CHAPTER-1 INTRODUCTION

Introduction
Trade finance is related to while a seller (the exporter) can require the purchaser (an importer) to prepay for goods shipped, the purchaser (importer) may wish to reduce risk by requiring the seller to document the goods that have been shipped. Banks may assist by providing various forms of support. For example, the importer's bank may provide a letter of credit to the exporter (or the exporter's bank) providing for payment upon presentation of certain documents, such as a bill of lading. The exporter's bank may make a loan (by advancing funds) to the exporter on the basis of the export contract. Other forms of trade finance can include Documentary collection, trade credit insurance, export factoring, and forfaiting. Some forms are specifically designed to supplement traditional financing, such as transactional equity (a product developed by IIG Capital LLC), which can assist the borrower in funding the down payment required by a bank before it extends credit. In many countries, trade finance is often supported by quasi-government entities known as export credit agencies that work with commercial banks and other financial institutions. Trade finance refers to financing international trading transactions. In this financing arrangement, the bank or other institution of the importer provides for paying for goods imported on behalf of the importer. One of the most important challenges for traders involved in a transaction is to secure financing so that the transaction may actually take place. The faster and easier the process of financing an international transaction, the more trade will be facilitated. One of the most important challenges for traders involved in a transaction is to secure financing so that the transaction may actually take place. The faster and easier the process of financing an international transaction, the more trade will be facilitated. Trade finance scheme aimed at providing financial assistance to small scale and medium traders business men stamp vendous lottery agents and the like for supplementing their working capital requirements. Trade and business concerns limited companies, partnership firms etc. which are engaged in the following trade or services are also brought under the purview of the scheme. Jewellery shops, petrol pumps, medical shops, garments manufacturing vendors, they must have valid stamp vendor license lottery agents must be members of lottery agents welfare fund board. Repaying period extends from 12 months to 60 months .The overdraft facility will be available for an initial period of 24 months from the sanction.

Statement of the Problem There are various trade financing companies in our state, one them is our state owned Kerala State Financial Enterprise .The study is going to conduct in order to analyze the performance and various activities related to trade financing

conducted by KSFE and what are their new initiatives . To suggest various methods for improving quality of their services. Objectives To study the contribution of Trade Finance activity of KSFE to total revenue. To study different schemes offered to traders. To identify how the schemes of KSFE benefits the trades from that of other trade financing enterprises. To identify the level of repayment of loan by traders.. To identify the KSFE future schemes and incentives in trade financing. To suggest various methods for improving the quality of services of KSFE in Trade Financing.

Scope of Study The study confined to the Trade Financing activities of KSFE .The study is going to conduct to analyze the performance and the various matters related with Trade Financing of KSFE.

Methodology and Database

Research Design

The present study is in the nature of a Descriptive one.

Sources of the Data

Both secondary and primary data have been collected for the purpose of the study. Primary Data Primary data have been collected from the management staff of the organization. Secondary Data Important sources of secondary data are Books Journals Reports Websites Company manuals Selection of sample of Employees The sample size is 30 management staff of KSFE

Method of Data Collection

The primary data has been collected with the help of an interview schedule designed for the purpose.

Variables Identified for the Analysis

The variables identified for the analysis are listed below:

Tools for Analysis

The analysis has been done by employing mathematical tools like percentages, mean and standard deviation

Limitations of the Study

Some of the managerial employees were very busy at the time of survey. Hence data were collected from them by conducting frequent visits even at their residences after the office time. Certain non-managerial employees responded the questions of the interviewer only from memory. Hence there are chances for biased data and it may ultimately affect the result of the analysis. Some of the non-managerial employees showed reluctance in giving exact answers to the questions of the interviewers on the fear that the interviewers are from some inspection departments.

Chapter Scheme
The report is presented in four chapters. Chapter 1: Introduction Chapter 2: QWL and MCL-An overview

Chapter 3: Results and discussion Chapter 4: Findings, conclusions and Suggestions

Chapter 2 Quality of Work Life and Malabar Cements Ltd- An overview

Quality of Work Life- The Concept

The term Quality of Work Life (QWL) aims at changing the entire organizational climate by humanizing work, individualizing organizations and changing the structural and managerial systems. It takes into consideration the socio-psychological needs of the employees. It seeks to
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create such a culture of work commitment in the organizations which will ensure higher productivity and greater job satisfaction for the employees. Quality of work life refers to the favorableness or un favorableness of the job environment of an organization for its employees. It is generic term which covers a persons feelings about every dimension of his work e.g. economic incentives and rewards, job security, working conditions, organizational and interpersonal relationships etc. The term QWL has different meanings for different people. A few important definitions of QWL are as follows:

According to Harrison: Quality of Work Life is the degree to which work in an organization contributes to material and psychological well being of its members.

According to D.S.Cohan Quality of Work Life is a process of joint decision making, collaborations and building mutual respect between management and employees. According to Thomas S Bateman and Scott A Snell defines Quality of work life QWL refers to programs designed to create a work place that enhances employees well being

According to Prof.Lloyed the degree to which members of a work organization are able to satisfy important personal needs though their experiences in organization

According to the American Society of Training and Development Quality of Work Life is a process of work organization which enables its members at all levels to participate actively and effectively 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 the organization and improved quality of life at work for the employees.

Quality of Work Life influences the productivity of the employees. Researchers have proved that good QWL leads to psychologically and physically healthier employees with positive feelings. To summarize, Quality of Work Life is the degree to which employees of an organization are able to satisfy their personal needs through experience in the organization. It main aim is to create a work environment where employees work in cooperation with each other and contribute

to organizational objectives.

Scope of Quality of Work Life:

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. 3. 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. 4. 5. 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. 6. 7. 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 feedback on performance and uses a wide range of skills. 8. 9. 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.

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.

10. 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. 11.

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:

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.

The Principle of Equity: 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. Equity also requires sharing the profits of the organization. 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. The Principle of Democracy: This means greater authority and responsibility to employees. Meaningful participation in decision making process improves the quality of work life.

Techniques for Improving Quality of Work Life:

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

1. Flexible Work Schedules: There should be flexibility in the work schedules of the employees. Alternative work schedules for the employees can be flexi time, staggered hours, compressed
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work week etc. Flexi time is a system of flexible working hours, staggered hours schedule means that different groups of employees begin and end work a different intervals. Compressed work week involves longer hours of work per day for fewer days per week. 2. 3. Job Redesign: Job redesigning or job enrichment improves the quality of the jobs. It attempts to provide a person with exciting, interesting, stimulating and challenging work. It helps to satisfy the higher level needs of the employees. 4. 5. Opportunity for Development: Career development is very important for ambitious and achievement oriented employees. If the employees are provided with opportunities for their advancement and growth, they will be highly motivated and their commitment to the organization will increase. 6. 7. Autonomous Work Groups: Autonomous work groups are also called self managed work teams. In such groups the employees are given freedom of decision making. They are themselves responsible for planning, organizing and controlling the activities of their groups. The groups are also responsible for their success or failures. 8. 9. Employees Participation in Management: People in the organization should be allowed to participate in the management decisions affecting their lives. Quality circles, Management by objectives, suggestion system and other forms of employees participation in management help to improve the Quality of Work Life.

Job Security: Employees want stability of employment. Adequate job security provided to the employees will improve the Quality of Work Life to a large extent.

Equitable Justice: The principle of equitable administrative justice should be applied in disciplinary actions, grievance procedures, promotions, transfers, work assignments etc. Partiality and biasness at any stage can discourage the workers and affect the Quality of Work Life. Close attention to QWL provides a more humanized work environment. It attempts to serve the
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higher-order needs of workers as well as their more basic needs. It seeks to employ the higher skills of workers and to provide an environment that encourages them to improve their skills. The idea is that human resources should be developed and not simply used. Further, the work should not have excessively negative conditions. It should not put workers under undue stress. It should not damage or degrade their humanness. It should not be threatening or unduly dangerous. Finally, it should contribute to, or at least leave unimpaired, workers abilities to perform in other life roles, such as citizen, spouse, and parent. That is, work should contribute to general social advancement.

Factors Affecting QWL 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 personnel relations, adaptability to changes in the situation, openness for innovative ideas, competitiveness, zeal, ability to work under pressure, leadership qualities and team-spirit.

Environment: The job may involve dealing with customers who have varied tolerance level, preferences, behavioral pattern, level of understanding; or it may involve working with dangerous machines like drilling pipes, cranes, lathe machines, welding and soldering machines, or even with animals where maximum safety precautions have to be observed which needs lot of concentration, alertness, presence of mind, quick with involuntary actions, synchronization of eyes, hands and body, sometimes high level of patience, tactfulness, empathy and compassion and control over emotions. Opportunities: Some jobs offer opportunities for learning, research, discovery, selfdevelopment, enhancement of skills, room for innovation, public recognition, exploration, celebrity-status and loads and loads of fame. Others are monotonous, repetitive, dull, routine, no room for improvement and in every sense boring. Naturally the former ones are interesting and very much rewarding also. Nature of Job: For example, a driller in the oil drilling unit, a diver, a fire-fighter, traffic
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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. People: Almost everyone has to deal with three set of people in the work place. Those are namely boss, co-workers in the same level and subordinates. Apart from this, some professions need interaction with people like patients, media persons, public, customers, thieves, robbers, 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. Stress Level: All these above mentioned factors are inter-related and inter-dependant. Stress level need not be directly proportional to the compensation. Stress is of different types - mental stress/physical stress and psychological or emotional stress. A Managing Director of a company will have mental stress, a laborer will have physical stress, a psychiatrist will have emotional stress. Mental stress and Emotional stress cause more damage than physical stress. Career Prospects: Every job should offer career development. That is an important factor which decides the quality of work life. Status improvement, more recognition from the Management, appreciations are the motivating factors for anyone to take keen interest in his job. The work atmosphere should be conducive to achieve organizational goal as well as individual development. It is a win-win situation for both the parties; an employee should be rewarded appropriately for his good work, extra efforts, sincerity and at the same time a lethargic and careless employee should be penalized suitably; this will motivate the former to work with more

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zeal and deter the latter from being so, and strive for better performance. Challenges: The job should offer some challenges at least to make it interesting; That enables an employee to upgrade his knowledge and skill and capabilities; whereas the monotony of the job 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 wellaccomplished challenging job yields greater satisfaction than a monetary perk; it boosts the selfconfidence also. Growth and Development: If an organization does not give chance for growth and personal development it is very difficult to retain the talented personnel and also to find new talent with experience and skill. Risk Involved and Reward: Generally reward or compensation is directly proportional to the quantum of work, man-hours, nature and extent of responsibility, accountability, delegated powers, authority of position in the organizational chart, risk involved, level of expected commitment, deadlines and targets, industry, country, demand and supply of skilled manpower and even political stability and economic policies of a nation. Although risk is involved in every job its nature and degree varies in them; All said and done, reward is a key criteria to lure a prospective worker to accept the offer.

MALABAR CEMENTS LTD- An overview Malabar Cements contributes to the developmental activities of the state by supplying a basic construction material. The presence of Malabar in the market helps to control the cement price to some extent. MCL has the largest dealer network in Kerala for cement sales. Only Malabar

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Cements can reach its cement Factory Fresh without any deterioration in the original strength either due to moisture or humidity, within 12 hrs anywhere in Kerala. Company has systems to educate the consumers about the effective usage of cement and provide after sales service. Malabar Cements a fully owned Government of Kerala undertaking is the only major integrated cement manufacturing unit in Kerala. The company was incorporated on April 1978 and commenced its production in April 1984 at its Walayar plant. It is rated to produce 4.2 lakh tons of cement per annum at its Walayar plant. As part of expansion programme it has commissioned a 2.0 lakh tons clinker-grinding unit at Cherthala in Alappuzha district in august 2003.Thus the total installed capacity of MCL is 6.2 lakh tons. This ISO 9001:2000 Company meets about 10% total cement consumption in Kerala. INFRA STRUCTURE Malabar Cements Ltd, the only Portland cement manufacturer in Kerala. The company incorporated in April 1978, commenced commercial production 1984, with capital outlay of Rs.680 million and paid up equity capital of Rs.260 million, is fully owned by the government of Kerala. The 1200 TPD plant at Walayar is continuously running in profit. The company has the following infrastructure. Limestone reserve of about 10 million tones. Modern 110 TPH Closed Circuit Cement Mill. Strict Quality Control system to ensure quality of the product. Most modern Instrumentation & Control system for efficient process engineering. Modern dry process manufacturing technology with four-stage suspension pre heater system. Elaborate pollution control system to meet pollution control standards.

MILE STONE IN HISTORY Despite its difficult terrain and perilous conditions at the deposit, Kerala State Industrial Development Corporation (KSIDC) obtained the Industrial License for setting up of the unit in

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November 1976. The Malabar Cements Limited thus came into existence at Walayar, Palakkad district. The company is all equipped to set precedence among public sector units in the state. A 2.5 MW multi-fuel power plant was commissioned in June 1998 to complement 25% of the total power requirement for the Walayar plant operations. The company has updated the plant with state of the art technology in time. Belt bucket elevators, Kiln automation, modification to cement mill internals etc, are few to mention. The 0.42 million tones capacity, less than 10% of the cement consumption in Kerala, restricts the company to harness the markets beyond its core segment. Now a 600 TDP clinker grinding unit at Cherthala in Alappuzha district has been commissioned. The Rs. 310 million investments for the plant were met from the internal generation. Another similar capacity unit is on the anvil for which foundation stone has already been laid at Panakkad in Malappuram district, Kerala.

Board of Directors
Chairman Managing Director Sri T.Balakrishnan I AS (Retd.) Sri K. Padmakumar

Other Board of Directors

Sri M. Gireesh Kumar, IAS Sri. T.K Mohanachandran Sri Elias George Finance Dept ., Govt of Kerala General Manager, DIC Palakkad Special Commissioner, Newdelhi.

ISO CERTIFICATION IS/ISO 9002: 1994 certification obtained in November 1996. Changed over to the revised standard ISO 9001: 2000 in August 2003.

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OBJECTIVE The main objective of Malabar Cements Limited is: 1. To manufacture and supply quality cement at reasonable prices and make optimum profit. 2. To ensure fair dealing with customers. 3. To provide employment opportunities for public.

VISION Help to build better habitable Kerala by providing best solution in the field of constructions. MISSION Provide quality products and services to the public through effective intervention in the mark QUALITY POLICY Every employee of Malabar Cements Limited commits to comply with all requirements to continually improve the effectiveness of the Quality Managements System and strives: To identify various group of customers serviced by him. To understand their receptiveness needs and desires either stated or not stated. To ensure best possible quality in products and services. To meet and exceed their expectations.

PRODUCT PROFILE Malabar Cements is a synonym for super quality, claim thousands of their customers spread throughout the state. In Malabar Cements, product improvement is not a one-time strategy for
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boosting sales on the product life cycle theory. It is the quest for excellence. Perfecting the product quality is everybodys concern here. Our distinction begins with scientifically selecting the best raw materials for clinker. Stringent quality control is excercised in preblending raw materials, clinkerisation, clinker grinding, and finally into cement packaging. MALABAR SUPER Malabar super is fabulous in every sense: super in strength, Wonderful in workability, incredible in aging, implausible in durability, and fantastic in strength gain. Tests carried out by Bureau of India standards have established unshakeable credentials of Malabar super. Super strength accelerated setting time and fine finish. Malabar super is superior in strength to ordinary 43 grade cement. It attains the 28 days time is about 50% more than the IS specification. The amazing stregth of Malabar Super arises out of its unequalled particle fineness, 33 percent more than the IS specification and consistency in composition, more possible by computerized process control system. MALABAR CLASSIC Malabar Classic offers better setting properties delayed initial set and early final set offering better working time and reduced observation time it is a superior class of its own among cements. Structures achieve excellent dimensional stability with the heat resistant properties of MALABAR CEMENTS. It also reduces heat generation during hydration, making it a better workable finished product absolutely reliable.

MALABAR AISWARYA Malabar aiswarya brings prosperity in many ways. It increases the life of your structures by safeguarding against sulphate attack. Aiswarya offers high quality at reduced price. Aiswarya generate less heat of hydration, reduces the formation of getting cracks. This product is best studied for construction in soil and water with excess alkali metals, sulphate, alumina, iron and acidic waters. To obtain the best quality cement, only glassy granulated slag is used for product manufacturing. With very low magnesium oxide content this provides shape stability for

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concrete structures. RAW MATERIALS The raw materials used in Malabar Cements are: (1) (2) (3) MCL Limestone Limestone 2 (additive) Late rite.

(1)

MCL Limestone

It is mined from Pandarath Mines. MCL discovered a new deposit of limestone in perambaloor. In MCL Limestone, the total carbonate is about 70-80 % and about 20% silica is present. The MCL limestone forms the mines is transported to the unloading station through ropeway. About 3000 tons per day limestone is mined. The capacity of limestone base is one tonne. The total length of rope is 13.5 Km; the diameter of the rope is 38 mm. The ropeway containing 62 towers. In the unloading station the crushed limestone falls into a hopper. From the

underground hoper, it is transported and stored in a storage yard through a belt conveyor. The capacity of storage yard is 30000 tons. The comparison of the limestone varies hour to hour. For better quality of cement, a uniform composition of limestone is needed. With the help of stakerand declaimer the through mining of MCL limestone is done. limestone is stored in a hopper through a belt conveyor. (2) Limestone 2 It is also known as aweetener or additive. This is imparted from Ariyaloor. The sweetner contains 90% of total carbonate and 10% silica. For better quality of cement high carbonate in the raw material sweetener is added. It is yellowish in color. It is crushed in a crusher and sent to the hopper through a belt conveyor. The through mined

(3) Laterite It is used as flux. It is reddish in colour. It is imparted from Kannur and Kaveri. It contains

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Lumina and iron oxide. The function of the flux is to increase the rate of clinkering reaction. It is crushed in a crusher and send to a hopper. The same belt conveyor is used for all the three raw materials. RAW MATERIALS PREPERARION proportioning of raw material is varying hour to hour. This is cheked by quality control

department. They decide the current proportion of raw materials to be mixed. The mixed raw material is introduced into the raw meal through a belt conveyor. The average proportion to be mixed is 80% MCL limestone, 15% additive and 5% laterite. PROCEDURE FOR PURCHASE followed in procurement of Raw Material:Procedures followed for the procurement of raw material except limestone which is being arranged from the mines of MCL are being procured either on long term Purchase procedures basis on through annual tenders. STORES AND SPARES The requirement of stores and stores and spares for both Walayar and Cherthala Grinding Unit are being carried through limited enquires among the known registered suppliers as per their vendors list. Competitive offers are obtained and the tenders are finalized based on technical suitability. In respect of proprietary nature, offers are being obtained either from the

manufactures/ DEM suppliers or from the authorized dealers. In respect of diesel oil and lubricant, monthly orders are being released on public sector oil companies like IOCL/BPCL based on their price list. Specialised lubricants are being procured from the approved sources directly based on the recommendations of the user departments. In respect of specialised items like refractory fire bricks (per ilex brand), based on the annual requirement and imported spare parts, offers are obtained either directly from foreign suppliers or through their Indian agents and proposals are finalised after due negotiations. In case of items of repetitive nature in consumption like bearings, welding electrodes for both
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special applications and hammer welding at limestones, crusher, explosive materials, industrial gases, hydraulic, hoses, high tensile fasteners etc. Competitors offers are invited every year through limited enquiery. Based on their offers and the price lists, the rate contracts are

finalized, but orders are being released after approval as and when the requirement arises. Annual rate contracts are finalized through piblic tender every year for the packing materials also viz; unlamented poly propylene (PP) bags, laminated PP bags, and paper bags. Based on the projection of annual requirements, seperate public tenders are invited from the manufactures and Pos are finalized every year. Suppliers of bags are affected based on schedules every month.

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CHAPTER-3 RESULTS AND DISCUSSION

The main objectives of the present work are to identify the factors influencing the quality of work life of employees in the Malabar Cements, Ltd and to assess their job satisfaction. The data

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required for the purpose were collected with the help of an interview schedule. The results of the analysis based on the primary data are briefly presented in the following pages. The Table 3.1 Ranking of the factors Influencing the Quality of Work Life of Employees

RANK WEIGHTAGE

1 10

2 9

3 8

4 7

5 6

6 5

7 4

8 3

9 2

10 1

The Table 3.2-The Mean and Standard Deviation of Variables on the Basis of Rank Weightage
PARTICULARS Mean Std. Deviation

RANK OF FAIR REMUNARATION

2.68

2.213

RANK OF SAFE AND HEALTHY ENVIRONMENT RANK OF UTILISATION OF SKILLS AND ABILITIES RANK OF GROWTH AND JOB SECURITY RANK OF PHYSICAL PROTECTION RANK OF EMPLOYES'S RIGHTS TO PRIVACY RANK OF DISSAGREEMENT OF SUPERIORS RANK OF EQUALITY AMONG EMPLOYEES

4.83 6.02 3.78 5.47 6.42 7.90 7.48

2.218 3.017 2.422 2.127 2.234 1.763 2.607

RANK OF LEISURE TIME RANK OF INETEGRATION OF FAMILY LIFE WITH CAREER

5.17 5.25

2.605 3.198

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9 8 7 6 5 4 3 2 1 0 Mean Std. Deviation

Fig.3.1 The Mean and Standard Deviation of Variables on the Basis of Rank Weightage

From table 3.2 we can identify that the mean of disagreement of superiors is 7.90 which is the highest in comparing to other variables means. Mean of the variable equality among employees also shows 7.48. From the data we can interpret that the disagreement of superiors and equality among employees are the most influencing factor, both this factors are qualitative factors, that means employees are giving more importance to mental status.

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Table 3.3 Job Satisfaction and Level of Management

Sl no Level of satisfaction Levels Managerial No. 1 2 3 4 5 Highly satisfied satisfied Moderate Dissatisfied Highly dissatisfied 0 10 1 0 0 11 Total % 0.0 90.9 9.1 0 0 100 Total Non managerial No. 0 21 18 0 0 39 % 0 53.8 46.2 0 0 100 0 31 19 0 0 50

Fig 3.2 Job Satisfaction and Level of Management

From table 3.3 shows out of the 11 sample managerial employees selected, 90.9% of the employees opined that they are satisfied and only 9.1% are moderately satisfied with their jobs. In the case of non managerial employees, out of 39, 53.8% are rated it as satisfied and 46.2% are moderately satisfied with their jobs.

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Table No:3.4 Level of Management and Work Environment

Sl no

Level of satisfaction

Levels Managerial No. 0 8 3 0 0 11 % 0 72.7 27.3 0 0 100

Total Non managerial No . 0 18 19 2 0 39 % 0 46.1 48.7 5.2 0 100

1 2 3 4 5

Highly satisfied Satisfied Moderate Dissatisfied Highly dissatisfied

0 26 22 2 0 50

Total

Fig no.3.3 Level of Management and Work Environment Table 3.3 shows out of the 11 sample managerial employees selected, 72.7% of the employees opined that they are satisfied and only 27.3% are moderately satisfied with their work environment. In the case of non managerial employees, out of 39, 46.1% are rated it as satisfied and 48.7% are moderately satisfied and 5.2% are dissatisfied with the work environment.

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Table 3.5 Level of Management and Infrastructure Facilities

Sl no Level of satisfaction Levels Managerial No. 0 3 8 0 0 11 Total % 0 27.3 72.7 0 0 100 Total Non managerial No . 0 16 21 2 0 39 % 0 41 53.8 5.2 0 100

1 2 3 4 5

Highly satisfied satisfied Moderate Dissatisfied Highly dissatisfied

0 19 29 2 0 50

Fig 3.4 Level of Management and Infrastructure Facilities

Table 3.5 shows that out of the 11 managerial employees selected, 27.3% of the employees opined that they are satisfied and only 72.7% are moderately satisfied with the infrastructure of the company. In the case of non managerial employees, out of 39, 41% are rated it as satisfied, 53.8% are moderately satisfied and 5.2% are dissatisfied with the infrastructure.

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Table 3.6 Level of management and job enrichment

Sl no Level of satisfaction Levels Managerial No. 0 6 5 0 0 11 Total % 0 54.5 45.5 0 0 100 Total Non managerial No. 0 22 16 1 0 39 % 0 56.4 41.0 2.0 0 100

1 2 3 4 5

Highly satisfied satisfied Moderate Dissatisfied Highly dissatisfied

0 28 21 1 0 50

Fig 3.5 Level of management and job enrichment

From table 3.6 we can identify that from 11 employees of managerial level 54.5% are satisfied and 45.5% are moderately satisfied with the job enrichment and from 39 samples of non managerial employees 56.4% are satisfied, 41% are moderately satisfied and 2.6% are dissatisfied with the job enrichment.

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Table No: 3.7 Level of Management and Pay Packages

Sl no Level of satisfaction Levels Managerial No. 0 6 3 2 0 11 Total % 0 54.5 27.3 18.2 0 100 Total Non managerial No . 0 19 14 6 0 39 % 0 48.7 35.9 15.4 0 100

1 2 3 4 5

Highly satisfied satisfied Moderate Dissatisfied Highly dissatisfied

0 25 17 8 0 50

Fig 3.6 of Management and Pay Packages

Table 3.7 shows out of the 11 sample managerial employees selected, 54.5% of the employees opined that they are satisfied and only 27.3% are moderately satisfied and 18.2% managerial employees are dissatisfied with the pay packages. In the case of non managerial employees, out of 39, 48.7% are rated it as satisfied and 35.9% are moderately satisfied and 15.4% of non managerial employees are dissatisfied with their pay packages.
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Table 3.8 Level of Management and Welfare Measures

Sl no Level of satisfaction Levels Managerial No. 0 7 3 1 0 11 Total % 0 63.6 27.3 9.1 0 100 Total Non managerial No. 0 16 13 10 0 39 % 0 41.0 33.3 25.7 0 100

1 2 3 4 5

Highly satisfied Satisfied Moderate Dissatisfied Highly dissatisfied

0 23 16 11 0 50

Fig 3.7 Level of Management and Welfare Measures

Table 3.8 shows out of the 11 sample managerial employees selected, 63.6% of the employees opined that they are satisfied and only 27.3% are moderately satisfied and 9.1% managerial employees are dissatisfied with welfare measures. In the case of non managerial employees, out of 39, 41% are rated it as satisfied and 33.3% are moderately satisfied and 25.7% of non managerial employees are dissatisfied with the welfare measures provided by MCL.

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Table 3.9 Level of Management and Perquisites

Sl no Level of satisfaction Levels Managerial No. 0 4 2 5 0 11 Total % 0 36.4 18.2 45.4 0 100 Total Non managerial No. 0 17 18 4 0 39 % 0 43 46.2 10.8 0 100

1 2 3 4 5

Highly satisfied satisfied Moderate Dissatisfied Highly dissatisfied

0 21 20 9 0 50

Fig 3.8 Level of Management and Perquisites

Table 3.9 gives information that from the samples of 11 managerial level 36.4% are satisfied, 18.2% are moderately satisfied and 45.4% are dissatisfied with the perquisites of the company. From the sample of 39 non managerial level 43% are satisfied, 46.2% are moderately satisfied and 10.8 % are dissatisfied with the perquisites of the company.

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Table 3.10 Level of Management and Superior-Subordinate Relationship

Sl no Level of satisfaction Levels Managerial No. 0 6 4 1 0 11 Total % 0 54.5 36.4 9 .1 0 100 Total Non managerial No. 0 26 11 2 0 39 % 0 66.7 28.2 5.1 0 100

1 2 3 4 5

Highly satisfied Satisfied Moderate Dissatisfied Highly dissatisfied

0 32 15 3 0 50

Fig 3.9 Level of Management and Superior-Subordinate Relationship

From the table no 3.10 can be identified that from the 11 employees of managerial level 54.5% are satisfied, 36.4% are moderately satisfied and 9.1% are dissatisfied. From the samples of 39 non managerial level 66.7% are satisfied, 28.2% are moderately satisfied and 5.1% are dissatisfied.

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Table 3.11 Level of Management and Relationship among Employees

Sl no Level of satisfaction Levels Managerial No. 0 8 2 1 0 11 Total % 0 72.7 18.2 9.1 0 100 Total Non managerial No. 0 26 10 3 0 39 % 0 66.7 25.6 7.7 0 100

1 2 3 4 5

Highly satisfied satisfied Moderate Dissatisfied Highly dissatisfied

0 34 12 4 0 50

Fig 3.10 Level of Management and Relationship among Employees

Table 3.11 gives information that from the samples of 11 managerial level 72.7% are satisfied, 18.2% are moderately satisfied and 9.1% are dissatisfied with the relation between peers.. From the sample of 39 non managerial level 66.7% are satisfied, 25.6% are moderately satisfied and 7.7 % are dissatisfied with the relationship with the peers.

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Table 3.12 Level of Management and Promotion Prospects

Sl no Level of satisfaction Levels Managerial No. 0 4 3 4 0 11 Total % 0 36.4 27.2 36.4 0 100 Total Non managerial No. 0 7 18 14 0 39 % 0 17.9 46.2 35.9 0 100

1 2 3 4 5

Highly satisfied satisfied Moderate Dissatisfied Highly dissatisfied

0 11 21 18 0 50

Fig 3.11 Level of Management and Promotion Prospects

Table 3.12 shows out of the 11 sample managerial employees selected, 36.4% of the employees opined that they are satisfied and only 27.2% are moderately satisfied with their jobs and 36.4% managerial employees are dissatisfied. In the case of non managerial employees, out of 39, 17.9% are rated it as satisfied and 46.2% are moderately satisfied and 35.9% of non managerial employees are dissatisfied with their promotion prospects.

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Table 3.13 Level of Management and Job Safety

Sl no Level of satisfaction Levels Managerial No. 0 9 1 1 0 11 Total % 0 81.9 9.1 9.1 0 100 Total Non managerial No . 0 25 13 6 0 39 % 0 64.3 33.3 15.4 0 100

1 2 3 4 5

Highly satisfied satisfied Moderate Dissatisfied Highly dissatisfied

0 34 14 7 0 50

Fig 3.12 Level of Management and Job Safety

Table 3.13 shows out of the 11 managerial employees 81.8% are satisfied, 9.1% are moderately satisfied and 9.1% are dissatisfied with the job safety of the company. And out of 39 non managerial level 64.3% are satisfied, 33.3% are moderately satisfied and 15.4% are dissatisfied with the job safety of the company.

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Table 3.14 Level of Management and Physical Safety

Sl no Level of satisfaction Levels Managerial No. 0 3 6 1 0 11 Total % 0 27.3 54.5 9.1 0 100 Total Non managerial No. 0 15 23 2 0 39 % 0 38.4 59.0 5.6 0 100 0 18 29 3 0 50

1 2 3 4 5

Highly satisfied Satisfied Moderate Dissatisfied Highly dissatisfied

Fig 3.13 Level of Management and Physical Safety

From the table 3.14 it can be identified that from 11 managerial level 27.3% are satisfied, 54.5% are moderately satisfied and 9.2% are dissatisfied with the physical safety. From the samples of 39 non managerial level 38.45% are satisfied, 59% are moderately satisfied and 5.6% are dissatisfied with the physical safety.

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Table 3.15 Level of Management and Non Financial Incentives

Sl no Level of satisfaction Levels Managerial No. 0 4 6 1 0 11 Total % 0 36.4 54.5 9.1 0 100 Total Non managerial No. 0 14 20 5 0 39 % 0 35.9 51.3 12.8 0 100 0 18 26 6 0 50

1 2 3 4 5

Highly satisfied satisfied Moderate Dissatisfied Highly dissatisfied

Fig 3.14 Level of Management and Non Financial Incentives

From table 3.15 it is clear that among the 11 employees of managerial level, 36.4% are satisfied, 54.5% are moderately satisfied and 9% are dissatisfied with the non-financial incentives provided by the organization . From the 39 non managerial level employees 35.9% are satisfied, 51.3% are moderately satisfied and 12.8% are dissatisfied with the non financial incentives of the company.

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Table 3.16 Level of Management and Decision Making

Sl no Level of satisfaction Levels Managerial No. 0 6 3 2 0 11 Total % 0 54.5 27.3 18.2 0 100 Total Non managerial No. 0 16 7 16 0 39 % 0 41 17 41 0 100 0 22 10 18 0 50

1 2 3 4 5

Highly satisfied satisfied Moderate Dissatisfied Highly dissatisfied

Fig 3.15 Level of Management and Decision Making

From the table 3.16 it can be identified that among the 11 employees of managerial level,54.5% are satisfied, 27.3% are moderately satisfied and 18.2% are dissatisfied. From the samples of 39 non managerial level 41% are satisfied, 17% are moderately satisfied and 41% are dissatisfied with the involvement in decision making of the organization.

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Table 3.17 The Satisfaction Level and Weightage LEVEL OF S ATISFACTION HIGHLY SATISFIED
SATISFIED MODERATE DISSATISFIED HIGHLY DISSATISFIED

WEIGHTAGE
5 4 3 2 1

Table 3.18 Mean and Standard Deviation of Variable and its Weightage

Particulars Level of job satisfaction Level of satisfaction of working environment Level of satisfaction of infra structure facilities Level of satisfaction of job enrichment Level of satisfaction of pay packages Level of satisfaction of welfare measures Level of satisfaction of perquisites Level of satisfaction of superiorssubordinates relationship Level of satisfaction of relation among peers Level of satisfaction of promotion prospects Level of satisfaction of physical safety Level of satisfaction of job security Level of satisfaction of non financial incentives Level of satisfaction of decision making

Mean 3.57 3.42 3.3 3.52 3.4 3.25 3.28 3.55 3.42 2.9 3.63 3.35 3.25 3.07

Std. Deviation 0.5 0.561 0.53 0.537 0.764 0.795 0.715 0.622 0.809 0.73 0.551 0.577 0.654 0.899

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4 3.5 3 2.5 2 1.5 1 0.5 0 Mean Std. Deviation

Fig 3.16 Mean and Standard Deviation of Variable and its Weightage

From table 3.18 we can identify that the means of all variables except promotion prospects are giving mean of above 3. From the data it can be interpret that employees are satisfied with the all other variables except promotion prospects which giving the mean of 2.90. Employees satisfaction level of promotion prospects is between moderate and dissatisfaction, employees satisfaction level on promotion prospects can go up to 3.63 (2.90 + 0.730) level of moderate and can go down to 2.17 (2.90 - 0.730) level of dissatisfaction.

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Table 3.19 Mean and Standard Deviation of Gender and Promotion Prospects
THE GENDER OF THE RESPONDENT Male Female Total

Mean 2.80 3.10 2.90

Std. Deviation .791 .553 .730

3.50 3.00 2.50 2.00 Mean 1.50 1.00 0.50 0.00 MALE FEMALE Total Std. Deviation

Fig 3.17 Mean and Standard Deviation of Gender and Promotion Prospects

The table 3.19 shows that the mean of female employees are 3.10 and male employees are 2.80. As the mean of female employees are more than the 2.90 the mean of promotion prospects and the mean of male employees are 2.80 which is less than the 2.90 the promotion prospects of the organization . From the data we interpret that the female employees are satisfied with the promotion prospects of the company, but the most of the male employees are in dissatisfied level of promotion prospects of the company, that is the reason for 2.90 mean of promotion prospects.
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Table 3.20 Mean and Standard Deviation of Age Group and Promotion Prospects
THE AGE GROUP OF RESPONDENT Below 25 25-35 35-45 45-55 Above 55 Total Std. Deviation .680 .832 .492 .669 0.000 .730

Mean 2.94 3.11 2.67 2.58 4.00 2.90

N 16 18 12 12 2 60

4.50 4.00 3.50 3.00 2.50 2.00 1.50 1.00 0.50 0.00 BELOW 25 25-35 35-45 45-55 ABOVE 55 Total Mean Std. Deviation

Fig 3.18 Mean and Standard Deviation of Age Group and Promotion Prospects

Table 3.20 shows all the employees belonging to the age group of below 25, 25-35, above 55 having a mean above 2.90 the mean of promotion prospects and all the employees belonging to the age group of 25-35 and 35- 45 have mean of 2.67and 2.55 which is less than 2.90 mean of promotion prospects. From the data we can interpret that the employees belonging to the age group of 25-35 and 35-45 are dissatisfied with the promotion prospects of the company.

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Table 3.21 Mean and Std. Deviation of Educational Qualification and Promotion Prospects
EDUCATIONAL QUALIFICATION OF RESPONDENT SSLC Pre-Degree/ Plus Two Graduation/ Diploma Post Graduation

Mean 3.00 2.81

N 19 16

Std. Deviation .667 .750

2.78 3.14

18 7

.647 1.069

Total

2.90

60

.730

3.50 3.00 2.50 2.00 1.50 1.00 0.50 0.00 Mean Std. Deviation

Fig 3.19 Mean and Std. Deviation of Educational Qualification and Promotion Prospects

Table 3.21shows the employees having the educational qualification SSLC, Plus Two/diploma and Post Graduation have a mean above 2.90 mean of promotion prospects of employees and employees having Graduation and Diploma having a mean of 2.78 which is less than the 2.90 mean of promotion prospects. From the data can be interpret that other than the employees having the educational qualification SSLC, Plus Two/Pre Degree and post graduation are not satisfied with the promotion prospects of the company. Dissatisfaction level of promotion prospects of the company includes graduates and diploma holders.

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Table 3.22 Mean and Standard Deviation of Experience and Promotion Prospects
YEAR OF EXPERIENCE OF THE RESPONDENT Less than 5 years 5-10 10-15 15-20 Above 20 years Total Mean 2.93 3.55 3.00 2.00 2.44 2.90 N 27 11 5 1 16 60 Std. Deviation .730 .522 0.000 .629 .730

4.00 3.50 3.00 2.50 2.00 1.50 1.00 0.50 0.00 LESS THAN 5 YEARS 5-10 10-15 15-20 ABOVE 20 YEARS Total Mean Std. Deviation

Fig 3.20 Mean and Standard Deviation of Experience and Promotion Prospects

Table 3.22 shows the mean of employees having the experience of less than 5, 5-10, 10-15 having a mean of more than 2.90 mean of promotion prospects of the company, from the data it can interpret that the employees having the experience of less than 5, 5-10, 10-15 are in the satisfaction level of promotion prospects. The mean of employees having a experience of 15-20 and above 20 have a mean of 2 and 2.44 which is less than 2.90 the mean of promotion prospects, from the data it can be interpret that the employees having a experience of 15-20 and above 20 are in the dissatisfaction level of promotion prospects of the company.

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Chapter -4 Findings and Suggestions

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Findings
The following findings are emerged from the study. 1. From the analysis by using ranking method it is found that the mean of disagreement of superiors is 7.90 which is the highest in comparing to other variables means. Mean of the variable equality among employees also shows 7.48. From the data, the disagreement of superiors and equality among employees are the most influencing factors, both this factors are qualitative factors, that means employees are giving more importance to mental status. 2. Both managerial and non managerial employees are satisfied with their job. 3. Both managerial and non managerial employees are satisfied with their work environment. 4. With the infra structure facilities provided by the company both managerial and non managerial employees are satisfied. 5. It is found that job enrichment in the company is satisfactory 6. Employees are satisfied with their pay packages and non financial incentives. 7. Welfare measures provided by the MCL is satisfactory 8. In the case of perquisites managerial employees are not fully satisfied like non managerial employees. 9. There is a healthy superior-subordinate relationship prevailing in MCL 10. There is a good relationship among peers 11. The employees are not satisfied with the promotion policies of MCL. 12. Employees are satisfied with job and physical safety. 13. The case of decision making, non managerial level employees are not fully satisfied like managerial employees.

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Conclusion
The study has been conducted to find out the quality of work life of employees in Malabar Cements Ltd.,Walayar . From the result it has been found out that the employees are satisfied with all the aspects of the company except in case of promotion policy, it can be conclude that the Quality Of Work Life of employees of Malabar Cements Ltd are satisfactory

Suggestions
Employees are not satisfied in respect of promotion policies of the company. Hence it is essential that company may follow a policy of promotion of the employees strictly on the basis of performance and merit The safety measures provided to the employees are not up to the expected level, this leads to dissatisfaction among employees, therefore steps may be taken by the company to introduce proper and adequate safety measures to employees concerned. At present pay packages to non managerial employees are not up to the satisfactory level. While fixing pay packages to non managerial employees due consideration should be given to their qualification, experience and expertise. If the company adopts policy of non managers participation in decision making process, performance of non managers can be improved.

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Bibliography
1. Arya, P.P and Gupta R.P. Human Resource Management and Accounting. New Delhi: Deep and Deep,1999 2. Aswathappa K. Human Resource and Personnel Management. New Delhi: Tata McGraw Hill, 1999 3. Bansal, M.P Human Resource Development in Public Enterprises. Jaipur: RBSA, 1991. 4. Gupta, C.B. Human Resource Management. New Delhi: S Chand & Co.,1999 5. Mckenna, E and Beech, N. Human Resource Management a concise analysis. England: Prentice Hall, 2002. 6. www.wikipedia.org 7. www.citehr.com 8. www.answers.com

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