QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY 1.

1 INTRODUCTION Human resources are the greatest assets and their continuous development is the organizational necessity to cope up with the needs of growth, technology, transition of individuals, families and societies. It is the wealth of the organization which can be help in achieving its goals. An individual comes to the work place not only with the technical skills, knowledge and experience but also with their personal feelings, perceptions, desires, motives, attitude, values etc. Thus human resource management means the management of various aspects of the human resource with in a company. The objective of human resource is to maximize the return on investment s from the organizations human capital and minimize financial risk. It is the responsibility of the HR Manager to conduct these activities in an effective legal, fair and consistent manner. Functions of HRM Basic functions that all managers perform: planning, organizing, staffing, leading, and controlling. HR management involves the policies and practices needed to carry out the staffing (or people) function of management.HRM department regardless of the organizations size must perform following human resource management functions. Staffing (HR planning, recruitment and selection) Human resource development Compensation and benefits Safety and health Employee and labour relations Records maintaining, etc. Managing people by talent and improving the quality of work life seem to be the new mantra in the Indian corporate landscape. Every organization has an invisible quality, a certain style and a mode of performing duties and activities. Satisfaction of the employees is one of the important factors determining organizational efficiency. This is because an employee as a human being plays an important role in his organization. Job satisfaction is an integral component of organizational health and an important element in management worker relationship and is also the sum total of the various attitudes possessed by the employees about the job. The term job satisfaction is now used in a narrow perspective.

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY The emerges a relatively new concept called Quality Of Work Life or QWL. The overall satisfaction of the employee is thus deemed actually from the Conditions of work life. It is argued that the whole is greater than the sum of the parts as regards quality of working life, and, therefore, the failure to attend to the bigger picture may lead to the failure of interventions which tackle only one aspect. A clearer understanding of the inter-relationship of the various facets of quality of working life offers the opportunity for improved analysis of cause and effect in the workplace. This consideration of quality of working Life as the greater context for various factors in the workplace, such as job satisfaction and stress, may offer opportunity for more cost-effective interventions in the workplace. The effective targeting of stress reduction, for example, may otherwise prove a hopeless task for employers pressured to take action to meet governmental requirements. 1.2 SCOPE OF THE STUDY This study emphasis in the following scope
The study cover the employees from different department of Kannur Dairy. The study aimed at analyzing the Quality of work life of employees.

This study is helpful to that organization for conducting further research

By the help of this study we can measure the level of satisfaction of employees.

1.3 STATEMENT OF THE PROBLEM The present study can be entitled as A STUDY ON QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY, PALLIKUNNU In this endeavour an attempt is made to determine which are the factors shape and influence the Quality of Work Life of employees..

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY 1.4 OBJECTIVE OF THE STUDY

To identify the factors contributing to the Quality Of Work Life of the employees. To find out the level of stress of employees in work. To analyze the training and development programme providing in the company.
To understand whether the employees are satisfied with the working conditions.

To understand whether fair and equitable work performance evaluation is conducted in the
organization.

1.5 RESEARCH METHODOLOGY

The study conducted at KANNUR DAIRY to understand the Quality of Work Life of employees. The study has been made by using the standard questionnaire and answers were obtained from the various employees. Through this answers we can analyze the Quality of Work Life of employees RESEARCH DESIGN A research design is a plan. Is the argument of condition for collection and analysis of data in a manner that aims to combine reliance to the research purpose with economy in procedure In fact, it is the conceptual structure with in which the research is conducted. Research design is needed because it facilitated the smooth scaling of the research operations. The design adopted for the study is descriptive research design. Descriptive study is concerned with destining the characteristics of a particular individual or of a gurus phenomenon. Descriptive research design is basically that frame work which defines or describes the existing state of affairs. It does not go in to a deep analysis or break down of facts. It just gives an actual picture of the reality .descriptive research includes surveys and fact finding enquiries of different kinds.

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY DATA COLLECTION METHOD The data collected for this organization study is mainly in two ways. They are PRIMARY DATA Primary data are those data which are collected first hand and thus happen to be in original character. The primary data includes the data by questionnaires and by interviews with the managers, and workers at different levels of management. SECONDARY DATA Secondary data are those data which have already been collected from the company such as Business journals Quality manuals

Websites
Magazines broachers

SAMPLING DESIGN The sampling design is definite plan obtaining a sample form a given population. The survey was conducted for employees in Kannur Dairy. Non probability sampling that is convenience sampling method was used to collect the necessary information and data. SAMPLE UNIT The sample unit of this survey was employees of Kannur Dairy SAMPLE SIZE Sample size of chosen was 50 out of 200 employees from various department of Kannur Dairy SAMPLING METHOD The sample design used for the survey is convenient sampling. Here 40 employees and 10 officers are taken for sampling. PEOPLE INSTITUTE OF MANAGEMENT STUDIES
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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY PERIOD OF THE STUDY This study was conducted for the period of 2 April 2012 to 2 May 2012 METHOD OF ANALYSIS After the collection of primary data, the questionnaires were scrutinized and tabulated. An appropriate statistics technique was also employed to draw the results. TOOL USED FOR THE STUDY Percentages are used in making comparison between two or more series of data to describe the relationships. Percentage refers to a special kind of ratio. Percentages can be used to compare the relative terms, the distribution of two or more series of data.

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1.6 CHAPTERISATION
The 1st Chapter deals with Introduction The 2nd Chapter deals with profiles The 3rd chapter deals with Theoretical Framework of the study The 4th chapter deals with analysis and interpretation The 5th chapter deals with conclusion

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1.7 PROJECT WORK

The researcher conducted the research on Quality of Work Life of employees at Kannur Dairy. It is situated about 40 km from the researchers residence. The researcher visited the Kannur Dairy as soon as the conformation letter was given from the college. The researcher visited the HR Manager of Kannur Dairy and got the permission from the company to carry out the research for a period of two months. The researcher started the research the very next day with the guidance of Jeevan. He helped the researcher to collect information and clarify the doubts. The researcher got approval for the topic of research and based on the topic questionnaire was prepared. With the assistance of the faculty guide the questionnaire was completed and got approved by the personnel officer of Kannur Dairy. On the 2rd week of the project the questionnaire was given to the employees who were the respondents. Few of the employees were cooperative and provided accurate information while others were not ready to hear the researcher. Within one week they returned the filled questionnaire and Analysis and Interpretation was prepared based on the primary data by the researcher. The conclusion was drawn on the basis of analysis. With the guidance of the faculty guide Mr Jinu P Issac the research was completed.

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY 2.1 EVOLUTION OF THE MILK INDUSTRY Dairy is place where handling of milk and milk products is done and technology refers to the application of scientific knowledge for practical purpose. Dairy technology has been defined as that branch of dairy science, which deals with the processing of milk and the manufacture of milk products on an industrial scale. In developed dairying countries such as U.S.A the year 1850 is seen as the dividing line between farm and factory-scale production. Various factors contributed to this change in these countries, viz. concentration of population in cities where jobs are plentiful, rapid industrialization, improvement of transportation facilities, development of machines, etc. whereas the rural areas were identified for milk production, the urban centers were selected for the location of milk processing plants and product manufacturing factories. These plants and factories were rapidly expanded and modernized with improved machinery and equipment to secure the various advantages of large-scale production. Nearly all the milk in the U.S.A before 1900 was delivered as raw (natural) milk. Once pasteurized was introduced, it developed rapidly.Mechanical refrigeration helping in the rapid development of the factory system of market milk distribution. In India, dairying has been practiced as a rural cottage industry since the remote past. Semicommercial dairying started with the establishment of military dairy farms and co-operative milk unions throughout the country towards the end of the nineteenth century. During the earlier years, each household in those countries maintains its family cow or secured milk from its neighbor who supplied those living close by. As the urban population increased, fewer households keep a cow for private use. The high coast of milk production, problems of sanitation etc Restricted the practices and gradually the family cow in the city was eliminated and city cattle were all sent back to the rural areas. Gradually farmers within easy driving distance began delivering milk over regular routes in the cities. This was the beginning of the fluid milk-sheds which surround the large cities of today. Prior to the 1850s milk was necessarily produced within a short distance of the place of consumption because of lack of suitable means of transportation and refrigeration. The Indian dairy industry has made rapid progress since independence. A large number of modern milk plants and product factories have since been established. These organized dairies have been successfully engaged in the routines commercial production of pasteurized bottled milk and various western and Indian dairy products. With modern PEOPLE INSTITUTE OF MANAGEMENT STUDIES
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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Knowledge of the protection of milk during transportation, it became possible to locate dairies where lend was less expensive and crops could be grown more economically. In India, the market milk technology may be considered to have commenced in 1950, with the functioning of the central dairy of Aarey Colony, and milk product technology in 1956 with the establishment of AMUL Dairy, Anand. The industry is still in its infancy and barely 10% of our total milk production under goes organized handling. A dairy is the facility for the extraction and processing of animal milk mostly from goats or cows, but also from buffalo, sheep, horses or camels for human consumption. Dairy is a place where handling of milk and milk products is done. As an attribute, the word dairy refers to milk-based products, derivatives and processes it into variety of dairy products. These establishments constitute the cattle industry, a component of food industry. DAIRY INDUSTRY IN INDIA Today, India is The Oyster of the global dairy industry. It offers opportunities galore to entrepreneurs worldwide, who wish to capitalize on one of the worlds largest and fastest growing markets for milk and milk products. Abagful of pearlsawaits the international dairy processor in India. The Indian dairy industry is rapidly growing, trying to keep with the galloping progress around the world. As he expands his overseas operations to India, many profitable options await him. He may transfer technology, sign joint ventures or use India as a sourcing center for regional exports. The liberalization of the Indian economy beckons to MNCS and foreign investors alike. Indias dairy sector is expected to triple its production in the next 10years in view of expanding potential for export to Europe and the west. Moreover with WTO regulations expected to come into force in coming years all the developed countries which are among big exported today would have to withdraw the support and subsidy to their domestic milk products sector. Also India today is the lowest cost producer of per liter of milk in the world, at 27 cents, compared with the u.s63 cents, and Japanese$2.8 dollars. Also to take advantage of this lowest cost of milk production and increasing production in the country multinational companies are planning to expand their activities here. Some of these milk producers have already obtained quality standard certificates from the authorities. These will them in marketing their products in foreign countries in processed form. The dairy sector in the India has shown remarkable development in the past decade and India has now become one of the largest producers of milk and value-added milk producers in the world. The dairy sector has developed through co-operatives in many parts of state. During 1997-98, the state had PEOPLE INSTITUTE OF MANAGEMENT STUDIES
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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY 60 milk processing plants with an aggregate processing capacity of 5.8 million liters per day. In addition to these processing plants, 123 government and 33 co-operatives milk chilling centers operate in the states. Delhi milk co-operatives, and Tamil Nadu milk co-operatives, Maharashtra milk co-operatives and Madhya Pradesh milk co-operatives are the dairy industry milk co-operatives in India. Some take specialty dairy products like cheese, casein, lactose and they proteins. The advent of foreign brads produced in India is changing the profile of national dairy industry. In fact, any multinational food company looking for overseas manufacturing facilities would find India irresistible. Already, companies like Heinz, Britannia, Nestle and Nutricia are gaining popularity. DAIRY INDUSTRY IN KERALA During 1970s,Kerala was not seen as a potential state for dairying.The implementation of Operation flood changed the situation and since then the state has seen interrupted growth in milk production. The state kerala, witnessed the co-operatives movement as Milma, the name popularly given to kerala co-operative Milk producers Union Ltd. The market leader in the state, has shown in seeds since took it to new heights, making it a milk self-sufficient state. The integrated development programme in the areas of cattle breading, milk production, processing and processed milk marketing in the state was made possible by successful implementation of Anand Pattern co-operative movement and adaptation of the successful model of AMUL, a dairy farmers co-operative movement originated at Anand in the state of Gujarat. In Kerala the organization that evolved through the Anand Pattern development was named MILMA 2.2 COMPANY PROFILE The Kerala Co-operative Milk Marketing Federation (MILMA) is the apex body of all the Anand Pattern Co-operative Societies(APCOS) in the state. This federation was set up under the ages of operation flood on 21st February 1980. As is well known, APCOS are organized in a three tire structure. The basic unit of organization is the primary dairy co-operative. Only actual dairy farmers are entitled to become member of the societies. The main activities of these societies are to collect milk from all its members ensure that the milk is send to the chilling centers and dairies in time, channel subsidized cattle feed to the farmer etc. Each primary co-operative is an autonomous self governing organization with its own Board of Directors. The primary co-operative societies are then united at the regional level to form regional co-operative milk producer union. There are two regional union at present Trivandrum Regional PEOPLE INSTITUTE OF MANAGEMENT STUDIES
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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Co-operative Milk Producer Union(TRCMPU) Ernakulam which covers the Milk districts Producer

Trivandrum,Alleppy,pathanamthitta.The

Regional

Co-operative

Union(ERCMPU) which covers the districts of Kottayam, Ernakulam, Idukki and Trissur.The Malabar union in the process of being formed will cover the districts of Calicut,Canannore,Wayanad,Kasargod, Palakkad and Malapuram The regional union too their own board and enjoys autonomy in their day to day activities. Regional Co-operative Milk Producer Union provides various inputs like regular care and P&I staff instruct farmer on improved practices of cattle management and fodder production. The unions collected the milk from various primary societies, process in the dairies done by them and market the fluid milk and it by products under the brand name MILMA. and outside the state. The single window system as a advocated in operation flood is delightently followed by MILMA by collecting milk from societies around the year and providing other support system like supply of cattle feed, veterinary care, support for fodder development activities, organized training in all aspects of cattle management and society management. Thus the dairy farmers get this dairy entire requirement under one roof. All the operations is fully computerized. Side by side with development of milk procurement and sale, MILMA has also concentrated on infrastructure development with financial assistance from National Dairy Development Board. As on date, there are 11 milk processing plants and 13 milk chilling plants supporting the procurement of milk from far flung area. ABOUT MILMA MILMA is the brand name given to the products of Kerala Milk Co-operative Milk Marketing Federation(KCMMF). MILMA started its operations in 1980 with its head office at Trivandrum. It was started under the Indo-Swiss project. The project was launched in 1963 on the basis of the bilateral agreement executed between the Swiss Confederation and the Government of India.The project has made great strides in the improvement of livestock farming in the state.One of them is the development of Swiss Brown, a cross breed suited for the states conditions. The project is now managed by the Kerala Livestock Development and Milk Marketing Board. Its main motive was to implement the Operation Flood Programme started by the National Dairy Development Board (NDDB) In Kerala. Co-ordinate the activities of the various unions. It also runs cattle feed factories and helps the Regional Union in the marketing their products both inside

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY The project impact was so widespread that close to about 83% of the adult cattle of the state go converted to the new breed Sunandini , the milk production increased by over 10 times and the per capita availability of milk production. The project has succeeded in integrating better technology and management to the traditional small holder production system.It also demonstrated how the high productive, semi stall fed cows led to a spontaneous decline in the total bovine population of the state from 34.6 lakh in 1977 to 21.86 lakh in 2003 when the total bovine population of India went through an upsurge. This contributed immensely to environmental sustainability. By demonstrating a growth model for productivity enhancement, the project not only impacted the million small livestock holders in Kerala. But also millions outside the state. The project demonstrated revolutionary institutional change beginning with the Indo Swiss project of Kerala, an autonomous institution under the Government of Kerala to the Livestock Development and Milk Marketing Board then to the present autonomous company-the kerala Livestock Development Board, with the formidable dairy co-operative system under the Kerala Co-operative Milk MARKETING Federation (MILMA), under the guidance of its first Managing Director S. Nagarajan IAS spun off as successful and independent entity. The Motto of Co-operation of "of the people, by the people and for the people" is the foundation of the "three tier system" followed by the organization. At the village level they have the Village Milk Co-operative Societies which have the local milk producers as its members. These Village Co-operatives unite at the Regional level and form Regional Co-operative Milk Producers' Unions. These Unions are federated at the State level to form State Federation namely Kerala Co-operative Milk Marketing Federation (KCMMF). Milma is in constant touch with other organization in this sector. It is only trough this active exchange that Milma grew from a small dairy co-operative to the position it holds in Kerala today.

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY FARMERS PROSPERITY THROUGH CONSUMER SATISFACTION VISSION To bring about socio economic development of dairy farmers on a sustainable basis and providing quality of milk and milk products to the customers at a reasonable price The above statement shows the aspiration of MRCMPU and its determination to achieve to the mission. When Milma looks into the various activities of MRCMPU see that it is in good alignment with the vision statement. Also its perspective plan 2000-2005 is also achieve the said vision that is, farmers prosperity through sale of milk and milk products through there is acute competition in the field. Their plan to diversify activities and to venture into allied activities like vanilla cultivation and vegetable cultivation that can be indirectly related to dairying. PUNCHLINE THE GOODNESS KERALA WAKES UP TO QUALITY POLICY MRCMPU Ltd is committed to provide consistently safe hygienic and healthy milk and milk products to achieve and enhance consumer satisfaction. Milma shall strive to excel in the market leadership by achieving quality and economy in all our activities adopting quality management system. Milma shall strive scientific approach to ensure the continual improvement in personal and in own activities that increase value and status of its organization and its associates. OBJECTIVES OF MILMA

To channelize marketable surplus milk from the rural areas to urban deficit areas to maximize consumers. the returns to the producers and provide quality milk and milk products to the

To carryout activities for promoting production, procurement, processing and marketing of milk and milk products for economic development of farming community.

To build up a viable dairy industry In the state. To provide constant market and stable price to the dairy farmers for their produce

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY ASSOCIATES OF MILMA Milma is in constant touch with other Organizations in this sector. It is only through this active exchange that milma grew from a small dairy co-operative to the position it holds in Kerala today. Chief associates are: National Dairy Department Board

NDDB, under Dr. V Kurien's guidance set up KCMMF in 1980. Ever since then, there has been a very close co-operation between NDDB and the Federation. NDDB are the originators of the Operation Flood Program and have been our funding agent for the Operation Flood Projects in Kerala.
Amul

The Dairy Co-operatives of Gujarat have been the inspiration for the development of such a vast network of dairy co-operatives in Kerala. Among the co-operatives in Gujarat, the Kaira District Co-operative Milk Producers' Unions (Amul) is the first in this sector. The Co-operatives are called "Anand Pattern Co-operative Societies" following the illustrious lineage of "Amul".
Government of Kerala

The Phenomenal success of the Dairy Co-operatives in Kerala could not have been achieved, without the foundation of animal husbandry activities, led by the Animal Husbandry Department, Dairy Development Department and Kerala Livestock Development Board, of the Government of Kerala. THE NAME MILMA REPRESENTS

2,702 primary milk co-operative societies 7.78 lakhs farmer members Three Regional Co-operative Milk Producers' Union Eleven Dairies capable of handling 9.90 lakhs litres of milk per day

Thirteen Milk Chilling Centres Two Cattle Feed Plants with cumulative capacity of 600MT per day

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One Milk Powder Plant of 10MT per day capacity A well established Training Centre 5,200 retail outlets Over 32,000 people working either directly or indirectly for the functioning of milma

Apart from these they serve millions of consumers day-in and day-out.

GROWTH AND DEVELOPMENT Milma has concentrated on infrastructure development with financial assistance from NDDB.As on date there are 10 milk processing plants with a combined processing capacity of 9.90lakh liters per day. There are 14 milk chilling plants scattered over the state. The milk powder plant is setup in Alappuzha having production capacity of 10 MT per day. There has been an increase of 5000liters of the milk sales by the introduction of MILMA SMART at the kannur Dairy and production capacity has reached 1,00,000 liters per day. ACHIEVEMENTS/AWARDS All the dairies, milk chilling plants, procurement and input units under the union are certified for ISO 9001-2008 and HACCP (Hazard Analysis and Critical Control Point) and the obtained certification under ISO 9001-2008 during August 2001 for the Kozhikode dairy and attached units and for the relevant function at the head office. The Certification of HACCP system of Kozhikode Dairy for the manufacture and supply of tonned milk,doubt toned milk,standardized milk and curd was also HACCP simultaneously. MILMA was adjudged No: 1 brand in the year 2008 for the 3rd consective survey conduction by Dhanam Magaine and which shows the popularity and consumer belongingness of this brand obtained during January 2002,thus making Kozhikode Dairy the first Dairy in the country to certification under latest version of ISO 9001-2008 and

PRODUCT PROFILE OF MILMA-KANNUR MILMA has a wide range of products. A marketing chain consisting of nearly 4,000 retail outlets, across the state ensure availability of MILMAS products to consumers. MILMA with its motto YOUR HEALTH IS OUR CONCERN has become synonymous with assured quality of milk &milk products. MILMAs spectrum of products adheres to the PTA rules and its realized for distribution only after quality checks.

In total, MILMA produces a wide range of products like PEOPLE INSTITUTE OF MANAGEMENT STUDIES
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MILMA-SMARTMILK MILMA TONED MILK HOMOGENISED TONED MILK MILMA-RICH MILK SKIMMED MILK CURD MILMA -SAMBHARAM (BUTTER MILK MILMA GHEE MILMA PEDA MILMA INSTANT PALADA MIX MILMA ICE- CREAM MILMA SIP- UP

SWOT ANALYSIS SWOT analysis is the key concept in the world of co-operative planning, strategy formulation and other practical sphere of management .SWOT analysis is tool for auditing an organization and its environment. It is the first stage of planning and helps marketers to focus on key issues. SWOT stand for Strength, Weakness, Opportunities and Threats.strength and weakness are internal factors and opportunities and threats are external factors. STRENGHT Milmas products enjoy the reputation of high quality and healthy as most of itsproducts are made with milk collected from farmers in rural areas. Milma plant having all necessary equipments and machineries to meet the presentdemand of quality milk and milk products. At present kannur milma dairy has 1045 functioning retail dealers 32 creditinstitutions. PEOPLE INSTITUTE OF MANAGEMENT STUDIES
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There is good communication system and co-operation among all department of milma and it has good organization structure to help thing are going smoothly. The employees selected in milma are efficient enough to take responsibilities andchallenges and able to do their maximum to achieve organizational goal. The place where the factory settled is appropriate enough to take care about allmarketing activity. WEAKNESS Because of having less margin most of the sellers in rural areas ignores milmaproducts instead of other companys products except milk. Milma giving more care to farmers prosperity, it leads much more difficulties to meetemployees and other parts of organizations objectives. Milma requires more advertisement in the competitive environment OPPORTUNTIES A fair growth in production and increasing scenario of houses as well as families gives Milma a good opportunity to make good market strength in kerala. Need to put more stress in the face to face direct marketing to reach to the The increasing demand for these products presents a great opportunity fot the Milma dairy to increase and scale up the production. THREAT Increasing competition from other brands Sophisticated and strong supply chain management from the competitors. Strong marketing strategy by competitors by offering cash discount to dealers and providing discount coupons to the consumers. Because of increasing cost MILMA is facing threat of price rise. PEOPLE INSTITUTE OF MANAGEMENT STUDIES
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3.1 CONCEPTUAL AND THEORETICAL REVIEW For many years, been much research into job satisfaction and more recently, an interest has arisen into the broader concepts of stress and subjective well-being, the precise nature of the relationship between these concepts has still been little explored. Stress at work is often considered in isolation, wherein it is assessed on the basis that attention to an individuals stress management skills or the sources of stress will prove to provide a good enough basis for effective intervention. Alternatively, job satisfaction may be assessed, so that action can be taken which will enhance an individuals performance. Somewhere in all this, there is often an awareness of the greater context, whereupon the home-work context is considered, for example, and other factors, such as an individuals personal characteristics, and the broader economic or cultural climate, might be seen as relevant. In this context, subjective well-being is seen as drawing upon both work and non-work aspects of life. However, more complex models of an individuals experience in the workplace often appear to be set aside in an endeavour to simplify the process of trying to measuring stress or some similarly apparently discrete entity. It may be, however, that the consideration of the bigger, more complex picture is essential, if targeted, effective action is to be taken to address quality of working life or any of its sub-components in such a way as to produce real benefits, be they for the individual or the organization. Quality of working life has been differentiated from the broader concept of quality of life. To some degree, this may be overly simplistic concluded that quality of work performance is affected by quality of life as well as quality of working life. However, it will be argued here that the specific attention to work-related aspects of quality of life is valid.

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Quality of Work Life is a multifaceted concept. The premise of quality of work life is having a work environment where an employees activities become more important. This means implementing policies for producers that less routine and more rewarding for the employees. These procedure or policies includes 1. Autonomy 2. Recognition 3. Belonging 4. Progress and Development 5. External rewards Autonomy deals with amount of freedom that employees can exercise in their job. Recognition involves being valued by others in a company. An individuals condition to the organization is noticed and appreciated. Belonging refers to being part of the organization. Progress and Development refers to the internal rewards available from the organization, challenges and accomplishment. External reward which are usually in the form of salary and benefits also include promotion, rank and status. Models and components of quality of working life Various authors and researchers have proposed models of quality of working life which include a wide range of factors. Hackman and Oldham drew attention to what they described as psychological growth needs as relevant to the consideration of Quality of working life. Several such needs were identified :

Skill variety, Task Identity, Task significance, Autonomy and

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Feedback.

They suggested that such needs have to be addressed if employees are to experience high quality of working life. In contrast to such theory based models,Taylor (1979) more pragmatically identified the essential components of quality of working life as basic extrinsic job factors of wages, hours and working conditions, and the intrinsic job notions of the nature of the work itself. He suggested that a number of other aspects could be added, including:

individual power, employee participation in the management, fairness and equity, social support, use of ones present skills, self development, a meaningful future at work, social relevance of the work or product, Effect on extra work activities.

Taylor suggested that relevant quality of working life concepts may vary according to organization and employee group. Warr and colleagues (1979), in an investigation of quality of working life, considered a range of apparently relevant factors, including :

work involvement, intrinsic job motivation, higher order need strength,

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perceived intrinsic job characteristics, job satisfaction, life satisfaction, happiness, and self-rated anxiety.

They discussed a range of correlations derived from their work, such as those between work involvement and job satisfaction, intrinsic job motivation and job satisfaction, and perceived intrinsic job characteristics and job satisfaction. In particular, Warr. found evidence for a moderate association between total job satisfaction and total life satisfaction and happiness, with a less strong, but significant association with self-rated anxiety. Thus, whilst some authors have emphasized the workplace aspects in quality of working life, others have identified the relevance of personality factors, psychological well being, and broader concepts of happiness and life satisfaction. Factors more obviously and directly affecting work have, however, served as the main focus of attention, as researchers have tried to tease out the important influences on quality of working life in the workplace. Mirvis and Lawler (1984) suggested that quality of working life was associated with satisfaction with wages, hours and working conditions, describing the basic elements of a good quality of work life as :

safe work environment, equitable wages, equal employment opportunities and opportunities for advancement.

Baba and Jamal (1991) listed what they described as typical indicators of quality of working life, including:

job satisfaction, job involvement,

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work role ambiguity, work role conflict, work role overload, job stress, organisational commitment and turn-over intentions.

Baba and Jamal also explored reutilization of job content, suggesting that this facet should be investigated as part of the concept of quality of working life. Some have argued that quality of working life might vary between groups of workers. For example, Ellis and Pompli (2002) identified a number of factors contributing to job dissatisfaction and quality of working life in nurses, including:

poor working environments, resident aggression, workload, innability to deliver quality of care preferred, balance of work and family, shift work, lack of involvement in decision making, professional isolation, lack of recognition, poor relationships with supervisor/peers, role conflict, lack of opportunity to learn new skills.

Sirgy et al. (2001) suggested that the key factors in quality of working life are:

need satisfaction based on job requirements,

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need satisfaction based on work environment, need satisfaction based on supervisory behavior, need satisfaction based on ancillary programmes, organizational commitment.

They defined quality of working life as satisfaction of these key needs through resources, activities, and outcomes stemming from participation in the workplace. Needs as defined by the psychologist, Abraham Maslow, were seen as relevant in underpinning this model, covering health & safety, economic and family, social, esteem, actualisation, knowledge and aesthetics, although the relevance of non-work aspects is play down as attention is focussed on quality of work life rather than the broader concept of quality of life. These attempts at defining quality of working life have included theoretical approaches, lists of identified factors, correlational analyses, with opinions varying as to whether such definitions and explanations can be both global, or need to be specific to each work setting. Bearfield, (2003) used 16 questions to examine quality of working life, and distinguished between causes of dissatisfaction in professionals, intermediate clerical, sales and service workers, indicating that different concerns might have to be addressed for different groups. The distinction made between job satisfaction and dissatisfaction in quality of working life reflects the influence of job satisfaction theories. Herzberg at al., (1959) used Hygiene factors and Motivator factors to distinguish between the separate causes of job satisfaction and job dissatisfaction. It has been suggested that Motivator factors are intrinsic to the job, that is; job content, the work itself, responsibility and advancement. The Hygiene factors or dissatisfaction-avoidance factors include aspects of the job environment such as interpersonal relationships, salary, working conditions and security. Of these latter, the most common cause of job dissatisfaction can be company policy and administration, whilst achievement can be the greatest source of extreme satisfaction. An individuals experience of satisfaction or dissatisfaction can be substantially rooted in their perception, rather than simply reflecting their real world. Further, an individuals perception can be affected by relative comparison am I paid as much as that person - and comparisons of internalised ideals, aspirations, and expectations, for example, with the individuals current state (Lawler and Porter, 1966).

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY In summary, where it has been considered, authors differ in their views on the core constituents of Quality of Working Life (e.g. Sirgy, Efraty, Siegel & Lee, 2001] and Warr, Cook & Wall, 1979). It has generally been agreed however that Quality of Working Life is conceptually similar to well-being of employees but differs from job satisfaction which solely represents the workplace domain (Lawler, 1982). Quality of Working Life is not a unitary concept, but has been seen as incorporating a hierarchy of perspectives that not only include work-based factors such as job satisfaction, satisfaction with pay and relationships with work colleagues, but also factors that broadly reflect life satisfaction and general feelings of well-being (Danna & Griffin, 1999).More recently, work-related stress and the relationship between work and non-work life domains (Loscocco & Roschelle, 1991) have also been identified as factors that should conceptually be included in Quality of Working Life. MEASUREMENT There are few recognized measures of quality of working life, and of those that exist few have evidence of validity and reliability, that is, there is a very limited literature based on peer reviewed evaluations of available assessments. Work-Related Quality of Life scale (WRQoL), indicates that this assessment device should prove to be a useful instrument, although further evaluation would be useful. The WRQoWL measure uses six core factors to explain most of the variation in an individuals quality of working life: Job and Career Satisfaction; Working Conditions; General Well-Being; Home-Work Interface; Stress at Work and Control at Work. Job & Career Satisfaction (JCS) scale of the Work-Related Quality of Life scale (WRQoL) is said to reflect an employees feelings about, or evaluation of, their satisfaction or contentment with their job and career and the training they receive to do it. Within the WRQoL measure, JCS is reflected by questions asking how satisfied people feel about their work. It has been proposed that this Positive Job Satisfaction factor is influenced by various issues including clarity of goals and role ambiguity, appraisal, recognition and reward, personal development career benefits and enhancement and training needs. General well-being (GWB) scale of the Work-Related Quality of Life scale (WRQoL), aims to assess the extent to which an individual feels good or content in themselves, in a way which may be independent of their work situation. It is suggested that general well-being both influences, and is PEOPLE INSTITUTE OF MANAGEMENT STUDIES
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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY influenced by work. Mental health problems, predominantly depression and anxiety disorders, are common, and may have a major impact on the general well-being of the population. The WRQoL GWB factor assesses issues of mood, depression and anxiety, life satisfaction, general quality of life, optimism and happiness. WRQoL Stress at Work sub-scale (SAW) reflects the extent to which an individual perceives they have excessive pressures, and feel stressed at work. The WRQoL SAW factor is assessed through items dealing with demand and perception of stress and actual demand overload. Whilst it is possible to be pressured at work and not be stressed at work, in general, high stress is associated with high pressure. Control at Work (CAW) subscale of the WRQoL scale addresses how much employees feel they can control their work through the freedom to express their opinions and being involved in decisions at work. Perceived control at work as measureed by the Work-Related Quality of Life scale (WRQoL) is recognized as a central concept in the understanding of relationships between stressful experiences, behaviour and health. Control at work, within the theoretical model underpinning the WRQoL, is influenced by issues of communication at work, decision making and decision control. WRQoL Home-Work Interface scale (HWI) measures the extent to which an employer is perceived to support the family and home life of employees. This factor explores the interrelationship between home and work life domains. Issues that appear to influence employee HWI include adequate facilities at work, flexible working hours and the understanding of managers. Working Conditions scale of the WRQoL assesses the extent to which the employee is satisfied with the fundamental resources, working conditions and security necessary to do their job effectively. Physical working conditions influence employee health and safety and thus employee Quality of working life. This scale also taps into satisfaction with the resources provided to help people do their jobs. APPLICATIONS Regular assessment of Quality of Working Life can potentially provide organizations with important information about the welfare of their employees, such as job satisfaction, general well-being, work-related stress and the home-work interface. Studies in the UK University sector have shown a valid measure of Quality of Working Life exists and can be used as a basis for effective interventions. A large chunk of most peoples lives will be spent at work. Most people recognize the importance of sleeping well, and actively try to enjoy the leisure time that they can snatch. But all too often, people PEOPLE INSTITUTE OF MANAGEMENT STUDIES
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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY tend to see work as something they just have to put up with, or even something they dont even expect to enjoy Some of the factors used to measure quality of working life pick up on things that dont actually make people feel good, but which seem to make people feel bad about work if those things are absent. For example, noise if the place where someone works is too noisy, they might get frequent headaches, or find they cannot concentrate, and so feel dissatisfied. But when it is quiet enough they dont feel pleased or happy - they just dont feel bad. This can apply to a range of factors that affect someone's working conditions. Other things seem to be more likely to make people feel good about work and themselves once the basics are OK at work. Challenging work (not too little, not too much) can make them feel good. Similarly, opportunities for career progression and using their abilities can contribute to someone's quality of working life.

Table: 4.1 Table showing the age of employees

AGE WISE CLASSIFICATION Below 20 20-30 30-40 Above 40 Total

NO OF RESPONDENT
0 10 20 20 50

PERCENTAGE
0 20 40 40 100

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY

Chart: 4.1 Chart showing the age of employees

Table 4.2 Table showing the educational qualification of employees

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY QUALIFICATIONS S.S.L.C Pre Degree/+2 U.G P.G Professionals Total NO OF RESPONDENTS 4 8 28 5 5 50 PERCENTAGE 8 16 56 10 10 100

Chart 4.2 Chart showing the educational qualification of employees

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY

Table 4.2 Table showing the work experience of employees

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY

EXPERIENCE WISE CLASSIFICATIONS Below 5years 5 - 10 10 - 15 Above 15years Total

NO RESPONDENT 10 15 15 10 50

OF PERCENTAGE

20 30 30 20 100

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Table showing the opinion of employees about the working conditions

Opinion Very satisfied Satisfied Neutral Dissatisfied Total Source: Primary data

No of respondent 0 34 12 4 50

Percentage 0 68 24 8 100

Chart:4.1 Chart showing the opinion of employees about the working conditions

Interpretation: From the above graph we can see that majority of the employees are satisfied with the working conditions of Kannur Dairy.

Table 4.2: PEOPLE INSTITUTE OF MANAGEMENT STUDIES

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Table showing the opinion of employees about the performance evaluation Opinion Very satisfied Satisfied Neutral Dissatisfied Total Source: Primary data Chart 4.2: Chart showing the opinion of employees about the performance evaluation No of respondent 4 36 10 0 50 Percentage 8 72 2 0 100

Interpretation: About 72% of the employees are satisfied with the performance evaluation of the company. There is no employees dissatisfied with the performance evaluation of the company.

Table 4.3:

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Table showing the opinion of employees about the quality of work and facilities Source: Primary data Opinion Very satisfied Satisfied Neutral Dissatisfied Total Chart4.3: Chart showing the opinion of employees about the quality of work and facilities

No of respondent 0 38 0 12 50

Percentage 0 76 0 24 100

Interpretation: From the chart we can see that 76% of the employees are satisfied with the quality of work and facilities. Table 4.4: Table showing the opinion of employees about the promotion policy

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Source: Primary data Opinion Very satisfied Satisfied Neutral Dissatisfied Total Chart 4.4: Chart showing the opinion of employees about the promotion policy No of respondent 0 36 4 10 50 Percentage 0 72 8 2 100%

Interpretation: The graph above shows that majority of the employees of Kannur Dairy are satisfied with the promotion policy

Table 4.5: Table showing the opinion of employees about the involment in decision making

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY

Opinion Very satisfied Satisfied Neutral Dissatisfied Total Source: Primary data CHART4.5:

No of respondent 0 30 18 2 50

Percentage 0 60 35 5 100%

Chart showing the opinion of employees about the involment in decision making

Interpretation: 60% of the employees are satisfied with the level of involment in decision making and 5% of the employees are dissatisfied with the involment in decision making.

Table 4.6: Table showing the opinion about the quality circle

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY

Opinion Very satisfied Satisfied Neutral Dissatisfied Total Source: Primary data Chart 4.6:

No of respondent 0 36 14 0 50

Percentage 0 72 28 0 100%

Chart showing the opinion of employees about the quality circle

Interpretation: From the chart we can see that there is no employees very satisfied with the quality circle.72% of the employees are satisfied with the quality circle

Table 4.7: Table showing the opinion of employees about the working hours

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Opinion Very satisfied Satisfied Neutral Dissatisfied Total Source: Primary data Chart 4.7: Chart showing the opinion of employees about the working hours No of respondent 4 44 2 0 50 Percentage 8 88 4 0 100%

Interpretation: 88% of the employees in Kannur Dairy is satisfied with the working hours of the company. This means that the working hour in Kannur Dairy is sufficient to do the work.

Table 4.8: Table showing the opinion of employees about wages and allowances

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY

Opinion Very satisfied Satisfied Neutral Dissatisfied Total Source: Primary data Chart 4.8:

No of respondent 4 34 8 4 50

Percentage 8 68 16 8 100%

Chart showing the opinion of employees about wages and allowances

Interpretation: From the chart we can see that majority of the employees of Kannur Dairy is satisfied with the Wages and allowances provided by the company.

Table 4.9: Table showing the opinion about the training and development programme

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Opinion Very satisfied Satisfied Neutral Dissatisfied Total Source: Primary data Chart 4.9: Chart showing the opinion about the training and development programme No of respondent 0 30 14 6 50 Percentage 0 60 28 12 100%

Interpretation: From the chart we can see that 60% of the employees of Kannur Dairy are satisfied with the training and development programme provided by the company.12% of the employees are not satisfied with the training and development programme of the company so the company want to provide more

Table 4.10: Table showing the opinion of employees about the job security PEOPLE INSTITUTE OF MANAGEMENT STUDIES
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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Source: Primary data Opinion Very satisfied Satisfied Neutral Dissatisfied Total Chart4.10: Chart showing the opinion of employees about the job security No of respondent 4 36 10 2 50 Percentage 8 72 20 4 100%

Interpretation: More than 70% of the employees are satisfied with job security provided by the company only 5% of the employees are dissatisfied with the job security.

Table 4.11: Table showing the opinion of employees about the leave rules

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Source: Primary data Opinion Very satisfied Satisfied Neutral Dissatisfied Total Chart 4.11: Chart showing the opinion of employees about the leave rules No of respondent 0 36 10 4 50 Percentage 0 72 20 8 100%

Interpretation: More than 72% of the employees are satisfied with the leave rule of the company.This means that the company is providing a good leave facility to employees.

Table 4.12: Table showing the opinion of employees about the inter personal conflict

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Opinion Very High High Medium Low Total Source: Primary data Chart 4.12: Chart showing the opinion of employees about the inter personal conflict No of respondent 0 10 34 6 50 Percentage 0 20 68 12 100

Interpretation: 20% of the employees opinion is that the interpersonal conflict is high in the company

Table 4.13: Table showing the opinion of employees about the level of stress in work

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Source: Primary data Opinion Very High High Opinion Medium Yes LowNo Total Total Chart 4.13: Chart showing the opinion of employees about the level of stress in work

No of respondent 6 22 No of respondent 16 22 6 28 50 50

Percentage 12 44 Percentage 44 56 100 32 12 100%

Interpretation: Majority of the employees says that the level of stress in work is high in the company.

Table 4.14: Table showing the opinion of employees about the support of management towards job

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY

Source: Primary data Chart 4.14: Chart showing the opinion of employees about the support of management towards job

Interpretation: Majority of the employees says that there is no support from management towards job. So the management should give more support the jobs of the employees.

Table 4.15: Table showing the opinion of employees about the welfare measures

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY

Opinion Very satisfied Satisfied Neutral Dissatisfied Total Source: Primary data Chart 4.15:

No of respondent 8 20 18 4 50

Percentage 16 40 36 8 100%

Chart showing the opinion of employees about the welfare measures

Interpretation: Most of the employees are satisfied with the welfare measures of the company. 16% of the employees are very satisfied with the welfare measures.

TABLE 4.16: Table showing the opinion of employees about the superiors subordinates relationship

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Opinion Very satisfied Satisfied Neutral Dissatisfied Total Source: Primary data Chart 4.16: Chart showing the opinion of employees about the superiors subordinates relationship No of respondent 8 20 16 6 50 Percentage 16 40 32 12 100%

Interpretation: Majority of the employees says that superiors are friendly to them. 40% of the employees are satisfied with the superior subordinate relationship. But at the same time 12% of them do not agree with this statement. So the management must try to understand the workers problem from them and make them feel that the management is friendly to them, So that the organization can maintain friendly atmosphere for its well being. TABLE 4.17: Table showing the opinion of employees about the freedom provided for the job

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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY Source: Primary data CHART 4.17: Opinion Yes No Total No of respondents 32 18 50 Percentage 64 36 100

Chart showing the opinion of employees about the freedom provided for the job

Interpretation: Majority of the employees says that the freedom provided for their job is satisfactory. 64% of the employees are agree with the statement

5.1 FINDINGS
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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY

Majority of the respondents are satisfied with the working conditions of the company. Only 8% of the respondents are highly satisfied with the performance evaluation. There are no respondents very satisfied with the training and development programme. Majority of the respondents strongly agree that they are satisfied with the working
hours.

44% of the respondents said that the level of stress in work is high. Majority of the respondents said that there is no support of management towards job. There are no respondents very satisfied with the involvement in decision making. 72% of the respondents strongly agree that they are satisfied with the job security provided by
the company.

Majority of the respondents said that they are not very satisfied with the quality circle.

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5.2 LIMITATION

The data is collected from a small sample hence there is a chance for sampling errors. Some of the workers are not well educated so it was difficult to convey. The study access to the workers was limited due to the shift system. The major limitation of the study was limited time allotted for the study. Management should give support

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5.3 DIRECTIONS FOR FUTURE RESEARCH

Most survey methods send a single questionnaire to be completed by a single person within each organization. It is questionable whether a single person knows enough about the process to adequately convey the effectiveness of Quality of Work Life. The results of this study need to be viewed and acknowledged in lights of its limitations. First, the sample size was considerably low. Moreover, only few employees have been included in this study. Thus the findings cannot be generalized. Therefore, future research should be conducted on a larger PEOPLE INSTITUTE OF MANAGEMENT STUDIES
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QUALITY OF WORK LIFE OF EMPLOYEES AT KANNUR DAIRY scale by considering more employees .And also I suggest that future survey research utilize maximum resources of the organization for getting information.

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5.4 CONCLUSION
The report entitled A STUDY ON THE QUALITY OF WORK LIFE of the employees in Kannur Dairy .The survey conducted among the employees who belong to different designations. The study helps to understand the employees opinion about the present level of Quality Of Work Life existing in the organization. The employees views and ideas were collected using Questionnaire. The analysis using statistical tools and simple percentage method reveled that most of the employees are satisfied with present system of Quality of work life. It will definitely help the employees to be more productive.

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5.5 SUGGESTIONS

The company must concentrate on to reduce the employees stress on work.

Management should improve Quality circle in the company.

The company should give more training and development programme to improve the skills of employees The management should participate employees in decision making.

Management should support work of employees.

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