade his knowledge and skill and capabilities; whereas the monotony of the makes a person dull, non-enthusiastic, dissatisfied, frustrating complacent, initiative less and uninteresting. Challenge is the fire that keeps the innovation and thrill alive. A wellaccomplishment challenging job yields greater satisfaction than a monetary perk; it boosts self-confidence also. Growth and development: If an organization does not give chance for growth and personal development it is very difficult to retain the talented personnel and also to find new talent with experience and skill. Risk involved and reward: Generally reward or compensation is directly proportional to the quantum of work, man hours, nature and extend of responsibility, accountability, delegated powers, authority of position in the organization chart, risk involved, level of expected commitment, headlines and targets, industry, country demand and supply of skilled manpower and even political stability and economic policies of nation. Although risk is involved in every job its nature and degree varies in them; all said and done, reward is a key criterion to lure a perspective worker to accept the offer.

1.2 REVIEW OF LITERATURE

Cheung and Tang (1989) The conservation of resources model to examine the associations among emotional labor, work family interference, and quality of work life. Cross-sectional, self-reported data were obtained from 442 Hong Kong Chinese service employees. Correlation and hierarchical regression analyses showed that surface acting was a salient correlate of work-to-family interference, even when organizational display rules and employees demographic information were controlled. Furthermore, quality of work life had partially mediated the relationship between surface acting and work-to-family interference. However, deep acting and expression of naturally felt emotion did not relate to work-to-family interference. Finally, we found that family-to-work interference was a salient correlate of the use of surface acting in workplace. This study provided useful information of how adopting different emotional labor strategies related to work family interference. Based on the results, the use of deep acting should be promoted in workplace because it related positively to quality of work life and it did not amplify the work-to-family interference. Stoddard: A major incentive for work-site health promotion activitieshas been the promise of increased company profitability. Somecritics have challenged the economic argument based on distaloutcomes such as increased employee longevity and less morbiditylater in life. The purpose of this study was to examine therelationships between employee health behavior, quality of worklife, and proximal organizationally valued outcomes. Data werecollected from a stratified random sample of employees workingat Pacific Lumber Company (N = 146), the largest single-sitelumber mill in California. Although employee sleep patternspredicted health care utilization and psychological wellbeing,for the most part employee health behaviors were not strongpredictors of proximal organizational effectiveness factors.However, quality-of-work-life factors significantly predictedorganizational commitment, absenteeism, and tardiness frequency.The findings suggest the value of improving the system of workin which employees are embedded as part of comprehensive work-sitehealth promotion efforts.

Kinnevyand Dichter(2006) Job of the child protective investigator has been described as complex, stressful, and extremely difficult, previous studies have only considered the job in the context of a public child welfare agency. This study compares the quality of work life of child protective investigators in two very different organizational settings: a public child welfare agency and a law enforcement agency. Legislation passed in Florida in 1998, transferred responsibility for investigations from the Department of Children and Families (DCF) to the Sheriff's Offices (SO) in four counties. As part of a larger evaluation effort, a survey was conducted of investigators in the four experimental counties and in four comparison counties where DCF was still conducting investigations. The survey asked respondent to rate their quality of work life in five domains and also asked their perceptions of their role and their work environment. The findings indicate that while both groups had similar demographic characteristics and perceptions of their role, the investigators who worked for the SO experienced a higher quality of work life than those who worked for DCF Hackman and Oldham (1976) (5) 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)(6) 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 ones 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.

Warr and colleagues (1979)(7), 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.

1.3 INDUSTRIAL PROFILE

Insurance awareness has led people to save in policyholders and pensioners funds in financial markets, which thereby not only protect them, but also lead to overall development of the country. Countries with a robust insurance sector, higher capital base and more diverse products deem to have generated long-term funds for investment in their debt and capital markets. Further, it has been observed that these countries have also released resources for investment, particularly for the infrastructure sector. With a relatively young and well educated population of 1.1billion people, the insurance market in India appears more than favorable and can generate sufficient long-term funds for the development. The domestic insurance industry has been growing at a CAGR of 28.1% during FY03-07 with the entry of many new players both domestic and foreign, formulation of new regulations and the introduction of newer products. The emergence of segments such as health insurance and micro insurance has opened new growth avenues for specialized services. But still there are gaps such as concerns over product, distribution and penetration (Indias penetration was only 0.6% of GDP in FY07, as compared to 2.7% in Australia and 3.8% in South Korea during the same period), which need to be addressed. Hence, there is an unfinished agenda on the reforms and industry compliance front, particularly in terms of exploring alternative ways to manage and oversee both risk and capital management issues in the insurance industry in India. Accordingly, in order to achieve exponential growth in various segments of insurance, the need to view the present state and future course of action has becomes imperative. This will play a crucial role in setting the right expectations, learning from the experience of other countries as well as delineating strategies, thereby positioning India as a regional insurance hub and an international financial center. Present state of the industry Global overview The

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global insurance industry is facing increasing competition, which has put significant pressure on companies to become more efficient, enhance their technology-related processes and alter their business models. Globally, most insurance companies are trying to enhance the efficiency of their underwriting process, cut their overheads and reduce claims leakage since returns from investment are shrinking. Net operating gains in the insurance sector are expected to increase globally in 2008. With high competition in the insurance industry, companies will need to strengthen their product lines, investment strategies and corporate infrastructure. The following have been identified as challenges that may affect the global insurance industry in 2008. 1. Climate change: Climatic changes due to global warming have increased windstorms, floods and heat waves. These result in an increase in mortality and health problems, the spread of environment-related litigation and political risk linked to conflicts for control of resources. Climate changes can affect an insurance companys pricing structure, solvency and corporate viability. 2. Demographic change: The proportion of the population over the age of 60 years is expected to rise from 20% in 2005 to 33% in 2050 worldwide, increasing the demand for financial products to meet post-retirement needs. Moreover, estimates suggest that around 10,000 people will become eligible for social security benefits every day over the next two decades, with 70 million baby boomers crossing the retirement threshold over the next 10 years. Hence, insurance companies are stepping in as social welfare providers.

1.4 INDUSTY OVERVIEW INSURANCE

The insurance sector was opened up for private participation with the enactment of the Insurance Regulatory and Development Authority Act, 1999. While permitting foreign participation in the ventures set up by the private sector, the government restricted participation of the foreign joint venture partner through the FDI route to 26 per cent of the paid-up equity of the insurance company. The objective of the liberalization was to expand the scope and ambit of Insurance both Life an General in India . Since opening up, the number of participants in the sector has gone up from six insurers (including the Life Insurance Corporation of India , four public sector general insurers and the General Insurance Corporation (GIC) as the national re-insurer) in the year

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2000 to 37 insurers operating in the life, non-life and re-insurance segments as on December 2007. This includes specialized insurers, viz., Export Credit Guarantee Corporation; Agricultural Insurance Company and two health insurance companies. Of the 17 life insurance companies, as many as 15 are in joint venture with foreign partners. Of the 10 insurers which have been set up in the non-life segment, 9 are in collaboration with the foreign partners. In addition, two stand-alone health insurance companies have been set up in collaboration with joint venture foreign partners. 26 insurance companies in the private sector have been granted registration in the country in collaboration with established foreign insurance companies from across the globe. In the Life Insurance segment, the total premium underwritten by the industry has grown from Rs. 34,898 crore in 2000- 01 to Rs. 1,56,041 crore in 2006-07. The first year premium, which is a measure of new business secured, underwritten by the life insurers during 2006-07 was Rs. 75,617 crore as compared to Rs. 9,708 crore in 2000-01. The life industry has reported growth of 1.41 per cent in new business premium underwritten during the period April to November 2007. Some estimates show that India is the fifth-largest country in Asia in terms of total insurance premium. The premium income in the country increased to 4.7 percent of GDP in fiscal 2006-07 from 3.3 percent in the fiscal 2002-03.Total premium in the insurance industry grew at a CAGR of 28.1 percent during the same period. The life insurance sector grew at a CAGR of 29.3 percent outsmarting the general insurance sectors CAGR of 21.3 percent. The Associated Chambers of Commerce and Industry of India (ASSOCHAM) has projected that foreign direct investment (FDIs) will increase in insurance sector by $ 0.46 billion in next 2 years and likely to touch $ 0.96 billion as it is still regulated. A Paper on FDIs Prospects in Insurance Sector brought out by the ASSOCHAM says that currently the total insurance market in India is about $ 30 billion, in which the element of FDIs is $ 0.5 billion. This is 1.6 percent of total insurance business in India. In the life insurance sector particularly on FDIs front, the growth that has taken between 2006 and 2007 is estimated to be around 270 percent. The penetration of insurance in India as a percentage of gross domestic products (GDP) stood at 4.8 per cent, as on February 2008, against 1.2 per cent in 19992000. Of this, life insurance accounted for 4.1 per cent and non-life insurance for 0.6 per cent. Also, as per industry estimates, out of 78 per cent Indian households that are aware about life insurance, only 24 per cent own a policy. A combined ICICI Prudential Life

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Insurance and IMRB survey, conducted in three metros Delhi, Mumbai and Chennai shows that households with income of Rs. 35000 on an average have two policies. Further, 79 per cent people prefer life insurance over other tax saving instruments like post office savings, Equity-Linked Saving Schemes and fixed deposits. Since end of 2000 when insurance was privatized, Life Insurance Company and The distribution network expanded significantly. In the second quarter of fiscal 2008-09 1480 branches were added including 1293 branches set up by private sector life insurers. During this period the life industry added 53332 employees to their payrolls. The number of pay-roll employees now crossing over 300,000. Of the total 10,037 branches of life insurance companies around 7,000 are in semi urban and rural areas. The total premium of all insurance companies taken together aggregated to Rs 86,500 crore in the first half of current fiscal. Until 2000, the general insurance sector had only four public sector players. The public enterprises Oriental Insurance Company of India (OIC), National Insurance Company of India (NIC), and New India Assurance Company of India (NIA) and United Insurance Company of India (UII) -- were located in Delhi, Kolkata, Mumbai and Chennai respectively. They primarily focused on their immediate regions and there was little competition, leading to a near monopolistic environment. In 2006-2007, Indias general insurance market witnessed a variety of changes. On the whole, the sector achieved double-digit growth and this trend is expected to persist over the medium term. According to ICRA, the regulatory system has several impacts on the India Insurance sector. IRDA was set up with introduction of the IRDA Act in 1999. Its initial purpose was to bring about general discipline to the industry. It is responsible for protecting the interest of policy holders and promoting efficiency in the insurance business. To ensure their stability, transparency and financial strength, new entrants are subject to rigorous scrutiny and the conduct of their business is closely monitored, particularly in relation to capital adequacy and prudent investment policies. The regulatory environment to date has attracted many insurers whose domestic partners are leaders in their chosen fields and their foreign counterparts are all well-established with considerable experience in developed and emerging markets.

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The regulator has laid down investment guidelines that limit exposure in certain class of assets and also sets threshold limits for some assets. At the moment, insurers have to invest a minimum 30% in government securities, in contrast to some of the more mature markets like the US and Australia, which do not have such restrictions. Compliance with these relatively restrictive guidelines could limit insurers ability to diversify and build optimal portfolios. The guidelines also stipulate a minimum 10% investment in the social and infrastructure sector. The investment in un-approved securities has been limited to 25% of total investment books. General insurers must maintain a solvency ratio (available solvency margin/required solvency margin) of 1.5 times, calculated based on net premium earned and net claims incurred in various segments. Public sector entities have maintained comfortable solvency margins, supported by their strong investment portfolios and capitalizations. The private players, being in a growth phase, may require capital infusions from time to time to maintain their solvency requirements. The Indian insurance regulator has set the minimum capital required at a level to ensure that all insurers especially the start-ups have enough funds to meet their claim obligations and to limit their overall writings to the amounts supported by their capital bases. The need to manage capital to comply with IRDAs solvency margin will induce insurers to be more risk conscious when taking on new business To ensure an orderly transition towards a deregulated insurance market and risk-based pricing, IRDA has enacted enabling legislation and issued guidelines to de-tariff various segments. De-tariffing introduced in January 2007 has been well accepted and corrections to prices in profitable lines have been dramatic and have noticeably impacted premium growth rates. In fact, the discounting has been so extreme that the regulator intervened in September 2007 and capped maximum discounts at 52.5% Life Insurance Corporation (LIC) has now entered the health insurance market and has mobilized premium income of US$ 21.23 million in the last two months of 200708. Birla Sun Life on January 7, 2008 also announced its plans to enter into the US$ 40.75 billion health insurance business with the launch of two plans nationally. ICICI Prudential Life on

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January 5, 2008 launched Health Saver, to help consumers meet their current healthcare expenses and also invest for future healthcare expenses. According to ICRA,the Rs. 281 billion Indian general insurance industry reported a compounded annual growth rate (CAGR) of 15.1% over the last five years. The ICRA report on Indian General Insurance Industry says that currently, there are 14 active general insurance companies in the country, including four from the public sector. Over the last five years, the private sector entities have reported strong growth, and together they now have a market share of around 60%. While the public sector players remain the largest in the industry, the gap between the top three private sector players and the public sector entities has narrowed substantially during the last few years. Overall, the top eight players in the Indian general insurance industry continue account for over 90% of the total business. In terms of business lines, motor and health, which are predominantly, retail lines, now account for over 60% of the total business, as against around 50% five years backs as paer the ICRA report. The non-life insurers (excluding specialized institutions like ECGC and AIC) underwrote premium within India to the tune of Rs. 24,905.47 crore in 2006-07, as against Rs. 9,807 crore in 2000-01. Two of the fastest growing segments are motor and health accounting for 42.73 and 12.77 per cent of the premium underwritten in India in 2006-07. The premium underwritten in these two segments alone in 2006-07 was Rs. 11,080 crore and Rs. 3,311 crore, respectively. During the current year, the non-life insurers underwrote premium of Rs. 18,509 crore during April to November 2007 as against Rs. 16,560 crore in the corresponding period of the previous year. Post-de-tariffing, while the growth in premium has slowed down on account of reduction in rates, the number of policies underwritten has shown an increase.

1.5 COMPANY PROFILE

Aviva Life Insurance Company Limited Aviva Life Insurance Company was incorporated in 2000 and is headquartered in Gurgaon, India. It is a joint venture between Dabur- one of Indias oldest and largest brand and Aviva plc.- United Kingdoms largest insurance group. Dabur owns 74% stake and Aviva plc has 26% stakein the venture.

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Aviva Life Insurance Company India is more India than Aviva. Although it is listed as a joint venture between UK insurance giant Aviva and India-based Dabur, the company's Indian parent -- which owns a collection of health care, personal care, and food concerns -- holds 74% of the company. Aviva Life Insurance Company India (Aviva India) offers a variety of life insurance and investment products under the Aviva brand name, as well as financial planning services. It sells its products through a network of some 225 branch locations and a direct sales force. It also distributes its products through partnerships with Indian bank branches. 'Prosperity' and 'Peace of Mind' for customers - is what we have strived for since 1696. This core, guiding philosophy is the cornerstone of everything that we, at Aviva, stand for. Our vision is now to create 'One Aviva, twice the value', uniting our businesses to become one global team, to serve our customers in the best possible manner. We empower you with 'strong roots' and 'powerful wings' so that you can help us scale new heights. Strong culture, competitive remuneration and sustained development initiatives provide you with firm 'roots' to help you build onto your talent pool. The 'wings' of a culture of risk taking, learning, experimenting and bold decision making across all levels of the organization, enable you to reach your professional goals. We live by the five values of 'Innovation', 'Integrity', 'Customer-Centricity', 'Passion for Winning' and 'Empowered Team', and we expect every team member to inculcate, practice and personify these values. Aviva Life Insurance Company India Financial Details: No of Employees 5001 & above Turnover in Crs 1000-2500 Crs Sector- Private Sector Distribution Network: Aviva life has strong distribution channel with 185 branches and 30,000 Financial Planning Advisers. It has also tie ups with major Banks like Royal Bank of Scotland Group, Punjab and Sind Bank ,Indusind Bank and many cooperative and rural banks.

Financial Information: The total premium earned for the half year ended September 30, 2010 was Rs 10,561 million. The profit after tax for the same period is Rs 930 million. A total of 523 claims were made during the period out of which 455 claims were settled and 68 cases were rejected.

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Marketing Campaigns: Aviva Life has been involved in grand scale marketing campaign to promote brand essence of khul ke jiyo. Aviva Life also started global brand campaign you are the big picture which allowed people to upload their photos and if selected would feature in banners, tunnels and buildings. This interactive campaign generated a lot of interest worldwide. The next big campaign was targeted at children Tension chodo, cricket khelo. Aviva Life signed up the legendary Sachin Tendulkar as their brand ambassador to promote this campaign which encouraged parents having quality time with their children. Aviva Life also launched sixsteps.in to help people understand more about retirementsolutions.

Distinctions:

Aviva India has won the "Corporate Social Responsibility Award" at the prestigious Asia Insurance Industry Awards 2010 for its corporate social responsibility programmer 'Street to School' for demonstrating how corporate social responsibility can be closely and successfully tied with business strategy.

Aviva India has won two major awards, at the CMO Asia Awards held in Singapore Excellence in Branding and Marketing in Banking and Financial services, and Social Marketing.

Aviva has been felicitated with the "Bronze Award for Excellence in People Management" by Grow Talent Company Limited and Business world. This honor was given based on our ranking amongst the top 25 companies as per the Grate Place to Work survey in the last four years. Aviva was ranked 4th in the Best Workplaces in India study for the year 2008 by the Great Place to Work Institute. It was the only Insurance Company in the Top 10ranking that year.

PRIMARY OBJECTIVE To Study the QUALITRY OF WORKLIFE inAviva Life Insurance, Nungambakkam.

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SECONDARY OBJECTIVES To identify the factors which affects the Quality of Work Life in Aviva Life Insurance, Nungambakkam? To Study the relationship between Carrer Tenure to Quality of Work Life. To Rate the various measures which improves Quality of Work Life. To suggest the various measure for improving the Quality of Work Life inAviva Life Insurance, Nungambakkam.

1.7 RESEARCH METHODOLOGY

Research is defined as human activity based on intellectual application in the investigation of matter. The primary purpose for applied research is discovering, interpreting, and the development of methods and systems for the advancement of human knowledge on a wide variety of scientific matters of our world and the universe. Research can use the scientific method, but need not do so. Research methodology is a way to systematically solve the research problem. The research methodology in the present study deals with research design, data collection methods, sampling methods, survey, analysis and interpretations. APPROACHES TO RESEARCH Descriptive approach is one of the most popular approaches these days. In this approach, a problem is described by the researcher by using questionnaire or schedule. This approach enables a researcher to explore new areas of investigation.

1.8 DATA COLLECTION METHOD

The data collection method used in this research is questionnaire method. Here the data are systematically recorded from the respondents. DATA SOURCES There are two types of data collection namely primary data collection and secondary data collection.

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PRIMARY DATA The primary data is defined as the data, which is collected for the first time and fresh in nature, and happen to be original in character through field survey. SECONDARY DATA The secondary data are those which have already been collected by someone else and have been passed through statistical process. Description of statistical tools used Percentage method. Weighted average method Correlation.

Percentage method In this project percentage method test and used. The following are the formula No. of respondent Percentage of respondent = --------------------------- x 100 Total no. respondent Weighted average method Weighted average can be defined as an average whose component items are multiplied by certain values (weights) and the aggregate of the products are divided by the total of weights. One of the limitations of simple arithmetic mean is that it gives equal importance to all the items of the distribution. Certain cases relative importance of all the items in the distribution is not the same. Where the importance of the items varies. It is essential to allocate weight applied but may vary in different cases. Thus weight age is a number standing for the relative importance of the item. C.W=Calculated weight = [ WXn / x ]

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Correlation Correlation analysis deals with the association between two or more variables. It does not tell anything about cause and effect relationship. Correlation is described or classified in several different ways. Three of the most important ways of classifying correlation are: Karl Pearsons method is popularly known as Pearsons coefficient of correlation. It is denoted by the symbol r. Formula r =____(x-xi) (y-yi) _______ _ (x-xi) ^2 (y-yi) ^2 The value of the coefficient of correlation as obtained by the above formula shall always lie between +1 and -1. When r =1, means there is perfect correlation between variables. When r = -1, it means there is perfect negative correlation between variables. When r = 0, it means no relationship between variables.

1.10 RESEARCH DESIGN

A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. SAMPLE DESIGN Sample Element Universe Sample Size Sample Test Sample media : Employees at : 100

: 50 Samples : Percentage method, Weighed average method & Correlation. : Questionnaire

Sampling method: Simple random sampling

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1.11 LIMITATIONS OF THE STUDY

There are possibilities of bias among the employees in responding to the questionnaire. The study was done within a limited period of time. The sample size was restricted to 50.
This study is only applicable for Aviva Life Insurance, Nungambakkam

1.12 SCOPE OF THE STUDY

Work is an integral part of our everyday life, be it is our livelihood or career or business. On an average we spend around eight hours daily in the work place, that is one third of our entire life; it does influence the overall quality of our life. It should yield job satisfaction, give peace of mind, a fulfillment of having done a task, as it is expected, without any flaw and having spent the time fruitfully, constructively and purposefully. Even if it is a small step towards our lifetime goal, at the end of the day it gives satisfaction and eagerness to look forward for the next day. A happy and a healthy employee will give better turnover, make good decisions and positively contribute to the organizational goal. An assured good quality of work life will not only attract young and new talent but also retain the existing experienced talent. This being the virtual fact, the current study on the Quality of Work Life among the employees of Mahatma Gandhi medical college and research institute, is expected to prove extremely useful for the organization to improve the quality of work life among its employees with the help of the recommendations given by the investigator.

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1.13 STATEMENT OF THE PROBLEM

The Quality of Work Life can affect such things as employees timings, his or her work output, his or her available leaves, etc.

An organizations HR department assumes responsibility for the effective running of

the Quality of Work Life for their employees. This being the real fact and since there was an alarming rate of attrition, absenteeism and slow decline in the productivity of Mahatma Gandhi Medical College and Research Institute, the organization felt it important to analyze the quality of work life among its employees.So, the investigator has made an attempt in this regard and has undertaken the current study to analyze the Quality of Work Life among the employees and to offer suitable suggestions for the Organization to take necessary steps to improve the Quality of Work Life among its employees.

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CARRER TENURE Table 2.1 %Of S.No 1 2 3 4 5 Option <1 YEAR 1-2 YEAR 2-5YEAR 5-10YEAR 10> MORE YEAR TOTAL No. of Respondents 8 20 49 21 2 100 Respondents 8 20 49 21 2 100

Source :primary data INFERENCE:From the above table it is inferred that 49% of respondents are two to five years working in the organization, 21% of respondents are five to ten years and 2% of respondents are working more than 10 years in the organization. FIGURE 2.1
49 50 % of respondents 40 30 20 10 0 less then one year one to two year two to five year options five to ten year ten years or more 8 2 20 21

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TABLE 2.2 WORKING CONDITIONS

% S.No 1 2 Option STRONGLY AGREE AGREE NEITHER 3 4 5 DISAGREE DISAGREE STRONGLY DISAGREE TOTAL Source: primary data INFERENCE: From the above table it is inferred that 57% of respondents agree that the working AGREE OR 22 7 5 100 22 7 5 100 No. of Respondents 9 57 Respondents 9 57

conditions in the organization is good whereas 22% of respondents neither agree or disagree tothat the working condition in the organization, 5% of respondents are strongly disagree with working conditions of the organization. FIGURE2.2
57

60 50 % of respondents 40 30 20 9 10 0 strongly agree

22

agree

neither agree or disagree options

disagree

strongly disagree

24

TABLE 2.3 MOTIVATION IN WORK ENVIRONMENT

S.No 1 2

Option EXTREMELY MOTIVATING FAIRLY MOTIVATING NEITHER MOTIVATING OR

No. of Respondents 31 63

% Respondents 31 63

DEMOTIVATING TOTAL

6 100

6 100

Source: primary data INFERENCE: From the above table it is inferred that 63% of respondents are highly motivated by the work environment and 31% of respondents are extremely motivated by the work environment, 6% of respondents are either motivated or demotivated by the work environment. FIGURE2.3

6% 31% Extremely motivating Fairly motivating Neither motivating or demotivating

63%

25

TABLE 2.4 COOPERATION IN MGMC&RI

S.No 1 2

Option YES NO TOTAL

No. of Respondents 64 36 100

% Respondents 64 36 100

Source: primary data INFERENCE: From the above table it is inferred that above 64% of respondents are satisfied with the cooperation in the organization, 36% of respondents are dissatisfied with cooperation in the organization.

FIGURE 2.4

70 % of respondents 60 50 40 30 20 10 0 yes options No 64 36

26

TABLE 2.5 COMMENTS AND SUGGESTIONS

S.No 1 2

Option YES NO TOTAL

No. of Respondents 18 82 100

% Respondents 18 82 100

Source: primary data INFERENCE: From the above table it is inferred that 82%of respondents does not feel free in offering comments and suggestion, 18% of respondents feel free to give suggestion to the organization. FIGURE 2.5

100 % of respondants 80 60 40 20 0 yes options No 18 82

27

TABLE 2.6 HARMONIOUS RELATIONSHIP

% S.No 1 2 Option SATISFIED HIGHLY SATISFIED NIETHER 3 4 5 DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL SATISFIED OR 52 15 3 100 52 15 3 100 No. of Respondents 10 20 Respondents 10 20

Source: primary data INFERENCE: From the above table it is inferred that 52% of respondents are either satisfied or dissatisfied in the relationship between employees, 20% of respondents are highly satisfied in relationship in the organization, 3% of respondents are highly dissatisfied in the relationship of the organization. FIGURE 2.6

60 % of respondants 50 40 30 20 10 0 satisfied highly satisfied 10 20

52

15 3 niether satisfied or dissatisfied options dissatisfied highly dissatisfied

28

TABLE 2.7 SENSE OF BELONGINGNESS

NO.OF S.NO 1 2 OPTION SATISFIED HIGHLY SATISFIED NIETHER 3 4 5 SATISFIED OR 39 27 1 100 RESPONDENTS 13 20

% RESPONDENTS 13 20

DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL

39 27 1 100

Source: primary data INFERENCE: From the above table it is inferred that 39% of respondents are neither satisfied or dissatisfied with the cooperation between employees and 27 % of respondents are dissatisfied with the sense of belongingness in the organization, 13-20% of respondents are highly satisfied with the sense of belongingness to increase the cooperation in the organization. FIGURE 2.7

40 35 30 25 20 15 10 5 0

% of respondants

39 13 satisfied 20 27 1 highly satisfied niether dissatisfied highly satisfied or dissatisfied dissatisfied options

29

TABLE 2.8 TRAINING PROGRAMS HELPS IN JOB EFFICIENTLY

% S.No 1 2 Option SATISFIED HIGHLY SATISFIED NIETHER 3 4 5 DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL SATISFIED OR 19 7 1 100 19 7 1 100 No. of Respondents 35 38 Respondents 35 38

Source: primary data INFERENCE: From the above table it is inferred that 38% of respondents are highly satisfied with the

training program given to the employees of the organization and 35% of respondents are satisfied with training program, 1-7% of respondents are highly dissatisfied with training program in the organization. FIGURE2.8
38

40 35 30 25 20 15 10 5 0

35

% of respondants

19 7 1 satisfied highly satisfied niether satisfied or dissatisfied options dissatisfied highly dissatisfied

30

TABLE 2.9 IMPROVING RELATIONSHIP AMONG EMPLOYEE S.No 1 2 Option YES NO TOTAL No. of Respondents 75 25 100 % Respondents 75 25 100

Source: primary data INFERENCE: From the above table it is inferred that 75% of respondents are satisfied with the training program and it will help the relationship between employees and organization and 25% of respondents are dissatisfied with relationship among the employees and organization in training program. FIGURE2.9

80 70 % of respondants 60 50 40 30 20 10 0 yes options No 25 75

31

TABLE 2.10 COMPENSATION FOR THE WORK S.No 1 2 Option SATISFIED HIGHLY SATISFIED NIETHER 3 4 5 DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL SATISFIED OR 30 32 5 100 30 32 5 100 No. of Respondents 7 26 % Respondents 7 26

Source: primary data INFERENCE: From the above table it is inferred that 32% of respondents are dissatisfied with the compensation given by the organization and 30% of respondents are neither satisfied nor dissatisfied with the compensation at work in the organization, 5% of respondents are satisfied in compensation for the organizations. FIGURE2.10

35 30 % of respondants 25 20 15 10 5 0 satisfied highly satisfied 7 26

30

32

niether satisfied or dissatisfied options

dissatisfied

highly dissatisfied

32

TABLE 2.11 SALARY BY CONSIDERING RESPONSIBLITIES AT WORK % S.No 1 2 Option SATISFIED HIGHLY SATISFIED NIETHER 3 4 5 DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL SATISFIED OR 23 32 4 100 23 32 4 100 No. of Respondents 11 30 Respondents 11 30

Source: primary data INFERENCE: From the above table it is inferred that 32% of respondents are dissatisfied with the salary based upon the responsibilities given to the employees in the organization and 30% of respondents are highly satisfied with the given salary from the organization, 4% of respondents are highly dissatisfied with salary by considering responsibilities at work in organization. FIGURE2.11

35 30 25 20 15 10 5 0

30 23

32

% of respondants

11 4

satisfied

highly satisfied

niether dissatisfied highly satisfied or dissatisfied dissatisfied options

33

TABLE 2.12 JOB PERFORMANCE ARE LINKED TO REWARDS S.No 1 2 Option HIGHLY AGREE AGREE NEITHER 3 4 5 DISAGREE DISAGREE HIGHLY DISAGREE TOTAL AGREE OR 13 43 6 100 13 43 6 100 No. of Respondents % Respondents 2 36 2 36

Source: primary data INFERENCE: From the above table it is inferred that 43% of respondents are disagree that the rewards are not given based upon the job performance for the employees in the organization and 36% of respondents are agree in the performance of rewards not given in the organization , 2% of highly agree in job performance are linked rewords in the organization. FIGURE2.12
43 36

45 40 35 30 25 20 15 10 5 0

% fo respondants

13 6 2 highly agree agree neither agree or disagree options disagree highly disagree

34

TABLE 2.13 BALANCE BETWEEN STATED OBJECTIVES AND RESOURCES NO.OF S.NO 1 2 OPTION HIGHLY AGREE AGREE NEITHER 3 4 5 DISAGREE DISAGREE HIGHLY DISAGREE TOTAL AGREE OR 36 18 1 100 36 18 1 100 RESPONDENTS 5 40 % RESPONDENTS 5 40

Source: primary data INFERENCE: From the above table it is inferred that 40% of respondents are agree that there is a balance between stated objectives and resources in the organization and 36% of respondents are neither agree or disagree with stated objectives in the organization respondents are highly disagree with it. FIGURE2.13
40 40 % of respondants 35 30 25 20 15 10 5 0 highly agree agree neither agree or disagree options disagree highly disagree 5 1 18 36

and 1-18% of

35

TABLE 2.14 FRINGE BENEFITS PROVIDED S.No 1 2 3 Option INSURANCE RETIREMENT BENEFIT HEALTH CHECKUP TOTAL No. of Respondents 11 51 38 100 % Respondents 11 51 38 100

Source: primary data INFERENCE: From the above table it is inferred that 51% of respondents are satisfied with retirement benefit , 38% of respondents are getting free health checkup in the organization ,only 11% of respondents are satisfied with insurance benefits to given by the organization. FIGURE2.14

11%

38%

Insurance Retirement benefit Health checkup 51%

36

TABLE 2.15 SOCIAL SECURITY BENEFITS S.No 1 2 Option YES NO TOTAL No. of Respondents 46 54 100 % Respondents 46 54 100

Source: primary data INFERENCE: From the above table it is inferred that 54% of respondents are dissatisfied with the social security benefits given for the employees in the organization and 46% of respondents are satisfied with social security benefits given by the organization for the employees. FIGURE2.15

54 % of respondants 52 50 48 46 44 42 yes options no 46 54

37

TABLE 2.16 COMFORTABLE FOR THE JOB % S.No 1 2 Option SATISFIED HIGHLY SATISFIED NIETHER 3 4 5 DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL SATISFIED OR 35 15 3 100 35 15 3 100 No. of Respondents 12 35 Respondents 12 35

Source: primary data INFERENCE: From the above table it is inferred that 35% of respondents are highly satisfied with the comfortableness of the job in the organization and 15% of respondents are dissatisfied with the job, 3% of respondents are highly dissatisfied with the comfort ability of job in the organization. FIGURE2.16
35 35 30 25 20 15 10 5 0 35

% of respondants

12

15 3

satisfied

highly satisfied

niether satisfied or dissatisfied options

dissatisfied

highly dissatisfied

38

TABLE 2.17 SECURED ABOUT YOUR JOB % S.No 1 2 Option YES NO TOTAL No. of Respondents 44 56 100 Respondents 44 56 100

Source: primary data INFERENCE: From the above table it is inferred that 56% of respondents are dissatisfied not secured from the job in the organization and 44% of respondents are satisfied with secured about your job in the organization. FIGURE2.17

60 % of respondants 50 40 30 44 20 10 0 yes options No 56

39

TABLE 2.18 SAFETY OF WORK ENVIRONMENT % S.No 1 2 Option SATISFIED HIGHLY SATISFIED NIETHER 3 4 5 DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL Source: primary data INFERENCE: From the above table it is inferred that 45% of respondents are neither satisfied or dissatisfied with the safety in the organization whereas 30% of respondents are highlysatisfiedwith the safety in the organization, 1-11% of respondents are highly dissatisfied with safety practices in the organization. FIGURE2.18
45 45 40 % of respondants 35 30 25 20 15 10 5 0 satisfied highly satisfied niether satisfied or dissatisfied options dissatisfied highly dissatisfied 1 13 11 30

No. of Respondents 13 30 OR 45 11 1 100

Respondents 13 30

SATISFIED

45 11 1 100

40

TABLE 2.19 OPPORTUNITY IN DEVELOPING YOUR OWN ABILITIES No. S.No 1 2 Option SATISFIED HIGHLY SATISFIED NIETHER 3 4 5 DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL SATISFIED OR 30 15 1 100 30 15 1 100 Respondents 17 37 of % Respondents 17 37

Source: primary data

INFERENCE: From the above table it is inferred that 37% of respondents are highly satisfied with the opportunity given in the organization and 30% of respondents are neither satisfied or dissatisfied with the opportunity given in the organization , 1% of respondents are highly dissatisfied with the opportunity given in develop your own ability in the organization. FIGURE 2.19
37 30 17 15 1 satisfied highly satisfied niether dissatisfied highly satisfied or dissatisfied dissatisfied options

40 35 30 25 20 15 10 5 0

% of respondants

41

TABLE 2.20 WELFARE ACTIVITIES % S.No 1 2 Option HIGHLY AGREE AGREE NEITHER 3 4 5 DISAGREE DISAGREE HIGHLY DISAGREE TOTAL AGREE OR 24 13 3 100 24 13 3 100 No. of Respondents 14 46 Respondents 14 46

Source: primary data INFERENCE: From the above table it is inferred that 46% of respondents are agree with the welfare activities provided by the organization and 24% of respondents are neither agree or disagree with the welfare activities , 3-13% of respondents are highly disagree with welfare activities provided by the organization. FIGURE2.20

50 45 40 35 30 25 20 15 10 5 0

46

% of respondants

24 14 13 3 highly agree agree neither agree or disagree options disagree highly disagree

42

TABLE 2.21 CANTEEN FACILITY % S.No 1 2 Option HIGHLY AGREE AGREE NEITHER 3 4 5 DISAGREE DISAGREE HIGHLY DISAGREE TOTAL AGREE OR 10 41 5 100 10 41 5 100 No. of Respondents 7 37 Respondents 7 37

Source: primary data INFERENCE: From the above table it is inferred that 41% of respondents are disagree with the provided canteen facilities in the organization and 37% of respondents agree with the canteen faciliti, 5% of respondents are highly agree with canteen facility in the organization .FIGURE2.21

45 40 35 30 25 20 15 10 5 0

41 37

% of respondants

10 5

highly agree

agree

neither agree or disagree options

disagree

highly disagree

43

TABLE 2.22 WEIGHTED AVERAGE METHOD

S.No

Factors

Satisfied

Highly satisfied

Neither satisfied or dissatisfied

Dissatisfied

Highly dissatisfied

Total

1 2 3

Safety of works compensation Rewords incentives

13 7

30 26 36

45 30 13

11 32 43

1 5 6

100 100 100

or 2

Working conditions

57

22

100

Relationship

10

20

52

15

100

44

S.No

Weight Safety works W X1 13 30 45 11 1 100 3.43 2

of compensation

Rewords incentives

or Working conditions X4 57 9 22 7 5 100 4.06 1 WX4 285 36 66 14 5 406

Relationship

WX1 65 120 135 22 1 343

X2 7 26 36 9 20 100 2.85 4

WX2 35 104 108 18 20 285

X3 2 36 13 43 6 100 2.85 4

WX3 10 144 39 86 6 285

X5 10 20 52 15 3 100 3.19 3

WX5 50 80 156 30 3 319

1 2 3 4 5 Total C.W Rank

5 4 3 2 1

Rank 1 2 3 4 5

FACTORS Working conditions Safety of works Relationship compensation Rewords or incentives

Value 4.06 3.19 3.43 2.85 2.85

C.W=Calculated weight = [ WXn / x ]

INFERENCE: From the above weight average method to analysis it is evident that the quality of work life in MGMC&RI depends primarily on working condition of the organization followed by safety of workers, depends on relationship and compensation or rewords must provided

45

CORRELATION ANALYSING OF RELATIONSHIP BETWEEN CAREER TENURE AND WORKING ENVIRONMENT (USING CORRELATION) TABLE 2.23 S.NO 1 2 3 4 5 TOTAL X 2 21 49 20 8 100 Y 5 7 22 57 9 100 X^2 4 441 2401 400 64 3310 Y^2 25 49 484 3249 81 3888 XY 10 147 1078 1140 72 2447

X = co-operation Y = support X = 100/5 = 20 Y = 100/5 = 20 r = ____(x-xi) (y-yi)_______ _ (x-xi)^2 (y-yi)^2

r=

_______2235____

(80.93) (97.15) r = ______2235_______ 7862 r = +0.284

46

INFERENCE: From the correlation analysis it is inferred that the career tenure and work environment is weakly positively correlated and hence the work environment has its impact on the career tenure but not to a greater extent.

47

3.1 FINDINGS
From this study, it is found that 49% of respondents are two to five years working in the organization, 21% of respondents are five to ten years and 2% of respondents are working more than 10 years in the organization. From this study, it is found that 57% of

respondents agree that the working

conditions in the organization is good whereas 22% of respondents neither agree or disagree to that the working condition in the organization ,5% of respondents are strongly disagree with working conditions of the organization. From this study, it is found that 63% of respondents are highly motivated by the work environment and 31% of respondents are extremely motivated by the work environment, 6% of respondents are either motivated or demotivated by the work environment. From this study, it is found that 64% of respondents are satisfied with the cooperation in the organization, 36% of respondents are dissatisfied with cooperation in the organization. From this study, it is found that 82% of respondents does not feel free in offering comments and suggestion, 18% of respondents feel free to give suggestion to the organization. From this study, it is found that 52% of respondents are neither satisfied or dissatisfied in the relationship between employees, 20% of respondents are highly satisfied in relationship in the organization, 3% of respondents are highly dissatisfied in the relationship of the organization. From this study, it is found that 39% of respondents are neither satisfied or dissatisfied with the cooperation between employees and 27 % of respondents are dissatisfied with thecooperation between employees, 13-20% of respondents are highly satisfied with the sense of belongingness to increase the cooperation in the organization.

48

From this study, it is found that 38% of respondents are highly satisfied with the training program given to the employees of the organization and 35% of respondents are satisfied with training program, 1-7% of respondents are highly dissatisfied with training program in the organization. From this study, it is found that 75% of respondents are satisfied with the training program and it will help the relationship between employees and organization and 25% of respondents are dissatisfied with relationship among the employees and organization in training program. From this study, it is found that 32% of respondents are dissatisfied with the compensation given by the organization and 30% of respondents are neither satisfied nor dissatisfied with the compensation at work in the organization, 5% of respondents are satisfied in compensation for the organizations. From this study, it is found that 32% of respondents are dissatisfied with the salary based upon the responsibilities given to the employees in the organization and 30% of respondents are highly satisfied with the given salary from the organization,4% of respondents are highly dissatisfied with salary by considering responsibilities at work in organization. From this study, it is found that 43% of respondents are disagree that the rewards are not given based upon the job performance for the employees in the organization and 36% of respondents are agree in the performance of rewards not given in the organization,2% of highly agree in job performance are linked rewords in the organization. From this study, it is found that 40% of respondents are agree that there is a balance between stated objectives and resources in the organization and 36% of respondents are neither agree or disagree with stated objectives in the organization and 1-18% of respondents are highly disagree with it.

49

From this study, it is found that 51% of respondents are satisfied with retirement benefit , 38% of respondents are getting free health checkup in the organization ,only 11% of respondents are satisfied with insurance benefits to given by the organization. From this study, it is found that 54% of respondents are dissatisfied with the social security benefits given for the employees in the organization and 46% of respondents are satisfied with social security benefits given by the organization for the employees. From this study, it is found that 35% of respondents are highly satisfied with the comfortableness of the job in the organization and 15% of respondents are dissatisfied with the job, 3% of respondents are highly dissatisfied with the comfort ability of job in the organization. From this study, it is found that 56% of respondents are dissatisfied not secured from the job in the organization and 44% of respondents are satisfied with secured about your job in the organization. From this study, it is found that 45% of respondents are neither satisfied or dissatisfied with the safety in the organization whereas 30% of respondents are highly satisfied with the safety in the organization, 1-11% of respondents are highly dissatisfied with safety practices in the organization. From this study, it is found that 37% of respondents are highly satisfied with the opportunity given in the organization and 30% of respondents are neither satisfied or dissatisfied to develop own ability in the organization , 1% of respondents are highly dissatisfied with the opportunity in develop your own ability in the organization. From this study, it is found that 46% of respondents are agree with the welfare activities provided by the organization and 24% of respondents are neither agree or disagree with the welfare activities , 3-13% of respondents are highly disagree with welfare activities provided by the organization. From this study, it is found that 41% of respondents are disagree with the provided canteen facilities in the organization and 37% of respondents agree with the canteen

50

facilities , 5% of respondents are highly agree with canteen facility in the organization. From the weight average method to analysis it is evident that the quality of work life in MGMC&RI depends primarily on working condition of the organization followed by safety of workers, provided. From the correlation analysis it is inferred that the career tenure and work environment is weakly positively correlated and hence the work environment has its impact on the career tenure but not to a greater extent. depends on relationship and compensation or rewords must

3.2 SUGGESTIONS AND RECOMMENDATIONS

MGMC&RI hospital has to improve the factors such as drinking water and canteen facility etc. MGMC&RI has to develop the coordination between employees with the management. Introducing new training programs can be enjoyed by employees. Its gives new experience in their work life. It may be new venture into their life. It eradicate monotonous in work life. Some employees are not satisfied with their compensation. If compensation benefits are provided properly to the employees it helps to reduce the labour turnover and absentism.

51

3.3 CONCLUSION
The quality of relationship between employees and total working environment is very important in all organization. From the above study is helpful for me to know about the quality of work level of employees to factors affecting the work life. The some of the points to views, 1. Water facility in all floor 2. Proper canteen facility to improve the management 3. Proper cleaning facility and introducing the suggestion box

There by conclude that if the management takes all the above maintained steps the working conditions of the employees will improve and I hope that management will take these considerations in future.