A

SUMMER PROJECT REPORT ON QUALITY

OF WORKLIFE OF THE EMPLOYEES OF
OMC
SUBMITTED TO BPUT

IN PARTIAL FULLFILLMENT OF THE

MASTER IN BUISNESS ADMINISTRATION

BY

TRUSHNA NAYAK

ROLL NO: 1306274034

UNDER THE GUIDANCE OF

EXTERNAL GUIDE: P.C MOHAPATRA INTERNAL GUIDE: SUSHANTA KUAMR MISHRA

(MANAGER PERSONNEL) (FACULTY IN HR, USBM)

UNITED SCHOOL OF BUSINESS MANAGEMENT

 ACKNOWLEDGEMENT

It is really a great pleasure to have this opportunity to describe the feeling

of gratitude imprisoned in the core of my heart. I convey my sincere

gratitude to SUSHANTA KUMAR MISHRA (ASST. PROFESSOR IN HR) for

giving me the opportunity to prepare my project work in QUALITY OF

WORK LIFE OF THE EMPLOYEES OF OMC, BHUBANESHWAR. I express my

sincere thanks to all the staff Members of Odisha Mining

Corporation (OMC).I am thankful to Mr.P.C.MOHAPATRA MANGER

(PERSONNEL)HRD for his guidance during my project work and sparing his

valuable time for the same. I am also thankful to my family for their kind

co-operation which made my take easy.

Name: TRUSHNA NAYAK

Regd No. - 1306274034

 DECLARATION

I do hereby declare that this project work entitled QUALITY OF WORK

LIFE OF THE EMPLOYEES OF OMC submitted by me for the partial

fulfillment of the requirement for the award of Masters in Business

Administration (MBA) is a record of my own work. The report embodies the

finding based on my study and observation and has not been submitted

earlier for the award of any degree or diploma to any Institute or

University.

Name:
Trushna
Nayak
Regd No: 1306274034
 EXECUTIVE SUMMARY
In todays high tech, fast-paced world, the work environment is very different than it
was a generation ago. Organizations, in the past, gave more importance on advanced
technology for higher productivity surpassing the needs and mental state of its
employees. This created a negative impact on the working environment among the
employees. This integration can only be made through quality of work life denotes all
the organizational inputs which aim at the employees satisfaction and enhancing
organizational effectiveness.

According to the Institute of Industrial Engineers, it is not uncommon for a person to

change careers an average of six times in his/her lifetime. It is now rare for a person
to stay with a single company his/her entire working life.

Therefore, organizations are required to adopt a strategy to improve the employees

Quality of work life to satisfy both the organizational and employees needs. Todays
organizations need to be more flexible so that they are equipped to develop their
workforce and enjoy their commitment.

Thus if an employee doesnt have a good Quality of work life, than it results in the
various negative consequences. In this report Quality of Work life has been discussed
with regards to a mining corporation called ODISHA MINING CORPORATION situated at
Bhubaneswar, Odisha.There is a detailed analysis of various aspects of a good QWL.
 CONTENTS

CHAPTER-1

1. INTRODUCTION
2. SCOPE OF THE STUDY
3. OBJECTIVE OF THE STUDY
4. LIMITATIONS OF THE STUDY
5. METHOD OF THE STUDY

CHAPTER-2

1. COMPANY PROFILE

CHAPTER-3

1. LITERATURE RIVIEW

CHAPTER-4

1. QUALITY OF WORK LIFE IN OMC

CHAPTER-5

1. DATA ANALYSIS AND INTERPRETATION

CHAPTER-6

1. FINDINGS
2. CONCLUSION
3. SUGGESTIONS
4. BIBILOGRAPHY
CHAPTER-I
 INTRODUCTION
WHAT IS QWL?

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.

The term QWL refers to the favorableness or unfavorableness of a total job

environment for people. QWL programs are another way in which
organizations recognize their responsibility to develop jobs and working
conditions that are excellent for people as well as for economic health of the
organization. The elements in a typical QWL program include open
communications, equitable reward systems, a concern for employee job
security and Satisfying careers and participation in decision making. Many
early QWL efforts focus on job enrichment. In addition to improving the work
system, QWL programs usually emphasize development of employee skills,
the reduction of occupational stress and the development of more co-
Operative labor-management relations. Human resource departments are
involved with the efforts to improve productivity through changes the
employees Relations.QWL means having good supervision, good working
conditions, good pay and benefits and an interesting, challenging and
rewarding job. High quality of work life is sought through an employee
relations philosophy that encourages the use of QWL efforts, which are
systematic attempts by an organization to give the workers greater
opportunities to affect their jobs and their contribution to the overall
effectiveness. The QWL is a wider term covering an immense variety of
programs, techniques, theories and manage style.QWL is a term that has
been used to describe broader job related experience an individual has.
Stress at work is often considered isolation but since after research into job
satisfaction, an interest has arisen into the broader concept of stress. Whilst
QWL has been more widely studied, QWL remains relatively unexplained and
unexplored. A clear understanding of the inter-relationship of the various
facets of QWL offers the opportunity for improved analysis of cause and
effect in the work place.
QWL is a concept that refers to several aspects of the job, including:

Management and supervisory style.

Freedom and autonomy to make decision on the job.
Satisfactory physical surroundings.
Job safety.
Satisfactory working hours.
Meaningful tasks.

A Rationale

Job specialisation and simplification were popular in the early part of

this century. Employees were assigned narrow jobs and supported by a rigid
hierarchy in the expectation that efficiency would improve. The idea was to
lower cost by using unskilled workers who could be easily trained to do a
small, repetitive part of each job.
Many difficulties developed from that classical job design, however. There
was excessive division of labour. Workers became socially isolated from their
co-workers because their highly specialized jobs weakened their community
of interest in the whole product. De-skilled workers lost pride in their work
and became bored with their jobs. Higher-order (social and growth) newer
left unsatisfied. The result was higher turnover and absenteeism, declines in
quality and alienated workers. Conflict often arose as workers sought to
improve their conditions and organizations failed to respond appropriately.
The real cause was that in many instances the job itself simply was not
satisfying.
Forces for Change
A factor contributing to the problem was that the workers themselves were
changing. They became educated, more affluent (partly because of the
effectiveness of classical job design), and more independent. They began
reaching for higher-order needs, something more than merely earning their
bread. Employers now had two reasons for re-designing jobs and
organizations for a better QWL:

Classical design originally gave inadequate attention to human needs.

The needs and aspirations of workers themselves were changing.
 SCOPE OF THE STUDY:
Quality of work life is a multi dimensional aspect. The workers expect the
following needs to be fulfilled by the organizations:

1. Compensation: The reward for work should be above a minimum

standard for life and should also be equitable. There should be a just an
equitable balance between the effort and the reward.

2. Health and Safety: The working environment should be free from all
hazards detrimental to the health and safety of the employees. The main
elements of a good physical environment for work should be reasonable
hours of work, cleanliness, pollution free atmosphere, risk free work etc.

3. Job Security: The organization should offer security of employment.

Employees should not have to work under a constant concern for their
future stability of work and income.

4. Job Design: The design of jobs should be such which is capable of

meeting the needs of the organization for production and the individual
for satisfying and interesting work. Quality of work life can be improved if
the job allows sufficient autonomy and control, provides timely feed back
on performance and uses a wide range of skills.

5. Social Integration: The workers should be able to feel a sense of

identity with the organization and develop a feeling of self esteem. This
includes the elimination of discrimination and individualism, whilst
encouraging teams and social groups to form.

6. Social Relevance of Work: Work should not only be a source of

material and psychological satisfaction, but also a means of social welfare.
An organization that has greater concern for social causes can improve the
quality of work life.

7. Scope for Better Career Opportunities: The management should

provide facilities to the employees for improving their skills both academic
 and otherwise. The management should always think of utilizing human
resources for expansion and development of the organizations.

OBJECTIVE OF THE STUDY:

To understand the role and importance of QWL of employees in the

organization.
To analyze the factors perceived satisfactory by the employees in the
organization.
To study the different strategies for improving the QWL of the employees.
To find out the QWL of the employees (OMC ltd).
To study the attitude of the employees towards the various welfare
measures provided in the unit under study.
To find out employee problems and offer suitable suggestions on the basis of
the findings.
To identify measures to overcome these drawbacks.
To know the real situation of the employees.
To collect employees opinion about this matter.

LIMITATIONS OF THE STUDY:

a. Time factor- I had got very limited time to complete this project.

b. The purpose from the sample not reveals the accurate facts.

c. Lack of respondents interest in answering the questions and also might

not have revealed true information.

d. Even though the researcher created a report respondent, some of them

 doubted that the researcher has been send on behalf of the management
and so they were reluctant.

METHODS OF THE STUDY

Research is search for knowledge. It is defined as a scientific and
systematic search for pertinent i.e. important information a specific topic.

RESEARCH DESIGN:

The research design on QWL of the employees was conducted at OMC corporate
office situated in Bhubaneswar. The organization was the universe of study
and the employees were the population from Which sample was collected
.The sample size consisted of- employees from across all the departments of
OMC.Care were taken to give equal representation to all grades of
employees.

SAMPLING TECHNIQUE:

Samples were selected using simple random sampling method, as it allows

each element in the population to have a known and equal probability of
selection.

METHODS OF DATA COLLECTION:

Different types of data were collected in the course of the project work. However,
the data can be classified into two categories depending upon their research design
and source of data collection:-

A .Primary data: The data which is collected for a specific purpose of investigating
the research problem at hand are called primary data. These are those collected
through scheduled questionnaires, interviews and individual observations.
B.secondary data: are the data that are in actual existence in accessible
records, having been already collected and treated statistically by the
persons maintaining the records.
It constituted a large portion of the report. These data were collected from
different official documents, annual reports, registers, seminar papers, etc.
The secondary data provided information regarding the production, financial
status, manpower, original Structure, welfare, personnel policies, industrial
relations etc of the organization. These were mostly in written forms.

DEVELOPMENT OF QUESTIONNAIRE:-

The structure of the questionnaire is on the collection of primary data .Hence,

the second job after selection of sample was the development of
questionnaire .There was a single set of questionnaire for the executives and
non-executives consisting of 35 questions covering different fields related to
QWL and these are:-
a. work environment
b. Organizational culture and climate.
c. Training and development
d. Compensation rewards and benefits.
e. work timing
f. Safety and welfare measures.
g. Workers participation in management.
h. Management participation.
i. Work life balance.

SEQUENCE OF THE STUDY:

1. First chapter deals with introduction of the Quality of Work Life which include
need, Objectives, Limitations and methodology.
2. Second chapter deals with literature review.

3. Third chapter deals with industry profile and company profile.

4. Fourth chapter deal with analysis and interpretation.

5. Fifth chapter deals with Findings, suggestions and conclusion.

CHAPTER-II
 PROFILE OF THE COMPANY

ABOUT THE ORGANISATION

The Orissa Mining Corporation Limited (OMC) was jointly established by the

Union and State Government in 1956. It was the first Public Sector Undertaking in

the Mining sector in India. By 1962, OMC became wholly state owned.

OMCs impressive growth over the decades is hinges on its philosophy and

commitment towards quality and value addition. The Corporations turnover has

increased manifold over the years through optimum utilization of resources, cost

controlling measures, computerized inventory management, energy audit, asset up

gradation and implementation of quality circles. Progressive mechanization and

modernization of mining operation with due care for the environment have paid rich

dividends.

The skilled man power and scientific business processes have been adding to

the corporations productivity. Reputed foreign firms and global mining giants like

Rio Tinto of U.K. and continental resources of USA have entered into joint ventures

with OMC. With Enterprise Resources Planning (ERP) and ISO 9001:2000

certification, OMC is on the highway to embrace global challenges and competition.

MINES:

OMC has been steadily adding to the corporations mineral inventory-today.

OMC possesses a reserve of 400 million tones of iron ore, 19 million tones of

manganese ore, 28 million tones of chromites, 220 million tones of bauxite, 19

million tones of limestone and other minerals. OMC is acting as facilitating agent for

development of bauxite properties.

 OMC operates eleven iron ore mines, five chrome ore mines three

manganese mines and one limestone mine. Closed mines have been reopened and

loss making mines have been turned around. Some more iron, manganese, granite

and china clay leases are being opened up for mining.

Geologically, two thirds of Orissa is covered with pre-Cambrian rocks which

have rocks which have long been known to harbor many metallic and non metallic

minerals including iron, chromium, manganese, bauxite, tin, vanadium, titanium,

dolomite, china clay, granite, gemstones and many more. The state has about 98%

of chromites, 71% of bauxite, 38% of graphite, 33% of iron ore, 32% of

manganese and 23% of coal resources of India.

South Kaliapani, Sukrangi and underground mines of Bangur make OMC the

leading chromites producer of the country producing high grade lumpy and friable

variety. OMC is operating three leases in Kalahandi district for Semi-precious stone

(ruby/corundum). One under sublease and the other on raising and sale contract.

Some impure limestone brands inside Ump valley lease Koraput district,

having no industrial use, are being used to produce slab.

ORE HANDLING PLANT:

Daitari iron ore plant is the flagship of OMCs operations. Fully mechanized

with round the-clock operation, Daitari is poised to produce three million tones of

washed as well dry screened calibrated iron ores and mines. The second steel plant

of Orissa (Neelachal Ispat Nigam Limited) principally out of sources its raw

materials requirement from Daitari.

BENIFICATION PLANT:

Designed to upgrade

chromes ore of lower grade

to chrome concentrates of

saleable grade, the 100%

export oriented Chrome Ore

Benification Plant (COBP) at

Kaliapani has been

substantially contributing to OMC exchequer with 100% capacity utilization. The

plant has recorded a production of 1 million tones (WMT) chrome concentrate since

commissioning in 1995. This has been possible due to addition of a new hydro

cyclone and modification of the plant.

EXPORTS:

OMC continues to maintain Orissas global connection through export of

minerals from Paradeep Port. In recognition of its superb export performance. OMC

has bagged the Capexil export award every year in a row since 1998-99. With its

full roof export network, OMC is in a position to handle direct export of iron ore,

chrome ore and chrome concentrates produced from its chrome Ore Benification

Plant.
HUMAN RESOURCES DEVELOPMENT:

Human resources are the richest wealth of OMC. Be it bonus/incentive or

liberal benefits, the OMC employees enjoy a welfare package comparable to the

best in the industry. OMC also contributes a substantial amount for development of

sports and culture as well as for health

immunization and literacy campaigns.

ENVIRONMENTAL POLICY:

OMC, engaged in mining and

facilitating development of mineral based

industries, are committed to maintain

clean and green environment in and

around our mines while striving to satisfy

our stakeholders as a socially responsible corporate. In order to achieve the same:

Prevent pollution and protect environment through optimization of mineral

recovery minimization of land degradation, efficient waste management and

development of green held in and around mines.

Use explosive, fuel and energy economically.

Comply to all application legal and other requirements to which OMC

subscribes develop among employees and surrounding community, an

awareness of environmental responsibility and adherence to sound

environmental practices.

Continually improve our environment system performance.

COMPANY PROFILE:
GROUND REALITY OF MINES IN ORISSA:

Cradled between the solid Bay of Bengal and the heavy forested blue-hued

hills of the Eastern Ghats, Orissa synthesizes Indias ancient past with a pulsating

present.

Temples and sanctuaries, beaches and waterfalls, hot springs and glorious

lakes, fascinating wildlife and colorful crafts, Orissa has all and much more

The uniqueness of Orissa lies in its vast mineral possessions, abundant power

at competitive tariff, skilled labor and harmonious industrial relations.

Geologically, two third of Orissa is with pre-cambrian rocks which have been

known to harbor many metallic and non-metallic minerals including iron, chromium,

manganese, bauxite, tin, vanadium, titanium, dolomite, china clay, granite,

gemstones and many more.

Orissa is truly vast treasure trove of mineral resources. The state has about

98% of chromite, 71% of bauxite, 38% of graphite, 33% of iron ore, 32% of

manganese, 23% of coal resources of India.

ACHIEVEMENT OF ORISSA MINING CORPORATION:

OMC has achieved several awards at the national and international level

prominent among which are International Trade Fair Award on minerals, metals,

metallurgy and minerals:

1st prize in Asian Mining Congress and Expo.

 The golden Peacock Award for innovative products/services given by the

Institute of Directors and World Council for Corporate Governance.

National Safety Award.

ORISSA REGIONAL OFFICES:

Gandhamardan Iron Ore Project

Suakati, Keonjhar

Daitari Iron ore Project

Daitari, Keonjhar

Barbil Regional Office

Barbil

J.K Road Regional Office

Jajpur

Koira Regional office

Koira, Sundargarh

Bangur Regional Office

Bangur, Keonjhar
 SPECIFICATIONS:

MINERAL SOURCE CHEMICAL CURRENT RATE OF

SPECIFICATION PRODUCTION/ANNU

M(IN MT)

IRON ORE BARBIL BANSPANI SECTOR B.F.GRADE 0.750 million (all grades)

Fe= 64 -63%

SiO2+A12O3=6%

Phos=0.05%

Size=10-50 MM

SPONGE GRADE

Fe=65% Min

SiO2+Al2O3=5%

Phos=0.05%

Size=5-20 MM &10-150 MM

SPONGE GR. IRON

GANDHAMARDAN SECTOR
0.50 million (all grades)
ORE
 Fe=65%

SiO2+Al2O3=6.5%

Phos=0.05%

Size=10-125 MM

B.F. GRADE

Fe=64-63%

SiO2+Al2O3=6.5%

Phos=0.05%

Size=10-50 MM & 10-30 MM

ToI =(=/-) 5%

We also produce 67-66.5% Fe;

Grade iron ore

DAITARI SECTOR
CALIBRATED IRON ORE
(WASHED)
0.200 million (all grades)

Fe=63%

Rejection below < 62%

SiO2(max)=1.50%

Al2O3(max)=3%

SiO2+Al2O3(max)=3.50%

Phos=.10% max

Sul.(max)=.02%

LOI(max)=6%

Moisture==8%

Size max=6-30 MM

+30-50 MM-5% (max)

-6 MM-8%(max)

FINES(WASHED)

Grade A

Fe=64%

Rejection below<63%

SiO2(max)=1.50%

Al2O3(max)=2%

SiO2+Al2O3(max)=3.50%
Phos=.09% max

Sul.(max)=0.01%

LOI(max)=5%

Moisture=8%

Size max=5 MM

Grade B

Fe=63%

Rejection Below<62%

SiO2(max)=1.50%

Al2O3(max)=2.50%

SiO2+Al2O3(max)=4%

Phos=.09% max

Sul.(max)=.01%

LOI(max)=6%

Moisture=8%

Size Max=5 MM

Grade C
 Fe=62%

Rejection below<60%

SiO2(max)=1.50%

Al2O3(max)=3%

SiO2+Al2O3(max)=4.50%

Phos=.10% max

Sul.(max)=.01%

MANAGAN LOI(max)=7%
ESE
Moisture=8%

Size Max=5 MM

B.F. GRADE

BARBIL BANSPANI SECTOR

Mn=28-30%
0.15 million (all grades)
SiO2+Al2O3=20.5%

SiO2=13%

Phos=.18% max

Size=10-40 MM

FERRO GRADE
 Mn=38-40% to 46-48% Mn

Size=10-50 MM

DIOXIDE GRADE

MnO2=74-76% to 88% MnO2

Size=10-50 MM

CHROME ORE

SUKINDA Cr2O3 Fe Sio2 A12O3 Ratio(Cr:fe) 0.53

54-56 10-12 3-4 10-11 3.2 3.5 million

52-54 12-13 4-5 11-12 2.8 3.1 (All

50-52 12-14 4-5 11-12 2.6 2.9 grade)

48-50 14-16 5-7 11-12 2.2 2.6

46-48 14-17 6-8 12-14 2.0 2.3

44-46 14-18 6-8 12-15 1.9 2.2

42-44 15-18 6-8 12-15 1.7 2.0

40-42 16-18 7-9 16-18 1.6 2.0

38-40 16-18 8-10 16-18 1.4 1.8

36-38 16-18 8-10 16-18 1.4 1.7

 34-36 17-19 9-11 17-19 1.3 1.6

32-34 17-19 9-11 17-19 1.3 1.6

30-32 17-19 9-11 17-19 1.3 1.6

28-30 18-21 9-12 17-19 1.2 1.5

Friable Below 10 mm

Chips 10 25 mm

Lumps 25 100 mm

OMC PARTNERSHIP IN WORLD MINING CONGRESS:

(Ministry of industries and mines, govt. of Islamic republic of Iran)

The 20th world mining congress and expo-2005 was held from November 7th

to 11th 2005 at Teheran, Iran, with the theme MINING AND SUSTAINABLE

DEVELOPMENT. A multitude of methodologies and approaches were discussed by

leading scientists and scholars for sustainable development in mining. 42 countries

and 310 companies participated in this bi-annual mega event.

The world mining congress was inaugurated by vice president of Iran. Orissa

represented the ideal model of public private partner of partnership. It included the

representatives of 15 steel and mining companies operating in Orissa besides OMC.

The Orissa delegation was led by the Honorable Minister, steel and mines, Shri

Padmanabha Behera and included representative of Government (principal

secretary, steel and mines and director, mines) and OMC (managing director and

special officers).

An Indo-Iranian Mining Summit was organized on 10th November 2005 on

sidelines of mining Congress. The Indian delegation was led by Sri P. Behera,

Honorable Minister, Orissa. Sri Bhaskar Chatterjee, principal secretary of

Gonvernment, Steel and mines-cum-chairman and OMC made a presentationon the

Unfolding Scenario in the steel and mineral sector. The presentation was

appreciated by all the participants and elicited a number of enquiries from the

Iranian Mining Industry.

The pavilion put up by the Orissa government in association with the mining

and steel making companies of the state was widely acclaimed by visitor to the

Expo. The Orissa pavilion had been meticulously planned and executed with high-

tech and modern display skills. Not surprisingly, it was adjudged the best by an

independent panel. This was clearly a major triumph for the OMC which

spearheaded the projection of Orissa as the most important destination in the

country for investment in the mineral sector. MD, OMC received the award from the

Honorable Minister of Iran on behalf of Orissa pavilion.

The successful participation of Orissa in this international event, the laurels it

earned and the attention that the achievements of the state received, made the

participation truly worthwhile. This will surely provide a fillip to the efforts to place

the state on the fast track towards accelerated development.

OMC PARTICIPATES ON HANOVER MESSE. GERMANY-2006:

OMC participated in the government of Orissa led delegation to the Hanover

Messe-2006 held at Hanover, Germany, from 24th-28th April, 2006 as a Co-sponsor

of the event. The event assumed significance with India participating as a Partner

Country. The Hanover Messe-2006 is a world renowned industrial and

technological fair which helped to showease the potentials and preparedness of

Orissa for attracting international investor to setup downstream and ancillary

industries, especially in the Steel, Aluminum and Petro-Chemical sector where

Orissa has already received substantial national and investments.OMC team was led

by the MD, Sri Sanjeev Chopra; Additional General Manager (Projects), Sri P.K

Bhattacharya and Dy. General Manager(GEO and Sales & Marketing), Sri Janardan

Mishra OMC utilized the opportunity to showcase and highlight the rich mineral

resource base and its inherent strength for new investment opportunities before the

global audience.

SOCIAL DEVELOPMENT ACTIVITIES OF OMC

RESPONSIVE CORPORATE CITIZEN:

It is not divine presence that the company is thinking about. Its about small

everyday miracles that can transform the humblest lives for the better. A home, a

road, drinking water, health care, community service. OMC is trying to do its best
for the people who live and work around the area of operations and in the city.

Keeping in tune with its public sector image, OMC spends a substantial

amount in shape of grants-in-aid to various educational institutions locate din the

surrounding villages of its mines for construction of schools, collage buildings,

laboratory and library etc.

Besides, various developmental works like digging of tube-wells , renovation

of ponds, construction of village roads and culverts, plantation etc have also been

undertaking in the peripheral village.

GROWING CONCEPT OF CSR IN OMC:

OMC RECORDS IN DONATING TO TSUNAMI VICTIMS:

The debt PSU has lent a helping hand to the Tsunami victims by donating Rs 1

crore to Chief Ministers Relief Fund in fulfillment of its CSR. The cheque of Rs 1

crore was presented by Sri. Bhaskar Chatterjee, Chairman, OMC cum Principal

Secretary, Dept. of Steel and Mines to the Chief Minister in the presence of Dr.

Subas Pani, Chief Secretary, Sri. Sanjeev Chopra MD, Sri Dillip Routrai ,OSD,

Corporate Communication OMC in 2005

OMC ASSISTS EVERESTER KALPANA DASH:

As a part of CSR, OMC has provided financial assistance of Rs 1 lakh to Kalpana

Dash who has scaled a height of 7300 m a top Mount Everest in her maiden

attempt in 2004. A further assistance of Rs 1 lakh has been pledge if she conquer

the worlds highest Mountain Peak(8848m).

STATE CULTURE CORPUS FUND:

For preservation and promotion of rich culture heritage, the state government have

launched a state corpus scheme for generating a corpus fund. OMC has contributed

Rs 1 Crore to the said fund.

SAINIK SCHOOL:

OMC has contributed Rs 20 lakh for construction of a Memorial in Sainik School,

BBSR.

MULTI DISCIPLINARY CENTER SAFETY, HEALTH, ENVIRONMENT:

It is a government of Orissa sponsored organization and is a leading NGO in the

state of Orissa which is working with the objective to generate consciousness and to

provide professional expertise among the industrial workers and managers in the

field of safety, Health & Environment, leadership development etc. OMC has

contributed Rs 25 lakh for construction of its 1st floor at BBSR.

OMC DECLARES 200% DIVIDEND:

Orissas mining major-OMC, has been substantially contributing to the state

exchequer by way of royalty, sales tax and dividend. The corporation has paid a

dividend of Rs 1 crore from out of its profits in 2002-03; Rs 11 crores from out of

its profits in the year 2003-04. The corporation has declared 200% dividend for the

year 2004-05 and has paid Rs 60 crores from out of its profits in 2004-05. This is

the highest ever since OMCs formation 50 years ago in 1956.

SOCIAL RESPONSIBILITY:

A demand draft of Rs 14,90,548/- only towards electrification of Guruda basti,

Naibuga basti, Naibuga road, Totasahi and Chudsahi of Balda and Bada-Kalimati

under Joda Block was handled over to B.D.O Joda by Sri S.K. Swain,
manager(civil), Barbil, Sri S.K. Behera, manager(min) Dubna in presence of the

OMC official.

OMC to have dedicated Railway Sidings.

As a part of CSR OMC has always been responsive corporation. To empower

the women in the state and bring them to the forefront of National building OMC

contributed Rs 1 crore to BJB College, BBSR for construction of new girls hostel to

accommodate young and talented girl students joining the premier college to

pursue higher studies.

OMC CONTRIBUTES Rs 5 CRORES TO C.M.s RELIEF FUND:

The Orissa Mining corporation Limited contributed Rs 5 crores from out of its

proceeds in 2006-07 to Chief Ministers Relief Fund. The cheque of Rs 5 crores was

presented by Sri Padmanabha Behera, Honorable Minister(Steel & Mines) to the

Honorable Chief Minister Sj. Naveen Pattnaik in his Orissa secretarial Chamber on

4th April, 2007.

PERIPHERAL DEVELOPMENT PROGRAMME IN OMC:

As a part of it, OMC has been undertaking peripheral developmental works in and

around its mines. OMC is the only mining organization in the state contributing 5%

of its net profit to the District peripheral development society in Keonjhar and

Sundargarh as per the Gazette Notification of Govt. of Orissa. Rs 1.4 crores to

collector Sundargarh Dr. Krishna Kumar towards peripheral development and a

cheque of Rs 8.46 crores to the collector Keonjhar Sri. B.B Mohapatra for

peripheral development was given.

DAITARI HOSPITAL RENOVATED:

The 16 beded hospital forfitied with labour room, pathological test room, O.T. room,

built at a cost of Rs 42 lakhswas dedicated to the corporation employees by the M.D

Sri Sanjeev Chopra, who inaugurated it on 5th june, 2006.

ORISSA STATE SPORTS ACADEMY BHUBANESWAR:

OMC has sanctioned Rs 4.25 crore to Orissa Council of Sports, Cuttack for

establishment of State Sports Academy at Kalinga Stadium, Bhubaneswar.

DISTRIBUTION OF WATER POUCHES DURING CAR FESTIVAL IN PURI:

OMC has provided1 lakh drinking water pouches for distribution among the pilgrims

during the world famous car festival at Puri.

DEVELOPMENT OF PARKS:

OMC has donated a sum of Rs 4.50 lakh to BBSR municipal corporation for

development of parks and avenue plantation in Bhubaneswar.

STAFF WELFARE:

As employees are the great resource of the corporation, OMC can never avoid them

regarding CSR issue.

Employees Pension Scheme, 1995 has been introduced w.e.f. 16.11.1995 as

a social security measure enforced by Govt. of India.

OMC has introduced Voluntary Retirement Scheme for regular employees and

VRS Scheme for workers is being implemented from time to time according to

requirement. A Scheme for extension of medical facilities to the retired employees

of the corporation has been introduced w.e.f. 21.4.2001.

 The old employees, on completion of 15 years of service in OMC are honored

with presentation of a watch and on the day of retirement are given presentation

worth Rs 5000.

For encouraging children of OMC employees, a scheme has been introduced

to cash award of Rs 3000 for securing highest marks in H.Sc examination and Rs

5000 in case of holding a position in best 20 lists.

The corporation has never lost sight of its corporate social responsibility. Be

it contribution to the Orissa environment management fund; multi disciplinary

center of safety, health and environment; Lions Eye hospital; Vivekananda National

Institute of Training and Research; Orissa College of Mining Engineering, Keonjhar;

or the Cuttack-Paradeep State Highest, OMC has left its indelible imprint by way of

munificent donations and assistance. The corporation is the only mining company in

the state, which contribute 5% of its net profit to peripheral development in the

scheduled areas. The expenditure on peripheral development has ballooned over

the years.
CHAPTER-III
 LITERATURE REVIEW

In a study, review of literature forms the most crucial and important part.
The present study has examined perceived quality of work life across
different work parameters-growth oppurtunities.The perceived QWL has also
been examined via a managerial experience, hierarchy and remuneration. It
focuses attention on the relationship between the variables of working life-
for a QWL and quality of life.QWL is being used these days by organizations
as a strategic tool to attract and retain the talent.QWL policies are
increasingly becoming the part of the business strategies and focus is on the
potential of these policies employees quality of work life and more
importantly to help them maintain work-life balance with equal attention on
performance and commitment at work.
The concept of QWL deals with the issue of how regarding or satisfying
the time spent in the work place is. As such, QWL may reflect working
conditions and contextual issues such as relationships at work colleagues
and the intrinsic satisfaction of the job itself.
One of the most important determinants of QWL is the career
growth opportunities as supported by various researches done in the past.
Study only predicts that employee performance is also correlated with
QWL.A high quality of work life is essential for organization to attract and
retain employees.
QWL is a process in which organization recognize their
responsibility to develop job and working condition that are excellent for the
employees and organization. An effective leader influences the followers in a
desired manner to achieve goals. It is evident from the literature different
leadership styles may affect organization effectiveness and
performance.QWL which included variable like relationship with supervisors,
work group relationship respect for individuals, job stress, and state of mind
and so on.
Walton, one of the major interpreters of quality of work life Movement has
proposed eight major conceptual areas.
Adequate and fair compensation: Organization derives work from the
employees and in turn pays back in the form of wages and salaries.
Payment is made in different ways based on different methods of
fixation of pay.
Safe and healthy working conditions: In India, Factories Act provides
the guidelines, norms and conditions to be observed by the factories to
 provide safe and healthy working conditions to the workers. Unless the
work place is ensured of physical safety and hygiene, any worker can
seldom concentrate on his work. He will otherwise plague with fear of
accident.
Opportunity to develop human capacities: It is mostly lack of
opportunity or neglect of opportunity, which hinders the development
of full potential of an employee. Development is continuous process
that needs to be monitored on a regular basis by the management.
Opportunity for career growth: A sure indicator of an excellent
organization is one, which plans well in advance, both the expansion of
the organizational activities and career growth of each of its
employees.
Social integration in the work force: Unity of purpose in the work force
is an essential and idealistic situation where productivity will tend to be
maximum. Spirit of oneness leads to unity of purpose in achieving
common organizational goals. This is an effort of both the
management and the workers.
Constitutionalism: An employee is basically human being with a need
for privacy, decent and disciplined work place, unbiased superiors, etc.
constitutionalism in an organization ensures that the above mentioned
factors do not creep in to an employees work life.
Work and quality of life: if right work is given to the right person the
immediate effect is satisfaction, leading to the high QWL. Another
important aspect of work is the qualitative surroundings provided by
the management. It includes physical standards like well-equipped and
well ventilated work place and organizational climate of trust,
collaboration and mutual understanding.
Social relevance of work: If the output of organization benefits directly
a larger public, the employees feel more responsible and proud of their
individual contributions. Employees, who feel that they are doing
socially relevant work, are usually self-motivated.
As the work culture changes drastically in the recent years, the traditional
concept of work to fulfill humans basic needs are also facing out. The
basicneeds are continued to diversify and change according to the evolution
of the work system and standards of living of a workforce.

Sekharan (1985) observes that, historically the concept of Quality of Work

Life had originally included only the issues of wages, working hours, and
working conditions. However, the concept has now been expanded to include
such factors as the extent of workers involvement in the job, their levels of
satisfaction with various aspects in the work environment, their perceived
job competence, accomplishment on the job etc.

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

favorableness or un-favorableness of a job environment for people.
The basic purpose in this regard is to develop jobs aiming at Human
Resource Development as well as production enhancement.

Gani (1993) in his study stated that the core of the Quality of Work
Life concept is the value of treating the worker as a human being and
emphasizing changes in the socio-technical system of thorough
improvement, in physical and psychological working environment,
design and redesign of work practices, hierarchical structure and the
production process brought with the active involvement of workers in
decision making.

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

philosophy of management that believes co-operative relationship
between employees and managers and also believes that every
employee has the ability and right to offer his intelligence and useful
inputs into decisions at various levels in the organizations. Quality of
Work Life is a process to involve employee at every level of the
organizations in the decision about their work and workplace. It refers
to the intended outcomes of practicing above philosophy and process
with improvements in working condition, working environment,
working climate or work culture.

The process brings ultimate benefit to individual employee as well as

to the organizations through individual development and increasing
quality and productivity respectively.

As explained by Kumar and Tripathy (1993), there are several

approaches for achieving Quality of Work Life in organizations, namely
job design, workers participation, welfare and quality circles.

Quality Circles are one of the ways of involving employees at the bottom
level of the organization in decisions affecting work and work related
problems. A Quality Circle is essentially a small group of employees who
meet voluntarily on regular basis to identify, analyze and find solutions to
quality problems and other issues in their work-environment. The employees
in a Quality Circle can range from four to twelve. The Quality Circles occupy
a vital and far more specific role for aiming and achieving Quality of Work
Life of workers in organizations.

However, Singh (1983) states that, Quality of Work Life is not based on
any theory. It is concerned with overall climate of work place. Reduced
supervision, increased self-regulation and self-management are pillars of
Quality of Work Life.
American Society of Training and Development (1979) presented Quality of
Work Life as a process of work organizations, which enables its members at
all levels to participate actively and efficiently in shaping the organizations
environment, methods and outcomes. It is a value based process, which is
aimed towards meeting the twin goals of enhanced effectiveness of
organizations, and improved quality of life at work for employees.

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

intentionally designed effort to bring out increased labor management, and
cooperation to jointly solve the problem of improving organizational
performance and employee satisfaction.

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

of motivational factors of work, socio-technical system etc. which are of very
real concerns for human values in todays society with an awareness that all
individuals devote the greater part of their mature lives to the work,
spending time, energy and physical and mental resources to this endeavor.

Moreover, it recognizes that, work is the chief determinant of an individuals

freedom, growth and self respect as well as his or her standard of living.
Quality of Work Life denotes the experienced goodness of working in the
organizational settings.

DEFINITIONS

The term QWL was first introduced in 1972 during an International Labor
conference (Hian and Einstein 1990).

Robin (1989) defined QWL as a process by which an organization

responds to employees need by developing mechanism to allow them to
share fully in making decision that designs their lives at work
 According to D.S Cohan, QWL is a process of joint decision making
.collaboration s and building mutual respect between management and
employees. It is not only improving at the job content but also moving
toward participant management.

QWL can be defined as the quality of relationship between the

employees and the working environment.

TO Keith Davis, QWL refers to the favorableness or un-favorableness

of job enrichment for people.

Principles of Quality of Work Life

According to N.Q.Herrick and M.Maccoby there are four basic principles,

which will humanize work and improve the Quality of Work Life:

1. The Principle of Security: Quality of work cannot be improved until

employees are relieved of the anxiety, fear and loss of future
employment. The working conditions must be safe and fear of
economic want should be eliminated. Job security and safety against
occupational hazards is an essential precondition of humanization of
work.

2. The Principle of Equity: There should be a direct and positive

relation between effort and reward. All types ofdiscrimination between
people doing similar work and with same level of performance must be
eliminated. Equity also requires sharing the profits of the organization.

3. The Principle of individualism: Employees differ in terms of their

attitudes, skills, potentials etc. Therefore, every individual should be
provided the opportunities for development of his personality and
potential. Humanization of work requires that employees are able to
decide their own pace of activities and design of work operations.

4. The Principle of Democracy: This means greater authority and

responsibility to employees. Meaningful participation in decision
making process improves the quality of work life.
 The factors that influence and decide the quality of work life are:

1. 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, openn
ess for innovativeideas, competitive, zeal, ability to work under pressure,
leader qualities and team sprit.

2. Environment:
The job may involve dealing with customers who have varied tolerance
level, preferences, behavioral pattern, level of understanding; or it may invol
ve working withdangerous 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.

3. 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.

4. 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.

5. 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.

6. 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.
7. 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 is the motivating factors for anyone 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.

8. 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 well-
accomplishment challenging job yields greater satisfaction than a monetary
perk; it boosts self-confidence also.

9. 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.
10. 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..
 QUALITY OF WORK LIFE IN INDIA

The constitution of India and quality of work life:

The preamble to the constitution begins with thus we, the people of India,
having solemnly resolved to constitute India into a sovereign, socialist,
democratic, republic and to secure to its entire citizen:

JUSTICE of social, economic, and political

LIBERTY of thought, expression, belief, faith, and worship.
EQUALITY of status and opportunity, and to promote among them all.
FRATERNITY assuring the dignity of the individual and the unity integrity of
the nation
The constitution lists the seven freedoms:

1. RIGHT TO EQUALITY: This includes equality before law, prohibition of

discrimination on grounds of religion, race, caste, sex, or place of birth,
equality of opportunity in matters of public employment, abolition of
untouchability, and the abolition of titles.(Articles 14-18).

2. RIGHT TO FREEDOM: This includes protection of certain rights regarding

freedom of speech, protection in respect of conviction for offences,
protection of life and personal liberty ,protection against arrest and
detention in certain cases.

3. RIGHT AGAINST EXPLOITATION: Prohibition of traffic in human begins

and forced labor, prohibition of employment of children in factories
etc.(Articles 23-24).

4 RIGHT TO FREEDOM: Right to freedom of religion, freedom of conscience

and free profession, practice and propagation of religion, freedom to manage
religious affairs, freedom as to payment of taxes for promotion of any
particular religion. (Article 25-28)

5. CULTURAL AND EDUCATIONAL RIGHTS: Protection of interests of

minorities, right of minorities to establish and administer educational
institutions. (Article 29-30)

6. SAVING OF CERTAIN LAW: These concern laws for acquisition of

estates etc, validation of certain regulations and laws giving effect to certain
directive principles. (Article 31)
7. RIGHT TO CONSTITUTIONAL REMEDIES: Articles 32to 35 provide for
certain rights, remedies and restrictions in this regards. (Article 32-35)
provide for the state to secure a social order for the promotion of welfare of
the people and certain principles such as the following to be followed by the
state.
a. Equal justice and free legal. (Article 42)
b. Right to work, education and to public assistance in certain cases
(Article42)
c. Provision for just and human conditions of work and maternity relief
(Article 42)
d. Provision of work , a living wage , conditions of work ensuring a decent
standard of life and full enjoyment of leisure and social and cultural
opportunities for workers.(Article 43)
e. Secure all citizens a uniform civil code throughout the country. (Article
44)
f. Provision of free and compulsory education for children under the age of
14yrs. (Article 45)
g. Promotion of educational economic interests of scheduled castes
.scheduled tribes and other weaker sections. (Article 46)
h. Raise the level of nutrition and the standard of living and to improve
public health. (Article46)
I. Protection and improvement of environment and safeguarding of forests
and wildlife. (Article 48A)
J .Promotion of 9nternational peace and security.(Article 51)

Thus the permeable to the constitution of India the seven freedoms listed in
the constitution and most of the directive principle of state policy define
guiding philosophy and value system concerning the scope of quality of work
life and indicate the measures that are value system concerning the scope of
quality of work life and indicate the measures that are needed to ensure for
all justice, liberty, equality and fraternity and also a decent standard of life
from cradle to grave.
In the India context .the realities of acute poverty high
unemployment, unreasonably high disparity between the poor and rich cast
some doubt on the authenticity of the concept of the quality of work life. In
India a man is seldom judged by what work he does. More often the criteria
are: how he relates with others how willing he is to make sacrifices for
others etc. He would rarely move out where the work takes him rather he
would strive to bring his work nearer to his home. If that is so, a closer
scrutiny is wanted for understanding the areas of overlap between the work
lives and off work life and the way they tend to be interrelated. The foremost
indicator of QWL in India would be the possibility of the fulfillment of the
basic needs of man and secondly ,reduction of the enormous economic
disparities. This would lead to more committed job behavior of how free the
society is from exploitation, injustice, inequality, oppressions, and
restrictions on the continuity of growth of man, leading to his development
to the fullest .Implement in quality of work life can be brought about by
initializing wage structure and bringing about improvements in worker
amenities and working conditions.

CRITICAL PARAMETERS FOR

SUCCESS OF QUALITY OF WORK LIFE:

The critical parameters for success of quality of work life are:

Management commitment for survival and success of quality of work

life, top management should be committed and involved in the
process.

Acceptance of union legitimately by management for success of quality

of work life, the legitimacy of the union should be accepted by the
management. Similarly management must be willing to accept that
employees / unions too have a right to share the benefits accruing
from quality of work life programs.

Involvement of union leaders commitment of union leaders are equally

important the success of quality of work life.

Joint evolution of programs, the goals and ground rules of any

program should evolved jointly by management and the union.

Both union and management should be committed to utilize every

employees talent to the fullest extent possible to provide opportunity
for individual growth and developmet.

RECENT TRENDS IN QUALITY OF WORK LIFE PRACTICES:

It is not sufficiently to simply satisfy an employee by providing him

with a job. Rather it is important to provide him a meaningful and
satisfy job to the extent in which it is possible to do so. Accordingly
jobs should be redesigned to make the same simple and job
enrichment is two programs in this direction. Alternative work-patterns
such as flexi-time, part-time, job-sharing etc. may be introduced to
make the job acceptable people who prefer leisure activities to work.
With the increase in two earner families, particularly where both the
 spouses work outside, members of their work and family responsibility
simultaneously, the alternative work patterns will be the only solution
to the problem.

It has already been found that, companies that help employees with
child-care should provide these type of benefits, if they want to
maintain their valuable human resources.

Another approach that is gaining approach is Cafeteria benefit Plans.

Such plans offer a menu of option for employees so that they can
tailor the benefits to their individual needs. Traditionally benefit plans
become increasingly unfair to the workers and costly to the
organizations. Under the flexible benefit plans, workers can trade-off
among various kinds of insurance vacation time and cash. Health
enrichment programs are also becoming popular. More and more
employees are joining health clubs. Some companies are providing
these in the hope of generating good quantity of work life.

BENEFITS OF GOOD QUALITY OF WORK LIFE:

Good quality of work life has many benefits. Some of the benefits are
job redesigning provides meaning to the work for an employee,
thereby enhances his quality of work life. It is now accepted that the
good design of job have certain characteristics which provide intrinsic
satisfaction to the human being. These have been identified as
autonomy, high level skills; etc. This implies that people tend to work
better when they are more relaxed and happy with their work. This is
in turn will bring about greater efficiency and worker effectiveness.

Improvement in quality of work life is an aid and incentive to

production co-operation and cohesiveness among group members and
general life satisfaction.

Modification in work place can have their effect by changing

environment and they can affect quality of work life and family life.

Among the organizational consequences of good quality of work life is

productivity. Productivity and quality of work life are related. Good
quality of work life does not contribute to quantity of production alone,
but it improves the quality of work.
CHAPTER-IV
RELEVANT OF THE TOPIC (QWL)
Until now in this report we have come across the various aspect of quality of
work life and a birds eye view on OMC. Here in this chapter we are going to
discuss and check the various aspects of quality of work life in OMC, their
implications and maintenance.

The QWL in OMC, as per the layout is going to be discussed under the
following heads.

1. Working condition

2. Living condition

3. Welfare incentives

4. Training and Development

5. Economic factors

6. Psychological factors

7. Social factors

1. WORKING CONDITION: The working conditions are the first and

foremost of all facilities in organization. Under this topic we can see
the three basic aspects of quality of working life i.e. health, safety and
welfare.
Health: The health provision of OMC can be discussed as per the
provision of factory act Mines area requires special condition for
health and OMC tries to maintain a very healthy working condition.
There is a provision for sweeping and cleaning every shop every
day. In case of hard to access places at crusher plant and washing
plant, it is done by people working in that area itself. All the shops
are well ventilated. The temperature is normal. Proper
consideration regarding space is given and maintained. Adequate
facilities for drinking water are provided in every working place.
Ion every shops and department latrines and urinals are very well
kept. There are separate provisions for female and male.
Safety: Safety is given utmost importance in OMC. All types of
safety equipments, devices etc. are provided, which ultimately
 reduce the accident. There are safety committee and departmental
safety committee to look after the safety.

2. LIVING CONDITION: The living condition provided in OMC are

perfect and up to the mark accommodating workers in its beautiful
housing colony. There are residential quarters provided to the
employees. The quarters are very old, so it requires more care. Other
facilities as a good shopping Complex and Company bus are also
provided.

3. WELFARE ACTIVIES AT OMC : Both statutory and un-statutory

welfare activities are regulated by OMC

Accommodation: Management provides free accommodation to

all employees with free electricity and water supply.

Hospital: Management has provided a 16 bedded hospital along

with X-ray grant and pan logical examination facilities and 2
ambulance Vans. Other patients of OMC i.e. local and Villagers are
also provided with free medical regularity. Six beds have been
reserved by the management in T.B. sanatorium, Ranchi for
treatment of the employees and their family members who suffer
from T.B. free of cost.

Education: OMC provides free education facilities for the children

of the employee up to High School standard including transporting
facilities for distance located camp like Baliparbat. To encourage
good students scholarship for higher study is provided by the
management and for regular studies, cess department, Govt. of
India provides scholarship to poor and meritorious students.

Recreation: There are 5-6 clubs in different sectors besides

Central Cultural Committees. OMC provides sports materials and
other facilities for improvement games in every respect.
 Other Activities :

1. A childrens park has been set up by the management

recently for improvement of other activities of camp children.

2. A large community centre has been provided by the

management to organize community function.

3. OMC also provides bi-monthly free cinema shows for the

entertainment of the employees and their family members.

4. Apart from the above, management also provides financial

assistance for other entertainments like opera, drama and
other cultural activities, pujas organized by the employees
club.

5. Another club named Tarini Club organizes the KABI SAMRAT

UPENDRABHANJA JAYANTEE every year for which
management provides financial aid to organize the function.

Control Commodities: Employees are provided with control

commodities through MAITRI Govt. Relation Shop.
Market Complex: A market complex has been provided by the
management for employees benefit.
Banking and Postal Facilities: One post Office and one
Nationalized Bank have been provided accommodation in camp to
cater to employee and local demands.
Canteen and Drinking Water: Management has provided canteen
facilities to the employees at different working places and food stuff
are sold in the canteen on no loss no profit basis. Drinking water
facilities are provided at all working place.
Cess Scholarship: The iron ore cess welfare organization, Govt. of
India provides scholarship to the children of the employees with
basic pay up to Rs. 1600/-. The organization has also opened a
DMPI, where children read up to Class 3 standard and tribal
children are provided with books and dress etc. annually.
Liveries and working uniforms: The management provides
liveries, shows and working uniforms to the employees.
4. TRAINING AND DEVELOPMENT: OMC needs improvements in
training and development area. There should be excellent training
centre with all physical facilities, off the job training programs should
be arranged for the employees.

5. ECONOMICS FACTORS: OMC gives utmost importance to the salary

of its employee. This is evident from the responses received during the
option survey.

6. PSYCHOLOGICAL FACTORS: From psychological point of view, the

employees at OMC are quite happy. They are satisfied with their pay
scale and welfare facilities provide to them. However, the promotion
and performance appraisal system needs proper consideration.
7. SOCIAL FACTORS: The inter relationship between employees,
workers and management is very cordial. There is unity, coordination
and understanding among them. They help each other in the time of
need. In social functions and gatherings where everybody participates
whole heartedly.
PAY SCALE FOR THE EXECUTIVES (PRE-REVISED)

E0. - Rs. 4,050 Consolidated (1 Year)

E1 Rs. 3,700-200-10,500/-

E2 Rs. 8,500-275-14,000/-

E3 Rs. 9,350-325-14,500/-

E4 Rs. 10,000-325-15,200/-

E5 Rs. 12,000-375-16,500/-

E6 Rs. 14,300-400-18,300/-

E7 Rs. 15,100-400-18,300/-

E8 Rs. 15,100-450-20,000/-
PAY SCALE FOR THE EXECUTIVES (REVISED)

EXECUTIVES
NAME
OF REVISED
EXISTING SCALE
POST/ THE SCALE OF GRADE
OF PAY W. E. F
GRADE PAY PAY W. E. F PAY
1.1.1996
BAND/ 1.1.2006
SCALE
E-0 CONSOLIDATED
7300-200-13,500/-
E-1 PB-2 9300-34,800/- 4600/-
8500-275-14,000/- 15,600-39-
E-2 PB-3 6600/-
100/-
9350-325-14,550/- 15,600-
E-3 PB-3 6600/-
39,100/-
10000-325-15,200/- 15,600-
E-4 PB-3 6600/-
39,100/-
12,000-375-16,500 15,600-
E-5 PB-3 7600/-
39,100/-
37,400-
E-6 14,300-400-18,300/- PB-4 8700/-
67,000/-
37,400-
E-7 15,100-400-19,500/- PB-4 8800/-
67,000/-
37,400-
E-8 16,400-450-20,000/- PB-4 8900/-
67,000/-
NON-EXECUTIVES
2750-70-3300-75-
SS-2 PB-1 5200-20,200/- 1800/-
4175/-
2900-75-3650-80-
SS-1 PB-1 5200-20,200/- 1900/-
4450/-

3050-75-3950-85-
S-3 PB-1 5200-20,200/- 1900/-
4630/-

S-2 3200-85-4900/- PB-1 5200-20,200/- 2000/-

S-1 3600-100-5600/- PB-1 5200-20,200/- 2200/-
HS-5 4100-100-6100/- PB-1 5200-20,200/- 2800/-
HS-4 4300-115-6600/- PB-1 5200-20,200/- 2800/-
HS-3 4500-125-7000/- PB-1 5200-20,200/- 2800/-
HS-2 5000-150-3000/- PB-2 9300-34,800/- 4200/-
HS-1 5300-150-8300/- PB-2 9300-34,800/- 4200/-
SUP-2 5500-175-9000/- PB-2 9300-34,800/- 4200/-
SUP-1 5900-200-9300/- PB-2 9300-34,800/- 4200/-

PAY SCALE FOR THE NON-EXECUTIVE (PRE-REVISED)

i. Rs. 2750-70-3,800-75-5,175/-

ii. Rs. 2,900-75-3,650-80-4,450/-

iii. Rs. 3,050-75-3-950-85-4,630/-

iv. Rs. 3,200-85-4,900/-

v. Rs. 3,600-100-5,600/-

vi. Rs. 4,100-100-6,100/-

vii. Rs. 4,300-150-6,600/-

viii. Rs. 4,500-127-7,000/-

ix. Rs. 5,000-150-8,000/-

x. Rs. 5,300-150-8,300/-

xi. Rs. 5,500-175-9,000/-

xii. Rs. 5,900-200,9,700/-

CHAPTER-V
DATA & ANALYSIS

Though the sample of 30 respondents constituted roughly around 10% of

the population, but it gave a very commendable and concrete response
about the facts of Quality of Work life in OMC.The different responses
received and their analysis is discussed below:

I.WORK ENVIORNMENT

The work environment at OMC was known through 3 different

parameters i.e. motivation, working condition and job security.

1. What is the motivation rate in OMC?

MOTIVATION

EXTREMELY FAIRLY NEITHER MOTIVATING

MOTIVATING MOTIVATING NOR DEMOTIVATING

(NEUTRAL)

8 12 10
 ,0

NEUTRAL,
10% EXTREMELY
MOTIVATING,
20%

FAIRLY
MOTIVATING,
70%

FINDINGS:
It was found that 70% of the employees had the opinion that the
environment at OMC is fairly motivating. However, it was noted that 10% of
the employees who did not have the opinion, motivating nor demotivating
i.e. neutral belonged to the age group of 30-42 yrs and mainly from the
department of civil, electrical. and mining. Thus, the young employees were
really not satisfied with the motivation given by the management and
superiors.

2 What is the working condition in OMC?

WORKING CONDITION

STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

7 14 5 3 2
 STRONGLY
DISAGREE, 6% DISAGREE, 2%

STRONGLY AGREE,
NEUTRAL, 17% 25%

AGREE, 50%

FINDINGS

50% of the employees feel that they are satisfied with the working
conditions of the organizations and consider their organization as a congenial
and dedicated place to work. However more than 10% of the employees are
satisfied and also unsatisfied i.e confused about the working condition and
these are mainly senior employees who dont consider the work place to be
congenial.

1. What is the Job Security in OMC?:

JOB SECURITY

YES NO

25 5
 ,0 ,0

NO, 16%

YES, 84%

FINDINGS

Sparing merely 16%,84% of the employees are of the opinion that their job
is a secured one and they think that job security is so high where they can
perform in a more dedicated and friendly manner.

Thus if we analyze the work environment in the organization .then

it is friendly yet challenging. Due to high rate of job security employees
dont consider other factors a lot and even neglect those factors in the work
environment.

II .ORGANIZATIONAL CULTURE AND CLIMATE

The organizational culture and climate was known through 3 different

parameter namely job allows performing best, inter-department relationship,
freedom to use your skills.

1. What is the performance of the employees in OMC according to

their specified Job?

JOB ALLOWS PERFOMING BEST

 STRONGLY AGREE NEUTRAL DISAGREE STRONGLY DISAGREE
AGREE

7 11 5 6 1

STRONGLY
DISAGRE, 2%

ATRONGLY
DISAGREE, 20% AGREE, 25%

NEUTRAL, 16%

AGREE, 37%

FINDINGS:

37% of the employees agreed that their jab allows them to perform their
best and in a particular area where they can utilize their skill to the fullest.
They even dont find the job monotonous and accept the changes in a
positive way.

2. What is the Inter-Department Relationship in OMC?

INTER-DEPARTMENT RELATIONSHIP

STRONGLY AGREE NEUTRAL DISAGREE STRONGLY

AGREE DISAGREE
 5 15 5 3 2

STRONGLY
DISAGREE, 6%
DISAGREE,
10%
ASTRONGLY
AGREE, 17%

NEUTRAL,
17%

AGREE, 50%

FINDING

Inter-department relationship in the organization is quiet good because 50%

of the employees are of the Opinion that the human relation at the
workplace is good and is also developing a lot while some 17% of the
employees feel the relationship in the organization is unsatisfying and 17%.

3. What is the rate of Freedom given to the employees of OMC to use

their skills?

FREEDOM TO USE YOUR SKILLS:

STRONGLY AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

AGREE

3 18 6 3 0
 STRONGLY STRONGLY
DISAGREE, 0% AGREE, 10%

DISAGREE,
10%

NEUTRAL, 20%

AGREE, 60%

FINDING:

60% of the employees consider that the organization gives them freedom to
use their skills in their area of job without any restriction. Thus the culture of
the organization is open and receives appropriate skills from the employees.
Thus we analyze the organizational culture and climate at OMC is
pretty good. However the employees at mines require efforts to put in and
the organization is doing several things to fulfill their demands. There is a
harmonious environment in the organization and it provides a good
atmosphere to prosper.

III.WORK RELATION AND COOPERATION AT WORKPLACE

Work relations and cooperation at workplace was studied by considering 3
different factors and they are harmonious relationship with colleagues,
motivation given by seniors, relationship with subordinate and senior.

1. The type of Harmonious relationship of the Employees with their

Colleagues?
 HARMONIOUS RELATIONSHIP WITH COLLEAGUES

STRONGLY AGREE AGREE NEUTRAL DISAGREE ATRONGLY DISAGREE

3 17 5 3 2

STRONGLY STRONGLY
DISAGREE, 6% AGREE, 10%
DISAGREE,
10%

NEUTRAL,
17%

AGREE, 57%

FINDING:

The employees rated their relationship with their colleagues as harmonious

and the bonding between them is quite good and 57% of them agree that
their association with the colleagues is harmonious.
2. What is the motivation given by seniors and relationship with seniors?

MOTIVATION GIVEN BY SENIORS

EXCELLENT GOOD SATISFACTORY UNSATISFACTORY

5 15 8 2

UNSATISFACT
ORY, 7%

EXCELLENT,
16%

SATISFACTOR
Y, 27%

GOOD, 50%
 RELATIONSHIP WITH SENIORS

GOOD EXCELLENT SATISFACTORY UNSATISFACTORY

10 12 6 2

SATISFA 7%
CTORY,
20%
EXCELLE
NT, 40%

GOOD,
33%

FINDING:

77 %( 50+27%) of the employees rated that the motivation given by their

senior is good and satisfactory which is helping them to increase their spirit
of doing work. However young employees are really not satisfied with the
motivation and encouragement given by their senior authority.
40% of the employees have rated that their relationship with the
superior is excellent, 33% of the employees are of the opinion that their
relationship with superior is good and 20% of the employees are satisfied
with their relationship .Thus 93%of the employees are above the satisfactory
line and have a good and positive response with their seniors.
3. What is the relationship of the Employees with their subordinate?

RELATIONSHIP WITH SUBORDINATE

EXCELLENT GOOD SATISFACTORY UNSATISFACTORY

12 15 3 0

UNSATISFACTOR
SATISFACTORY,
Y, 0%
10%

EXCELLENT, 40%

GOOD, 50%

FINDING

It was a unanimous response by all the respondents that their relationship

with the subordinates is friendly, good and satisfactory. Neither of the
employees seemed unsatisfied regarding the relationship and this is clear
from the ratings given by them where all of them stand above the
satisfactory line, with 40%of the employees saying the relationship is
excellent, 50%saying good and 10% saying satisfactory.
Thus, the work relations at OMC is satisfactory in a 360o angle i.e. the
relation are harmonious among the colleagues, excellent with the superiors
and good with the subordinates.
IV. TRAINING AND DEVELOPMENT:

For analyzing training and development certain parameters were considered

like achievement of required skill through training program, improvement of
relationship through training, frequency of training programs and the overall
ratings provided by the employees for the past training sessions.

1. What is the Achievement of required skills in OMC?

ACHIEVEMENT OF REQUIRED

SKILLS

TO GREAT EXTENT TO SOME EXTENT RARELY

12 18 0

RARELY, 0% , 0

TO GREAT
EXTENT,
40%
TO SOME
EXTENT,
60%

FINDINGS:
The training program held for the employees is beneficial to 40% of
employees to great extent and to 60% of the employees to some extent.
The participating employees achieve good amount of skill from the training
programs and are looking forward for more sessions.

2. What is the rate of Improved relationship of the employees with each other?

IMROVES RELATIONSHIP

AMONG EMPLOYEES

YES NO

27 3
 ,0,0

NO, 10%

YES, 90%

FINDINGS:

It was an agreeable and frictionless response from the employees that the
training programs actually help in improving cordial relationship among
employees. Therefore a united 90% of the respondents have rated it in the
opinion of yes sparing only 10% as no.

3. What is the Frequency of training program in OMC?

FREQUENCY OF TRAINING PROGRAM

STRONGLY AGREE NEUTRAL DISAGREE STRONGLY
AGREE DISAGREE

10 17 2 1 0

STRONGLY
DISAGREE,
NEUTRAL, DISAGREE,
3%
7% 0%

STRONGLY
AGREE,
33%

AGREE,
57%

FINDING:

90%of the respondents amicably responded that the training program

should be held extensively.7% were neutral and 3% disagreed from the view
because they required more on the job training programs than off the job
training programs.
 Thus the training and development programs and sessions are
very much successful at OMC.Employees are satisfied with the programs and
even looking forward for more such programs to be conducted by the
organization .They even want training programs related to welfare ,health
and physical exercise.

.
V COMPENSATION, REWARDS AND BENEFITS.

Compensation, rewards and benefits were studied using 3 components i.e.

wage policy, adequate and fair compensation and linkage of rewards to job
performance.

1. What is the Wage policy in OMC?

WAGE POLICY

EXCELLENT GOOD SATISFACTORY UNSATISFACTORY

3 19 4 4
 UNSATISFA EXCELLENT,
CTORY, 13% 10%

SATISFACTO
RY, 14%

GOOD, 63%

FINDINGS:
Although 87%(63+10+14) of employees have rated the wage policy to be
good at OMC, but along with that 13% of employees are very unsatisfied
with the wage policy and want it to be revised as per other PSUs and mining
organization .They even want the pension policy to be improved .Some
employees have even indicated the revision of financial power from
Rs.1.50lacs to Rs5.00lacs especially on civil work to regional level for
emergent CSR work.
 2. What is the Percentage of Adequate fair compensation in OMC?

ADEQUATE FAIR COMPENSATION

STRONGLY AGREE NEUTRAL DISAGREE STRONGLY

AGREE DISAGREE

4 5
8 10 3

STRONGLY STRONGLY
DISAGREE, 10% AGREE, 13%

DISAGREE,
17%
AGREE, 27%

NEUTRAL, 33%

FINDINGS:
According to 30% of respondents the organization provides adequate and
fair compensation but it was seen from the rating that 33% of the
respondents were neutral about the fact and 27% of employees totally
disagreed that the organization provides adequate and fair compensation.
3. What is the Linkage of frewards to job performance?

LINKAGE OF FREWARDS TO JOB PERFORMANCE

STRONGLY AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

AGREE

0 12 10 6 2

STRONGLY STRONGLY
DISAGREE, AGREE, 0
7%

DISAGREE,
20% AGREE, 40%

NEUTRAL,
33%

FINDING:

Near about 40% of employees agree to the fact that there is good linkage of
rewards with job perforamance.Nevertheless 27% dont think so because
they disagree with the fact and demand dor special foramts to reward
deserving performers.
 Thus if we analyze compenasation .rewards and benefits in total ,then
employees at OMC are in search for something extra from the
organization.Employees require a more beeter pay system and high degree
of integrity and appreciation as reward.

VI. What is the Suitable work timings of the employees in OMC?

SUITABLE WORK TIMINGS

EXCELLENT GOOD SATISFACTORY UNSATISFACTORY

5 20 5 0
 UNSATISFA
CTORY, 0%

SATISFACT EXCELLENT,
ORY, 17% 17%

GOOD, 66%

FINDING:

Neither of the employees is unsatisfied with the work timings of the

organization and indicated it to be one of the best in any sector. However
timings are different at mines and in corporate office. As we have restricted
our study to the corporate office employees due to certain limitations,
therefore only those employees have responded to the question.

VII.SAFETY AND WELFARE MEASURES

The parameters taken to analyze this compensation were safety measure

and welfare measure.
1. What is the Safety measure in OMC?

SAFETY MEASURE:

EXCELLENT GOOD SATISFACTORY UNSATISFACTORY

4 18 5 3

UNSATISFACT
ORY, 10%

EXCELLENT,
13%

SATISFACTORY
, 17%

GOOD, 60%

FINDING:
90%of employees have rated safety measures to be excellent, good and
satisfactory in the organization. But 10% of the employees are unsatisfied
with it in respect to health aspects and working atmosphere at mines.
 3. What is the Welfare measure in OMC?
Welfare Measures

EXCELLENT GOOD AVERAGE POOR

6 15 8 1

POOR, 3.30%

EXCELLENT,
20%
AVERAGE,
27%

GOOD, 50%

FINDINGS:
After safety, welfare measure is perhaps the most important thing in an
organization. In this regard 70% of employees are satisfied with the welfare
measures provided by the organization like drinking water, sanitary, first
aid, canteen, etc .However some rate of discontent is present in the field of
drinking water, education, transport ,and cultural activities.

Thus overall response for safety and welfare measures at OMC is satisfactory
in nature but the organization needs to work more on this area in order to
improve Quality Of Work Life among its employees.
 VIII.WORKERS PARTICIPATION IN MANAGEMENT (WPM)
Workers participation in mgt was known through the parameters like freedom of
offering comments and suggestions, suggestion scheme and acceptance of
additional responsibility.

1. What is the rate of Freedom of offering comments and suggestions of the employees in
OMC?

FREEDOM OFOFFERING

COMMENTS&

SUGGESTIONS

YES NO

24 6

,0,0

NO, 20%

YES, 80%
 FINDING:

80% of employees have a say that they have the required freedom of
offering comments and suggestions to the mgt. On the other hand 20%of
the employees dont feel that they have been provided with enough freedom
to make any comments and suggestions. These 20% of employees even
demand for a modern mgt system to have good participation.

2. What is the Suggestion scheme in OMC?

SUGGESTION SCHEME

STRONGLY AGREE NEUTRAL DISAGREE STRONGLY

DISAGREE
AGREE

10 12 5 2 1

strongly disagree,
disagree, 7% 3%

strongly agree,
neutral , 17% 33%

agree, 40%
 FINDINGS:

Near about 73%of the employees opt for having a suggestion scheme in
the organization. Moreover it is a statutory norm for any organization to
have suggestion scheme for enabling proper WPM process in the
organization.

IX.MANAGEMENTS PARTICIPATION
Management participation was studied by analyzing 2 components i.e. mgt
maintains transparency, and job rotation procedure.

1. What is the Management maintains transparency in OMC?

Management maintains transparency

STRONGLY AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

AGREE

0 24 4 2 0

mgt maintains tranparency

disagree
7%

neutral strongly agree

13% 0%

strongly disagree
0%

agree
80%
 FINDINGS:

80% of employees believe that mgt communicates every new change that takes
place in the organization. However 7% deny that there is no transparency
maintained by the mgt.

2. What is the Job rotation procedure in OMC?

JOB ROTATION PROCEDURE

EXCELLENT GOOD AVERAGE POOR

1 11 10 8

EXCELLENT
, 3%

POOR, 27%

GOOD,
37%

AVERAGE,
33%
 FINDINGS:

Job rotation area is a hard hit area where mere 37% of employees remarked
it as good and 3% assumed it as excellent. But for around 33% of
employees the procedure was average and for 27% of them it was actually
poor. Even some of the employees mentioned of having improper
promotional and transfer policy in the organization. Moreover this procedure
sometimes opts out qualified and dedicated employees.

Thus job rotation procedure followed by the mgt

constitutes certain loopholes which have to be mended as soon as possible
and the mgt participation should be reviewed.

X.WORK -LIFE BALANCE

The parameters used in this regard are balance between work life and family life
and impact on organization.

1. What is the rate of Balance between work life and family life of the employees in OMC?
BALANCE BETWEEN WORKLIFE
AND FAMILY LIFE

YES NO

23 7
 ,0 ,0

NO, 23%

YES, 77%

FINDINGS:
77% of employees feel that they are able to maintain a proper balance
between their work and family life.23%of employees are not able to
maintain a balance due to mental and physical constraints.

2. What is the Impact on organization?

IMPACT ON ORGANIZATION

YES NO

29 1
 ,0
NO, 3%

YES, 97%

FINDING:

Amicably 97% of employees are in the opinion that if employees have a

good work-life balance, then the organization will be more effective and
successful.

Thus in response to work-life balance ,employees are very

optimistic and think that both work-life and family life are two sides of
coin, which has to be maintained with dedication and certain amount of
sacrifice on the effect of which organization becomes strong and successful.
CHAPTER-VI
 FINDINGS
During my Project in OMC I had noticed that

1. There is optimum utilization of resources, cost controlling measures, proper

inventory management, energy audit, asset up gradation and implementation
of quality circle in the organization.

2. OMC has been steadily adding to the corporations minerals inventory today.

3. OMC continuous to maintain Orissas global connection through export of the

minerals.

4. As employees are the great resource of the corporation, OMC can never
avoid them regarding Corporate Social Responsibility (CSR) issue.

5. This organization is also made commitment towards quality and value

addition.

SUGGESTIONS
My suggestions about the organization is, The organization should take some more
steps towards the welfare of the employees so that the efficiency of the employee
will be increases and the productivity of the company also increases and I also want
the organization to pay some extra attention towards the safety measures of the
employees or towards those person who are working in the mines so that they can
feel secure about themselves and at last I want to say that the organization should
adopt the latest tools and technologies by which the working of the organization
can be done accuracy and will require less time and can be handled in more easier
manner than before.
 RECOMMENDATIONS

Following recommendations can be made after analyzing the Quality of Work

life at OMC..Working condition is no doubt very comfortable and well
maintained, but precaution should be taken regarding increasing pollution.

1. The management should be more vigilant towards the young

employees as they have a feeling of de-motivation and
unsatisfaction towards the attitude of management.

2. The management should focus more on the organizational

culture at mining areas which doesnt have much scope than
that of the corporate area.

3. The work relations are very good at OMC and the employees
are very social in nature but there is a certain level of
dissatisfaction among the employees with the senior authority
in relation to feedback and counseling.

4. Fringe benefits provided by the organization should be

increased fairly that will help to motivate the employees
more.

5. The training programs are no doubt on a positive march but

the organization should focus more on work related training
programs and even organize these programs in the mining
areas considering different cadres of employees.

6. With a high level of job security and with a good repo among
PSUs, OMC has carved its own niche but the organization has
to have a look in its recognition and promotion of the
employees of an organization to achieve more commitment
from them..

7. Although the safety and welfare measures are provided but

its maintenance is not up to the mark. Good education
system to the students, housing and drinking water facility
should be checked and maintained in all the mines area.
 8. As per the survey, there should be proper suggestion scheme
in the organization and workers participation in management
should be encouraged to a great extent.

9. The management should be more transparent to the

employees and even conduct annual forums to recognize
deserving performers at work place.

10. The job rotation procedure adopted by the

management has to be brought in with many changes with
to promotion policy, transfer policy etc .

CONCLUSIONS

OMC is an expert oriented organization which has its own culture, tradition
and a separate entity. It has able to spread its market from National to
International Level and is able to make a signature statement among others.

The most significant observation made by me during the research work was
the feeling of employees at OMC which observes the organization to be an
ideal place which fulfills both organizational and individual needs. The
organization has nurtured its employees in a very optimistic manner for the
development of quality of work life as a whole. The employees in general are
satisfied with utmost all the facilities that are provided to them but require
more than the present attention from the management. The psychological
side of work life is also given the due weight age as employees have the
feeling of job satisfaction and job security. The organization is very
harmonious and even the unions at the mines are very co-operative. This is
the best things that have ever been in an organization and OMC has
pioneered it. Thus after a detailed analysis on QUALITY OF WORK-LIFE
at OMC, one thing is very polished and clear that the organization has not
left a single stone unturned in this regard and in maintaining a high level of
human resource.
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