Professional Documents
Culture Documents
The term quality of work life gained importance in the late 1960 as a way of
concern about effects of job/work on health and general well-being and ways to positively
influence the quality of a person’s work experience. Until the Mid 1970’s employers concern
was on work design and working conditions improvement. However, in the next decade of
1980’s the concept of quality of work life included other aspects that affect employees job
satisfaction and productivity, reward system, physical work environment, employee
involvement, rights and esteem needs.
Work life in a process of work organization which enables .Its members at all
levels to actively participate in shaping the organization’s environment, methods and
outcomes.
Quality of work life in a subset of quality of life which contain the relationship
between the employees and the total working environment with human dimensions added to
the usual technical and economic ones .Quality of work life in a large step of forward from
the traditional job design of scientific management which focus mainly on specialization and
efficiency for the performance.
The basic purpose of quality of work life is to develop work environment that are
excellent for people as well as for production. It aims at healthier, more satisfied, more
productive employees and more efficient adaptive profitable organization. Quality of work
life is degree to which members of an organization are able to satisfy their personal needs
thorough experience in the organization. The quality of life movement aims at integrating the
social psychological need of employees.
1
STATEMENT OF THE PROBLEM
Environmental factors are critical issues when examining the work life of
Employees. Some of the key issues that will be examined in this study are employees work
force shortage, working condition, professional issues, trustful work life, depending patient
needs, working knowledge development, teamwork and performance, employees leadership
and managerial issues, organizational climate and cultural and gender based issues.
OBJECTIVES
The aim and objective of the study is identify QWL and their effectiveness on
workers/staffs in manufacturing sector.
To study the factors that determines QWL.
To examine the impact of welfare measure on QWL.
To analyses the various aspects of QWL and suggest measures for improving QWL.
2
The term QWL in its broadest sense covers various aspects of employment and
non–employment conditions of work. The present study will aim at studying various factors
which influences QWL. The study is dependent on the opinion expressed by the manager and
staff of Femina Hotel.
This research study was conducted among the employees of Femina Hotel,
Tiruchirappalli.
The research was under taken during the period of January 2017 to march 2017.
RESEARCH METHODOLOGY
Simple random sampling method was used for this purpose. The study has been
conducted among 60 respondents.
Primary data was collected from the respondent with the help of structured
questionnaire and personal interview.
Secondary data was collected with the help of published reports, magazines,
newspaper and the websites. The data collected was compared, edited, analysed and
presented.
1. Bar chart
2. Pie chart
3. Cone chat
4. Cylinder chart
5. Percentage method
STATISTICAL ANALYSIS
Percentage method:
3
Percentage % = No of the respondents *100
Total sample
LIMITATIONS
Personal bias of the respondents might have crept in while assuming few questions.
Lack of respondents interest in answering the questions and might have also not
revealed the true information.
Time was a major constraint.
Quality of work life is a concept which talks about the overall focus on
employees as a person rather than just the work done by him/her. Quality of work life is
4
becoming an increasingly popular concept in recent times. It basically talks about the
methods in which an organization can ensure the holistic well-being of an employee instead
of just focusing on work related aspect. Entrepreneurs, industrialists, social scientists,
corporate managers and even management theorists were more concerned with the
management of material and financial resources in the days gone by and expressed little or no
concern for human factor involved in the production of goods and services in the economy.
Human resources, though the most important asset of an organization, did not receive the
attention it deserved. Of late, the concern for employees and the quality of work life has pre-
occupied social scientists all over the world. Quality of work life is a major issue for
employees and how organizations deals with this issue is both of academic and practical
significance.
But, for the young professional working in this globalised technological era,
quality of work life encompasses a wide spectrum of the more sophisticated concepts of
modern industrial management techniques such as worker’s physical and mental well-being,
job security, work life balance, etc.
Quality of work life literature is enriched with the various models which highlights
different dimensions of the concept.
5
According to this model, there is a positive correlation between work and
areas of life outside the work. The transfer model does not apply to all kinds of jobs. The
spillover effect between job satisfaction and personal life may be either direct or indirect. A
direct effect can be observed when an objective condition of either one’s working or personal
life influences the environment without the individual’s subjective perception being involved.
An indirect effect refers to the individual’s perception of an objective condition as creating
either stress or satisfaction.
6
Thus, there are a number of models that relate to quality of work life. Quality
of work life is an integral part of an employee’s overall quality of work life.
In order to humanize work and to improve the quality of work life, four basic
principles may be helpful:
Quality of work life 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 wants should be eliminated. Job security and safety against occupational hazards in
an essential preconditions of humanization of work.
There should be a direct and positive relation between effort and reward. All
types of discrimination between people doing similar work and with same level of
performance must be eliminated.
7
FACTORS CONTRIBUTING TO QUALITY OF WORKLIFE
Adequate and fair compensation, adequacy to the extent to which the income from a
full – time work meets the needs of the socially determined standard of living.
Safety and healthy working conditions that ensure safety, minimize risk of illness and
occupational disease and special measures for protection of women and children.
Security and growth opportunity, including factors like security of employment and
opportunity for advancement and self-improvement.
Opportunity to use and develop creativity such as work autonomy, nature of
supervision, use of multiple skills, worker’s role in the total work process and his/her
appreciation of the outcome of his/her efforts and self-regulation.
Respect for the individuals personal rights such as the application of the principles of
natural justice and equity, acceptance of the right to free speech and right to personal
privacy in respect of the workers off the job behavior.
Work and family life including transfers, schedule of hours of work, travel
requirements, overtime requirements.
Occupational stress is also one of the factors, occupational mental health programs
dealing with stress are being to emerge as a new and important aspect of quality of
work life programs in recent years. The personal managers have to look into the
working conditions, nature of work and worker’s ability.
Quality of work life basically built around the concept of equitable pay. Employees
may want to participate in the profit of the firm.
8
DEFINED SKILL SET:
When we say advantages it is seen that it can be visualised during the early
stages of one’s career. When one is in search for job, having a specific skill set could
help one to land in a job. As jobs are nowadays becoming more specific having that
specialized skill set, it helps one to acquire those skills through training or through
experience.
UPWARD GROWTH:
Having a specific skill or being specialized in that work would also bring
growth in that division. They get chances to move up the ladder and gain more
expertise in that specialization. Each specialization has its own uniqueness depending
on the weightage and the depth of knowledge.
GOOD PACKAGE:
A job specialization means a person is knowing how to do that work and
complete it. Companies are ready to pay if they find that person is really expert in that
work as there is no one to replace them. So if you want to be paid then get to know
the market trend and specialize in those field where you would get paid well.
BRINGS IN TRUST:
There is a general understanding among customers that having specialists to
carry out services means that their work is done without flaw. Besides that, they also
know that there would be quality in the work executed. This is the way specialists are
renowned that brings trust in their name.
INCREASES PRODUCTIVITY:
9
It is generally found that allowing a work to be done by people who are expert
in that field would have less errors. As correcting errors not only takes time and
resource, it also reduces productivity. Thereby training is provided to make employee
specialized in that work. Hence, having a person who can do the work without flaws
will eventually bring out more output. More output means more productivity.
HIGHER REVENUE:
Having quality control in place with experts or specialized task force to execute
the job, will definitely reduce the defects. This is directly impacting the revenue of the
business.
WITHOUT SUPERVISION:
As specialization requires training, the workers becomes experts in their assigned
jobs and they do not flaw much. Besides the intention of giving training is that the worker
would be handling the work without any supervision. Decision making at lower level is being
handled by the employees who get trained.
EMPLOYABILITY:
Having specialized skill set does have advantages over the non-skill set category
of people. During hiring process, these people have more preference to be being
selected. There are jobs that require workers to have specific knowledge and skills.
Such people would be desirable than the others with general skills.
CANNOT BE REPLACED:
An employee with specialized skill that others don’t know or have would be
difficult to be replaced. If the person has a skill that other employee does not have
then he would be the first in line to be laid off during times of downsizing.
10
unite for causes or other issues. Their common job role unites them, join to form
unions, socialize together and tend to understand each other based on their similarity
in their lives.
A quality circle or quality control circle is group of workers who do the same or
similar work, who meet regularly to identify, analyze and solve work-related problems.
Normally small in size, the group is usually led by a supervisor or manager and present its
solutions to management; where possible, workers implem ent the solutions themselves in
order to improve the performance of the organization.
“Quality Circles are a group of people within an organization who meet together on a
regular basis to identify, analyze and solve problems relating to quality, productivity or other
aspect of day-to-day working arrangements using problem solving techniques.”
11
Recognition for Rewards
Improving Quality
Peer Relation and Team Work
Overall Job Satisfaction
Performance Management
Opportunity for Growth
Organizational Vision and Strategy
Quality of Leadership and Supervision
Job Enlargement
Organizational Communication
Decision making and Problem Solving
Skills and Knowledge Development
Voluntary membership.
Normally 5 – 10 members.
Members normally from same work station.
Group selects problems to discuss and methods of operation.
Leader can be chosen in the group but is normally the supervisor.
Group members receive relevant training.
Members recommend solution to management and have authority to implement
agrees upon solution.
LIMITATIONS:
12
Losocco and Rochelle (2016), in their study, stated that the most common
assessment of QWL is the individual attitudes. This is because individual work attitudes
are important indicators of QWL. The ways that people respond to their jobs have
consequences for their personal happiness, the effectiveness of their work organizations
and even the stability of society.
Louis Davis (2015), in his study entitled “Quality of work life” (QWL) states
that it is an attempt to establish that performance is linked to involvement and
satisfaction of employees at work places. QWL is the overall quality of human
experience in the work place. It measures the way participants in a system respond to the
socio-technical aspect of that system.
13
Katzell et al.,(2014), in their extensive literature review viewed quality of
work life more broadly as an individual’s evaluation of the outcome of the work
relationship. They observed that an employee may be said to enjoy a high quality of
working life when he has positive feelings towards his job and its future prospects, is
motivated to stay on the job and performs well and feels his working life fits well with
his private life to afford him a balance between the two in terms of his personal values.
Sorabsadri and cornad goveas (2013), They studied on sustainable QWL on job
satisfaction among employees engaged in the freight forwarding and clearing house in
Mumbai. The results showed that different factors of QWL varies according to the employees
perception and job satisfaction depends upon the way of perceived dimensions of QWL.
Alloys.n.k (2013), The research worked on working environment factors that affect
QWL among attendants in Petrol stations in Kitale Town in Kenya. The objective was to
identify working environment affect QWL. Findings showed positive relation between work
environment and mode of QWL. The result showed that there is no significant relation
between experience, career growth and development. There was the most significant relation
between work environment and organizational trust than physical environment. The
relationship between colleagues and supervisor affects the work environment on QWL.
14
Shalini steel, bhawna khosla sindhuwani, shashank goel and sushik pathak
(2012), They conducted a study on QWL, employee performance and career growth
opportunities. Studies reveal that high QWL is essential for organizations to continue to
attract and retain employees.
Chandranshusinha (2012), The research studies factors affecting quality of work life.
Empirical evidence from Indian Organizations, sampling size was taken for this research was
100 employees and career growth and development, organizational culture, emotional
supervisory support, flexible work arrangement. Employee motivation, organizational
commitment, job satisfaction, rewards and benefits and compensation used as a dimensions
of QWL. According to this research paper comes on conclusion that profit of successful
organization is not achieved at the expense incurred to the employee by organization.
15
T. Ayesha et al (2011) The work has been done on QWL among male and female
employees of private commercial banks in Bangladesh to find out if there is significant
difference among male and female bank employees perception over QWL issues. Finding of
the research showed male employees perception differs from the female employees which
means that management of banks are more concerned about the job design of the male
employees. The second finding about perception said that male’s perception more positive
compared female’s except in terms of socialization.
Normal and duad (2010), The research investigated the relation between QWL and
organizational commitment amongst employees in Malaysian firms. The objective of the
study was to investigate the relationship between QWL and Organizational Commitment and
to identify the extent of QWL of employees. A random sample of 500 employees was taken at
the supervisory and executive level in various firms in Malaysia. The result showed that
participation of employees has positive relationship with affective, continuance (alternative)
and continuance (cost) commitment.
16
Heckscher (2009), in his study “QWL” suggested that it has been well
recognized as a multi dimensional construct and it may not be universal. The key
concepts captured and discussed in the existing literature include Job security, Better
reward systems, Higher pay, Opportunity for growth and Participative groups.
J.Gnanayudam & Ajanta dharmasri (2008), They studied the influence of Quality
of Work Life on Organizational Commitment among workers in medium and large
organizations in the apparel industry in Sri Lanka. A convenient sampling technique was
adopted for the research. The sample size was limited to 87 workers and Pearson correlation
used for data analysis. The result showed that QWL has a positively significant relation with
commitment and moderator effect of HRDC on the relationship between QWL and
commitment.
Ghai R.K. (2007) He made an attempt to study the QWL tend to prove themselves
as an asset for the organization by developing their knowledge and skills, creating the
environment of mutual co-operation and collaboration becoming a self-disciplined and
motivated individual. The factors of the QWL depict the commendable efforts made by the
management of the organization.
Straw and Heckscher (2007), states that Quality of work life is a philosophy, a
set of principles, which holds that people are the most important resource in the
organization as they are trustworthy, responsible and capable of making valuable
contribution and they should be treated with dignity and respect.
17
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.,
Rishu roy (2006), His paper asserted that performance can neither be achieved by
external motivation nor by financial and non-financial rewards, rather it comes from the
workers and their total working environment. His paper highlights the impact of QWL on job
performance. The pressures in the free economy, the breakdown of trade barriers and
globalization are making enormous demand on today’s corporation to complete every
domain. The performance naturally tops out all the critical items in the Indian industries and
it becomes imperative to understand how the job performance is influenced by the above
mentioned factors. The survey showed QWL has a significant positive correlation with job
performance.
Syed hussain M.M.E.,(2006), His study attempted to measure the level of perceived
quality of work life of the employees of private and public sector banks in Sivagangai
District. He identified QWL factors and given rank in order relating to the perceptional levels
of the QWL of employees of the banks. He concluded that both private and public sector
banks assign almost the same ranks to all the 11 factors contributing to QWL except seniority
and merit in promotion and congenial work supervision relation.
Sarang Shankar bhola (2006), His article highlights that the QWL is one of the
interesting approaches to motivation. It also works as a means of increasing production and
reducing inflation and as a way of obtaining industrial democracy and minimizing labour
disputes. The basic purpose of the QWL is to develop jobs and working conditions that are
excellent for people as well as for the economic wealth of organization.
18
Riyaz raiaye (2005), He made an attempt to scrutinize QWL in two prestigious
commercial banks viz, State Bank of India and Jammu and Kashmir Bank. It evaluates the
perceptions of the employees of two cadres of both the banks. The objective of the study was
to assess the effectiveness of various facets of quality of work life. For the purpose 18
independent variables were adopted and these variables were classified into four categories:
working environment, relational factors, job factors and financial factors. He concluded QWL
in the banks under study is to be fair extent satisfactory, when compared to the relational, job
and financial factors, the work environment presents a better picture.
Madhusudhana raju and shanmuka rao (2005), The study made an attempt to
analyze the present state of quality of work life and examine the terms of wage and salary,
incentive welfare, social security and industrial safety. Hindustan Zinc Limited,
Visakapattinam which is one of the mini ratnas and profit-making public sector organizations.
In this study, relative factors, safety measures and working conditions vary much the
influence of QWL. They conclude that QWL in HZL, Visakapattinam was to be good but not
excellent.
Gain (2005), in his study stated that the core of the QWL concepts 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.
Johnson (2004), stated that the Quality of work life is more than simply a
concept means or an end. It embodies the following inter related sets of ideas.
Ideas dealing with a body of knowledge, concept, experience related to
the nature of meaning and structure of work
● Ideas dealing with the nature and process of introducing and managing
organization change and
Ideas dealing with outcomes of results of the change process.
19
The concept of Quality of Work life views work as a process of interaction and joint
problem solving by working people-managers, supervisors, and workers.
Murthy (2004), He presents in his article that globalization appears to have become
inevitable which means we need to relearn the craft of doing business. It would be an
altogether new game plan; new technology, quality, price driven product differentiation and
constant innovation in product development. In this scheme what matters the most is human
resources. He concluded that the government should work towards eliminating discrimination
and reserve discrimination from the society so that all could work in union towards nation
building.
Preethi mehra nad ajitha sashidhar (2004) , The study describes that besides enjoy
one’s work, what employees look for in prospect companies are fair pay, recognition of merit
and an opportunity for vertical growth. Companies that provide these and more to employee’s
through innovative HR practices prove to be winners and return earn from their employees
their best loyalty and a long and fruitful relationship. Employees satisfaction and QWL
directly affect company’s ability to properly serve its customers. They concluded that by
using the most modern management practices in 1927 that companies are using today –
satisfied internal customers as a key to satisfied external customers.
Chaudhari (2004), In his article, he developed a cycle which begins with quality
work which leads to satisfied customers, which in turn results in happier employees and
which ultimately leads to a better quality of life for all. He has concluded that no one can do
perfect work without a constant learning by individuals and by the organization as well for
the achievement of quality output.
Bearfield (2003), The study adopted an altogether approach while examining QWL,
with the help of questions and the findings were surprising when he observed the causes of
dissatisfaction in professionals, intermediate clerical, sales and service workers, vary for
different groups and suggested that different concerns, might have to be addressed based on
different parameters.
Cascio (2003), The study analyzed that the efforts must be aimed at enhancing the
overall quality of life and shifting the focus from balance to quality.
20
Nordenfelt (2003), is of the opinion that by quality of life is meant something
that has to do with the values of welfare or well-being. A distinction can be made
between external welfare, that is, those phenomena which surround us and continuously
affect us, and, on the other hand, our inner well-being, in other words, our reactions to
the external world and our experiences in general so that it is an interaction rather than a
one way influence of external factors.
CBSR Seshu (2002), in his article titled “Quality of work life as HR strategy”
has stated that today’s work force consists of literature workers who expect more than
just money for their work. The article analyzes the concept of QWL and presents the
concept as an effective strategy for increasing employee’s productivity. In modern
scenario, QWL as a strategy of HRM is being recognized as a ultimate key for
development among all the work systems, not merely as a concession, which is integral
to any organization towards its wholesome growth. This is attempted on par with
improved strategies of customer Relation Management.
Mruduka and VRP Kashyap (Sep 2001) , in their study titled “QWL” is a
flexible work options. “Flexible work” offers different work styles and employment
practices. It encompasses all types of employment practices other than the conventional
‘9 a.m to 5 p.m’ jobs. Flexible work options after creative approaches for completing
work while promoting balance between work and personal commitments. Employees
may choose a different work schedule to meet personal commitments. Alternatively,
employers may initiate an altered schedule to meet their customer needs.
Mentz (2001), Mentz conducted a study to determine the QWL of teachers in the
farm schools of South Africa. The sample consists of 60 teachers in 15 farm schools.
Findings indicate that teachers in rural schools are generally satisfied with circumstances and
enjoy teaching; they are satisfied with classroom size, physical facilities and teacher student
relations.
21
Yousaf and anwar (2001), They collected the data required for the construction of
the scale through questionnaire, interviews, etc. With the help of the scale they arrived at the
conclusion that those who found using their skills and abilities most at work were found
enjoying the best possible life. The extent of feeling of successful work was found related
with quality of work performance and work activities.
Lowe, graham S (2000), They stated that a sizeable group (between 18% and
26%) considered themselves to be in a dead-end job, underemployed or not encouraged to
use initiative. While rating their workplace on a scale of “very poor” to “excellent”, roughly
half or fewer gave “good” or “excellent” ratings in their areas of involvement in decisions
affecting their work, job security, time of training, effective performance, feedback,
recognition for doing a good job and advancement opportunities. These findings could be
taken as a constructive feedback and can be used to both employees and employer’s
advantage.
Mankidy, jacob (2000), They observed that the more positive the industrial relations
processes, the greater the possibility of improved QWL. Positive industrial relations should
ensure better wages, flexible hours of work, conducive work environment, employment
benefits, career projects, job satisfaction and meaningful employee involvement in decision
making, etc., leading to better quality of work life. The study concluded that the improved
QWL will naturally help to improve the family life of the employees and would also improve
the performance of the organization.
MC Cormick (2000), This study was a notable one. The study was conducted to
examine the relationship between three job attitudes: job satisfaction, organizational
commitment and career commitment. A developmental concept, “career adaptability” among
employed members of the library and information science profession from Virginia and
MaryLand. The study employed a demographic survey developed for the purpose. Career
adaptability was observed to have statistically significant relationship with satisfaction to pay,
job and organizational commitment.
22
Sierpe (2000), The study was conducted on how QWL influences job satisfaction.
The results showed that although librarians working in institutions are generally satisfied,
they are dissatisfied with the communication and operating procedures. This study explores
the relationship between job satisfaction and demographic characteristics such as gender, age,
academic rank and compares with previous research findings.
Rishu Roy (1999), stated that managing people by talents and improving QWL
seems to be the new mantra on the Indian corporate landscape. Every organization has an
invisible quality – a certain style, a certain mode or way of performing things. QWL has
emerged as an elucidation for the performance in the job. The focus is not only on how
people can do better work, but also how work may cause people to do better.
23
FEMINA HOTEL
FEMINA HOTEL was opened on 12th June 1987 under the leadership of Mr.S.M.M
MOHAMED IBRAHIM. The hotel started its operations with 80 rooms and latter added 100
more rooms and today Femina hotel is the largest hotel in Trichy city with 180 rooms,
conference halls and banquet hall which accommodates around 1000 persons.
Femina hotel is a star hotel in centre of the state of Tamilnadu in the district of
Trichy, ideally located in the heart of the Trichy .The hotel is well known for its vegetarian
cuisine across south which is served at the 24 hours coffee shop and restaurant. The fine
dining multi-cuisine restaurant, The Taj durbar with its specialty Mughal food is the best in
the city. The large shopping mall at the hotel complex is the land mark of Trichy city were all
your shopping needs are met. The one and only hotel which meets all your travel needs under
one roof with rooms spacious well designed value for money.
The hotel is led by a strong team of operating heads supported by senior team of
thorough professionals with an exemplary track record, all of whom have held senior
management positions with the finest hotels in India and overseas, specializing in food and
beverage, kitchen ,housekeeping, engineering who will look after the needs of our valuable.
Hotel femina, Trichy, welcome guests with warm hospitality and ensures comfort. Each room
is decorated in accordance to the needs of a weary traveler and offers a warm ambience. A
separate vegetarian and non-vegeatarian kitchen ensure the guests not to worry about any mix
up of dishes.
FEATURES:
Hotel Femina proves to be an excellent option for business and leisure travelers,
thanks to its range of modern amenities. The hotel ensures the stay is perfect with provision
24
of basic amenities like room service,internet,24-hours front desk, travel desk and 24-hour
security, conference amenities with state –of the art audio visual equipment assure a
successful business meeting for corporate guests. Health freaks can visit the gym or go for a
swim in the pool. Wedding services and banquet facilities are available to organize weddings
or social parties. The Taj in-house restaurant and coffee shop serves several mouth-watering
cuisines and light snacks respectively. vegetarians can enter in woodlands that serves
delectable vegetarian delicacies.
LOCATION:
Hotel femina is located at Wiliams road, Cantonment. The hotel is located close to
famous tourist destinations like Rock fort, trichy (approx.1km) and St John’s Church, trichy
(approx.1km) .A Ganapathi temple stands on an 83 meter rock which is as old as 3800
million years old.
1. Economy
2. Standard
3. Deluxe
4. Super deluxe
5. Suite
BANQUET HALL:
1. Lotus hall
2. Cauvery hall
3. Thala cauvery
4. Diamond
25
TABLE NO: 4.1
AGE OF THE RESPONDENTS
1 20 - 30 40 67
2 30 - 40 8 13
3 40 - 50 10 17
4 Above50 2 3
Total 60 100
Source: Primary Data
Inference:
The table shows that 67% of the respondents fall in the age group of 20
- 30 years, 13% of the respondents fall in the age group 30 – 40 years, 17% of the
respondents fall in the age group of 40 – 50years and 3% of the respondents are above 50
years of age.
A majority of 67% of the respondents belong to the age group of 20- 30 years.
26
CHART NO: 4.1
27
TABLE NO: 4.2
RESPONDENTS
1 Male 44 73
2 Female 16 27
TOTAL 60 100
Source: Primary Data
Inferences:
The table shows that 73% of the respondents are male and 27% of the
respondents are female.
28
TABLE NO: 4.3
29
S.NO MARITAL STATUS NO.OF. PERCENTAGE
RESPONDENTS
1 Married 25 42
2 Unmarried 35 58
TOTAL 60 100
Source: Primary Data
Inferences:
The table shows that 58% of the respondents unmarried and 42% of the
respondents married.
30
TABLE NO: 4.4
EDUCATIONAL QUALIFICATION
31
QUALIFICATION
1 SSLC 7 12
2 Higher 8 13
3 Diploma 25 42
4 Under graduation 18 30
5 Post graduation 2 3
TOTAL 60 100
Source: Primary Data
Inference:
It is seen that 42% of the respondents diploma holders, 30% of the respondents
under graduates, 13%of the respondents have completed HSC, 12%of the respondents have
completed SSLC and 3% the respondents post graduates.
EDUCATIONAL QUALIFICATION
32
TABLE NO: 4.5
33
1 HOD 5 8
2 Supervisor 15 25
3 Workers 40 67
TOTAL 60 100
Source: Primary Data
Inferences:
The table shows that 67% of the respondents workers, 25% of the
respondents are supervisors and 8% of the respondents head of the departments.
34
TABLE NO: 4.6
INCOME
1 Below 10000 50 83
2 10000-20000 10 17
35
3 Above 20000 0 0
TOTAL 60 100
Source: Primary Data
Inferences:
The table shows that 83% of the respondents earn below Rs.10000 and 17%
of the respondents earn monthly income between Rs.10000-20000.
A majority of 83% of the respondents earn a monthly income below Rs. 10000.
36
TABLE NO: 4.7
37
3 10to 15 years 5 10
4 Above 15 years 7 12
TOTAL 60 100
Source: Primary Data
Inferences:
It found that 48% of the respondents have work experience of less than 5 years,
30% of the respondents have work experience of 5-10 years, 12% of the respondents have
work experience above 15 years and remaining 10% of the respondents have work
experience of 10 -15 years in femina hotel.
A majority of 48% of the respondents have work experience of less than 5 years in
femina hotel.
38
TABLE NO: 4.8
The table shows that 80% of the respondents agree with the work ethics and
value system, 15% of the respondents strongly agree with the work ethics and value system
and remaining 5% of the respondents neither agree nor disagree with the work ethics and
value system of femina hotel.
A majority of 80% of the respondents agree with the work ethics and value system
of femina hotel.
40
TABLE NO: 4.9
41
Inferences:
The table shows that 68% of the respondents agree that the salary is appropriate
as per their experience and skills, 12% of the respondents neither agree nor disagree that the
salary is appropriate as per their experience and skills, 12% of the respondents disagree that
the salary is appropriate as per their experience and skills and 8% of the respondents strongly
agree that the salary is appropriate as per their experience and skills.
. A majority of 68% of the respondents agree that the salary is appropriate as per
their experience and skills.
42
TABLE NO: 4.10
Inferences:
43
The table shows that 67% of the respondents agree that meeting the
standards of the femina hotel, 15% of the respondents strongly agree meeting the standards of
the femina hotel,15% of the respondents neither agree nor disagree meeting the standards of
the femina hotel and 3% of the respondents are strongly disagree.
A majority of the 67% of the respondents by their meeting the standards of the
femina hotel.
44
TABLE NO: 4.11
FREEDOM TO PERFORM
Inferences:
The table shows that 55% of the respondents agree that they are given freedom
to perform, 23% of the respondents strongly agree that they are given freedom perform, 17%
of the respondents neither agree nor disagree that they are given freedom to perform and 5%
of the respondents disagree that they are given freedom to perform their work.
A majority of 55% respondents agree that they are given freedom to perform.
FREEDOM TO PERFORM
45
TABLE NO: 4.12
TEAM SPIRIT
Inferences:
The table shows that 57% of the respondents agree that there is a team spirit to
perform the job, 17% of the respondents strongly agree that there is a team spirit to perform
the job, 12% of the respondents neither agree nor disagree that there is a team spirit to
perform their job, 5% of the respondents disagree that there is a team spirit to perform their
job and 2% of the respondents strongly disagree that there is a team spirit to perform their
job.
TEAM SPIRIT
47
TABLE NO: 4.13
48
4 Disagree 6 10
5 Strongly disagree 0 0
TOTAL 60 100
Source: Primary Data
Inferences:
The table shows that 58% of the respondents agree that suggestions given are
accepted by the supervisor/ manager, 20% of the respondents strongly agree suggestions
given are accepted by the supervisor/ manager, 12% of the respondents neither agree nor
disagree that suggestions given are accepted by supervisor/ manager and 10% of the
respondents disagree that suggestion given are accepted by the supervisor/ manager
A majority of 58% of respondents agree the suggestions given are accepted by the
supervisor or manager.
49
TABLE NO: 4.14
JOB SECURITY
50
Source: Primary Data
Inferences:
The table shows that 77% of the respondents agree that there is job security, 15% of
the respondents strongly agree that there is job security and 8% of the respondents neither
agree nor disagree that there is job security.
JOB SECURITY
51
TABLE NO: 4.15
Inferences:
The table shows that 63% of the respondents agree that they are
free to contact the manager/supervisor, 23% of the respondent strongly agree that they are
free to contact the manager/supervisor, 12% of the respondent neither agree nor disagree that
they are free to contact the manager/supervisor and 2% of the respondents disagree that they
are free to contact the manager/supervisor.
A majority of 63% of the respondents agree that they are free to contact the
manager/supervisor.
52
CHART NO: 4.15
53
TABLE NO: 4.16
Inference:
The table shows that 58% of the respondents agree that the manager / supervisor
treat them fairly, 23% of the respondents strongly agree that the manager/ supervisor treat
them fairly, 10% of the respondents neither agree nor disagree that the manager/ supervisor
treat them fairly and 8% of the respondents disagree that the manager/ supervisor treat them
fairly.
A majority of 58% of the respondents agree that they are treated fairly by
manager /supervisor .
54
TABLE NO: 4.17
55
S .NO OPTIONS NO. OF.RESPONDENTS PERCENTAGE
1 Strongly agree 9 15
2 Agree 38 63
3 Neutral 12 20
4 Disagree 1 2
5 Strongly disagree 0 0
TOTAL 60 100
Source: Primary Data
Inferences:
The table shows that 63% of the respondents agree that the manager delegates the
work effectively , 20% of the respondents neither agree nor disagree that the manager
delegates work effective, 15% of the respondents strongly agree that the manager delegates
work effective and 2% of the respondents disagree that the manager delegates work
effective.
A majority of 63% of the respondents agree that there is effective delegation of the
work by manager.
56
TABLE NO:4.18
57
S .NO OPTIONS NO.OF. RESPONDENTS PERCENTAGE
1 Strongly agree 13 21
2 Agree 40 67
3 Neutral 7 12
4 Disagree 0 0
5 Strongly disagree 0 0
TOTAL 60 100
Source: Primary Data
Inferences:
The table shows that 67% of the respondents agree that the first aid facility
provided by the hotel are sufficient, 21% of the respondents strongly agree that the first aid
facility provided are sufficient and 12% of the respondents neither agree nor disagree that the
first aid facility provided are sufficient.
A majority of 67% of the respondents agree that first aid facility provided are
sufficient.
58
TABLE NO: 4.19
59
2 Agree 34 57
3 Neutral 11 18
4 Disagree 4 7
5 Strongly disagree 0 0
TOTAL 60 100
Source: Primary Data
Inferences:
The table shows that 57% of the respondents agree that the health
facility provided to them are sufficient, 18% of the respondents strongly agree and an equal
percent neither agree nor disagree that the health facility provided to them are sufficient and
7% of the respondents disagree that the health facility provided to them are sufficient.
A majority 57% of the respondents agree that the provision of health facility
provided to them are sufficient.
60
TABLE NO: 4.20
SAFETY OF WORKERS
61
1 Strongly agree 7 12
2 Agree 41 68
3 Neutral 10 17
4 Disagree 2 3
5 Strongly disagree 0 0
TOTAL 60 100
Source: Primary Data
Inferences:
The table shows that 68% of the respondents agree with the safety provision
provided, 17% of the respondents neither agree nor disagree with the safety provision
provided, 12% of the respondents strongly agree with the safety provision provided and 3%
of the respondents disagree with the safety provision provided.
A majority of 68% of the respondents agree with the safety provision provided.
SAFETY OF WORKERS
62
TABLE NO: 4.21
63
TOTAL 60 100
Source: Primary Data
Inferences:
The table shows that 57% of the respondents agree that the facilities provided
are free of cost, 20% of the respondents strongly agree that the facilities provided are free of
cost, 13% of the respondents disagree that the facilities provided are free of cost and 10% of
the respondents neither agree nor disagree that facilities provided are free of cost.
A majority of 57% of the respondents agree that facilities provided are free of
cost.
64
TABLE NO: 4.22
65
2 Agree 35 58
3 Neutral 4 7
4 Disagree 10 17
5 Strongly disagree 2 3
TOTAL 60 100
Source: Primary Data
Inferences:
The table show that 58% of the respondents agree that the lunch room is kept
clean all the time, 17% of the respondents disagree that the lunch room is kept clean all the
time, 15% of the respondents strongly agree that the lunch room is kept clean all the time, 7%
of the respondents neither agree nor disagree that the lunch room is kept clean all the time
and 3% of the respondents strongly disagree that the lunch room is kept clean all the time.
A majority of 58% of the respondents agree that the lunch room is kept clean all
the time.
66
TABLE NO: 4.23
67
2 Agree 39 65
3 Neutral 8 13
4 Disagree 1 2
5 Strongly disagree 1 2
TOTAL 60 100
Source: Primary Data
Inferences:
The table show that 65% of the respondents agree that there is a feeling of
personal accomplishment, 18% of the respondents strongly agree with the feeling of the
personal accomplishment in their job, 13% of the respondents neither agree nor disagree with
the feeling of the personal accomplishment in their job, 2% of the respondents disagree and
an equal percent strongly disagree with the feeling of the personal accomplishment in their
job.
68
TABLE NO: 4.24
69
5 Strongly disagree 0 0
TOTAL 60 100
Source: Primary Data
Inferences:
The table shows that 57% of the respondents agree with the work environment
provided, 20% of the respondents neither agree nor disagree with the work environment
provided, 13% of the respondents strongly agree with the work environment provided and
10% of the respondents disagree with the work environment provided.
A majority of 57% of the respondents agree that they are satisfied with the work
environment.
70
TABLE –4.25
71
2 Agree 38 63
3 Neutral 4 7
4 Disagree 4 7
5 Strongly disagree 0 0
TOTAL 60 100
Source: Primary Data
Inferences:
The table show that 63% of the respondents agree that they are proud
to be a part of femina hotel, 23 % of the respondents strongly agree that are proud to be a part
of femina hotel, 7%of the respondents neither agree nor disagree that are proud to be a part of
femina hotel and 7%of the respondents disagree that are proud to be a part of femina hotel.
A majority of 63% of the respondents agree that proud be a part of the femina hotel.
CHART – 4.25
72
FINDINGS:
Majority (67%) of the respondents belong to the age of 20- 30 years.
Majority (73%) of the respondents male.
Majority (58%) of the respondents unmarried.
Majority (46%) of the respondents diploma holders.
Majority (67%) of the respondents workers.
Majority (83%) of the respondents earn a monthly income below Rs 10000.
Majority (48%) of the respondent have a work experience below 5 years in femina
hotel.
73
Majority (80%) of the respondents agree with the work ethics and value system of
femina hotel.
Majority (68%) of the respondents agree that the salary is appropriate as per their
experience and skills.
Majority (67%) of the respondents by their meeting the standards of the femina
hotel.
Majority (55%) of the respondents agree freedom to perform.
Majority (57%) of the respondents agree that there in a team spirit to perform their
job.
Majority (58%) of respondents agree the suggestion given by the supervisor or
manager.
Majority (77%) of the respondents agree that there in job security.
Majority (63%) of the respondents agree that there are free to contact the
manager/supervisor.
Majority (58%) of the respondents agree that there treated fairly by manager /
supervisor.
Majority (63%) of the respondents agree that there effective delegation of the work
by manager.
Majority (67%) of the respondents agree that first aid facility.
Majority (57%) of the respondents agree that provision of health facility.
Majority (68%) of the respondents agree that safety of the workers.
Majority (57%) of the respondents agree that facilities provide at free cost.
Majority (58%) of the respondents agree that cleanliness of the lunch room.
Majority (65%) of the respondents agree that feeling of personal accomplishment.
Majority (57%) of the respondents agree that satisfaction with the work
environment.
Majority (63%) of the respondents agree that proud be a part of the femina hotel.
74
SUGESSTIONS:
Based on the analysis conducted in the organization the following are the
recommendations made to the organization.
It is found that some of employees are not satisfied with the job environment
and working conditions. Play in very important role in motivating the
employees. So, the organization has to take some more step to improve the job
environment and working conditions.
It seems that some of the employees are not satisfied with the career-playing
programme. Which is very help to maintain the sustainability of employees, so
organization has to take extra care to retain its employees and it must be satisfy
their innovate aspiration for growth and development of advancement in their
career.
It seems that some of the employees are not interested to maintain the good
relationship with the colleagues and management because of ineffective
75
communication system. So the management may concentrate on creating good
report with in the office.
Some of the employees are not satisfied with the labour welfare measures
provided by the company. Labour welfare measure will improve the morale and
increases the feeling of the job security that will in the turn affect the personnel
effectiveness in an organization. So the organization should take measure to
improve the labour welfare measure.
CONCLUSION:
Every organization to sustain in the hotel has to satisfied some of the basic
needs and demands of its employees. Satisfied and motivated employees are the
sources of achieving the organizational goals and objectives. In order to use the
maximum potential of the human resource, the organization has to provide them with
the best quality of their working life. Therefore every organization needs to update
and improve the quality of work life of the employees who make better contribution to
production, quality and productivity.
Endless number of research studies show that an organization can only achieve its
goal from an economic perspective to the extent that the employees at the heart of the
organization share these goals, are motivated and are given the resource to do their
work effectively. There is a consensus that all of the following job attributes must be
addressed to motivate employees and enable them to achieve the organization goals
autonomy, feedback, support, feelings, their work contributes to organizations goals,
76
having the resources need to do task, and knowing the limits and extent of their work
as QWL.
This study focused on aspects like work environment, management policy and
immediate work group behavior as the major dimensions of quality of work life, and
found that it was only moderate and all the dimensions were equally important in the
prevailing level of QWL. There seems to be a need for increasing organizational
performance. This may be achieved only through a high QWL efforts to nurture a
quality culture therefore is imperative.
77