CHAPTER - I

INTRODUCTION AND RESEARCH METHODOLOGY

Human resource plays an important role in the success of any organization,

because most of the problems in organizations are human and social rather than
physical or technical. A good quality of work life not only attracts new talent but also
retain the existing talent. Quality of work life involves job security, good working
conditions, adequate and fair compensation and equal employment opportunity all
together. Quality of Work Life (QWL) aims to meet the twin goals of enhanced
effectiveness of organization and improved quality of life at work for employees. But
today’s employee would not believe in such values of work. Employees work for
salary, and continue to work, if the conditions of work are encouraging and pleasant
and terms of employment are favorable to him. Women are considered as the major
working group in the Information Technology industry of the country. These
industries are more knowledge intensive and require finest output at the end. QWL
consists of opportunities for active involvement in group working arrangements or
problem solving that are of mutual benefit to employees or employers, based on labor
management cooperation.

Quality of work life refers to the relationship between employees and their
total working environment. It considers people as an asset to the organization rather
than cost. This approach believes that people can perform to their best if they are
given enough autonomy in managing their work and make decision. And, so quality
of work life is viewed as an alternative to the control approach of managing people.
Quality of Work Life can be defined as indicative of variety of apparently relevant
factors, including work involvement, intrinsic job motivation, higher order need
strength, perceived intrinsic job characteristics, job satisfaction, life satisfaction,
happiness, and self-rated anxiety. Direct participation of employees in problem
solving and decision making particularly in areas related to their work is considered to
be necessary condition for providing greater autonomy and opportunity for self-
direction and self-control. This will result in upgrading the QWL. In today’s work
environment, organizations need to be flexible, and adopt a strategy to improve the
employees 'Quality of Work Life' to satisfy both the organizational objectives and

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employee needs. Effective quality of work life practices in organizations makes its
impact on employee performance and the overall organizations performance.

INFORMATION TECHNOLOGY COMPANIES IN INDIA

The Information Technology (IT) sector in India holds the distinction of

advancing the country into the new-age economy. During the 1980s, a new wave of
IT entrepreneurship began to take roots in India. Companies like TCS, Infosys, Wipro
and Satyam were started. These companies were along the lines of those in the US,
with special attention given to training, quality and good working conditions. These
companies focused on providing software services. Indian software industry started to
gain global attention in 1990s through some of the critical factors like large number of
well trained, technically-proficient, English speaking manpower, professional
education institutions. Increasing global fame, Indian immigrants in foreign countries
occupying positions of influence in research lab and corporations, improvements in
the Indian infrastructure also attracted more investors to India.

Globalization in India has been advantageous for companies that have

ventured in the Indian market. By simply increasing their base of operations,
expanding their workforce with minimal investments, and providing services to a
broad range of consumers, large companies entering the Indian market have opened
up many profitable opportunities. The industry’s contribution to India’s GDP has
grown significantly over the years. The IT industries have seen 330 fold increases
within 15 years (www.shine.com). India is being widely recognized as one of the
most exciting emerging economics in the world. Besides becoming a global hub of
outsourcing, Indian firms are spreading their wings globally through mergers and
acquisitions. By the year 2020, India is expected to add about 250 million to its labour
pool at the rate of about 18 million a year, which is more than the entire labour force
of Germany. This so called ‘demographic dividend’ has drawn a new interest in the
Human Resource concepts and practices in India.

Bangalore has become a hot spot of software activities in India. Other cities
like New Delhi, Mumbai, Chennai and Hyderabad followed close behind. Almost all
major software companies in the world set up Labs in India, some of them are SAP

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Labs, PeopleSoft, Oracle Corporation, Microsoft, IBM, BEA, Sun Microsystems,
CISCO, Nortel, Lucent, Adobe, EDS, Accenture, Synoptic and Applied Materials.
Chennai is the fourth largest metropolitan city in India. Chennai has been rated as the
most attractive Indian city for global services. The city is now the second largest
exporter of IT and BPO services in the country after Bangalore. A number of SEZs
have also emerged in and around Chennai. Chennai has the largest operations for
India's top software companies TCS and Infosys. Infosys has world's largest
development centre with 25,000 employers in Mahindra world city at Baranur near
Chengalpattu, and many centers in IT corridor, many other MNCs and top IT
companies have their head-offices, regional-offices and development centers here.

Government Initiatives

In order to alleviate and to promote Indian IT industry, the Government of

India had set up a National Task Force on IT and Software Development to examine
the feasibility of strengthening the industry. Venture capital has been the main source
of finance for software industry around the world. In line with the international
practices, norms for the operations of venture capital funds have also been liberalized
to boost the industry.

The Government of India is also actively providing fiscal incentives and

liberalizing norms for FDI and raising capital abroad. In the twelfth Five Year Plan
(2012-17), the Department of Information Technology proposes to strengthen and
extend the existing core infrastructure projects to provide more horizontal
connectivity, build redundancy connectivity, and undertake energy audits of State
Data Centers (SDCs) etc.

HUMAN RESOURCE ISSUES IN THE IT INDUSTRY

The key to survive in the global competition is its workforce with highly
talented, skilled, creative manpower. In the service-oriented industry like IT industry
every day new changes have to be brought about in attracting motivation and
retaining a quality workforce. As the main source for export earnings and also a key
driver in the transformation of the domestic economy and its international interface

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these sectors continue to face multiple challenges as the need to respond quickly to
changes in technology and demand. The major challenge faced by the industry is to
manage the most valued asset of the organization –human capital. IT industry
employs skilled, talented resource who needs to be keenly nurtured, managed and
motivated. The ever increasing competition has led IT organizations to pay high to
retain its best talents, thus increasing the pressure on its employee’s performance.
Eventually, increasing stress in work and work place to be in the workforce
competition. Economic instability around the world has resulted in many
organizations having to lay off workers and also shut down to save their business.
This economic strain and stress have impact on the worker’s well-being through job
insecuritythus affecting the work life.

The Indian industry poses baffling challenges that are outsourcing,

international mobility, talent shortages, new labor laws, globalization, shifting
demographics and the ageing workforce. Determining the strength required for the
near future is a very complex problem in an IT company. Demand for skilled
workforce has encouraged and increased the opportunity for women in IT. To keep
women from leaving the workforce has been a much-debated subject around the
world. Women join work in good numbers, but very few make it to the top. At every
step beyond, they either leave or get pushed out. The reasons are familiar – childcare,
unfair share of domestic chores, gender bias at work, extreme work conditions,
security and so on. Managing women employee’s issues and needs, providing quality
work life thus achieving the work goals is one of the biggest challenges of IT industry
in India.

STATEMENT OF THE PROBLEM

Women at work are not equally distributed within the economy. Though the
enrolment and literacy level have been showing very positive sign of growth trend,
the drop out level after getting employed and not able to sustain employment has been
a matter of concern. This drop out effect is because of the cultural and social barrier
faced by even educated women today. This unequal distribution of women workforce
in IT industry makes the study crucial. In spite of young skilled and talented women

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entering the work immediately after graduating, organizations find it difficult to retain
them. Reason usually being marriage, maternity or simply someone in family decided.
According to a CTI survey, more than one-third (36 percent) of working Indian
women quit their jobs to deal with family issues. Software companies provide cab
facilities, work from home options, flexible time schedule, extended maternity leaves,
and enhanced training programs to reconnect to work. Despite providing many
supportive programs it is difficult for the women to sustain in the industry. More often
women returning from maternity leaves are treated as less productive. Very few
women fight their way to come up in the career graph majority just quit. Keeping
women on staff requires more than just making them happy so the company works on
their families, too.

The troubled economy may feel like an emotional roller coaster. "Layoffs" and
"budget cuts" have become bywords in the workplace, and the result is increased fear,
uncertainty, and higher levels of stress. Since job and workplace stress increase in
times of economic crisis, it is important to learn new and better ways of coping with
the pressure. The increasing number of drop outs, the need for double income at
home and the growing concern on health issues, corporate professional suicides, heart
attacks at young age, increase in divorce rates, and safety of Indian women now make
this study more important than ever.

NEED FOR THE STUDY

One of the fastest growing workforces in the present work environment is the
group of information technology (IT) professionals. It is reported that IT
organizations in midsize and large companies will be at least 30% smaller than they
were in 2005. Such a working environment exposes the IT professionals to high task
complexity that possibly leads them to high strain, uncertainty, and lack of proper
personal development opportunities as well as a greater imbalance of work with non-
work activities. Such work scenarios will lead the IT professionals to experience poor
Quality of work life. No doubt, all other occupations have a capacity to influence the
work and non-work life, but some occupations are potentially more influential than
others. Understanding the constructs of quality of work life among the IT

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professionals is essential to provide substantial strategies to counteract such surges.
This study seeks to investigate quality of work life of women IT professionals in
Chennai. It is hoped that this will help in the understanding of the nature of perception
and attitude of women employees towards their work life and organization. It is also
believed that through this study an understanding about the meaning which IT
employee attaches to their work will be achieved.

Quality of work life factors are critical issue when examining the software
professionals work life in IT industry. Some of the key issues that will be examined in
the study are the large number of women employee drop out which is not only
organization issues but also national issue, attrition being the work nightmare in IT
industry, stressful working condition affecting work life and employee’s performance
in the organization, lack of team work and collaborative among employees leading to
weak performance, deficiency in work process which increase the work errors. Some
of the other key issues that will be examined in the study are working condition,
professional issues, employee’s needs, performance, leadership and managerial issues,
gender based issues, recognition, congenial worker and supervisor relation. Thus this
study is undertaken to provide required research to solve the issues related to quality
of work life of women in IT sector.

OBJECTIVES OF THE STUDY

1 To examine the individual and organizational profile of IT women

employees.

2 To identify the major factors influencing Quality of Work life of women IT

employees.

3 To observe the existing dimensions of Quality of Work life among the

employees.

4 To study the impact of work life balance on the quality of work life.

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5 To find the influence of demographic variables on the quality of work life

among the women employees.

RESEARCH DESIGN

The research design employs descriptive, explorative and analytical methods.

The basic information is obtained through the survey method by administering a
questionnaire and through personal enquiries. Certain analytical tools are applied for
identifying factors affecting quality of work life of women in IT sector.

Data for the study

The different sources of information used for the purpose of the study are
given below.

A. Primary Data

The first-hand information on work life quality was collected directly from the
sample respondents working in IT industry.

B. Secondary Data

Secondary data sourcing is done from institutions, the reports of various

organisations, research articles in various national, international journals, reports from
daily papers and websites.

Sampling Unit

The sample for the study is drawn from the women working in software
companies. The survey is conducted in IT (Software) companies located in Chennai
city. Chennai being the fourth largest metro and preferred IT hub next to Bangalore
hosts a number of IT companies making the study realistic and meaningful. The city
consists of Software giants, medium and small software units as well.

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Sampling Size and Design

The primary data are collected through survey method. Survey is conducted
using well formulated questionnaire. Convenient sampling method is applied for
collecting the data from the employees. Samples for the purpose of the study are
selected systematically. More than 1000 questionnaire are distributed to women
employees working in 5 major IT companies in Chennai city namely TCS, Cognizant,
Infosys, Wipro and HCL. 850 questionnaires are returned of which 826 completed
questionnaires are found usable.

Questionnaire Design

The questionnaire on quality of work life of women is divided in to 8 parts.

The first part of the questionnaire comprises demographic factors with optional
questions. The second to seventh part consist of the factors job satisfaction, working
condition, general well-being, home-work interface, career prospects and
compensation and training and development that are used to measure the quality of
work life. The eighth part of the questionnaire consists of the optional questions to be
answered by the employees.

Scaling Technique in the Questionnaire

The questionnaire used optional type and statements in Likert’s 5 point scale.
The 5 point scale range used in the research: 5 – Strongly agree 4 – Agree 3 – Neutral
2 – Disagree 1 – Strongly Disagree

Pilot Study

The preliminary investigation is done through 120 responses pertaining to

Quality of work life among women executive in IT industry. The response instrument
for this innovation compromises both optional and likerts 5 point scale. Besides these
two types of statement a bipolar type question is also incorporated. The content based
validation as well as reliability of statement to justify the aim of the research is

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checked. In order to obtain a context based validity crone bunch alpha method is
applied for the statement in likert 5 point scale individually for each block and the
following results are obtained.

In the case of job and career satisfaction for 10 items the crone bunch alpha
value obtained is .571. This implies the need to increase the sample size and also
select more responses from different domains of IT sector. The factor analysis by data
collection process is also applied on all the variable in likert 5 point scale. It shows
that the variables exhibit considerable amount of 66.72% variable with qualitative.
The normal distribution is formed with significant Bartlett’s test of sphercity value
307.201, this shows that the normal distribution is formed with 5% admissible errors
but the consistent variance is affected by question no. 20 and 21 in section E 4,5 and
10. It is essential to rectify the errors at this pilot stage to go further into the main
study. The demographic detail is retained as such since they form the normal
distribution with less than 5% admissible errors. But the application of cluster
analysis show the sequences at different levels in likert 5 point scale. This can be
avoided by personal interview with respondents to clarify the doubts regarding the
statement. In the case of bipolar type around 60% and 40% of the sample unit
exhibited two types of heterogeneous groups. The mathematical expectation would
reveal even 3 heterogeneous groups of sample respondents if the size of sample is
increased to maximum level. In order to avoid the sampling contentions it is
conspicuously mention the size of people whether it is known or unknown.

The pilot study was completed with the distribution of the questionnaire to 100
employees working in different top IT companies. The responses from the employees
to the statements in the questionnaire exhibited Cron-bach alpha value 0.896, It
implies that the statements are reliable at 89.6 percent level. The value is statistically
significant to identify the employee’s perceptions on the selected quality of work life
factors. The pilot study indicated that the employees were finding a few technical
natured questions difficult to comprehend and give their responses to them. Hence,
these questions were removed to prepare a fully refined questionnaire for the main
study.

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DATA ANALAYSIS

The primary data is analyzed with the help of the following statistical tools:

 The factor analysis by principal component method is applied to reduce the

variable in to predominant factors of Quality of work life of women in IT
industry.

 The parametric T-Test is applied to ascertain the opinion of respondent

towards the Quality of work life of women in IT industry

 K means cluster analysis is exploited to classify the respondents on the basis

of their existing Quality of work life.

 Karl Pearson coefficient of correlation is found suitable to find the relationship

among the Quality of work life factors.

 The non-parametric chi-square association is used to verify the association

between different perception of employees personal and organisational details.

 One way analysis is brought to base on the problem of determining the

influence of independent variable on dependent factors.

 The multiple regression analysis is used to find the influence of Quality of

work life factors on the organization effectiveness.

 The simple percentage analysis is used to describe the primary data and
independent characteristic features of respondents.

LIMITATIONS OF THE STUDY

The study exclusively focuses on the perception of women employees

working in IT companies located in Chennai city only. Software organizations do not
follow the same development programs for its employees. Each organization follows
its own way of handling the situation. The study is based on employees’ perception
and these perceptions are not the same since each belongs to different work culture

10
and work environment. Hence, the employees reflect their current views on the
prevailing conditions in their organization. The questionnaire survey is conducted
among employees of software companies. The questionnaires are circulated among
employees working in software industry only. Since it is a perception study, the
results cannot be generalized.

CHAPTERISATION

Chapter I - Introduction deals with the Quality of work life, Women’s Quality of
work life, Statement of the Problem, Objectives of the Study, Methodology, Scope
and Limitations of the Study

Chapter II - Sketches the review of related literature relevant to the present Study

Chapter III - Deals with profile of IT industry and genesis of Quality of work life.

Chapter IV - The personal and organizational details of IT employees are studied

and also the predominant factors influencing quality of work life of IT employees are
identified. The existing difference among the respondents is classified.

Chapter V - the most preferred factors responsible for the Quality of work life
among the IT employees are analyzed. The associations among the factors are
identified. The influences of personal and organizational details of employees on
Quality of work life are analyzed and also the empirical model is constructed.

Chapter VI - Summary of Findings, Suggestions and Conclusion– Scope for further

Study - The result obtained from the statistical analysis are summarized for
conclusion. Suggestions are given.

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 CHAPTER - II

REVIEW OF LITERATURE

INTRODUCTION

A Literature survey is conducted to become acquainted with the theoretical

background regarding quality of work life and its predictors. General literature
regarding women employee, Information technology industry is consulted, as well as
more specifically quality of work life and the constructs of quality of work life. The
relevance of quality of work life of women will be reviewed. Different approaches
and view points of the quality of work life are discussed briefly.

In order to appreciate the significance or the importance of the changes

brought about in the Quality of work life in IT industry the literature has been
reviewed in the following area.

Quality of work life

Constructs of Quality of work life

Job satisfaction

Working Condition

General Well-Being

Work-life balance / Home-work interface

Career prospectus and compensation

Training and Development

Quality of work life and IT industry

Quality of work life and women

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QUALI T Y OF WO R K L IF E

Quality of work life is a very broad concept with many different perceptions
about it and therefore difficult to define. Various authors and researchers have
proposed models of quality of working life which include a wide range of factors. In
an attempt to define the parameters of Quality of work life, selected study are
reviewed below.

Gunaseelan and Maimunah (2008) reviewed the meaning of Quality of work life
from the perspective of IT professionals. Authors defined Quality of work life as the
effectiveness of work environment that transmits to the meaningful organizational and
personal needs in shaping the values of the employees that support and promote better
health and well-being, job security, job satisfaction, competency development and
balance between work and non-work life. This definition quantifies the Quality of
work life among the IT professionals with the aim to gain leverage in recruiting,
motivating and retaining the valuable IT workforce as the nature of work continues to
diversify the constructs of Quality of work life discussed in the study are health and
well-being, job security, job satisfaction, competency development, work and non-
work life balance. The article concludes that Quality of work life from the
perspective of IT professionals is challenging both to the individuals and
organizations.

Subburethina, Umaselvi and Senthil (2010) highlighted the Quality of work life of
college teachers. Sample of 239 respondents were collected for analysis. The study
attempted to describe the various characteristics related to Quality of work life in
teaching environment and to find out the association between the selected socio
economic variable and the various dimensions of Quality of work life. The researcher
has adopted descriptive and diagnostic research design. The researcher used
disproportionate stratified random sampling method for the study. 16 dimensions
were focused for the study. The result indicates that there is a significant association
between quality of work life and quality of life in teaching environment.

Farideh, (2012) studied the relationship between quality of work life and
organizational behavior in Delshad company. 145 employees of Delshad Company

13
were selected as sample for the study. The researchers have proved the positive and
meaningful relationship between quality of work life and its dimensions with
organizational citizenship behavior by applying Spearman test. The Friedman test
shows that among all nine quality of work life dimensions, “constitutionalism” and
“total life space” respectively were more effective than other variables. . The results
show that the entire variable apart from “adequate and fair compensation”, “safe and
healthy environment” and “social relevance” were on a desirable level. And finally,
the results of applying One-way Variance Analysis test show that there are no
meaningful relationship between demographic characteristics with quality of work life
and organizational citizenship behavior.

Rochita (2010) denotes that Quality of work life brings job satisfaction to the
employees. Researcher determined the nature of the perceived Quality of work life of
the university employees, nature of their job satisfaction and the association between
Quality of work life and job satisfaction. The author has given personal characteristic
factors which influence job satisfaction; they are age, sex, intelligence, job
experience, personality. Coefficient of correlation was calculated to determine the
relationship between various qualities of work life dimensions and job satisfaction. In
case of quality of work life and job satisfaction scales means, standard deviation were
calculated separately for each scale and sub scales. The results indicate that the
selected group of university employees perceived different aspects of their quality of
work life as either uncongenial or they have had a certain amount of dilemma to
comment on a few other aspects bearing the potential involving a slight trend of
negative opinion. the nature of correlation between the job satisfaction and Quality of
work life dimensions reveal that the Quality of Work life significantly contribute
towards increasing satisfaction or dissatisfaction as experienced by the employees in
their concerned job depending largely on the perceived positivity or negativity of the
relevant dimensions respectively.

M.S. Hayrol, U. Jegak, M. Asiah, A. Noor Azman, A.S. Bahaman, O. Jamilah

and K. Thomas (2010) focused on the impact of work life quality on work
performance. The authors used nine qualities as a instrument to estimate quality of
work life function in enhancing work performance, analyze the most important factor

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and variables on this work performance. Scale on individual and family life, safety
and security on the organization, interpersonal relationship in the organization, job
satisfaction, organizational policies and management style, personnel health and well-
being, work environment, remuneration and organizational support. Results depict
that all of the nine qualities of work life studied have significant and positive
relationship with work performance where the highest relationship occurred between
individual and family life with work performance. Multiple regression analysis
demonstrated that five factors which are individual and family life, job satisfaction,
organization policy and management style, work environment and remuneration are
the main contributors to work performance among government agricultural extension
employees.

Md. Zohurul and Sununta (2009) have undertaken an exploratory study on the
influence of workers quality of work life (QWL) on job satisfaction and
organizational performance. A simple random sampling method was used and about
216 sample responses were used. Data were analyzed using descriptive statistics, chi-
square test and regression analysis. It is found that the Quality of work life although is
positively related to organizational performance but it is not significant as
hypothesized. However, there is a positive and significant relationship between
Quality of work life and employees’ job satisfaction.

Hannif, Zeenobiyah and Connell (2008) conducted a comparative study of the

quality of work life for the staff based in two Australian based call centers. The aim is
to determine whether and how the quality of work life varies between the two types of
call centers in different sectors. Three qualities of work life factors were reported: job
content, working hours and work-life balance, and managerial/supervisory style and
strategies. Managerial styles and strategies have been seen to have a significant
impact on the Quality of work life. Qualitative case study methodology is considered
the most appropriate for examining the Quality of work life experiences as it caters
for the multiplicity of ‘reality’ captured through subjective experiences.

Wyatt, T. A. and Wah, C. Y. (2001) studied the perceptions of the quality of work
life among a sample of 332 Singaporean employees. The underlying dimensions of

15
the quality of work life construct are examined using principal components factor
analysis with varimax rotation. Results from the factor analysis suggest four
dimensions of Quality of work life labeled, supportive management and favorable
work environment, personal growth and autonomy, nature of job, and stimulating
opportunities and co-workers.

Kalayanee, Anusorn, Busaya and Dong-Jin Lee (2009) investigated the association
between institutionalization of ethics, quality of work life (QWL), and employee job-
related outcomes in the Thai workplace. Sample of 514 reveal a positive relationship
between implicit form of ethics institutionalization and both lower-order and higher-
order aspects of QWL. The study proposes that QWL is comprised of social needs,
esteem needs, self-actualization needs, knowledge needs, and aesthetic needs life. The
scale represents a need satisfaction approach to QWL, essentially based on Maslow's
hierarchy of needs theory. The outcomes measured in this study are based only on
attitudinal measures. The results also indicate that the implicit form of ethics
institutionalization and the two aspects of QWL have positive impacts on the three
employee job-related outcomes: job satisfaction, organizational commitment, and
team spirit.

Anderson F and JM Schepers (1996) in a different view point studied the

relationship between flow ( optimal experience) and quality of work life in a diverse
workforce in sample of 307. The researcher speculates that people experience
meaninglessness in the work place as alienation from their work. This occurs
regardless of the fact that today they are healthier, life expectancy is higher and they
possess material goods far superior to those of a few years ago. The challenge today is
to bring meaning and job satisfaction back to the work place. The QWL refers to a
management philosophy that improves employee dignity, employee well-being and
introduces organizational culture change. Assumptions made by the author are job
satisfaction and employee motivation will increase with the introduction of QWL
activities such as job redesign and employee participation. The result indicates that
there is a relationship between flow and QWL in a diverse workforce. Also there is
statistically significant positive correlation between flow and QWL regardless of
gender, culture or academic qualification.

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Dalia and Juozas (2007) attempted to define the quality of life and Quality of work
life conception and their components to establish the quality of life evaluation. This
article is worked out by using the analysis of scientific and methodical literature and
the methodology of social research. The research data is analyzed using descriptive
and statistical methods. The data analysis is performed using standard questionnaire
data treatment software packets. Seven domains of Quality of life and quality of work
life are used in this study they are Physical state, Material state, emotional state, social
relationship, education self-improvement, self-expression leisure, safety and
environment. The study concludes that the integrated evaluation of quality of life
must include all domains and component also quality of working life. The research
result points out that employee are more satisfied with their general quality of life
than quality of working life.

Nick, Victoria and Dimitris (2009) conducted the study to identify important
motivational factors according to the views of health-care professionals in Greek
hospitals and particularly to determine if these might differ in the public and private
sectors. The author used previously developed -and validated- instrument addressing
four work-related motivators (job attributes, remuneration, co-workers and
achievements). 28-item instrument was pilot-tested in an Athens general hospital,
using a random sample of 74. The 28-item version was subjected to factor analysis
which identified the underlying constructs, and tests of scaling assumptions,
according to the Multi trait-Multi method Matrix, were used to confirm the
hypothesized component structure. Nonparametric chi-square, Mann-Whitney and
Kruskal-Wallis tests were used for comparisons according to gender, age, education,
and job-related variables such as hospital ownership (i.e. public or private), years
spent in the hospital and in the current position and managerial position. Multivariate
analyses with each motivation factor the dependent variable, and socio demographic
and work-related variables as independent predictors were conducted. It was found
that the management should employ monetary and nonmonetary incentives.

NiinaRintala(2005) revealed that the technological change was connected with

experiences relating to (1) technological implementations, (2) changes in job
descriptions, (3) learning to use new technology and (4) using new technology. It was

17
found that the technological change was accompanied by job redesign, which
enriched journalistic job descriptions and narrowed down editorial job descriptions.
The main findings of this study are, that technological changes can be accompanied
by social and organizational changes that have a significant influence on the quality of
working life of individual workers and work units, and that enriched job descriptions
are not inevitably experienced as positive in terms of the quality of working life in
knowledge work.

Sabarirajan, T. Meharajan and B. Arun (2010) studied the various welfare

measures and their impact on Quality of work life provided by the textile mills with
reference to Salem. The authors indicated that welfare measures plays important role
in employee satisfaction and it results in improved quality of work life. The scope of
labor welfare and quality of work life can be interpreted in different ways by different
countries with varying stages of economic developments, political outlook and social
philosophy. Sample size of 250 respondents were used for analysis the result of
improved quality of work life among the employees their involvement in job gets
increased and results in increased productivity of the organization. The statistical tools
like chi square, ANOVA and percentage analyses were used for the study. It is found
that the employees are highly benefited with the welfare measures provided by the
mills. Majority of the employees are highly satisfied with the welfare measures
provided by the mills.

Donald, Lynda, Louise, Wendy, Claude and Francois, (2005) suggested that
Quality-of-work-life (QWL) includes broad aspects of the work environment that
affect employee learning and health. Quality of work life indicators, used by
researcher were employee wellbeing - sickness absence, Monitoring of working
conditions, indicators of employee workload. Uncommon were indicators of
biomechanical and psychosocial hazards at work, despite their being important causes
of morbidity among HCO employees. The study cites ways in which Quality of work
life indicators have influenced planning and evaluation of prevention efforts.

Abu Sadat (2010) explored the aspect of satisfaction with jobs and career, and the
predictors of job satisfaction among the emerging adults in Alberta. Obtaining data

18
from the 2003 Alberta High School Graduate Survey among a sample of 1,030
emerging adults from Alberta, the paper examined the predictors of job satisfaction
among the emerging adults, which are self-esteem, happiness, work-reward
preferences, valued job characteristics, income, education, occupational categories,
and other demographic variables. Using structural equation modeling, a job
satisfaction model has been developed. The findings of the study indicate that self-
esteem and valued job characteristics are direct and strongest predictors of job
satisfaction among the emerging adults. In addition, happiness and income positively
predicts job satisfaction. The variable ‘work-reward preferences’ does not directly
predict job satisfaction, but is rather mediated through self-esteem and valued job
characteristics.

Azman and Nurzawani (2009) investigated the effect of pay for performance and
interactional justice on job satisfaction using 132 usable questionnaires gathered from
employees who have worked in seventeen GIATMARA centers in two states of
Malaysia, that are Kuala Lumpur and Selangor (GIATMARAKLS). Outcomes of
stepwise regression analysis showed that relationship between interactional justice
and pay for performance features (i.e., adequacy of pay and participation in pay
systems) positively and significantly correlated with job satisfaction. Further, this
result confirms that interactional justice does act as a full mediating variable in the
pay for performance models of the organizational sample.

Sheng, Ralph and Jung (2009) investigated the difference in job characteristics, job
satisfaction, and organizational commitment depending on family location of
Taiwanese expatriates working in mainland China. The valid sample of 389 responses
used for the study. The data analysis used in this study consisted of exploratory data
analysis (EDA), exploratory factor analysis (EFA), internal consistency reliability,
and two-tailed independent t-tests. Findings indicates that variety and autonomy,
intrinsic job satisfaction, affective commitment, and normative commitment are
identified as having positive significant differences between Taiwanese expatriates
who are living with family in China and those not living with family in China.
Through an independent two-tailed t-test, the results found there are significant
differences in the perception of job characteristics, job satisfaction, and organizational

19
commitment according to family location. Moreover, family location not only has a
strong correlation with normative commitment using the Pearson correlation analysis,
but also has a positive significant explanatory variable of normative commitment.

Mohd, Salleh, Azahar, Razlan and Nazarudin (2009) examined the influences of
psychological empowerment on overall job satisfaction of Front Office Receptionists
in Kuala Lumpur 5-star hotels. Sample of 210 questionnaires were used. The results
show that psychological empowerment does have significant influences (through the
dimensions of meaningfulness, competence and influence) on overall job satisfaction
of the receptionists. The findings also suggest that receptionists’ age and tenure affect
their sense of overall job satisfaction.

Omer, Aamer and Khalil-Ur-Rehman (2010) explored the mediating effects of job
satisfaction on role stressors namely, role overload and role conflict as sources of
stress, on one hand, and affective commitment, on the other. 151 branch managers of
private sector commercial banks in Pakistan examined the mediating role of job
satisfaction. Results reveal that role overload and role conflict directly and negatively
influence job satisfaction. It is also found that role overload and role conflict directly
and negatively influence affective commitment. The causal steps methods along with
correlation tests reveal that job satisfaction partially mediated the effects of role
overload and role conflict on affective commitment. Further, results show that job
satisfaction positively influences affective commitment. The major finding of this
research is that role overload and role conflict as sources of stress negatively
influence affective commitment directly and indirectly via job satisfaction. Low
perceptions of role overload and role conflict would most likely result in low role
stress and that in turn will have positive consequences for both employees and
organizations.

P. Argentero, M. Miglioretti and C. Angilletta (2007) proposed that Quality of

work life (QWL) includes some objective and subjective factors which may condition
operations and other inner aspects concerning the quality of relationships and methods
of management. Sample size =112.The authors justify that experts in this field agree
on the importance of at least two essential aspects of the quality of work life:

20
multidimensionality and subjectivity The definition of multidimensionality must
cover different work life dimensions such as physical, social, psychological,
environmental. The objective of the study is to define the possible indicators which
might reveal the quality of work life, so that it can be evaluated. A content analysis of
the work life aspects has revealed five qualities of work life indicators: Professional
Relationship, Work Organization, Taking Care of Patients, Professional Ability and
Professional Growth.

Normala and Daud (2010) determined that quality of work life (QWL) of employees
is an important consideration for employers interested in improving employees’ job
satisfaction and commitment Seven quality of work life variables were examined
namely Growth and development, participation, physical environment, supervision,
pay and benefits social relevance were examined to determine their relationship with
organizational commitment . The researcher collected data from a Sample of 360.
Growth and development has been indicated by respondents as a significant
antecedent of all the four types of commitment under study; affective, normative,
continuance (alternatives) and continuance (cost) Fairness and the adequacy of their
pay and benefits will spur the employees to be more committed to their organization.
Strong relationships and cohesiveness among employees in the workplace will
improve their sense of commitments. The results of this research show that quality of
work life and OC are a multidimensional construct and is a product of the evaluation
of one’s workplace.

Jen, Peter L. T. Hoonakker and Carayon (2004) examined the quality of work life
factors that are job satisfaction, fatigue, tension, organizational involvement, and
burnout. The authors studied the following predictors: IT demands, role ambiguity,
decision control, challenge and demographics (age, marital status, parental status, and
education) with a sample of 624. Analysis shows that in our sample women in IT jobs
do not report poorer quality of work life than men in IT jobs. On the contrary, women
report greater organizational involvement than men. The model consists of five sets
of variables: 1) demographic variables; 2) role stressors; 3) career experiences; 4)
work-related attitudes or QWL; and 5) turnover intentions. Results indicate that two
measures of quality of work life, job satisfaction and organizational commitment,

21
have the strongest and most direct influence on turnover intentions, and the impact of
other variables on turnover intentions is primarily mediated by these two variables.

Azman, Amy and Nek (2009) measured the effect of occupational stress on job
satisfaction using 80 sample respondents from academic employees in private
institutions of higher learning in Kuching City, Malaysia. Exploratory factor analysis
and confirmatory factor analysis were used to assess the survey questionnaire. The
author has used a stepwise regression analysis to test the research hypotheses and the
outcomes of this regression analysis show two important findings: first, physiological
stress significantly correlated with job satisfaction. Second, psychological stress
insignificantly correlated with job satisfaction. This result demonstrates that level of
physiological stress has increased job satisfaction, and level of psychological stress
has not decreased job satisfaction. Further, the study confirms that occupational stress
does act as a partial determinant of job satisfaction in the stress models of the
organizational sector sample.

Riaz, Hassan, Ikhtiar, Asadand Amanat (2011) conducted a study to comprehend

the overall job satisfaction of non-PhD faculty in universities of Sindh. The study was
based on (Herzberg’s, 1959) two factors, motivator (Advancement, Recognition) and
Hygiene (Interpersonal, Policies, Compensation) of job satisfaction.. The frequencies
and cross tabs were calculated from the data. The factor analysis was applied to find
out the underlying variance among the variables. The analysis has found five new
components of the job satisfaction. The results show that overall job satisfaction
among the non-PhD faculty members of universities is very low. The motivator and
job satisfaction components have significant impact on the overall job satisfaction of
the non-PhD faculty.

Azman, Noor and Awangku (2011)examined the effect of performance appraisal

politics on job satisfaction using 150 respondents gathered from employees who have
worked in a national postal company in Sarawak, Malaysia the results of exploratory
factor analysis confirmed that the measurement scales used in this study satisfactorily
met the standards of validity and reliability analyses. Further, in hypothesis testing,
the outcomes of stepwise regression analysis show that performance appraisal politics

22
(i.e., motivational motive and punishment motive) significantly correlated with job
satisfaction. Statistically, this result confirms that performance appraisal politics act as
important predictors of job satisfaction in the studied organization.

Graham S Lowe (2006) evaluated the quality of work life interventions. The purpose
of the report was to provide a resource for nurse managers and their co-workers. In
the study the quality of work life indicators measure a range of social, psychological,
organizational and physical determinants, processes and outcomes. Indicators
provided information that enables action at 4 different levels. Individual, job, work
unit team and Organizational. Factors influencing quality of work life outcomes
include: job design, health occupational safety and health practices, learning and
development opportunities, supportive supervision, job resources, job demands and
control, communication, employee voice, organizational change, hours and schedules,
co-worker relations, organizational values, leadership commitment to employees.
Work-life provides a work atmosphere conductive to performance excellence, full
participation, personal/professional and organizational growth, health, well-being and
satisfaction. Employee health and well-being outcomes: Organizational performance
outcomes, Workforce retention and development outcomes, Work environment
determinants, Organizational culture determinants, Moderators: Individual readiness
for change, employee demographic, occupation or function are the selective mean of
measures illustrates what could be used to evaluate actions, report outcomes and track
progress within health-care organizations and to compare across organizations.

M.L.Monga and Ashok Maggu (1981) studied the quality of work life of public
sector in India. The researchers proposed that Efforts to improve the quality of work-
life covered much more than basic economic, health, and safety issues. Study used
Walton’s eight conceptual factors to measure the quality of work life with a sample of
90 respondents. The most glaring disparities observed by respondents in the quality of
work-life relates to its socio-psycho aspects. socio-psycho aspects proper distribution
of decision making authority, opportunities of growth and development, promotional
avenues, the recognition and appreciation, that is, reinforcement of good performance
and a feeling of worthwhile accomplishment.

23
Nirmala B and Kanagalakshmi (2003)conducted the study to examine the work
related factors and demographic factors have any relationship with the perception of
quality of work life and to explore the relationship between quality of work and
quality of life in textile industries located at Tirunelveli. The work related factors are
combined in six categories: working environment, welfare measures, safety measures,
supervision, participation in decision making and intercommunication. Sample size
210 studied in an attempts to measure the level of perceived Quality of work life of
the workers of textile mills. The results hold that demographic factors and work
related factors have significant relationship with perception of quality of work life.
The results indicate that higher quality of work life leads to greater job satisfaction.
The researcher measures the dependent variables with the tools of statistical analysis
consisted of absolute numbers of summery statistics and comparison of mean scores
are made with the help of chi-square test. In addition, the dependent variables are
analyzed with the help of Analysis of Variance to find out the level of significance of
the difference in mean squares.

CONSTRUCTS OF QUALITY OF WORK LIFE

D. Van Laar, Ed Wards J.A and Easton S (2007) aimed to develop and test
the psychometric properties of the work-related quality of life scale for healthcare
workers. Researcher used 953 healthcare workers. Exploratory and confirmatory
factor analyses were used. The researcher labeled the factors as Job and career
satisfaction, General well-being, home-work interface, stress at work, control at work
and working conditions. The study explored the factor structure newly designed
WRQol measurement model. The researcher concluded that the WRQol Scale by
QoWL organization provides support for the psychometric structure of this instrument
and could be used in healthcare settings world-wide. The resulting six-factor scale
provides an extremely quick and efficient tool to gather measure data about employee
QoWL. The Work-Related Quality of Life scale (WRQoWL) measure uses six core
factors to explain most of the variation in an individual’s quality of working life:
(1)Job and Career Satisfaction, (2) Working Conditions, (3) General Well-Being, (4)
Home-Work Interface, (5)Stress at Work and, (6) Control at Work and working
condition

24
Emin, Serpil, Neslihan and Darren (2013) measured the work related quality of life
and affective well-being in Turkey. The study was to test the cross cultural construct
validity and the reliability of the work related quality of life(WRQoL) scale .Sample
of 288 employees from a range of different occupational backgrounds were used for
the study. The author indicated that three items needed to be removed from WRQoL
according to the confirmatory factor analysis and the new structure for Turkish
version of the WRQoL consisted of 20 items and 6 factors acceptable good fit. Job
related effective well-being scale showed a consistent factor and item structure with
the Turkist sample. All sub scale and the scales in the study showed significant
correlation. No significant differences in the means of the factors are found according
to age, gender, age, working hours and experience.

Kandasamy, I. and Sreekumar A (2009) attempted to identify an instrument for

measuring the Quality of work life. Researchers argued that the quality of work life
to be an important factor influencing organizational commitment and turnover
intentions, which led to assumptions an employee attaches great importance to their
work and work life and joins an organization with certain expectations. The author of
the study discussed a methodology for identifying the expected dimensions of quality
of work life, and subsequently proposed an instrument for measuring quality of work
life and the tool was names as WRKLFQUAL (work life quality or quality of work
life) It is concluded that the ascertained importance of an employee’s role in the
service exchange process, managers and researchers in the service industry have
realized the significance of providing good work life for their employees.

Meenakshi and Parul (2011) aimed at determining whether and how the quality of
work life affects the satisfaction level of employees of telecom employees. Study
focused on factor credentials boosting quality of work life of BSNL employees.
Proportionate method of sampling was followed for the study. Data were collected
from Sample of 826 employees. The study indicates that the working conditions are
very conducive and transparent. The employees working are satisfied with the
hygiene and the maintenance of the organization which automatically proves that the
employees are safe and free from any risk or illness or injury

25
Lokanadha M and Mohan (2010) have suggested five emerging dimensions of
quality of work life which include health and wellbeing, job security, job satisfaction,
competence development and the balance between work and non-work life. The
authors aim is to determine the meaning of the Quality of work life, and factors
affecting it. One of the main factors of the study is work environment. Authors
conclude that the Quality of work life is a comprehensive construct that includes an
individual’s job related well-being and the extent to which work experiences are
rewarding, fulfilling and devoid of stress and other negative personal consequences.

Walton’s eight major conceptual categories relating to quality of work life was
a widely used constructs for the study of quality of work life they are (1) adequate and
fair compensation, (2) safe and healthy working conditions, (3) immediate
opportunity to use and develop human capacities, (4) opportunity for continued
growth and security, (5) social integration in the work organization, (6)
constitutionalism in the work organization, (7) work and total life space and (8) social
relevance of work life. Alireza, Rezaeean, Jafar , Sona, and Amir (2011);
Meenakshi, Parul (2011), Sofi, Razzaghi, Hajelo (2012) Rochita (2010)Anderson
F, JM Schepers(1996) , Ashok Maggu and M.L.Monga,(1981), P.S.Nagaraja and
S.Kaliyamoorthy (2010).By knowing the constructs of quality of work life (as
indicated in Chapter 1), organizations are able to identify ways and means to improve
the approach in minimizing the adverse impact of changes in work environments
pertaining to quality of work life. This will ensure the smooth transition of the
contemporary workforce towards a knowledge based workforce.

The constructs of Quality of Work life that is discussed for this study are

1. Job and career satisfaction

2. Working condition

3. General Well-being

4. Homework interface / Work life balance

5. Career prospects and compensation

6. Training and Development

26
JOB SATISFACTION

Hasan Ali, (2010) studied the relationship between of organizational justice

encompassed by three components: (distributive justice, procedural justice and
interactional justice) and job satisfaction, and employees’ perceptions of workplace
justice with Sample of 229 respondents. The study findings show that only one
significant relationship exists between the age of respondents and their perceptions of
organizational justice. The findings also suggest that this is positive association
organizational justice and job satisfaction. Employee job satisfaction depends upon
the organizational justice of managers. In measuring the three dimensions of
organizational justice, the study has used survey items that asked employees to
respond to items that asked whether something is generally fair. Employee job
performance and satisfaction are considered to be key variables that impact the
performance of organizations. This result lends support to the nation that one cannot
predict job satisfaction through examining organizational justice.

Trust, Nomakholwa and Hlanganipai (2013) studied the impact of job satisfaction
and some demographic variables on employee turnover intentions. Using Stratified
sampling procedure 300 sample were collected. The data was subjected to a number
of statistical analyses such as T-Test of independent samples, correlation, chi-square
and one way ANOVA. Results indicated that lack of job satisfaction influences the
decision to quit the teaching profession. It is also found that age, tenure and
specialization can predict employee turnover intentions. The findings of this research
indicate that school authorities need to develop strategies to deal with the needs of
those teachers who experience less job satisfaction and commitment.

Sue Hayday (2006) investigated the causes of absence and demonstrated how to
achieve a successful absence management policy. The key to managing absence
successfully is to achieve fairness but to also recognize individual circumstances. An
individual case of sick absence, depending on length, can require from various
individuals and services such as the line manager, senior managers, the HR functions,
the HR business partner, occupational health services and the employee assistance
provider. The key elements of the three clusters of good practice are given below
organizational culture, clarity of role and clarity of process. Research has shown that

27
managers have to feel confident in their ability to handle absence before they can be
effective.

Paul, Kevin, Lynne, H Gayle, David and Erin (2002) determined staff perceptions
about quality of work life is an important consideration for employers interested in
improving employee job satisfaction. Data were collected from Sample size of 5486
with 65-item quality of work life survey. The findings indicate that job satisfaction is
a multidimensional construct and although there appear to be some commonalities
across organizations, some predictors of job satisfaction appear to be organization and
context specific. job satisfaction was associated strongly with reduced work stress,
organizational commitment, communication with supervisors, autonomy, employee
recognition, fairness, locus of control, years of experience, education, and
professionalism for the purpose of this study, quality of work lifeis operationally
defined using the global question "Overall, how satisfied are you with your job?" The
results of this research show that job satisfaction is a multidimensional construct and
is a product of the global evaluation of one's work place and context.

Kilic G., Pelit, E., Selvi and M. S. (2011) aimed at determining the level of
professional burnout and job satisfaction of employees in five-star hotels and to
expose the relationship between them. The researchers have investigated professional
burnout in three basic dimensions: Emotional exhaustion, depersonalization and
personal accomplishment. Boring and highly stressed work environment, long and
intensive work hours, problems and policies of low-wage employment in hotel
enterprises, attitudes and behaviors of executives and managers towards employees
have increased the appearing probability of job burnout in tourism industry. The
differences of hotel workers’ opinions toward the job satisfaction and job burnout by
demographic characteristics were analyzed using t-test and analysis of variance
(ANOVA). The researcher has conducted correlation and regression analysis to
determine the relationship between professional burnout and job satisfaction levels. It
is found out that professional burnout level has a significant effect on job satisfaction
level of the employees.

28
Arunima S and Pooja P (2009) examined the job satisfaction level of a public
sector and private sector bank employees in India with sample of 340 bank employees
from both sectors. The study used independent samples t-test and qualitative analysis
to study the differences in employee attitudes. Results indicated that the private sector
bank employees perceive greater satisfaction with pay, social, and growth aspects of
job as compared to public sector bank employees. On the other hand, public sector
bank employees have expressed greater satisfaction with job security as compared to
private sector bank employees.

WORKING CONDITION

QWL survey (2006) survey determined that the Quality of work life is the quality of
leadership that the organization has. The quality of leadership in a team is evaluated by
the level of honesty, encouragement, teamwork, responsibility, opportunities and the
relationship an employee has with the management. The survey measured the workload
of an employee instruments like constant deadline pressure, work duties interference and
work load are used.. The study compares the 2003 survey which indicates that the
general perception among academic staff that they have heavy workloads and are under
pressure to both meet deadlines and juggle with their non-work life, significantly more
so than general staff. The survey also studies the safety and parking facilities as part of
working condition of an employee. The survey concluded that employees are more
likely to respond positively to the employer or managers who have transparent
process for managing and leading. A workplace culture that values real people
relationship and encourages not only the those with leadership promise but all
employee by planning and communicating roles and goals will themselves be honest
and loyal

John W. Olmstead (2006) conducted research on personal and work life stressor.
The study indicates that having a control on the work that an employee does gives a
sense of responsibility and satisfaction. Interruptions at work, able to be productive
are the scales used to measure the control. Learning to manage stress in life is very
difficult. It requires conscientious awareness of stressors in life and efforts at
developing coping skills. The personal and work life stressors self-assessment

29
questionnaire is a self-assessment tool designed to identify stress in 5 major areas.
They are personal time, money, health, family and work.

Sandra. L (1996) conducted a study on the trust and breach of psychological contract
which examines the relationship between employees trust in their employer. The
researcher has used sample of 125 managers and found that the employees have only
moderate trust on their employer at the time of hiring eventually the trust declines.
The paper examines the theoretical and empirical relationships between employees
trust in their employers and their experiences of psychological contract breach by
their employers. The result of the study shows that the relationship between trust and
psychological contract breach is strong and multifaceted. Initial trust in ones employer
at time of hire was negatively relate to psychological contract breach after 18 months
on the job.

Mishra, Jitendra; Morrissey and Molly A (1990) studied the trust in employee and
employer relationships on 143 West Michigan manager. The result finds that open
communication in a common factor that builds trust. Also the employers are trusted
when they give more shares in decision making to its employees. Sharing of
perceptions and feelings and not taking advantages of others weakness and
shortcomings by the top and middle level managers have primary responsibility of
building trust among the employees.

Hsu and Kernohan (2006) conducted study on quality of work life of nurses in
Taiwan descriptive study was carried out with a convenience sample. The quality of
working life categories were identified and fitted in to six dimensions: Socio-
economic relevance, demography, organizational aspects, work aspects, human
relation and self-actualization. The researcher focuses on the working condition. The
cleanliness of the buildings, parking, and security are focused on the study relating to
working condition of an employee.

Reineholm .C, Gustavsson .M, Liljegren .M and Ekberg .K (2012) studied the
importance of work conditions and health for voluntary job mobility and also
examined if good health or burnout predicts voluntary job mobility. 792 samples were
used for the study. The authors have analyzed data using logistic regression. The

30
authors concluded that the low variety and high autonomy were associated with
increased voluntary job mobility. The association between health and voluntary job
mobility did not reach significance.

Stroh, Linda K.; Brett, Jeanne M.; Reilly and Anne H (1992) examined the career
progression of male and female managers employed by 20 Fortune 500 corporations.
All study participants had been geographically transferred for career advancement
during the 2 years preceding the study. Nevertheless, the women lagged behind the
men with respect to salary progression and frequency of job transfers. Although the
women had done "all the right stuff" (getting a similar education as the men,
maintaining similar levels of family power, working in similar industries, not moving
in and out of the work force, not removing their names from consideration for a
transfer more often) it was still not enough. There are still significant disparities in
men's and women's salary progression and geographic mobility.

M.D.Krishna (2005) study on working women of all segments of Indian society face
various forms of discrimination including sexual harassment. Women face a lot of
sexual harassment in the course of employment. Due to their inability to work for
long hours they are not employed in sensitive or crucial positions.

GENERAL WELL-BEING

Alla and Simona (2008) explored the relationship between employees job related
well-being and their job performance in the context of stress caused by the
environmental factors. The study concentrated on the blue collar workers who work in
production line. Study indicates that the well-being is a concept which includes both
physical and psychological well-being. It is essential to consider the well-being
approach when looking at job satisfaction or simply at job-related well-being, because
the concept of well-being captures the two major focuses mentioned above - negative
and positive feelings It is of great importance, since job stress is one of the factors of
influencing individual work performance. The author proposed stress in 4 different
ways - Hypo-stress, Eu-stress, hyper, stress, Distress. Effects of this stress are
employee feel rushed at work, the complexities of work becomes stressful, change in
policies gives pressure and the employee will feel depressed because of work or work

31
related problems. The researchers applied qualitative approach and used 8 semi-
structured interviews to collect data. The authors of the thesis assume that probably
the relationship between well-being and performance can look as a circle or spiral like
model where well-being and performance influence each other mutually in different
ways at different stage of the model.

Chandranshu (2012) explored the factors of quality of working-life experiences in

organizations. The study focused on 100 employees holding middle managerial
positions in various organizations. This study used a descriptive survey design. The
factor analysis of the component ‘quality of working-life experiences’ led to the
extraction of 3 factors from various organizations. The three emerging factors were
“relationship-sustenance orientation”, “futuristic and professional orientation” and
“self-deterministic and systemic orientation”. The results indicate that these factors
have substantial roles to play in satiating the needs of the employees and how at
middle managerial level different aspects are valued and employed for developing a
unique and inimitable quality of working life within their socio-technical systems for
eliciting favorable job-related responses.

Fatimah, O, Noraishah, D, Nasir, R. and Khairuddin, R (2012)examined the

moderating effects of employment security on job security and job satisfaction and
well-being among workers in the banking sectors and manufacturing sectors who
were most affected by the economic downtown. Sample of 600 workers were used for
the research. The questionnaire compromise of employment security scale, job
security scale, job satisfaction scale and well-being scale are used to measure the
variables. Results from the multiple regression analysis show that employment
security does not moderate the relationship between job security and job satisfaction
and well-being of workers. This study implicates that it is not the employment
security that worries the workers but the security of their job that they are holding that
impacts on their job satisfaction and well-being.

Nakao (2010) introduces key concepts of work related stress relevant to the clinical
and research fields of psychosomatic medicine. The author linked job stress to a range
of adverse physical and mental health outcomes, such as cardiovascular disease,

32
insomnia, depression, and anxiety. Stressful working conditions can also impact
employee well-being indirectly by directly contributing to negative health behaviors
or by limiting an individual’s ability to make positive changes to lifestyle behaviors,
such as smoking and sedentary behavior. The study recommends comprehensive
healthcare in work place they are focusing on individuals, utilizing supervisory lines,
enlisting company healthcare staff, and referring to medical resources outside the
company.

Sarooj and Nazia (2008), examined the relationship between work life conflict,
stress and turnover intentions among the marketing executives in Pakistan. Sample of
248 marketing executives across Pakistan were used for the research. The results
suggest that of work life conflict and stress have a significant positive relationship
with turnover intentions. Research data was analyzed using descriptive statistics,
correlation analysis, Regression Analysis. The result suggests that hard business
plans, organization new practices and programs usually encounters the marketing
executives in to a stressful state. If the employees are stressed out of their tasks and
duties then they will be no more satisfied to their job, to the environment of their
organization, won’t seek their own colleagues satisfyingly and so far affect the
organizational culture.

G. BiggioandC. G. Cortese (2013) aimed to understand the significance attributed to

the concept of well-being in the workplace by employees, its influencing factors, and,
among those, the role of individual psychological characteristics. The individual
characteristics identified in the research as capable of influencing well-being in the
workplace include being positive, communication, management of difficulties and
conflicts, socio-emotional skills, and values. The results highlight that well-being in
the workplace does not depend exclusively on external conditions in terms of the
working and organizational environment within which the individual operates: so, it
could be promoted not only from above, through actions by management, but also
from below, influencing individual traits and behaviors.

Rebecca Maxon, (1999) found that the employees working under stress may make
more mistakes, have trouble concentrating, become disorganized, become angry or

33
just stop caring about their work. The article on harassment and bullying also
indicates that the employee under stress can often lead to errors at work, injury,
fatigue, illness and disease.

Sieberhagen, C., Pienaar, J., andEls, C. (2011) focused on describing how South
African organizations manage their employee’s wellness through their employee
wellness programmes. The researchers used a cross-sectional design and collected
survey from 16 organizations, four service providers and seven labor unions in South
Africa. The results showed that organizations, service providers and labor unions
define employee wellness differently and that they give different reasons for
introducing Employee Wellness Programmes. The authors also found that almost half
of the participating organizations have no baseline measurement with which to
compare the effectiveness of their Employee Wellness Programmes.

C-H. Mayer and C. Boones (2011) aimed to assess managerial concepts on health
and well-being that could be used by the organization to contribute to managerial
well-being by implementing health promotion according to managerial needs. The
researchers have conducted the study in selected international organization in South
Africa. It was concluded that that the managerial concepts of health and strategies
mainly refer to not only physical but also to mental and spiritual aspects, with a
priority on physical health and well-being.

WORK- LIFE BALANCE / HOME-WORK INTERFACE

Helen, Barbara, Jacqui and Trisha, (2002)argues that an organizations need to

attract and retain valued employees in a highly competitive labor market is a strong
motivating factor for increased organizational awareness and action with regard to
implementation and management of work-life balance strategies. The authors
explored the range and usage of work-life balance strategies Australian organizations,
and identified the barriers to those strategies. The authors used frequency, ANOVA,
factor analysis to analyze the data. The authors concluded that it is evident that, while
some progress has been made there remain substantial challenges for the
implementation and management of work life balance strategies. Overall the authors
argue that implementation of WLB strategies need to be considered as a process

34
involving effective implementation and communication to managers and employees,
culture change to eliminate barriers, and the development of a ‘track record’ of recent
achievements, to encourage future management commitment to this area.

Jacques (2003) conducted a research on balanced work life and claimed that in a
typical work environment of 12 people, two will show strong tendencies towards
burnout, three demonstrate symptoms of “rusting out”, a combination of loss of
interest and motivation, and at least one will have a pressing need to either retire or
change careers. What is most interesting is that six or half will manage to find and
maintain balance. The author explained that striking a balance comes down to a
simple equation: prospective - retrospective = action. By subtracting what the
individual have already done from dream of doing, the individual end up with what
you must do to remain motivated, competent and engaged. The employee must know
how to visualize, imagine, upgrade, plan, and co-operate. And the employee should
accept support, because balance is a collective exercise that cannot be sustained
without a minimum level of support.

McLellan, K., and Uys, K (2009) aimed at exploring how self-employed women
cope in balancing their dual roles as mothers and executives. Through the elicitation
of constructs by making use of Kelly’s repertory grid technique, the personal
construct system of five self-employed white women in Gauteng across varying
industries was established. While being successful dual earners, they still bore the
primary responsibility for nurturing their families and assuring their well-being. The
successful balancing of their dual roles is attributed to the following central themes,
which emerged from all the participants: quality time spent with children and family,
structure and planning, coping with guilt, support structures and self-reliance, and
balance between work and life.

Niharika and M.V. Supriya studied the work-life balance across genders. Both men
and women reported experiencing work life imbalance. The study attempts to
ascertain gender differences, if any, on the work life balance issues and is directed at
narrowing the existing research gap in this context. Using convenience sampling 110
respondents were collected from IT industry. Five factors that are considered to

35
contribute to work life balance are assessed. While three of these are work related,
two are family related factors. Work based factors are, flex time, option to work part
time and freedom to work from home. The family related factors considered in this
survey are, availability of child care facility and flexibility to take care of emergencies
at home. Flex time, home working, child care facilities and the option to work part
time are facilities that need to be introduced. Building a supportive work environment
is yet another important initiative to be addressed. The study brings out some of the
issues related to work life balance in the Indian context. The study indicates that work
life balance issues here are quite similar to those in the West. While most countries in
the developed world have put in place family friendly work practices the same is yet
to be seen in good measure in India.

Potgieter, S.C.B., and Barnard, A, (2010) aim was to explore Black employees’
construction of work–life balance in a customer care environment. The researcher
designed the qualitative study from an interpretive perspective. Ten employees,
selected through purposeful sampling, participated in the study. Data was gathered
through in-depth interviews and grounded theory was applied during data analysis.
The grounded theory analysis of the data has yielded six themes central to
participants’ construction of work–life balance. The authors suggest that work–life
balance is conceptualised as a continuous, subjective and holistic valuation of
satisfaction derived from multiple roles in relation to the importance to the individual
at a given point in time.

Newaz and Zaman (2012) represents the current scenario of work-life balance in
private commercial banks of Bangladesh which indicates a pessimistic approach has
been adopted by the management. 220 Data have been collected by non-probability
sampling and conveniently. Data have been collected by non-probability sampling
and conveniently. The study found that the perception of work-life balance is not a
conflicting one between profit and loss. Rather, it is just like another contemporary
idea to make organizations more productive and get benefited from a win-win
situation in the workplaces. Nevertheless, if the bottom line is that employees bring
the competitive advantages for the organizations then undoubtedly organizations need
to be competitive while managing their employees. The study recommends that

36
management should consider the nature of business and background of employees
they have employed and customize their policies with the participation of the
employees.

Pranav (2010) analyzed the emergence of work-life balance discourse, from the days
of early communal living till the present day theories, and presents a macro level
model of work-life balance. Further, a detailed analysis of proven and anticipated
benefits of work-life balance is presented to justify the need of work-life balance
initiatives at organizational level during the present economic downturn. Employees
who achieve improved work-life balance with the assistance of the policies
implemented by the employing organization tend to be more productive as their work
engagement enhances. In the current economic slowdown, organization which
neglects issues related to employee work-life balance will end up with lower
employee productivity and in turn will find it more difficult to overcome the
recessionary challenges. Organizations which are neglecting work-life balance due to
recessionary pressures need to comprehend the long-term relevance of employee
engagement and productivity and need to continue promoting work-life balance
initiatives. Or else, recessionary pressures coupled with lower employee engagement
and lower employee productivity will create new challenges for medium and long-
term organizational survival.

Sakthivel, Kamalanabhanb and Selvarania, (2011) analyzed the relationship

between employee satisfaction and work life balance. The construct used for this
research consists of career opportunity, recognition, work tasks, payments, benefits,
superior subordinate relationship, employee satisfaction, and work/life balance. The
study was conducted on a total of 210 respondents working in IT organization. The
study makes a contribution to join two distinct research streams, namely employee
satisfaction, and work/life balance. Regression analysis is used by the authors to
explain the variation in one variable based on the variation in one or more other
variables. The regression equation is judged for its usefulness based on the overall f-
test for the model and in order to decide which variables in the model are good
explanatory variables of the dependent, the individual t-test for each variable needs to
be analyzed. The R-square value of a model explains by what percentage of the

37
variations in the dependent variable surpasses the independent variables in the model.
It is found that high correlation exists between work task and employee satisfaction
with a mediator variable namely work-life balance.

Downes. C., and Koekemoer. E (2011) study aimed at the challenges and benefits
associated with implementing flexi time as a work–life balance policy. Helping
employees to balance their work and family lives is a business imperative. Work–life
balance policies (like flexi time) aim to support employees to do so. However,
implementing these policies is problematic. The researchers used a qualitative
research design with an exploratory approach. The researchers extracted four main
themes from the data. Its benefits vary from work–life balance to employee loyalty
and commitment. Some challenges are maintaining productivity, a shortage of critical
resources and understanding flexi time. The researchers identify requirements that
human resource practitioners should attend to in order to ensure that organizations use
flexi time more effectively.

De Klerk. M., and Mostert. K (2010) investigated the relationship between socio-
demographic characteristics and the work–home interaction in different occupational
groups in South Africa. The aim of the researchers is to investigate the socio-
demographic predictors of negative and positive work–home interaction. The
researchers have used a cross-sectional survey design in the study. Sample (N = 2040)
was taken from four South African industries. Those socio-demographic
characteristics that are investigated in this study included occupation, age, marital
status, parental status, education, gender and language. Multiple regression analysis is
carried out to determine the significant predictors of the four work–home interaction
dimensions. R2 is used to obtain a good estimation of the substantive size of the
relationship, which, in turn, is the amount of variation in the outcome variable that is
accounted for by the model. The F-ratio is used to determine how much the model has
improved the prediction of the outcome, compared with the level of inaccuracy of the
model. The results indicate that work demands (work pressure and work overload)
are related to ill health (physical ill health, anxiety, depression) via WHI. Home
demands (home pressure and home overload) are directly related to HWI and to ill
health. The results indicate that robust predictors included occupation, gender and

38
language for negative work–home interference; occupation, age and language for
positive work–home interference; occupation and language for negative home–work
interference; and occupation, age, education and language for positive home–work
interference.

CAREER PROSPECTUS AND COMPENSATION

Indumathy.R and Kamalraj.S (2012) attempted to look in to the quality of work life
among workers with reference to textile industry. The research design chosen for the
study is descriptive in nature. Sample of 60 workers were taken for study. Simple
percentage analysis, chi-square analysis and weighted average score analysis are the
tools used for data analysis. The investigation has remarkably pointed out that the
major factors that influence and decide the quality of work life are attitude,
environment, opportunities, nature of job, people, stress level, career prospects,
challenges, growth and development and risk involved in the work and rewards.

Rose, R.C., L. Beh, J. Uli and K. Idris (2006) determined the relationship between
qualities of work life with career-related variables. Sample consist of 475 executives
from electrical and electronics industry in Malaysia. Researcher collected the sample
using stratified random sampling technique. Construct validity and discriminant
validity were conducted on the instruments. The result of the study indicated three
exogenous variables that are significant. They are career satisfaction, career
achievement and career balance. The authors found that the employees tend to have
higher work centrality and place a greater emphasis on job security and stability. The
emphasis was on income, position and personal growth and opportunity in career
mobility as potential success indicators. It was concluded that the essential predictors
of quality of work life appears to be career related and these career elements are not in
isolation but in harmony with the organizational climate.

Garg, Neetu, Preeti, Akshay (2012) have conducted the study based on the
assumption that job is more than just a job. In this study reasons for growing concern
for quality of work life and factors and measurements of quality of work life are
theoretically discussed. The career prospects are a determinant of quality of work life.
It is discussed that status improvement, more recognition from the management,

39
appreciations are the motivation factors for an employee. The work atmosphere
should be conducive to achieve goals as well as individual development.

Mehdi, Elham, Seyed and Bahram (2012) purpose of conducting the study was to
gain insight on how Quality of Work Life, Leadership Behaviour, and Human
Resources Productivity would be inter-related in the high-performance hospitals in
developing countries. Cross sectional study was carried out. Sample of 316 were used
for the analysis. The data was analysed using exploratory factory analysis to examine
the similarity of the factor structure between scales and collected data. An interactive
model improvement procedure was adopted for improving leadership behaviour and
quality of work life measurement scale. The authors carried out correlation analysis to
examine construct validity and the relationship between construct was studied by
regression analysis. It is found that Leadership style, treating subordinates with trust
and respect, motivating and in-person recognition of subordinates, and promoting
organizational are strong predictors of quality of work life and HRP.

Shalini, Bhawna, Shashank, Sunil (2012) attempts to review the literature and the
studies done in past to establish a relationship between quality of work life, employee
performance and career growth opportunities. The authors conclude that the world
economies have recently recovered from recession blues and the continued
restructuring, downsizing and reorganization in the post-recession scenario have
created havoc for HR managers as they have to struggle with preserving staff morale
and job satisfaction . In this scenario, high quality of work life is essential for
organizations to continue to attract and retain employees. This is the reason quality of
work life concept has gained momentum recently and researches are going on
worldwide to find out inputs for framing effective quality of work life strategies.
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.

40
T.S.Nanjundesawara and Swamy (2012) conducted a literature study on quality of
work life and leadership style. A high quality of work life is essential for
organizations to continue to attract and retain employees. Quality of work life is a
process in which organizations recognize their responsibility to develop job and
working conditions that are excellent for the employee and organization. An effective
leader influences the followers in a desired manner to achieve goals. It is evident from
the literature that different leadership styles may affect organization effectiveness and
performance. The interventions of quality of work life will effectively utilize the
employee potentials by ensuring great participation and involvement of workers.

Mu.Subrahmanian and Anjani.N (2010) attempted to explain that today's

organizations need to be more flexible so that they are equipped to develop their
workforce and enjoy their commitment. The authors proposed that the organizations
are required to adopt a strategy to improve the employees 'quality of work life' (QWL)
to satisfy both the organizational objectives and employee needs The Constructs of
quality of work life discussed in the study are Job satisfaction, Compensation,
Human Relation, Working Condition, Grievance, competency development, stress
and wellbeing. The Quality of Work Life refers to the level of satisfaction,
motivation, involvement, and commitment individuals experience with respect to their
lives at work. It is the degree to which individuals are able to satisfy their important
personal needs while employed by the firm. Data collected from Sample of 500. the
Quality of Work Life is assessed based on the opinion of the respondents with regard
to the sub factors viz., interesting Perceived stress refers to the extent to which one
perceives one’s situation to be uncontrollable and burdensome. Individuals who report
high levels of perceived stress generally are manifesting the symptoms that associate
with “distress”, including nervousness, frustration, irritability, and generalized
anxiety. Perceived stress has been linked to job dissatisfaction, depressed feelings,
work absence, and turnover.

TRAINING AND DEVELOPMENT

Pallavi and Kulkarni (2013) conducted a literature review on training and

development and quality of work life. Training plays an important role in the

41
competent and challenging format of business. Training is the nerve that suffices the
need of fluent and smooth functioning of work which helps in enhancing the quality
of work life of employees and organizational development too. Development can be
said as a continuous process whereas training has specific areas and objectives.
Training implies constructive development in such organizational motives for
optimum enhancement of quality of work life of the employees. These types of
training and development programs help in improving the employee behavior and
attitude towards the job and also uplift their morale. Training provision is likely not
only to enhance people’s longer-term employability, but also to increase the
opportunities for career progression either within the current organization or
elsewhere.

DavorCrnomat (2008) investigated the most important motivation and satisfaction

factors for IT consultants, what causes consultants to stay and the main reasons for
leaving their companies. Understanding IT consultants' motivation and needs could
help IT consulting companies to lower turnover, and retain good employees by
satisfying their needs as much as is reasonable. The research methodology includes a
combination of literature studies and empirical analysis. Empirical analysis is made
up of two surveys and several interviews with consultants and managers who work for
examined companies. Comparing the survey results with industry average reveals that
IT consultants value much higher training and skill development than the industry
average. Consulting companies which want to retain their employees and be more
attractive as employers must invest in continuous training and skill development.

Karthikeyan, karthi andShyamala (2010) investigated Impact of Training in Indian

Banking Sector. Training enables to carry out roles and responsibilities efficiently and
also learn new things, which will prepare them to take up higher responsibilities in the
future. The researcher studied the existing practices of the various aspects of training
program and its effectiveness in selected public and private sector banks in
Tiruchirappalli District, South India. The aim was to assess the effectiveness of the
various facets of training i.e. employee’s attitude towards training inputs; quality of
training programmes; training inputs and application of training inputs to the actual
job. The sample of the study consists of 454 respondents of clerical cadre and 58

42
respondents of managerial cadre in banks. Multiple regressions, reliability test, path
analyzing using AMOS package analysis were used for the study. The authors
conclude that in a rapidly changing society, employee training is not only an activity
that is desirable but also an activity that an organization must commit resources to, if
it is to maintain a viable and knowledgeable workforce.

Danie and K Pillay (2006) proposed a corporate university model to improve the
current practice. The training and development of employees in the airline industry
usually take place within a decentralized structure and may result in fragmented and
costly initiatives. Researcher conducted qualitative interviews were human documents
were studied and participant observation and the views of employees of the South
African airline industry were sought regarding training in general and CUs in
particular. The study reveals support for the CU concept because it would encourage
continuous learning at all levels in the organization and would place emphasis on both
employee and organizational needs. This qualitative-explorative study utilized focus
groups, participant observation and documents to obtain information about training
and the corporate university concept first hand from employees in a local Airline. The
corporate university model carries with it a significant amount of advantage in terms
of training and development. The academy build on the corporate university model
not only proposes a proactive approach for this airline but could contribute tying in
both strategic imperatives and individual needs.

Rajesh and Shilpi (2011) conducted a study on enhancing the skills of employee
towards sustainability and growth of business enterprise. For the purpose of the study
the researcher used a case study with reference to Bharat pumps and compressor Ltd.
The objective of the study is to identify the skill required for growth and sustainability
of enterprise, to understand the reasons of non-sustainability of business enterprise
and to suggest measure for improvement in skills of HR. The authors conclude that
enhancement of skills of employees of enterprise can help in achieving better quality
of output which in results in increase in productivity of the enterprises .It helps in
motivating the employees to achieve the total quality management which ultimately
increases the goodwill of enterprises in the National as well as in International market.

43
Mehrdad, Mahdi and Ali (2009) aimed at studying the effectiveness of job training
in Iran. The main objective of the study is to find the degree of effectiveness of on the
job training on Iranian managers. Data was collected from sample of 80 respondents.
The demographic profiles of the respondents were analyzed. The study concluded that
effective training enhances the knowledge, skills, attitudes and behavior of people and
hence their performance. The improved performance of individuals leads directly to
profit. Such a payback can be rapid and significant, yet it is rarely measured or
presented in financial terms. If an organization wants highly motivated, up to date,
creative and productive workforce, they need to start and build a strategy for the
future. This strategy has to recognize that corporate performance is totally dependent
upon the performance of the organization’s people. The results of this study show that
on the job training has positive effect on managers’ creativity, achieving
organizational objectives, economic benefits. With such advantages that training
dedicates to organizations, any organization those have high ambitions, have to
conduct such training for achieving those benefits

Asad, Muhammad, Asiya and Ali (2013) carried out a study to check the impact of
training and development, employee empowerment, job performance, rewards and
benefits, age, education and experience on job satisfaction. The research objective is
to study the impact of training and development on job satisfaction among the
employees, to study the relationship between employee empowerment and job
satisfaction among employee, to study the impact of job performance on job
satisfaction among the employee, and to check the rewards as motivation for job
satisfaction level in Pakistan. On the collected 100 data researchers checked for
heteroscadasticity, multicollinearity issues etc. The researchers have applied
reliability test on the variables i.e. cronbach’s Alpha test. The researchers have
conducted frequencies, normality test, regression, ANOVA on data collected. The
results showed that training and development, employee empowerment and job
performance have negligible impact on job satisfaction whereas rewards and
contributively factors significantly impact job satisfaction.

Owoyemi, Oluwakemi, Oyelere and Elegbede, (2011) explored the relationship

between training and employees’ commitment to their organization. The paper was

44
based on a survey of 250 employees and management staff of a financial firm based
in the South Western part of Nigeria. Statistical Package for the Social Sciences was
used to conduct several forms of analysis. The analysis reveals some evidence that
suggest a positive statistical significant relationship between the different levels of
training and employees’ commitment to organization. A regression analysis is
conducted on the data collected. The study reveals a positive statistical significant
relationship between the different levels of training and employees’ commitment to
the organization. The paper concludes that the more the training giving to employees,
the higher their level commitment to the organization.

WOMEN’S QUALITY OF WORK LIFE

Julie A. Waumsley, Diane and M. Houston (2009) examined 266 male and1093
female, managerial and non-managerial evaluations of employees who either used
flexible working practices, worked long hours or worked regular hours. It also
compares attitudes towards employees and their perceived success as a function of the
reason as to why they used flexible working practices. The results show that
individuals working the longest hours are perceived to significantly outperform all
those who worked regular hours or who take part in some kind of flexible working
option. Women with caring responsibilities are consistently viewed as less productive
and more likely to leave their employment than men. The findings on promotion show
overwhelming bias towards long hours being compatible with career success. Despite
the positive effects on work performance, the effects of working long hours are
recognized as detrimental to work-life balance.

Judith B. (1975) indicates that there is a fundamental difference in female and male
work roles and a need for examination of the nature of these socially accepted sex
bound roles. IT industry is one of very few industries which recognize women for
their ability and contribution in “Knowledge” oriented industry with less of physical
and masculine demands for execution of work. The author stated that the reason why
women in IT industry is discussed here in relation to Quality of work life is that
women in today’s corporate world is treated equally in terms of work, responsibilities
and pressure but not remuneration, recognition and promotions. Although women

45
employees are not equally distributed in corporate women still face the issues of
prioritizing family and work and thus compromising on lesser than what they actually
deserve. This is more prevalent among mothers of infants and toddlers with new
responsibility of parenting.

Iqbal, Usman, Nazia and Sajjad (2002) have undertaken a study to investigate the
attitude of people towards female employment in Faisalabad city. The objectives are
to study the socio-economic character of employed women. And to investigate the
public opinion towards working women and female employment and also investigate
the factors which affect public opinion in a sample of 120. Percentage and chi-square
were used for the analysis purpose by the researcher. The results show that most of
the women joined their services to shoulder the economic responsibility of the family
for raising their living standard. They face a lot of problems such as attitude of society
members, prejudices and unrecognition which the working women encounter with
regards their status and their role in the economic life.

John E. and Victoria A.(1998) conducted study on Women and the Economy in
India and found that women have to work harder to receive the same benefits as
comparably employed men. It is notable that most of the women in the study who do
not perceive discrimination work in the fields where few, if any, men compete against
them. The authors summarize that women are expected to be chaste and especially
modest in all actions which may constrain their ability to perform in the workplace on
an equal basis with men.

Rana and Tasnim (2007) study highlights the contribution of working women (in the
age group of 16-160years) in their household budget. These women are involved in
informal economy. The data for the study was collected by cluster sample technique.
It was found that women as head of household, women’s education, ownership of
assets by women have positive effect on their contribution. The age of the women has
a non-linear effect. The result also finds that the contribution increases and then
decreases by increase in age of the women. Married women contribute more to
household budget. The results of the study have important economic and policy
implications to enhance the contribution of informally employed women in household

46
budget, the policy on women’s employment is to be carefully planned. Women as
head of household have been found to contribute more in household income. The life
cycle of women has shown that their contribution in household budget first increases
by increase in age then it decreases.

Mohammad and Sajjad (2009) conducted a study to compare perfectionism and

self-alienation in working women and non-working women. Sample women were
selected by cluster random sampling and casual-comparative method in a cross-
sectional study. Collected data were analyzed by MANOVA and regression and
pearson correlation tests. The results show that there is no significant difference in
positive perfectionism and social isolation between two groups. The result of
regression analysis shows that self-alienation can be explained about 15% variance of
positive perfectionism and 13% variance of negative perfectionism.

Sackey, J. andSanda, M. (2011) studied the social support as a managerial stress

reliever for women in developing economy. The dual roles played women managers
generate added stress to their organizational performances with detrimental
consequences, not only to their physical and mental well-being, but also to their
sustenance as resourceful human capital encouraging the installation of appropriate
support coping mechanisms. The researchers explored this issue by examining the
relationship between the job characteristics symptoms of stress and the moderating
effects of social support among managerial women in some organizations in Ghana. It
is found that the exposure of managerial women to many job stressors have harmful
effect on their health and impact negatively on their productivity. The stresses of the
managerial women were reduced and their career progressions enhanced by the
supportive relationship that existed between them and their superiors. Also the result
indicates that exposing managerial women to small amounts of job stresses at the
workplace can improve their creativities and performances, but exposing them to
many job stressors has harmful consequences on their health and organizational
performances.

Barbara, Martina, Claus, Georg, Oliver, Michaela and Richard (2010) studied the
impact of gender and parenthood on physician’s careers – professional and personal

47
situation seven years after graduation. Data were collected from 579 participants for
the study. The impact of gender and parenthood on the continuous variables was
investigated by means of multivariate and univariate analyses of variance; categorical
variables were analyzed using Chi-square tests. The results of the present study reflect
socially-rooted gender role stereotypes. Taking into account the feminization of
medicine, special attention needs to be paid to female physicians, especially those
with children. At an early stage of their career, they should be advised to be more
proactive in seeking mentoring and career-planning opportunities. If gender equity in
terms of career chances is to be achieved, special career-support measures will have to
be provided, such as mentoring programs, role models, flexi-time and flexible career
structures.

Shoba (2012) studied the level of job satisfaction among industrial women workers.
Based on random sampling method 75 industrial workers were selected. Percentage
analysis, chi square, multiple regression and t test were used for analysis purpose. The
authors conclude that gender discrimination existed in workplace since men workers
could earn a better wage than women workers. Since the wages of the women
industrial workers are low their living conditions are moderate. The authors conclude
that to improve the productivity and interest in work the wages provided to women
workers should be reasonable and promotions should be based on work performance.

QUALITY OF WORK LIFE IN IT INDUSTRY

M. Swapna and S. Gomathi, (2013) in a new perspective proposes six dimensions

measuring Quality of Work Life which included job related factors and also
employees growth related factors like career prospects and training and development.
The authors elicit the inter play between the constructs of Quality of Work life (QWL)
in IT Industry. The authors used Frequency and Percentage analysis in the study to
reduce the data with the base equal to 100 to facilitate comparison, Chi Square Test,
Cronbach's, correlation coefficient were used for the study. Correlation is done to see
the effect of constructs on quality of work life. The relationship between gender, age
and work experience with quality of work life were investigated in the study. It is
suggested that a psychologically healthy work environment is one in which the

48
individual needs are fulfilled and that organizational members experience quality of
work life that they regard as important are satisfactory.

Yecenia and Nghi (2007) conducted the research to investigate preference of IT

professionals in motivation, reward and recognition in Sweden and in Finland. The
researchers have used both quantitative and qualitative research methodology. The
data was collected through questionnaires which contained multiple choice questions
and open questions. The Statistical Analysis of Data presentation was performed for
the multiple-choice questions and Qualitative analysis for the open questions.
Motivating, recognizing and rewarding IT professional is a severely complicated issue
of great importance to both employers and employees. IT professionals do not appear
to be fully motivated and recognized and they would do a better work if they were,
according to them self.

P.S.Nagarajan and S. Kaliyamoorthy (2010) studied the Quality of work life in

Software companies. The researchers used the Walton’s 8 point criteria to measure
the Quality of work life. Authors of the study indicated that most of the companies
across the globe have been giving utmost care and importance to employees’
individual development, personality development, career development, career
planning because the employees are exposed to information provided through various
sources.

Jyothi.B.S and P.T.Ravindran (2012)did an empirical study on employee job

satisfaction in software and ITes units in Bangalore city. This research seeks to
address the knowledge gap by exploring the relationship between HR practices in IT
companies and job satisfaction from the perspective of employee of IT units located at
Bangalore. Data for the study was collected through structured generic questionnaire
from 264 individuals. Findings of the study reveal that the employee of both the sub-
sector demonstrated only a moderate level of job satisfaction. The regression reveals
that job satisfaction has a significant impact on HR practices. The study also confirms
the relationship between job satisfaction and organizations commitment of the
employees. The study concludes that it is imperative for software companies to

49
address the needs of their employees to strengthen their motivations, satisfaction and
commitment leading to minimizing employee turnover.

IfyDiala, Nemani, (2011) reviewed the key factors affecting job satisfaction of IT
professionals in Washington DC. The paper went further to identify the most
pertinent job satisfaction factors as follows: personality trait, values: extrinsic and
intrinsic, working condition and social influence. This study employs quantitative
research methods in order to address the research questions; what are the factors that
influence IT professional's perceptions of job satisfaction and can organizations and
management influence the issue of job satisfaction among IT professionals. The
results of this study indicate that general satisfaction is significantly associated with
satisfaction levels regarding autonomy and intrinsic factors.

Alireza, Rezaeean, Jafar,Sona, and Amir (2011) aimed to measure the level of
quality of work life of information technology staffs and to investigate the
relationship between quality of work life and some demographic characteristics
among them. The research was conducted among 292 IT staffs. The results suggest
that the level of quality of work life is medium and needs managers’ attentions to
enhance. No significant relation is approved between gender and quality of work life,
but relationships between quality of work life and 1) age, 2) work experience and 3)
income are approved.

W.L.Kuean, S. Kaur, E.S.K.Wong, (2010) examined the relationship between

organizational commitment and employees intention to leave the organization in
Malaysian perspective and also included the moderating effects of decision-making
participation and employees work effort on the employee-employer relationship as
well-as their job work effort. The main objective is to determine the relationship
between organizational commitments and intentions to leave among working. The
study is based on descriptive study on a sample of 181 sample size. The correlation
analysis result from the study confirms previous researcher’s observations linking
higher organizational commitment with lower intentions to leave the organization.
The result suggests that among the three components of organizational commitment

50
the employees affective or affection commitment to the organization is the most
important predictor of intentions to leave.

Anupama and Nidhi (2013) established an empirical investigation in the relationship

between the entrepreneurial behavior of employees and organization culture in Indian
software industry. The study is done on a sample of 350 managers belonging to
software industry. Variables in the study are assessed through descriptive statistics,
Pearson product moment correlations and linear regression analysis. The result of the
study indicates that there is positive and significant relationship between culture and
Entrepreneurship in software industry.

Conclusion

Considering the above, it is found that past and recent researchers frequently
base their studies on the work and theories of early 80s. For example Walton’s (1984)
eight dimensions are often used by the researcher for study related to Quality of work
life. Other factors relevant to current period are reviewed. At this stage variables that
are relevant to quality of work life have been explored. It is endeavourer to identify a
wide variety of criteria that have been proved to have impact on quality of work life.
In the next chapter, as many of these criteria will be formulated as questionnaire items
and incorporated in a suitable research methodology.

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 CHAPTER - III

INDUSTRY PROFILE AND THEORETICAL ASPECTS OF

QUALITY OF WORK LIFE

Information technology (IT)industry in India has played a key role in putting

India on the global map. IT industry in India has been one of the most significant
growth contributors for the Indian economy. The industry has played a significant role
in transforming India’s image from a slow moving bureaucratic economy to a land of
innovative entrepreneurs and a global player in providing world class technology
solutions and business services. The industry has helped India transforming from a
rural and agriculture-based economy to a knowledge based economy.

Information Technology has made possible information access at gigabit

speeds. It has made tremendous impact on the lives of millions of people who are
poor, marginalized and living in rural and far flung topographies. Internet has made
revolutionary changes with possibilities of e-government measures like e-health, e-
education, e-agriculture, etc. Today, whether it’s filing Income Tax returns or
applying for passports online or railway e-ticketing, it just needs a few clicks of the
mouse. India’s IT potential is on a steady march towards global competitiveness,
improving defense capabilities and meeting up energy and environmental challenges
amongst others (www.Studymode.com).

IT-ITeS sector in India, with the main focus on increasing technology

adoption, and developing new delivery platforms, has aggregated revenues of USD
88.1 billion in FY2011, USD 100 billion in FY2012 while generating direct
employment for over 2.5 million people. Out of 88.1 billion, export revenue
(including Hardware) has reached USD 59.4 billion in FY2011 while domestic
revenue (including Hardware) of about USD 28.8 billion. In the FY2012, the export
and domestic revenue stood at USD 69.1 billion and USD 31.7 billion respectively.
Nasscom estimated export growth to 13% and domestic to 12% for the FY 2013,
however the export and domestic market showed slower than expected growth.

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Hierarchy in Software organization

The hierarchy followed by most of the software organizations is explained

diagrammatically. (see pic)

Fig: 3.1

Hierarchy in Software organization

*Source: www.hierarchystructure.com

WOMEN IN IT INDUSTRY

The growth of IT industry is exceptional in the last two decades and it

continues to be one of the fastest growing sectors in Indian economy. It has become
one of the significant industries in terms of the total exports and national GDP.
NASSCOM estimates that the sector will create 230,000 jobs in FY2012, increasing
the number of individuals employed directly in India's IT industry to about 2.8 million
individuals. The industry is estimated to indirectly employ another 8.9 million people
JadineLannon (2013) which indicates the need for employable professionals
graduating every year from educational institutions in India. Women make up to 42%
of India's college graduates. More than 50% of female college graduates hold a post-
graduate degree, in comparison to 40% of men a figure that has grown steadily over
the last two decades and is only expected to rise. Sylvia and Ripa (2010)

The International Labor Force has recently reported that the rate of female
participation in the total labor force in India has fallen from 37% in 2004-05 to 29%

53
in 2009-10, leaving India at the 11th lowest spot out of 131 countries JadineLannon
(2013). Despite these declining rates, it is estimated that each year approximately 5.5
million Indian women are entering the formal workforce. Since there is a vast
difference in men and women entering workforce, women tend to face unique set of
challenges in the workplace simply because of their gender.

The research done by the Centre for Talent Innovation has found that 55% of
female Indian employees routinely encounter such severe bias in the workplace that
they disengage from their work or consider dropping out altogether. According to
DataQuest's Best Employer Survey 2012, the percentage of women employed in the
IT industry in India has decreased from 26% in 2010 to 22% in 2012 even though the
number of jobs created in this sector continues to increase annually. Considering the
importance of female workforce in IT industry it is the responsibility of management
to create non-discriminatory and comfortable workplace environment. Although many
of the companies promote gender equality in the workplace and women in senior
positions of authority, the Indian software sphere continues to be almost entirely
male-dominated. JadineLannon (2013)

Number of women on board of directors/members of Top IT companies is

listed below:
Table 3.1
Top IT companies’ women on board

ORGANIZATION NO. OF WOMEN ON NON-EXECUTIVE

BOARD MEMBER
TCS 0/12
Infosys 2/27
Wipro 1/12
HCL 2/5
Cognizant 1/9

According to a survey by EMA Partners International, around 11 per cent of

Indian companies have women CEOs, while in the case of Fortune 500 list from the
US, the women CEOs account for 3 per cent of the total consideration set. The survey
also indicates that most women CEOs (35 per cent) hail from the promoter families, if

54
they are taken out of the equation, the number would drop drastically. SudhaNair
(2012)

Scaling the career ladder continues to be a big challenge for women across
most industries. Adequate representation of women in the workforce enhances
creativity, productivity and the ability to manage change. Support systems are
required for women at work. Current measures such as crèches, flexi-time, refresher
programs, and orientation on company policies only scratch the surface of the real
problems. However, there is an increased awareness of the contribution of women and
the need to nurture their talent at the workplace. Approach to providing a better work
place to women is changing in the 21st century.

BEST COMPANIES IN INDIA

The Economic Times and Great Place to Work Institute have recently listed
the best workplaces in India. A total of 67,000 employees participated in giving a true
picture of what they felt about the workplace. According to the survey, some of the
biggest improvements in workplace culture have been in the areas of genuine caring
for employees, willingness to share wealth and equal opportunity for recognition,
candid communication, reliability of managers, and collaboration with employees,
impartiality, and opportunities for career growth. List of India's Best Companies to
work for 2013 is given below:

55
 Table 3.2
List of India's Best Companies to Work for 2013

Gender
No. of
Rank Organization ratio Focus
employee
(F/M)
1 Google 1,503 1:1.21 Google's care quotient for employees
helps it stay on top
2 Intel Technology 3,472 1:3.9 At Intel, bosses make sure personal
life does not take a backseat
3 American Express 6,856 1:1.28 American Express has one of the
strongest retention rates in financial
sector
4 NIIT 2,448 1:1.81 Employee is a taboo word at NIIT

5 Forbes Marshall 1,260 1:5.89 Forbes Marshall projects a home away

from home for its employees
6 NTPC 25,230 1:15.23 NTPC creates a culture where people
work to enjoy and enjoy to work
7 Ujjivan Financial 3,553 1:3.59 Employee is trusted and given
Services responsibility.
8 Make my trip 1,324 1:2.45 Weaving a fun element at work,
MakeMyTrip looks to do more with
less people
9 Marriott Hotels 4,952 1:3 With endearing HR practices, Marriott
Hotels India beats industry attrition
10 Blue Dart Express 8,040 1:16.99 'People First' philosophy helps Blue
Dart Express in retaining talent
Source: www.greatplacetowork.in

In the past decade, India has emerged as the IT hub of the world. The IT sector is
one of the biggest employment sectors in India, with literally thousands of small, mid-
sized, and large IT organizations employing millions of Indians. Some companies
stand out from the rest, both, in terms of their market share, and from the perspective
of employees as well. A good company to work in is not necessarily one which gives
you the highest pay package. Rather, it is about a host of factors, such as employee
benefits, work culture, management practices etc. here is a list of top 10 IT companies
in India to work for:

56
THE TOP 10 FIRMS IN INDIA IN TERMS OF EMPLOYMENT OF WOMEN

The Indian IT industry employs close to 25 lakh and boasts of better gender
diversity than most other sectors. We listed top 10 IT firms, who are the topmost
women employers in India: Singh A (2013).

Table 3.3
Top 10 firms in term of employment of women

TOTAL WOMEN
S.NO ORGANIZATION
EMPLOYEES EMPLOYEES
1 TCS 285,250 31%
2 INFOSYS 160227 35%
3 WIPRO 1,45,000 28%
4 HCL 90,000 24.6%
5 COGNIZANT 171,400 32%
6 TECH MAHINDRA 50,479 25%
7 MAHINDRA SATYAM 36,787 25%
8 GENPACT 60,000 40%
9 iGATE 30,000 25%
10 MINDTREE 10,580 28%

INFORMATION TECHNOLOGY (IT)COMPANIES PROFILE

Employees of five top software companies participated in the survey. A

comprehensive profile of the five software companies is presented below.

TATA CONSULTANCY SERVICES (TCS)

Tata Consultancy Services (TCS) is one of the largest providers of information

technology (IT) services, business solutions and consulting company headquartered in
Mumbai. TCS was founded in the year 1968 by J.R.D. Tata. TCS is a division of Tata
Sons Limited. TCS Ltd got incorporated as a separate entity on January 19, 1995. At
present, TCS has about 285,250 employees across the globe. TCS operates in 44
countries and has 199 branches across the world of which 15 branches are located in
and around Chennai. Tata consultancy Services is one the India’s most respected
organization. TCS is ranked 40th overall in the Forbes World's Most Innovative
Companies ranking, making it both the highest-ranked IT services company and the

57
top Indian company. The 2009, annual survey by the Reputation Institute ranked Tata
Group out of 600 global companies as the 11th most reputable company in the world.

Tata Consultancy Services is an IT services, consulting and business solutions

organization that delivers real results to global businesses, ensuring a level of
certainty that no other firm can match. TCS offers a consulting-led integrated
portfolio of IT and IT-enabled services delivered through its unique Global Network
Delivery Model™ (GNDM™), recognized as the benchmark of excellence in
software development.

Mission of TCS is to help customers achieve their business objectives by

providing innovative, best-in-class consulting, IT solutions and services and to make
it a joy for all stakeholders to work with us. Values of TCS are leading change,
Integrity, Respect for the individual, Excellence, Learning and sharing. Financial
Information: Revenue of $11.6 billion; up 13.7% over prior year; operating margin of
27% and net income at $2.6B; up 15.6% (fiscal year ending March 31, 2013). The
company shares are listed on the National Stock Exchange and Bombay Stock
ExchangeofIndia. TCS has 58 subsidiaries (direct and indirect) two of it is in Chennai.

TCS is the world’s first organization to achieve an enterprise-wide Maturity

Level 5 on both CMMI® and P-CMM®, using SCAMPISM, the most rigorous
assessment methodology. Additionally, TCS’ Integrated Quality Management System
(iQMS) integrates process, people and technology maturity through various
established frameworks and practices including IEEE, ISO 9001:2008, CMMI®, P-
CMM®, ISO 27001, ISO 20000, ISO 14001, OHSAS 18001 and Six
Sigma(www.tcs.com).

Some of TCS’s Subsidiaries in Chennai are CMC Limited, Computational

Research Laboratories, TCS e-Serve Ltd and TATA communications. Being a part of
the Tata Empire, employee can expect a caring management and global HR practices
at TCS. TCS has topped the BT – Indicus survey of ‘India’s Best companies to work
for- year 2013”. Some of the hr strategy initiatives followed by TCS are: 'Maitree' -
Maitree, which means friendship in a host of Indian languages, is the companion,
counselor and guide that TCSers (as members of the family are known), have come to

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rely on. TCS also conducts an annual survey called 'Pulse', which goes across the
globe and supports 4-5 languages and these inputs are collected. TCS have 103
nationalities and about 6.7 per cent of our employees are non-Indians. TCS is indeed
India's best IT services, consultancy, and business solutions firm. TCS ranked fourth
in the list of most powerful IT services after IBM, HP and Accenture by Brand
Finance. Tata group ranked the world's 39th most powerful brand.

COGNIZANT

Cognizant Technology solution was established in the year 1994 by Kumar

Mahadeva, a Srilanka based Tamilian. Cognizant is an American Multinational
Companywhich had its origin from the Dun and Bradstreet Corporation which was a
joint venture from Satyam computers. It is a leading provider of information
technology, consulting and business process outsourcing services.

Headquartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion

for client satisfaction, technology innovation, deep industry and business process
expertise,and a global, collaborative workforce that embodies the future of work.
Cognizant have over 50 delivery centers worldwide and approximately 171,400
employees(more than 1 Lakh employee work in Indian centers) as of December 31,
2013. Cognizant is a member of the NASDAQ-100, the S&P 500, the Forbes Global
2000, and the Fortune 500 and is ranked among the top performing and fastest
growing companies in the world.

The diversity of workforce in Cognizant is an important area that target for

focus and improvement. Cognizant have identified several affinity groups, which are
employee-led associations designed to further their members’ personal and
professional development, promote diversity, and strengthen networking. One area of
emphasis has been effort to increase the number of women in management and senior
leadership roles globally, via Women Empowered program. In early 2013, Cognizant
also launched a comprehensive diversity and inclusion program, known as
Completely Cognizant, which is built upon the pillars of people, culture, clients and
community.

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 All learning programs in Cognizant are conducted through Cognizant
Academy, the in-house training center, using both classroom-based and online
programs. This dedicated center offers many conventional and leading-edge
educational programs for employees at all levels. The four key educational initiatives
are: Continuing education, role-based training, executive training and certification. As
one of the fastest growing companies in India, its clients continually benefit from their
award-winning client-first culture. Cognizant deliver a distinctly superior experience
to our clients in India by nurturing strong relationships, continuing our investments in
industry-leading processes and building strong local teams and capabilities. India is a
crucial piece of Cognizant’s global business strategy, with global delivery centers in
Mumbai, Bangalore, Chennai, Coimbatore, Gurgaon, Hyderabad, Kerala, Kolkata and
Pune.

Cognizant is recognized on a global scale for our numerous achievements:

Fortune 500, Forbes Fast Tech 25, Fortune’s World’s Most Admired Companies,
InformationWeek’s Top Innovators, Fortune’s Fastest Growing Companies, The
Street’s Ten Stocks of the Decade, IDC MarketScape leader in life science drug safety
services, IDC MarketScape leader in pharmaceutical social media analytics, CRM
Magazine’s CRM Market Winner, Forrester Research, Inc. “leader” in business
technology transformation, TrainingIndustry.com’s Top 20 Content Development
Companies (www.cognizant.com).

During the year 2010 and 2011 Cognizant technology rewarded its employees by
giving out as much as 200% of the variable components of their salaries. The top
performers got around 200% of their target bonus while the average bonus given was
150%. Cognizant is one company which proved that their organization goal is
achieved only when the employee goals is also achieved.

WIPRO LIMITED

Wipro Limited is an Indian multinational information technology (IT),

consulting and outsourcing Service Company headquartered in Bangalore, India with
147,216 employees serving over 900 clients in 61 countries. Wipro is the third largest
IT services company in India. On 31 March 2013, its market capitalization was 1.07

60
trillion ($19.8 billion), making it India's 13th largest publicly traded company.
AzimPremji is a major shareholder in Wipro with over 50% of shareholding. The
Wipro (IT) company posted revenues of $6.9 billion for the financial year ended Mar
31, 2013. Wipro entered into the technology business in 1981.

Wipro helps customers to do business better leveraging industry-wide

experience, deep technology expertise, comprehensive portfolio of services and a
vertically aligned business model. Wipro’s 55+ dedicated emerging technologies
‘Centers of Excellence’ enable to harness the latest technology for delivering business
capability to its clients. Wipro is globally recognized for its innovative approach
towards delivering business value and its commitment to sustainability. Wipro
champions optimized utilization of natural resources, capital and talent. Wipro is a
trusted partner of choice for global businesses looking to ‘differentiate at the front’
and ‘standardize at the core’ through technology interventions.

Wipro is the pioneers in applying Lean Manufacturing techniques to IT

services - The Wipro Way. Wipro is the world's first PCMM Level 5 software
company. Among the top four offshore BPO service providers in the world and
addressing COO requirements. Wipro is a strategic partner to 5 of the top 10 most
innovative companies in the world. One of the most preferred employers for top class
talent (ranked among top 5 in a Business Today 2011 survey). Wipro is the world's
largest independent R&D services provider. No. 2 in Indian Domestic IT Services
Provider Market. Topped the rankings of the MSCI Emerging Markets Index based on
Oekom AG's sustainability ratings of companies. No. 1 Ranking in the Carbon
Disclosure Leadership Index India (www.wipro.com)

INFOSYS LIMITED

Infosys was co-founded in 1981 by N. R. Narayana Murthy, NandanNilekani,

N. S. Raghavan, S. Gopalakrishnan, S. D. Shibulal, K. Dinesh and Ashok Arora after
they resigned from Patni Computer Systems. The company was incorporated as
"Infosys Consultants Pvt. Ltd." with a capital of Rs.10000 (roughly $250) in Model
Colony, Pune as the registered office and signed its first client, Data Basics
Corporation, in New York. In 1983, the company's corporate headquarters was

61
relocated to Bangalore.It changed its name to "Infosys Technologies Private Limited"
in April 1992 and to "Infosys Technologies Limited" when it became a public limited
company in June 1992. It was later renamed to "Infosys Limited" in June 2011.
On 1 June 2013, Mr. Narayana Murthy, one of the founding members of Infosys and
its long time CEO, returned from his retirement to assume office in Infosys as its
Executive Chairman.

Infosys has a growing global presence with more than 158,000+ employees
worldwide, across 71 offices and 93 development centers in the United States, India,
China, Australia, Japan, Middle East, and Europe. Infosys is a global leader in
consulting, technology and outsourcing solutions. As a proven partner focused on
building tomorrow's enterprise, Infosys enables clients in more than 30 countries to
outperform the competition and stay ahead of the innovation curve. With US$8.095bn
in LTM Q3 FY14 revenues, Infosys provides enterprises with strategic insights on
what lies ahead. We help enterprises transform and thrive in a changing world through
strategic consulting, operational leadership and the co-creation of breakthrough
solutions, including those in mobility, sustainability, big data and cloud computing.

Infosys has been identified as one of the Top 25 performers in Caring for
Climate initiative by UN Global Compact and UN Environment Program. Infosys is
ranked No.1 among the best managed companies in Asia Pacific in the annual Euro
money Best Managed Companies in Asia survey 2013. Infosys has been voted India’s
Most Admired Company in The Wall Street Journal Asia 200 survey every year since
2000. We have been recognized as a top performing global partner by consumer
goods company Procter & Gamble (P&G). Software Development Block 1 at Infosys
Pocharam Campus in Hyderabad, India, has been awarded the highest LEED rating by
Indian Green Building Council – the fourth Infosys building to win a Platinum rating
(taking the total Platinum-certified building area at Infosys to over 1 million sq. ft.)

Infosys has received the Oracle Excellence Award for Specialized Partner of the
Year – North America in both ‘Financial Management’ and ‘Human Capital
Management’ categories at Oracle Open World 2012. Oracle has also recognized
Ricoh, an Infosys client, with an Oracle Excellence Award for ‘Eco-Enterprise

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Innovation’. Infosys Engineering Services team has been declared the winner in the
area of engineering design at the 2013 Simulating Reality Contest organized by MSC
Software, a worldwide leader in multidiscipline simulation. Infosys Finacle has
received the XCelent Service Award for ‘Depth of Service’ in the mobile banking
space in an assessment of 20 global vendors by research and consulting firm Celent.
Infosys Public Services is ranked 15th in the 2013 Healthcare Informatics 100, a
compilation of the top health IT companies based on revenues from healthcare IT
products and services. BT’s Seamless Desktop program, powered by the Infosys
customer service experience product Assist Edge, has been awarded the prestigious
Global Telecoms Business Innovation Award for 2013 in the ‘Consumer Service
Innovation’ category. Infosys BPO has received the 2013 Global Impact Award by
the Metro Atlanta Chamber in the ‘Foreign Direct Investment’ category for its plans
to invest in education and training. (www.infosys.com)

Infosys has a good reward system in place, and employees will definitely enjoy the
working atmosphere. Infosys treats its employees as its key asset. Infosys has high
level of senior management commitment: Senior management communicates and
share information with employees on regular basis, stand in lunch queue as everyone
else, play active role in employees events, no hierarchy and everyone is equal, take
input from employee before taking decision, vigorous recruitment process, interviews
with HR manager, potential supervisor, Supervisor’s manager, potential peers and
skill assessment, employees referrals, company’s stocks are given to its employees.
Every employee receives avg. of 47 hours of training per year. Social events are
organized regularly where employee and their family both participate. “Petit
infoscion” is held in which employee’s children get an opportunity to visit parent’s
workplace.

HINDUSTAN COMPUTERS LIMITED (HCL)

The 37 year old Enterprise, founded in 1976 by Shiv Nadar, is one of India's
original IT garage startups. Its range of offerings span R&D and Technology Services,
Enterprise and Applications Consulting, Remote Infrastructure Management, BPO
services, IT Hardware, Systems Integration and Distribution of Technology and

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Telecom products in India. The HCL team comprises 90,000 professionals from
diverse nationalities, operating across 31 countries including 505 points of presence in
India. HCL has global partnerships with several leading Fortune 1000 firms, including
several IT and Technology majors.

Developed the first indigenous micro-computer at the same time as Apple and
3 years before IBM's PC – in 1978. This micro-computer virtually gave birth to the
Indian computer industry. HCL's in-depth knowledge of Unix led to the development
of a fine grained multi-processor Unix in 1988, three years ahead of Sun and HP. In
2005, HCL had begun a series of experiments based upon a radical new management
philosophy, "Employees First, Customers Second," which in many ways turned the
traditional management hierarchy upside down. The aim of EFCS was to create trust
grow through transparency, to make managers as accountable to employees as
employees were to their bosses, to transfer the responsibility for change and value
creation to front-line employees working in the “value zone,” where HCL and its
customers interact. Systems and processes were put in place designed to achieve these
goals.

As a business philosophy, EFCS attracted the attention of academics (Harvard

Business School did a case study on the approach), the media (Fortune magazine
characterized HCL management as “the world’s most modern”), and analysts (a
Gartner research report highlighted the customer benefits of Employees
First).(www.hcl.com)

HCL is ranked in the top 10 outsourcers with the ‘highest accountability,

transparency and trust’ by Wall Street Journal, ranked world's no. 1 infrastructure
outsourcing vendor by Brown-Wilson Group for the Black Book of Outsourcing.
Listed by World Blu for the fourth time in a row as one of the Most Democratic
Workplaces for 2012 in the world..Featured in case studies published by Harvard,
London Business School and Darden Business School (www.wikipedia.com)

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GENESIS OF QUALITY OF WORK LIFE (QWL)

The quest for improved productivity through human resources has its
beginning in the early 1900’s. F. W. Taylor’s scientific management principles
created a new awareness regarding human resources , who were earlier considered as
mere instruments of production ready to work from dawn to dusk under whatever
conditions and being motivated by the lure of money. From then onwards research
and experiments have been undertaken to understand human beings at work and the
ways to improve their job satisfaction, balanced with the aim of the organizations to
combine better productivity with job and employee satisfaction RochitaGanguly
(2011). Legislation enacted in early 20th century to protect employees from job-injury
and to eliminate hazardous working conditions, followed by the unionization
movement in the 1930 and 1940s were the initial steps. Emphasis was given to job
security, due to process at the work place and economic gains for the workers. The
1950s and the 1960s saw the development of different theories by psychologists
proposing a “positive relationship between morale and productivity”, and the
possibility that improved human relations would lead to the enhancement of both.
Attempts at reform to acquire equal employment opportunity and job enrichment
schemes also were introduced. Pugalendhi, Bharathi,Umaselvi M, Nakkeeran and
Senthil (2011)

The concept of quality of work life (QWL), has originated from the
continuous research process. The term QWL was introduced by Louis Davis (1972) at
the first International quality of work life Conference held in Toronto. It made its
appearance in India around mid-70’s Rochita Ganguly (2011). In 1984 Walton
proposed eight dimensions they are adequate and fair compensation, safe and healthy
environment, growth and security, development of human capabilities, the total life
space and social relevance of work life. From the year 1980 onwards quality of work
life was given importance as organization placed employee as their priority. Quality
of work life actively gained its importance from mid-1990. Till today there has been a
rapid growth in the economy all over the world which has led to the increase for the
importance of Quality of work life. Introducing QWL program in an organization is
an attempt to capitalize the human assets of the organization.

65
 QWL has become one of the most important issues these days in every
organization. Employees are the force that is behind every successful organization.
No organization can become successful with technology only because for the use of
technology also, organizations need to have strong workforce. The term Quality of
Work Life actually introduced in the late 1960’s. From that period till now the term is
gaining more and more importance everywhere, at every work place. Initially, quality
of work life was focusing on the effects of employment on the general well-being and
the health of the workers. But now its focus has been changed. Every organization
needs to give good environment to their workers including all financial and non-
financial incentives so that they can retain their employees for the longer period and
for the achievement of the organization goals.

The quality of work life approach considers people as an asset to the

organization rather than as costs. It believes that people perform better when they are
allowed to participate in managing their work and make decisions. This approach
motivates people by satisfying not only their economic needs but also their social and
psychological ones. To satisfy the new generation workforce, organizations need to
concentrate on job designs and organization of work. Shruti and Shweta (2011)

MEASUREMENT OF QUALITY OF WORK LIFE

The following indices are used to judge the quality of work life in an
organization: Job Satisfaction, Working condition, General Well-Being, Career
prospects and compensation and Training and Development.

JOB SATISFACTION

Contentment (or lack of it) arising out of interplay of employee's positive and
negative feelings toward his or her work. Job satisfaction is a combination
of intrinsic and extrinsic job satisfaction, intrinsic job satisfaction is when workers
consider only the kind of work they do, the tasks that make up the job. Extrinsic job
satisfaction is when workers consider the conditions of work, such as their pay,
coworkers, and supervisor. Job satisfaction is, quite simply, how content or satisfied
employees are with their jobs. Job satisfaction is measured using an employee

66
satisfaction survey. These surveys address topics such as employee relationship, work
nature, job autonomy and job security. These are all important to companies who
want to keep their employees happy and increase turnover, but employee satisfaction
is only a part of the overall solution. In fact, for some organizations, satisfied
employees are people the organization might be better off without. Employee’s
satisfaction and employee’s engagement are similar concepts on the surface, and
many people use these terms interchangeably. Employee satisfaction covers the basic
concerns and needs of employees. It is a good starting point, but it usually stops short
of what really matters.

Job Satisfaction Evaluation:

Job satisfaction implies the workers satisfaction with the employee

relationship, nature of work, quality of supervision, job security, opportunities for
promotion, good work autonomy etc. job satisfaction is related to job involvement and
people involved in their jobs are satisfied with their jobs and vice versa.

 Employee Relationship

Employee relationship is the communications between management and

employees concerning workplace decisions, grievances, conflicts, problem
resolutions, unions, and issues of collective bargaining. Employee relations involve
the body of work concerned with maintaining employer-employee relationships that
contribute to satisfactory productivity, motivation, and morale. Essentially, employee
relations is concerned with preventing and resolving problems involving individuals
who arise out of or affect work situations. In organizations advice is provided by the
management to supervisors on how to correct poor performance and employee
misconduct. Information is provided to employees to promote a better understanding
of management's goals and policies. Information is also provided to employees to
assist them in correcting poor performance, on or off duty misconduct, and/or to
address personal issues that affect them in the workplace. Employees are advised
about applicable regulations, legislation, and bargaining agreements. Employees are
also advised about their grievance and appeal rights and discrimination and
whistleblower protections.

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 Work nature

Employee should enjoy doing the job, it should also be challenging,

meaningful, satisfying, rewarding. The job should be such a way that the employee
look forward to work each day. Job should also provide new learning opportunities
and unique experiences to improve job and career.

 Recognition

Recognition is acknowledgment, cognizance, or confirmation of the

particulars (amount, number, qualification, size, timing, validity, etc.) of an event,
object, person, phenomenon, or right, before its acceptance, inclusion, or recording.
Recognizing or honoring employees for the level of service is meant to encourage
repeat actions, through reinforcing the behavior you would like to see repeated.
Recognition provides an effective way of encouraging higher levels of performance
from employees. Recognizing employee achievements lets employees know that they
are valued. Recognition is a great esteem builder and can help to create workplace
loyalty and build a sense of community.

 Job Security

Job security is the assurance (or lack of it) that an employee has about the
continuity of gainful employment for his or her work life. Job security is the feeling
that employees have of being able to stay in their job as long as they want to stay.
Job security usually arises from the terms employment contract that prevents any
arbitrary termination, layoffs, or lockouts. Previous generations primarily valued
working at larger organizations because it meant more money and longer term
employment. In today’s scenario organizations do not give job assurance to its
employees instead provides them with care in other aspect. This makes the employee
feel that they are cared for by the employer.

 Job Autonomy

A degree or level of freedom and discretion is allowed to an employee over his

or her job. As a general rule, jobs with high degree of autonomy engender a sense of

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responsibility and greater job satisfaction in the employees. Autonomy in the
workplace refers to how much freedom employees have while working. For some
organizations, autonomy means employees are allowed to set their own schedules. In
other organizations, autonomy means employees can decide how their work should be
done. No matter which concept is being applied, higher levels of autonomy tend to
result in an increase in job satisfaction.

WORKING CONDITION

Working condition in an organization means the conditions in which an

individual or staff works, including but not limited to such things as amenities,
physical environment, stress and noise levels, degree of safety or danger, and the like.
The working conditions refer to the working environment and aspects of an
employee’s conditions of employment. This covers such matters as: the organization
of work and work activities, skills and employability; health, safety, barriers to
improvement and working time. Working condition also includes the social and
psychological environment. Work environment plays a large role in work life. If you
are not happy with your working conditions, it will affect your attitude, productivity
and performance. Some work situations may be beyond control, like working in
hostile work environment, working under a difficult supervisor or reporting manager.

Work environment refers to the qualities and characteristics of the experience

of working in organization. Put simply, it is an expression of what it is like to work in
your organization, the employer-employee relationships and work setting. The
physical aspects ofa workplace environment can have a direct impact on the
productivity, health and safety, comfort, concentration, job satisfaction and morale of
the people within it. Important factors in the work environment that should be
considered include building design and age, workplace layout, workstation set-up,
furniture and equipment design and quality, space, temperature, ventilation, lighting,
noise, vibration, radiation, air quality.

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Workplace conditions Evaluation

When people are working in situations that suit their physical and mental
abilities, the correct fit between the person and the work task is accomplished. People
are then in the optimum situation for learning, working and achieving, without
adverse health consequences, e.g. injury, illness. When assessing the workplace
environment, consideration should be given to individual human characteristics such
as age, sex, experience, physical stature etc., and how well these human
characteristics match the physical environment. Appropriate design of workplace
environments will ensure that they accommodate a broad variety of human
characteristics. The work environment should satisfy the physical and mental
requirements of the people who work within it. The necessary adjustments to the work
area, in terms of the heights and angles of furniture and equipment, should be made
for the comfort and safety of each person.

 Ergonomics

Ergonomics is the study of capabilities and limitations of mental and physical

work in different settings. It applies anatomical, physiological, and psychological
knowledge (called human factors) to work and work environments in order to reduce
or eliminate factors that cause pain or discomfort. Ergonomic designs of tools and
equipment have helped curtail the occurrence of musculoskeletal disorders and
repetitive strain injuries such as carpal tunnel syndrome (CTL) also called human
engineering (www.businessdictonary.com). Ergonomic risk factors are the aspects of
a job or task that impose a biomechanical stress on the worker. Ergonomic risk factors
are the synergistic elements of musculoskeletal disorders hazards. The National
Academy of Science shows that the following ergonomic risk factors are most likely
to cause or contribute to an MSD: Awkward postures, Cold temperatures, Contact
stress, Force, Repetition, Static postures and vibration.(IWOA)

Physical characteristic in work environment:

Physical environmental factors can have an adverse impact on people. The

specific physical factors that limit performance will vary depending on both the work

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environment and individual differences. Those people who are working within an
environment are the ones best able to identify factors that affect their work. It is
important to involve these ‘hands-on’ people in consultations with supervisors,
managers and occupational health and safety personnel when considering options for
controlling the risks in question.

 Social Environment

The term social environment refers to the culture created by humans. This
environment is made up of their culture, institutions and networks which add value to
life. It also involves the people with whom you interact with. It refers to the
immediate physical and social setting in which people live or in which something
happens or develops. Customers and employees of the organization, with their
attitudes and values concerning work, products and business, their education and skill
level, and their expectations are all part of the social environment (www.ask.com)

 Sexual Harassment at workplace

The Supreme Court directive of 1997 clearly and unambiguously provides an

answer to the question 'what is sexual harassment?’ As defined in the Supreme Court
guidelines (Vishakhavs State of Rajasthan, August 1997) Vibhuti (2007). Sexual
harassment includes such unwelcome sexually determined behavior as: Physical
contact, A demand or request for sexual favors, Sexually colored remarks, Showing
pornography, Any other unwelcome physical, verbal or non-verbal conduct of a
sexual nature, for example, leering, telling dirty jokes, making sexual remarks about a
person's body, etc.

Sexual harassment is a serious issue in both public and private sector

organizations. Almost all fortune 500 companies in the United States have complaints
lodged by employees, about a third of them have been sued. Not only the settlement
in these cases is very costly for the companies in term of litigation, it is estimated that
it cost a typical fortune 500 companies $6.7 million per year in absenteeism, low
productivity, and turnover. It’s a global issue; charges have been filed against

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employers in many other countries like India, Japan, Australia, Netherlands, Belgium,
New Zealand, Sweden, Ireland and Mexico Stephen P. and Mary (2009)

Some noteworthy complaints of sexual harassment at workplace that came

into the national limelight were filed by:

 RupanDeo Bajaj, an IAS officer in Chandigarh, against 'super cop' K P S Gill.

 An activist from the All India Democratic Women's Association, against the
environment minister in Dehra Dun.

 An airhostess against her colleague Mahesh Kumar Lala, in Mumbai.

 An IAS officer in Thiruvananthapuram, against the state minister.

 Tehelka editor TarunTejpal, who faces charges for sexual assault on a woman
journalist.

Sexual harassment is about male dominance over women and it is used to

remind women that they are weaker than man. In a society where violence against
women is posed just to show the patriarchal value operating in society, these values of
men pose the greatest challenge in curbing sexual harassment. Studies have shown
that 1 out of every 3 working women are touched by sexual harassment.

GENERAL WELL-BEING

Well-being has been defined from two perspectives. The clinical perspective
defines well-being as the absence of negative conditions and the psychological
perspective defines well-being as the prevalence of positive attributes. Positive
psychological definitions of wellbeing generally include some of six general
characteristics. Characteristics of well-being most are the active pursuit of well-being,
a balance of attribute, positive affect or life satisfaction, social behavior, multiple
dimensions and personal optimization.

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 Work Stress

Work-related stress is a growing problem around the world that affects not
only the health and well-being of employees, but also the productivity of
organizations. Work-related stress arises where work demands of various types and
combinations exceed the person’s capacity and capability to cope. Work-related stress
is the second most common compensated illness/injury in Australia, after
musculoskeletal disorders.

Work-related stress can be caused by various events. For example, a person

might feel under pressure if the demands of their job (such as hours or
responsibilities) are greater than they can comfortably manage. Other sources of
work-related stress include conflict with co-workers or bosses, constant change, and
threats to job security, such as potential redundancy. The signs or symptoms of work-
related stress can be physical, psychological and behavioral. Signs and
symptoms of work stress are feeling anxious, irritable, or depressed, Muscle tension
or headaches, apathy, loss of interest in work, stomach problems, and sleeping
difficulties, such as insomnia, gastrointestinal upsets, such as diarrhea or constipation,
social with drawls, fatigue, trouble concentrating, using alcohol or drugs to cope,
depression, feelings of being overwhelmed and unable to cope cognitive difficulties,
such as a reduced ability to concentrate or make decisions, an increase in sick days or
absenteeism

 Depression Symptoms

Depression is sadness or downswings in mood are normal reactions to life’s

struggles, setbacks, and disappointments. Many people use the word “depression” to
explain these kinds of feelings, but depression is much more than just sadness. Some
people describe depression as “living in a black hole” or having a feeling of
impending doom. However, some depressed people don't feel sad at all. Whatever the
symptoms, depression is different from normal sadness in that it engulfs your day-to-
day life, interfering with your ability to work, study, eat, sleep, and have fun. Signs
and symptoms of depression include feelings of helplessness and hopelessness, loss of

73
interest in daily activities, appetite or weight changes, sleep changes, anger or
irritability, loss of energy, self-loathing, reckless behavior, concentration problems.

Depression is a major risk factor for suicide. The deep despair and
hopelessness that goes along with depression can make suicide feel like the only way
to escape the pain. As many as 1, 35,445 people committed suicide in the country last
year. Statistics released by the National Crime Records Bureau (NCRB) shows that
Tamil Nadu tops the suicide list with 16,927 suicides. Chennai tops with 2,183 cases.
The NCRB figures show that social and economic causes have led most of the men to
commit suicide whereas emotional and personal causes have mainly driven women to
end their lives. The percentage of suicide by married men is 71.6% and married
women is 67.9%. Ignatius Pereira (2013)

 Psychological Environment

Psychological environment is that feature of working condition which is

relevant to worker behavior. By behavior, the three related types of psychological
phenomena are considered: affect (e.g. emotions, mood, psychological symptoms,
affective disorders); cognitions (e.g. attitudes, perception, decision-making); and
behaviors (e.g. effectiveness, absence, motivation). The psychological environment is
therefore the set of those characteristics of work environment that affect how the
worker feels, thinks and behaves. R. B. Briner (2000).

CAREER PROSPECTS

Career is a chosen pursuit, a profession or occupation. Career is often

composed of the job shield, titles earned and work accomplished over a long period of
time, rather than just referring to one position. A career prospect is the opportunities
and advancement available in the profession chosen by an individual. Career
prospects are the process used by an employee to chart a course within an
organization for his or her career development. Career prospects involves
understanding what knowledge, skills, personal characteristics, and experience are
required for an employee to progress his or her career laterally, or through access to
promotions and / or departmental transfers. Career prospects require an employee to

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take an honest look at his or her career goals, skills, needed knowledge, experience,
organization goals and the growth in the organization.
(www.businessdictionary.com)

 Motivation

“Motivation” is a Latin word, meaning “to move”. Motivation is the process

of channeling a person’s inner drives so that he/she wants to accomplish the goals of
the organization. Motivation concerns itself with the will to work. It seeks to know the
incentives for work and tries to find out the ways and means whereby their realization
can be helped and encouraged. Motivation is defined as “the willingness to exert high
levels of effort to reach organizational goals, conditioned by the efforts ability to
satisfy some individual need.”

 Interpersonal Communication

Everything a manager does involve communicating. A manager cannot make a

decision without information. That information has to be communicated. Once the
decision is made, it must be informed to all the others which again requires
communication. Managers of an organization, therefore, need effective interpersonal
communication skills. More number of managers is probably fired because of poor
interpersonal skills than for a lack of technical ability. A survey of senior managers in
Canada’s top 100 corporations showed that 32% of the respondents rated
interpersonal skills as a top priority in hiring decisions Vlex(1993).

COMPENSATION

The literal meaning of compensation is to counter-balance. In the case

of humanresource management, compensation is referred to as money and
other benefits received by an employee for providing services to his employer.
Money and benefits received may be in different forms base compensation in
money form and various benefits, which may be associated with employee’s service
to the employer like provident fund, gratuity, and insurance scheme, and any

75
other payment which the employee receives or benefit the enjoys in lieu of
such payment.

Cascio has defined compensation as “It includes direct cash payments, indirect
payments in the form of employee benefits and incentives to motivate employees to
strive for higher levels of productivity”. Compensation (also known as Total
Rewards) can be defined as all of the rewards earned by employees in return for their
labor. www.hrcouncil.ca

Gary Dessler defines compensation in these words "Employee compensation

refers to all forms of pay going to employees and arising from their employment."
The phrase 'all forms of pay' in the definition does not include non-financial benefits,
but all the direct and indirect financial compensations. Compensation includes Direct
financial compensation, Indirect financial compensation, Non-financial compensation.
While employees tend to focus on direct financial compensation when contemplating
their rewards, according to the McKinsey Journal, for individuals who are relatively
satisfied with their salary, it is the non-financial rewards that tend to be more effective
in contributing to long-term employee engagement.

TRAINING AND DEVELOPMENT

Training is the process of amplifying the skills, knowledge and attitude of an

employee that is required to do the job. An organizations competitive advantage
depends more on the quality of its employees than on any other factor. Today people
are often the key resource of a firm and their employment make up at least two thirds
of all costs. Well managed training and development adds more value than its cost.
Training is the acquisition of new skill, knowledge relevant to a job. Development
involves the growth of an individual’s wider education and capabilities within a field
of employment.

Development has a broader focus on learning and relates to a career rather than a
job. It emphasizes the employee’s potential to acquire more capabilities.

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Definition of Training

Training is the act of increasing the knowledge and skills of an employee for
doing a particular job. Edwin B.Flippo

Self-Efficacy

A person's belief about his or her ability and capacity is to accomplish a task
or to deal with the challenges of life. Albert Bandura defined self-efficacy as people's
beliefs about their capabilities to produce designated levels of performance that
exercise influence over events that affect their lives. Self-efficacy beliefs determine
how people feel, think, motivate themselves and behave. Such beliefs produce these
diverse effects through four major processes. They include cognitive, motivational,
affective and selection processes.

Self-efficacy is not perceived skill; it is what I believe I can do with my skills

under certain conditions. It is not concerned with by beliefs about my ability to
perform specific and trivial motor acts, but with my beliefs about my ability to
coordinate and orchestrate skills and abilities in changing and challenging situations.
JE. Maddux (2000)

Self-efficacy affects learning and performance in three ways

1. Self-efficacy influences the goals that employees choose for themselves.

Employees with low levels of self-efficacy tend to set relatively low goals for
themselves.

2. Self-efficacy influences learning as well as the effort that people exert on the
job. Employees with high self-efficacy generally work hard to learn how to
perform new tasks.

3. Self-efficacy influences the persistence with which people attempt new and
difficult tasks. Employees with high self-efficacy are confident that they can
learn and perform a specific task.

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Conclusion:

In this chapter, the focus was on the profile of information technology industry
and the genesis of quality of work life. The aim of this chapter was to provide an
overview of the Information technology industry and about the quality of work life. IT
industry is the one industry which involves lot of pressure, stress, attrition and
struggle inspite of providing the best working atmosphere. The determinants used to
measure the quality of work life such as job satisfaction, working condition, general
well-being, work-life balance / home-work interface, career prospects and
compensation and training and development were addressed.

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 CHAPTER - IV

FACTORS INFLUENCING QUALITY OF WORK LIFE

In this chapter, the factors influencing the Quality of work life of women in IT
industry are analyzed. The demographic details of employees in IT companies are
analyzed using the percentage analysis method. The predominant factors influencing
Quality of work life of IT employees are analyzed using the factor analysis method.
Principle component method is applied on the variables to derive the sub factors of
the study. Cluster analysis is used to classify the existing difference among the
respondents. Relationship among the factors influencing the work life of respondents
is analyzed by correlation.

Percentage analysis is the method to represent raw streams of data as

percentage for better understanding of collected data. Percentages are based on
descriptive relationship. It compares the relative items. The percentage reduces
everything to a common base and thereby allows meaning comparison.

Percentage analysis is used to address the first objective, to study the

demographic details of respondents.

THE DEMOGRAPHIC DETAILS OF EMPLOYEES IN IT COMPANIES

The term demographics refer to particular characteristics of a population. The

word is derived from the Greek words for people (demos) and picture (graph).
Demographic information provides data regarding research participants and is
necessary for the determination of whether the individuals in a particular study are a
representative sample of the target population for generalization purposes.
Demographic variables are independent variables by definition because they cannot
be manipulated. Lee.M and Schuele. C (2010) the demographic details of employees
play a vital role in determining their quality of work life as well as satisfaction level
of job.

After reviewing national and international literature pertaining to personal and

organization details the researcher identifies age, marital status, number of children,

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children age, and type of family and the organization details designation, experience
and timing. In order to give a panoptic view the researcher uses the percentage
analysis to give the descriptive statistics each segmentation in the personal and
organizational details of the employees. Demographic variables are frequently used in
research as predictors of Quality of work life. Demographic variables display
independent effects thus they could not be omitted as contributors Almalki,
FitzGerald and Clark, (2012). Previous researchers have utilized demographic
variables (i.e. Age, gender, marital status, Number of children, children age, living
place, work experience, timing) for studies related to the Quality of work life OASW
(2006) ; Meenakshi, and Parul (2011); Sardzoska (2008); Davor (2008); Nghi
and Yecenia (2007); Rana (2007); FH Kashani (2012); S.B. Pugalendhi,
Umaselvi, Nakkeeran and Senthil (2011) Almalki et al. (2012quality of work life is
affected by work life factors as well as number of demographic factors, leading either
to high or low level of quality of work life, which can result in critical changes in
behavioral intentions. The correlation between the level of quality of work life and the
employee’s behavior action can be affected by selected employees’ demographic
factors. Employee’s demographic factors have significant impact on the level of
quality of work life of an employee.

The demographic variables that are considered for this study are Age, Marital
Status, and Number of children, Children age, Experience, Type of family in and
Work timing.

AGE OF THE RESPONDENTS

Age of the employees is an important factor having a direct influence on the

work life of an employee. Experience and maturity are always associated with age. In
the younger age, workers are usually characterized by enthusiasm and hard work
while elderly persons show much reluctance to take up new work and exhibit a more
matured line of thinking and acting thoughts, through their experience GJ Chandran
(2013). Age group categories that were extensively used for previous researches on
quality of work life, Women and IT industry were between 21 years to above 45 years
Monga, Ashok (1981); OASW (2006); Nghi and Yecenia (2007); Sardzoska

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(2008); Davor (2008); Rana (2007);FH Kashani (2012); Meenakshi, and Parul
(2011). Thus the following segmentation <25, 26-35, 36-45, >45 are considered for
the age group of employees in IT companies.

Table 4.1.1
Age of the Respondents

Valid Cumulative
Age Frequency Percent
Percent Percent
Valid Less than < 25 328 39.7 39.7 39.7
26 – 35 369 44.7 44.7 84.4
36 – 45 109 13.2 13.2 97.6
More than > 45 20 2.4 2.4 100.0
Total 826 100.0 100.0
Source: Primary data

From the above table it is found that the sample unit consist of a maximum of
44.7% of employee in the age group 26 to 35, 39.7% in the age group <25, 13.2% in
the age group 36-45 and 2.4% in the age group greater than >45. It is observed that
the sample unit is dominated by 44.7% of employee in the age group 26 to 35.
Women are best represented at the junior level, less so at the middle level and are
least represented at the senior level, which is consistent with trends in developing and
developed countries. The earlier the drop-off occurs, the smaller the base of people
who could move up the ranks, and therefore the fewer women there will be in senior
positions.

Kanagalakshmi and Nirmala (2003); and Rajalakshmi (2003) support the

finding that there is a drastic decrease in number of working women between the age
groups 26 -35 and 36 to 45. The most divergent part is the age between 23 Years to 35
Years. This crucial phase is where men concentrate on career and women are drawn
into marriage-child family web. The demand for time is such that if women cannot
prioritize between family and work, the drop out is sure to happen. Women join work
in good numbers but very few make it to the top. At every step beyond, they either
leave or get pushed out. The reasons are familiar – childcare, unfair share of domestic
chores, gender bias at work, extreme work conditions, security and health issues.
Even appearance is a critical element in up-ramping. In India, weight-age is given to

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physical attractiveness and looks, including a youthful appearance as well as being
slim and tall. People assume younger women to be fast, talented and attractive and
forget the experience and success of not so young women which makes it hard for
women to survive in the competitive work environment.

MARITAL STATUS

In researches that are related to women, marital status is considered as an

important variable. Women employment has a positive rather than negative effect on
marriage Krishna, Vranda and Siddaramu (2010). The socio-economic status of an
individual within household is determined by her marital status Rana and Tasnim
(2007). Generally, male population in the researches is divided by a number of
factors: age, religion, and regional affiliation. Yet the female population is divided in
one way that the male was not—by marital status. Female identity was determined
both culturally and legally by marital status James. M (2000). Over the years attitude
towards female education has drastically changed reason being women income is now
become important for a household. Change in lifestyle has forced the households to
accept this fact. Married or unmarried a working women’s contribution to a family is
vital and not deniable. For this study woman professionals’ marital status is
segmented into married and unmarried.

Table 4.1.2
Marital Status of the respondents

Valid Cumulative
Marital Status Frequency Percent
Percent Percent
Valid Married 311 37.7 37.7 37.7
Unmarried 515 62.3 62.3 100.0
Total 826 100.0 100.0
Source: Primary data

The above table shows the sample unit of employees married and unmarried.
Maximum 62.3% of the sample units are unmarried and 37.7% of the employees are
married. Thus the sample unit is dominated by unmarried employees. Majority of the
unmarried women show a casual approach towards work. They do not have prior

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commitment to their work but after marriage they are forced by their circumstances to
seek employment in order to support their growing families Rana and Tasnim
(2007). Married women contribute more to household than single women reason
being circumstances force the married women to contribute in household budget. The
drop out level after getting employed and not able to sustain employment has been a
matter of concern. This drop out effect is because of the cultural and social barrier
faced by even educated women today. It is a fact that women deliver 100% both at
work and home. This 200% output makes women burnout easily. Entering a marriage
phase or encountering a child birth forces many women to drop out of IT. “Marriage-
Baby” phase for women aspiring to grow with self-esteem is crucial (Rajalakshmi,
2003). Maternity is one major reason for women drop out. Women are not treated or
given the same respect and responsibility when they return to their own job or
organization. Often women with children are seen as less potential and committed to
job. Women on the other hand tend to mostly accept the discrimination as they feel
insecure about finding a new job being a mother. Women are very serious about their
career in that there is a steady growth in the number of women who want to remain
single. There is another group who do not want to have children for the same reason.

NUMBER OF CHILDREN

Children are the major force deciding about the tenure and growth of a career
mother in the organization she works. A woman working during early years of child
has piled up guilt for not giving enough for the child. Career mother is main earners in
most of the families. There has rationally been a concern that the employment of
mothers comes at the expenses of child development. As the percentage of mothers in
work has gone up any impact on children has diminished. Women these days make
almost half of the workforce but account for just a third of management because of
childcare and balancing work and family Joshi (2013). Research from the University
of New South Wales indicates that married women with children are worse off than
ever before, which is why they are initiating divorce in higher numbers and having
fewer children. Many women in IT prefer to delay marriage or delay child birth for
the sake of career growth. Onsite opportunities for employees in IT are considered as
a status by most of its employees and their family. Marriage or children are seen as a

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hindrance for these types of career opportunities by women in IT although not all
women employees think this way. Gone are those days where women of India get
married at the age 21 to 24 and give birth within before 26. There is an increasing
trend now in Indian IT women that delay their marriage or couples do not want to
have a child the most common trend is only one child. For this study the number of
children is categorized like

No children, 1 child, 2 children and more than 2.

Table 4.1.3
Number of children of the respondents

Valid Cumulative
Children Frequency Percent
Percent Percent
Valid No Children 565 68.4 68.4 68.4
1 Child 209 25.3 25.3 93.7
2 Child 51 6.2 6.2 99.9
More than 2 1 .1 .1 100.0
Total 826 100.0 100.0
Source: Primary data

The above table shows the sample unit of employees without children, with
one child, with 2 children and women employee with more than 2 children.
Maximum of 68.4% of the sample unit do not have children which are followed by
25.3% of sample unit that has only one child. Very few respondents of this study have
2 children 6.2% and .1% has more than 2 children which is not a common trend now
in IT employees. Obviously, the senior employees who began their career in 80s have
more children.

Kanagalakshmi and Nirmala (2003) found that there is no close relationship

between the variables of experience, family size and wealth position and the level of
perception on quality of work life. Even when both parents are working; the
responsibility of care for sick children usually falls on the mother. Thus leading to
stress and absenteeism at work which will eventually affect the work life. In a study
conducted by Buddeberg, Martina, Claus, Georg, Oliver, Michaela and Richard
(2010) the authors have found that female professionals with children show lower rate

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in career success and support. Female professional who prioritize children are forced
to take a career break or work from home or give up their career. Women who have
multiple role as mother, wife and employee were less depressed and have higher self-
esteem than women who are more satisfied in their marriages and job compared to
women and men who are not married unemployed or childless. Reddy et. al. (2010)
found that there is a positive association between multiple roles and good mental
health when a woman likes her job and likes her normal life.

CHILDREN AGE

Career tenure of working women is widely influenced by the age of the

children. Researches on child behavior have indicated that the children of working
women who are employed full time reported behavior problems by caregivers at the
age of 4 ½ years and by teachers of first graders, whereas infants mothers who
preferred to work part-time have reported fewer disruptive behavioral problems.
Mothers who worked full-time were more likely to have symptoms of depression.
David (2013). Parental demand is measured by the number of children and their age.
Most women return to full time work while their children are still young because of
financial needs. In the process of prioritizing child and work, women are not able to
give their 100% to either child or the work which. Working women in India get only 3
months (90 days) of maternity leave to be with the new born which is not sufficient.
For this study the age is segregated as 0-3years infant, 4 to 7years child, 8 to 12 years
adolescent and teens above 12 year.

Table 4.1.4
Children Age of the respondents

Cumulative
Children Age Frequency Percent Valid Percent
Percent
Valid 0 – 3 years 619 74.9 74.9 74.9
4 to 7 years 82 9.9 9.9 84.9
8 to 12 years 65 7.9 7.9 92.7
Above 12 years 60 7.3 7.3 100.0
Total 826 100.0 100.0
Source: Primary data
The above table shows that the maximum sample unit of 74.9% belongs to
infant child age group. Followed by 9.9% of sample unit belong to 4 to 7 years age

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group, 7.9% of sample unit belong to 8 to 12 years age group and only 7.3% sample
unit is teenage children. Researches reveal that women with children are significantly
lower in occupational commitment relatively to women without children; contrary to
expectation, women with younger children outperformed women with older children.
Reddy et. al. (2010). Children are the direct victim of women working for long hours.
No matter what age group the child belongs to, at each stage the child requires special
attention from mother. Many working women get help from in-laws, parents or
caretakers which aren’t always sufficient for the kid. Sayeed, Abdus, Chaudhury
(2011) find that infants who are looked after by caretakers are bound to malnutrition,
insufficient care. Children are threatened not to say anything negative to their mothers
and faced physical torture. Adolescent mothers who are satisfied with their child work
balancing are shocked to know that their adolescent kids feel that they are neglected
by their mother. Teen mothers are worried as they are already out of control. This is
best shown by a respondent on her opinion about children and work. “The work
environment in India has become terrible and we are seeing its effects in bad health and
directionless, valueless kids”

TYPE OF FAMILY

In the process of modernization Indian families have undergone significant

structural changes in the past two decades. The changing economic structure in India
forces more and more women to live out of their homes for employment. The
proportion of living alone in another city for job or nuclear family has doubled during
the past years. Women once not allowed to stay overnight for job reasons. Due to
massive change in lifestyle and the opportunities and career growth women these days
do not find relocating as a hindrance. Women in joint family, nuclear or extended
family, of orthodox and modern family etc., have their own problems. Atmosphere in
the place of work, distance of work-place from the house etc. are important factors in
the lives of working women. Anil (1994) most observers have expressed the opinion
that the joint family in India shows a growing tendency towards disintegration. Anita
(1990) Thus for this study living of women is categorized in to 4 groups they are
living in Nuclear family, joint family, hostel/ room and paid guest.

86
 Table 4.1.5
Type of family of respondents
Valid Cumulative
Type of family Frequency Percent
Percent Percent
Valid Nuclear family 462 55.9 55.9 55.9
Joint family 241 29.2 29.2 85.1
Hostel 48 5.8 5.8 90.9
Paid guest 75 9.1 9.1 100.0
Total 826 100.0 100.0
Source: Primary data

From the above table it shows that the maximum of sample unit 55.9%
belongs to the nuclear family, though there is disintegration about the joint family
between working women, studies show that Indian women values and attitudes are
still generally in favors of joint family. Women feel it is safe and easy for to get help
from in-laws or parents especially for child upbringing. 29.2% of sample unit live in
joint family. One of the main difficulties faced by women staying away from family
for job is the lack of safe and suitable accommodation. Walokar(2011) 5.8% in hostel
and 9.1% as paid guest.

EXPERIENCE

Work experience is any experience that a person gains while working in a

specific field or occupation. Working in an organization for more than 4 to 5 years is
said to be consistent in IT industry. A consistent employee yields a first impression of
reliability and trustworthiness. These types of employees are highly sort for. Years of
working experience of women in IT is widely influencing by many factors. Apart
from career growth, better job or better opportunity personal issues like marriage,
child or elder care influence the job tenure of women in IT industry. Obviously, there
is high number of women entering the industry soon after graduation but that number
drastically decrease over the years. Unlike the government jobs or other industry jobs
in IT women tend to give up career in early stages itself prioritizing other personal
issues. Years of experience for this study are segregated in to less than 5 years, 6 to 15
years, 16 to 25 years and more than 25 years.

87
 Table 4.1.6
Experience of respondents

Valid Cumulative
Experience Frequency Percent
Percent Percent
Valid Less than 5 years 413 50.0 50.0 50.0
6 to 15 years 356 43.1 43.1 93.1
16 to 25 years 46 5.6 5.6 98.7
More than 25 years 11 1.3 1.3 100.0
Total 826 100.0 100.0
Source: Primary data

The above table shows that the maximum sample unit of 50% belong to under
5 years’ experience, followed by 43.1% sample unit in 6 to 15 years job experience
and a very less sample unit 5.3% in 16 to 25 years and only 1.3% make it to more
than 25 years of work experience. This clearly shows that majority of women drop out
between 16 to 25 years. The India Talent Survey 2012 conducted by Deloitte in
collaboration with All-India Management Association (AIMA) points out that young
talents expect foreign opportunities, flexible timing and fun working environment to
stay in one organization for a longer time whereas women specifically married prefers
to stay in job that gives them flexi time options, work from home, long maternal
leaves etc. In most cases women compromise on their personal career growth to the
other perks which helps them to have a better family and work life. In a study by
Namayandeh, Juhari and Yaacob (2011) related to Job satisfaction and family
satisfaction of women professionals more than half of its respondents are below 12.9
years of experience. Kuean, Kaur and Wong (2010) suggest that employees are less
likely to leave when they have an emotional commitment to and identify with, their
organization.

TIMING

Work timing in IT industry is not a 9 to 6 job. Usually, the work time is

designed to make use of or provide service across all 24 hours of the clock each day
of the week. Most of the clients of Indian IT industry are foreign clients which
requires the off shore team to work on the clients working hours. This requires

88
employees working in time slots. The day is typically divided into different time slots.
Organization with US clients deploy a off shore team which works on night shifts to
support its onsite team, for UK clients organization deploy off shore team works on
evening shift usually from 3’ o clock till mid night. Most organizations follow a flexi
start time reason being employees work more than the time required.

Table 4.1.7
Percentage analysis of Timing

Valid Cumulative
Timing Frequency Percent
Percent Percent
Valid General shift 703 85.1 85.1 85.1
Night shift 30 3.6 3.6 88.7
Afternoon shift 49 5.9 5.9 94.7
Irregular shift 44 5.3 5.3 100.0
Total 826 100.0 100.0
Source: Primary data
From the above table it shows that 85.1% the maximum of the sample unit
belong to the general work timing followed by 5.9% of employee working in night
shift. 3.6% working in afternoon shifts and 5.3% work in irregular shifts. Inspite of
onsite offshore team co-ordinations most of the employees work in general work
timing. One of the reasons is women employees prefer to work in general shifts so as
to keep a balance between the family and work other reasons are safety concern from
family, to avoid conflict in family andhealth issues. Shift work is considered a risk
factor for many health problems. It has many negative cognitive effects (e.g., learning
and memory deficits, loss of attention and vigilance). In addition, rotating night shift
work disrupts our circadian clock which is associated with a higher probability of
developing obesity, diabetes and cardiovascular disease. (Wikipedia) For younger
women social constraints are strict which hinder hours of work.Rana and Tasnim
(2007)

DESIGNATION

Designation in IT industry is avid and an overt discipline where all the

technical resources of an organization are managed by management professionals in
accordance with the organizations priorities and needs. The hierarchy in software

89
companies pertains to the designation levels. The designation level is grouped into 3
main levels operation level employees, Middle level managers and Top level
Executives. Depending on the size of the organization the designation is increased,
any level of designation falls on any one of the groups. Usually, the three lower level
designations falls under the operation level employees any of the three that lead till
the middle managers role is middle level managers from there starts the leadership
team. There is a difference between leadership team and management team Like Unit
head, country head, VP, COO, CEO. The figure given below shows the designation
levels in IT organizations.

Table 4.1.8

Designation of respondents

Valid Cumulative
Designation Frequency Percent
Percent Percent
Valid Operational level employees 462 55.9 55.9 55.9
middle level managers 241 29.2 29.2 85.1
Top level executives 123 14.9 14.9 100.0
Total 826 100.0 100.0
Source: Primary data

From the above table 4.1.8 it shows that 55.9% the maximum of the sample
unit belong to the operational level employees, followed by the middle level managers
29.2% and a very few top level executives 14.9%. The result shows that very few
women professionals make it to the top level executives that is the decision making
level. Jodi, Dail and Terry (2003) find that women are more likely to occupy top
management ranks in establishments that have lower level management positions
filled by women, have higher management turnover, and have lower average
management salary levels, place greater emphasis on development and promotion of
employees. The early drop-outs and compromises women make are the major reasons
for fewer women in top levels of the IT organization.

90
FACTORS OF QUALIT OF WORK LIFE OF WOMEN EXECUTIVES IN IT
SECTOR

Factor Analysis and Principal Components Analysis is multivariate tool used

to reduce a large set of items to a smaller number of dimensions and components. It is
used in general to reduce a larger set of variables to a smaller set of variables that
explain the important dimensions of variability. Specifically, Factor analysis aims to
find underlying latent factors, whereas principal components analysis aims to
summarize observed variability by a smaller number of components.

Second objective, the predominant factors influencing the quality of work life
of women in IT industry is determined using the factor analysis. Principle component
method is applied on the variables to determine the sub factors.

After reviewing national and international literature the researcher identifies

the crucial factors pertaining to quality of work life of women executives in IT sector.

1. Job and career satisfaction

2. Working condition

3. General Well-being

4. Homework interface / Work life balance

5. Career prospects and compensation

6. Training and Development

These factors are composed of several variables in likerts 5 point scale. It

ranges from strongly agree to strongly disagree. The variables are reduced in to
predominant factors which would pave the way to analyze the quality of work life of
IT in a microscopic manner. The reduction system is systematically done through
factor analysis by principle component method. Principle component method is
applied on the variables and derived the sub factors of Job and Career Satisfaction,
working condition, General well-being, Home-work interface, Career prospects and
Compensation, Training and Development.

91
 FACTORS ANALYSIS OF JOB AND CAREER SATISFACTION

Job and career satisfaction factor which is directly influencing quality of work
life of women executives in IT sector consists of 15 variables (i.e.) they have to be
reduced into predominant sub factors. The application of factor analysis on these 15
variables derived the following research.

Table 4.2.1.1
KMO and Bartlett's Test of Job and Career Satisfaction
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .843
Bartlett's Test of Sphericity Approx. Chi-Square 3733.492
Df 105
Sig. .000
Source: Computed data

From the above table it is found that KMO measure of sampling adequacy is
.843 Bartlett’s test of Sphericity with approx. chi square value 3733.492 are
statistically significant at 5% level, this shows that the sample size of research is
adequate and they form a normal distribution. These lead to the verification of range
of variances for all the 15 variables.

Table 4.2.1.2
Communalities of job and Career satisfaction

S.No Variables Initial Extraction

1 Recognition at the workplace is satisfying 1.000 .635
2 I am successful at work 1.000 .698
3 The work is boring or repetitive 1.000 .597
4 I am able to plan my work 1.000 .485
5 I have fears about my job security 1.000 .534
6 I am proud to be working for my employer 1.000 .692
7 I am encouraged to be really open and honest in my area 1.000 .525
8 I am encouraged to do the best I can 1.000 .535
9 My main satisfaction in life comes from my work 1.000 .628
10 Overall satisfaction with the current job 1.000 .613
11 The level of teamwork in your area 1.000 .512
12 The amount of responsibility you are given 1.000 .530
13 Opportunity to use abilities 1.000 .530
14 Employee relation between management and you 1.000 .570
15 The attention paid to suggestions you make 1.000 .595
Source: Computed data

92
Extraction Method: Principal Component Analysis.
From the above table it is found that the 15 variables exhibit the variances
ranging from 0.485 to 0.698. This shows that the respondent perceives the variation of
their opinion which lies between 48.5% to 69.8%. Therefore it can be concluded that
the variance is sufficient enough to segment the 15 variables into predominant factors.
The following total variance table indicates the total variance of the factors emerged
out of 15 variables.

Table 4.2.1.3
Job and Career satisfaction Total Variance Explained

Initial Eigen values Rotation Sums of Squared Loadings

% of Cumulative % of Cumulativ
Total Total
Variance % Variance e%
1 4.765 31.766 31.766 3.284 21.896 21.896
2 1.802 12.010 43.776 2.540 16.936 38.832
3 1.151 7.676 51.452 1.716 11.438 50.271
4 .962 6.412 57.864 1.139 7.594 57.864
5 .899 5.997 63.861
6 .829 5.526 69.387
7 .744 4.959 74.346
8 .662 4.413 78.759
9 .589 3.930 82.689
10 .536 3.575 86.264
11 .510 3.402 89.666
12 .484 3.230 92.896
13 .399 2.660 95.556
14 .348 2.323 97.879
15 .318 2.121 100.000
Source: Computed data

Extraction Method: Principal Component Analysis.

From the above table it is found that 15 variables are reduced into 4
predominant factors. The cumulative variance of all these 4 factors is found to be
57.864%. These 4 factors also process significant individual variances namely
21.896%, 16.936%, 11.438%, 7.594% Therefore, this leads to the computation of new
sub factor out of 15 variables.

93
 Table 4.2.1.4

First factor of Job and Career Satisfaction

Recognition at the workplace is satisfying .737

I am proud to be working for my employer .733
Employee relation between management and you .680
I am encouraged to be really open and honest in my area .560

The first factor consists of four variables. This factor is known as Employee
relationship. Good employee relations help in developing satisfied, committed and
productive workforce that lead towards overall effectiveness of an organization.
Employee relationships are factors that contribute to satisfactory productivity,
motivation, and morale. ER is concerned with preventing and resolving issues
involving individuals, which arise out of or affect work situations. It concerns the
relationship of employees with the organization and with each other and includes the
process of developing, implementing, administering and analyzing the employer-
employee relationship, managing employee performance and resolving work place
conflicts/disputes. Maintaining healthy employee relations in an organization is a pre-
requisite for organizational success. Strong employee relations are required for high
productivity and human satisfaction. Healthy employee relations lead to more
efficient, motivated and productive employees which further lead towards
organizational success. Employee relations directly affect job satisfaction of
individuals influencing the success of any organization in terms of profitability,
survival, competitiveness, adaptability and flexibility BK Sundaray, Chandan and
Santosh(2010). In a study on impact of Quality of work life on employee satisfaction
Hend and Hannan (2011) have indicated the relationship of employee, job
satisfaction as an important factor for quality of work life. Similarly, the second
factor consists of 5 variables.

94
 Table 4.2.1.5
Second factor of Job and Career Satisfaction

I am successful at work .806

My main satisfaction in life comes from my work .774
The work is boring or repetitive .701
I am able to plan my work .677
Overall satisfaction with the current job .670

This factor is known as Work Nature. Nature of work is an important factor

on deciding the satisfaction level of an employee in an organization. A Job notion of
the nature of the work itself is the main satisfying factor of quality of work life. Hend
and Hannan (2011).
Table 4.2.1.6
Third factor of Job and Career Satisfaction

The level of teamwork in your area .677

Opportunity to use abilities .621
The attention paid to suggestions you make .614
The amount of responsibility you are given .541

The third factor consists of 4 variables and it is known as Job autonomy. Job
autonomy is the freedom to expand on the job duties and responsibilities you are hired
to perform. Job autonomy at the workplace may increase employee loyalty due to
positive feelings associated with working for an organization that visibly cares about
the well-being of its employees. Job autonomy is capable of stimulating high levels of
employee commitment to organization. Job autonomy allows employees to have
increased control over their lives due to the opportunity to work during times more
suited to personal needs and freedom in scheduling their work. Abdul, Aminah,
Zoharah and Abu (2012) Employees who perceive that their organization have given
them greater job autonomy would have more job and career satisfaction.

95
 Table 4.2.1.7
Fourth factor of Job &career Satisfaction

I am encouraged to do the best I can .640

I have fear about job security .540
Source: Computed data

The fourth factor consists of 2 variables and it is known as Job Security.

Assurance that an employee gain about the employment from the organization she
works for by means of work life is Job assurance. Sense of security among the
employees has high value in satisfaction which, eventually, helps the organization in
retaining loyal employees. Aleena, Asiya, Sajjad, Zeb (2012)

FACTORS ANALYSIS OF WORKING CONDITION

The barriers encountered by women IT professionals in the working

atmosphere are explored by applying factor analysis on these 19 variables are
conducted. This factor consists of 19 variables which are further reduced into
predominant sub factors. On conducting the factor analysis for the 19 variables
derived the below given research.

Table 4.2.2.1
KMO and Bartlett's Test of Working condition

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .807

Bartlett's Test of Sphericity Approx. Chi-Square 3535.899
Df 171
Sig. .000
Source: Computed data

KMO measure of sampling adequacy is .807 Bartlett’s test of Sphericity with

approx. chi square value 3535.899 are statistically significant at 5% level See Table
4.2.1. This shows that the sample size of research is adequate and they form a normal
distribution. The 19 variables are thus verified for the range of variances.

96
 Table 4.2.2.2
Communalities of working condition
Extrac
Initial tion
1 I am under constant pressure to meet deadlines 1.000 .657
2 Work duties interfere with my personal life 1.000 .608
3 Workload is too heavy 1.000 .714
4 I am provided with the kinds of information needed to do the
1.000 .629
job
5 I am kept aware of my area’s future direction and priorities 1.000 .459
6 I have interruptions at work 1.000 .444
7 I have given up activities that I enjoy because of work 1.000 .259
8 I trust the management at the place where I work 1.000 .460
9 Conditions on my job allow me to be about as productive as I
1.000 .369
could be
10 Cleanliness of the buildings, Parking, Security, 1.000 .502
11 Child care / Crèche 1.000 .627
12 Action taken against harassments 1.000 .636
13 Respect from peers 1.000 .344
14 In the last 12 months, were you sexually harassed while you
1.000 .081
were on the job
15 Do you spend more hours than you would like at work (over
1.000 .325
time)
16 When you work extra hours on your main job, is it mandatory
1.000 .310
(required by your employer)
17 In case of necessity you are allowed to work from home 1.000 .355
18 Do you feel in anyway discriminated on your job because of
1.000 .218
gender
19 Do you see any work related barriers to your career progression
(eg: lack of opportunities, lack of motivation etc.) If ‘Yes’ 1.000 .151
Please specify:
Source: Computed data
Extraction Method: Principal Component Analysis.

From the above Table 4.2.2.2 shows the variances ranging from 0.151 to
0.714. This shows that the respondents perceive the variation in their opinion which
lies in between 15.1% to 71.4%. Therefore, it can be concluded that the variance is
sufficient enough to segment the 19 variables in to predominant factors.

The following total variance table indicates the total variance of the factors emerged
out of 19 variables.

97
 Table 4.2.2.3
Working condition Total Variance Explained
Rotation Sums of Squared
Component Initial Eigen values
Loadings
% of Cumulative % of Cumulativ
Total Total
Variance % Variance e%
1 3.782 19.903 19.903 3.032 15.959 15.959
2 2.689 14.151 34.055 2.843 14.964 30.923
3 1.677 8.825 42.879 2.272 11.957 42.879
4 1.079 5.680 48.559
5 1.007 5.302 53.861
6 .926 4.872 58.734
7 .870 4.580 63.314
8 .839 4.418 67.731
9 .812 4.275 72.007
10 .771 4.059 76.066
11 .673 3.541 79.607
12 .632 3.324 82.931
13 .604 3.182 86.113
14 .567 2.983 89.096
15 .489 2.572 91.667
16 .457 2.403 94.071
17 .429 2.259 96.329
18 .371 1.954 98.284
19 .326 1.716 100.000
Source: Computed data

Extraction Method: Principal Component Analysis.

From the above table 4.2.2.3 shows that the 19 variables are reduced into 3
predominant factors. The cumulative variance of all these 3 factors is found to be
42.879%. These 3 factors also process significant individual variances namely
15.959%, 14.964%, 11.957%. Three sub factors emerged out of 19 variables. The
following table shows the Sub factors and variables.

Table 4.2.2.4

First factor of working condition

Child care / Crèche .732

Cleanliness of the buildings, Parking, Security, .624

98
 The first factor that emerged has 2 variables and it is named Work
Environment. Work environment is the way the workplace is constructed and
maintained- physically, virtually, and managerially can have a critical impact on
employee productivity passion and innovation.(John and Tamara (2013) Work
environment is the physical environment which includes temperature, lighting, noise,
equipment’s in the office, the employee’s personal space and right posture Finna,
Forgacs (2010).

Table 4.2.2.5
Second factor of working condition

I have given up activities that I enjoy because of work .764

Work duties interfere with my personal life .763

Action taken against harassments .647

The second factor emerged 3 variable related to the social life of an employee.
The immediate physical and social setting in which people live or work and with
whom they interact is social environment thus the second factor is named as social
environment. Social environment is the personal connections, work relationships, and
it also includes the effects of how work is organized and what tasks are delegated.
Finna, Forgacs (2010)

Table 4.2.2.6
Third factor of working condition

Workload is too heavy .832

I am under constant pressure to meet deadlines .795
I am provided with the kinds of information needed to do the job .764
I am kept aware of my area’s future direction and priorities .649
I trust the management at the place where I work .637
Conditions on my job allow me to be about as productive as I could be .606
Respect from peers .566
I have interruptions at work .565

99
 The third factor emerged 8 variables that are related to the psychological
characteristics. Graham 2004 develops healthy workplace strategies in which the
emphasis is moved from changing the attitude and behavior to focusing on social and
psychological environment. Psychological environments are the emotions, mood,
attitude, perception and behavior effectiveness. It is the set of those characteristics of
work that affect how the workers feel, think and behave. Hence, the third factor is
named as psychological environment

FACTOR ANALYSIS OF GENERAL WELL-BEING

The factor “General Well-being” consist of 15 variables. By applying factor

analysis on these variables it will be reduced to sub factors. Table 4.3.1 found that,
KMO measure of sampling adequacy is .870 Bartlett’s test of Sphericity with approx.
chi square value 3379.475 are statistically significant at 5% level, this shows that the
sample size of research is adequate and they form a normal distribution. Thus it leads
to the verification of range of variances for the 15 variables.

Table 4.2.3.1

KMO and Bartlett's Test of General Well-Being

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .870

Bartlett's Test of Sphericity Approx. Chi-Square 3379.475
Df 105
Sig. .000
Source: Computed data

From the table 4.2.3.1 it is found that the 15 variables exhibit the variances
ranging from 0.324 to 0.714. It shows that the respondent opinion variation lies in
between 32.4% to 71.4%. Thus it is concluded that the 15 variables can be segmented
in to sub factors. The following total variance table indicates the total variance of the
factors emerged out of 15 variables.

100
 Table 4.2.3.2
Communalities of General Well-Being
Initial Extraction
1 You get enough sleep everyday 1.000 .714
2 You have enough physical exercise 1.000 .695
3 You have a healthy food habit 1.000 .659
4 You skip breakfast / lunch for work often 1.000 .324
5 You Feel rushed at work 1.000 .392
6 Complexities of work is stressful 1.000 .578
7 Change in policies involves lot of pressure 1.000 .453
8 Do you feel targeted or bullied at work 1.000 .505
9 Stress affecting social life 1.000 .450
10 Conflict with colleagues 1.000 .512
11 Do you make too many mistakes at work 1.000 .457
12 Headache or lack of energy 1.000 .518
13 Difficulties in falling asleep or recurrent awakenings at
1.000 .483
night
14 Do you feel depressed because of work or work related
1.000 .527
problems
15 Feeling that it is “all just too much” 1.000 .443
Source: Computed data
Extraction Method: Principal Component Analysis.

Table 4.2.3.3
General well-being of Total Variance Explained
Rotation Sums of Squared
Component Initial Eigenvalues
Loadings
% of Cumulativ % of Cumulat
Total Total
Variance e% Variance ive %
1 4.728 31.520 31.520 3.538 23.587 23.587
2 1.824 12.161 43.681 2.370 15.800 39.386
3 1.160 7.732 51.412 1.804 12.026 51.412
4 1.007 6.714 58.127
5 .826 5.505 63.632
6 .748 4.984 68.616
7 .686 4.570 73.186
8 .617 4.115 77.302
9 .592 3.947 81.248
10 .531 3.543 84.791
11 .509 3.393 88.184
12 .476 3.174 91.359
13 .448 2.985 94.343
14 .437 2.913 97.256
15 .412 2.744 100.000
Source: Computed data
Extraction Method: Principal Component Analysis.

101
 The total variance of the factors emerged out of 15 variables that is indicated
in Table 4.2.3. It shows that the 15 variables are reduced into 3 predominant factors
and the cumulative variance of these 3 factors is 51.412%. These 3 factors process
individual variances that are 23.587%, 15.800%, 12.026%. Therefore, this leads to the
computation of new sub factor out 15 variables. The first factor emerged 4 variables
related to sleep, health, exercise and food habits of the employees. It focuses mainly
on the physical health of the employees thus it is named as Physical health. Health-
keeping strategies are grouped according to mental and physical health concepts.
Previous findings show that managers’ strategies to keep healthy are mainly based on
mental, physical, and/or both mental and physical health concepts. Mayer and
Christian (2011)
Table 4.2.3.4
First factor of General Well-Being

You get enough sleep everyday .823

You have a healthy food habit .756

You have enough physical exercise .629

You skip breakfast / lunch for work often .479

The second factor emerged 5 variables that are peer bullying, effects of stress
on social life, lack of energy, nervous at work and difficulties in falling asleep. Thus
the second factor is named Depressive Symptoms. From an individual perspective,
stress is related to a wide variety of health related problems, including anxiety,
headaches, depression, influenza, substance abuse. Gideon (2006). Depression and
anxiety disorders have a major impact on the general well-being of employees of an
organisation. Garg, Munjal, Preeti, Akshay (2012) the rate of suicides in Tamil
Nadu has been the highest in the country. 1 in every 20 IT professional contemplates
suicide, says the study of NIMHANS. The depressions at work place have left no
room for personal life or interest which eventually makes the individual weak,
helpless and lonely. Though the reasons behind all techie suicides are not office, it is
an acceptable fact that the depression at work have made them to focus less on life
priorities and inefficient in handling even small family issues.

102
 Table 4.2.3.5

Second factor of General Well-Being

Do you feel targeted or bullied at work .698
Stress affecting social life .632
Headache or lack of energy .588
You Feel rushed at work .539
Difficulties in falling asleep or recurrent awakenings at night .504

The third factor emerges four variables such as stressful work, conflict with
colleagues, mistakes at work and feeling depressed because of work. Thus this factor
is named Work stress. The adverse reaction people have to excessive pressures or
other types of demand placed on them at work is known as work stress. Work stress
is different from depression. Stress is the body's instant response to any situation that
seems demanding or dangerous. Work stress in long term causes the depression.

Table 4.2.3.6
Third factor of General Well-Being
Complexities of work is stressful .759
Conflict with colleagues .657
Do you make too many mistakes at work .644
Do you feel depressed because of work or work related problems .535

FACTOR ANALYSIS OF WORK LIFE BALANCE:

Work life balance factor consists of 11 variables which will be reduced into
predominant sub factors. Factor analysis is applied on these 11 variables.

Table 4.24.1
KMO and Bartlett's Test of Work life balance
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .827
Bartlett's Test of Approx. Chi-Square 1511.3
Sphericity Df 105
Sig. .000
Source: Computed data

103
 It is found that, KMO measure of sampling adequacy is .827 Bartlett’s test of
Sphericity with approx. chi square value 1511.3 are statistically significant at 5%
level (see Table 4.4.1), this shows that the sample size of research is adequate and
they form a normal distribution. This leads to the verification of range of variances for
all the 11 variables.

Table 4.2.4.2
Communalities of Work life balance
Initial Extraction
1 You find yourself thinking about work instead of
1.000 .669
focusing on home/pleasure activities
2 You spend as much time as you’d like with your
1.000 .626
loved ones
3 You spend most of your time doing what is most
1.000 .570
important to you
4 Often you work at home as part of your job 1.000 .483
5 Has there been conflict in your family about working
1.000 .700
hours
6 I find it difficult to concentrate on my work because of
1.000 .608
home matters
7 I feel that I am neglecting home matters because of my
1.000 .593
job
8 When at work, I feel free from the family and its noise 1.000 .361
9 I cope better with my children when I also go to work 1.000 .313
10 Reconciliation of work and family is made easier for
1.000 .318
me with the help I get from family or friends
11 Personal consequences of workplace stress affect social
1.000 .334
life
Source: Computed data
Extraction Method: Principal Component Analysis

Table 4.2.4.2 exhibits the 11 variable variances ranging from 0.313 to 0.700
and the respondent opinion lies in between 31.3% to 70.0%. Thus it is concluded that
the variance is sufficient enough to segment the 11 variables into predominant factors.

104
 Table 4.2.4.3

Work life balance Total Variance Explained

Initial Eigen values Rotation Sums of Squared Loadings

% of Cumulative % of Cumulative
Total Total
Variance % Variance %
1 3.778 34.346 34.346 3.742 34.014 34.014
2 1.797 16.333 50.679 1.833 16.664 50.679
3 1.057 9.610 60.289
4 .977 8.881 69.169
5 .733 6.665 75.835
6 .610 5.547 81.382
7 .510 4.635 86.017
8 .434 3.950 89.967
9 .419 3.806 93.772
10 .371 3.372 97.144
11 .314 2.856 100.000
Source: Computed data
Extraction Method: Principal Component Analysis.

From the total variance table the 11 variables are reduced into 2 predominant
factors. The cumulative variance of these 2 factors is 50.679%. The 2 factors which
are found also process significant individual variances and they are 34.014%,
16.664%. Therefore, this leads to the computation of new sub factor out 11 variables.
Table 4.2.4.4
First factor of Work life balance

Has there been conflicts in your family about working hours .836
You find yourself thinking about work instead of focusing on .795
home/pleasure activities
Often you work at home as part of your job .694
Reconciliation of work and family is made easier for me with the .522
help I get from family or friends
Personal consequences of workplace stress affect social life .444

The first factor consists of 5 variables. Participation in the work (family) role
is made more difficult by virtue of participation in family (work) role Directionality
of role interference is important: work can interfere with family as well as family
interfering with work. Interference from work to family life is more stressful and
problematic mentally for women because the family role and private life domain is

105
more important to the woman's self-concept and social identity. Oliver, Felix and
Georg (2009).Therefore this factor is known as Work to family interference

Table 4.2.4.5
Second factor of Work life balance

I find it difficult to concentrate on my work because of home matters .768

I feel that I am neglecting home matters because of my job .768
You spend as much time as you’d like with your loved ones .731
You spend most of your time doing what is most important to you .719
When at work, I feel free from the family and its noise .600
I cope better with my children when I also go to work .498

The second factor emerges 6 variables that are related to family issues that
interfere with work. Therefore, this factor is known as Family to work interference.
Family to Work Interference has an effect on the worker's outcomes through the
crossover of positive and negative work attitudes. Employee’s family to work
interference has an effect on sickness absence through the crossover of feelings of
burnout.

FACTOR ANALYSIS OF CAREER PROSPECTUS AND COMPENSATION

Career prospectus and compensation factor directly influence quality of work

life of women executives in IT sector. Consists of 8 variables they have to be reduced
into predominant sub factors. The application of factor analysis on these 8 variables
derive the following research.
Table 4.2.5.1

KMO and Bartlett's Test of Career prospectus and Compensation

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .904

Bartlett's Test of Sphericity Approx. Chi-Square 2059.572
Df 28
Sig. .000
Source: Computed data

106
 From the Table 4.2.5.1 it is found that, KMO measure of sampling adequacy
is .904 Bartlett’s test of Sphericity with approx. chi square value 2059.572 are
statistically significant at 5% level, this shows that the sample size of research is
adequate and they form a normal distribution. This leads to the verification of range
of variances for all the 8 variables.
Table 4.2.5.2

Communalities of Career prospectus and Compensation

Initial Extraction
1 I feel that the future looks good for me 1.000 .669
2 You get to participate in decision-making 1.000 .603
3 Job requires that I keep learning new things 1.000 .839
4 I have an opportunity to develop my own special
1.000 .564
abilities
5 My fringe benefits are good 1.000 .864
6 Promotions are handled fairly 1.000 .971
7 Opportunities for career progression or promotion 1.000 .644
8 Encouragement for creativity and innovation in your
1.000 .798
area
Source: Computed data
Extraction Method: Principal Component Analysis.

From the Table 4.2.5.2 it is found that the 8 variables exhibit the variances
ranging from 0.564 to 0.971. This shows that the respondent perceives the variation
their opinion which lies in between 56.4% to 97.1%. Therefore it can be concluded
that the variance is sufficient enough to segment the 8 variables into predominant
factors.

The following total variance table indicates the total variance of the factors
emerge out of 8 variables.

107
 Table 4.2.5.3

Career prospectus and Compensation Total Variance Explained

Rotation Sums of Squared

Component Initial Eigen values
Loadings
% of Cumulati % of Cumulat
Total Total
Variance ve % Variance ive %
1 3.907 48.839 48.839 1.814 22.680 22.680
2 .754 9.426 58.265 1.619 20.239 42.919
3 .657 8.210 66.475 1.405 17.566 60.484
4 .633 7.915 74.390 1.112 13.906 74.390
5 .607 7.583 81.973
6 .523 6.536 88.510
7 .499 6.239 94.749
8 .420 5.251 100.000
Source: Computed data
Extraction Method: Principal Component Analysis.

The 8 variables of career prospects and compensation are reduced into 4

predominant factors. The cumulative variance of all these 4 factors is 74.390%. These
4 factors also process significant individual variances namely 22.680%, 20.239%,
17.566%, 13.906%. Thus it leads to the computation of new sub factor out 8
variables. The 8 variables are reduced into 4 predominant factors. The first factor
emerges into two variables which focused on Promotion and employee future in the
organization. The prospect of promotion encourages the good employees to stay in the
organization for a longer period. Thus this factor is named as “Motivation”.

Table 4.2.5.4
First factor of Career prospects and Compensation

Promotions are handled fairly .932

I feel that the future looks good for me .685

The second factor focuses on pay and promotion. Therefore this factor is
known as “Career Satisfaction” Career satisfaction is defined as the satisfaction
individuals derive from intrinsic and extrinsic aspects of their careers, including pay,
advancement and developmental opportunities Greenhaus, Parasuraman and

108
Wormley (1990). Pay and progression are considered to be very important factor for
a career.
Table 4.2.5.5
Second factor of Career prospects and Compensation

My fringe benefits are good .891

Opportunities for career progression or promotion .665

Participation, encouragement, working together, information sharing are the

variables that form the third factor, it consists of 2 variables and hence it is known as
Interpersonal Communication. Interpersonal communication is the change of
information between two or more people. The interpersonal communication aspect
such as respecting others, working together, believing others and information sharing
if emphasized by the organization, will bring benefit to both sides, the employees and
the employer
Table 4.2.5.6
Third factor of Career prospects and Compensation

Encouragement for creativity and innovation in your area .859

You get to participate in decision-making .544

The fourth factor emerges two variables that focus on the efforts that an
employee takes for career prospects. Thus the factor is known as Efforts by the
employee. Employee Effort is an earnest, diligent and strenuous working attempt: a
workplace episode when some results are achieved by an employee through exertion
or hard work. A good level of employee effort is an indicator of valuable employee
traits, such as enthusiasm, ambition, professionalism, discipline. These traits may
identify that an individual is not only one who possesses certain potential, but one
who has capabilities to realize and develop it at a full scale.

109
 Table 4.2.5.7
Fourth factor of Career prospects and Compensation

Job requires that I keep learning new things .878

I have an opportunity to develop my own special abilities .462

FACTOR ANALYSIS OF TRAINING AND DEVELOPMENT

Training and Development factor consists of 6 variables which will be reduced

into predominant sub factors. Factor analysis is applied on these 6 variables.

Table 4.2.6.1
KMO and Bartlett's Test of Training and Development
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .877
Bartlett's Test of Sphericity Approx. Chi-Square 1782.797
Df 15
Sig. .000
Source: Computed data

The KMO measure of sampling adequacy is .877 Bartlett’s test of Sphericity

with approx chi square value 1782.797 (see Table 4.2.6.1) are statistically significant
at 5% level, this shows that the sample size of research is adequate and they form a
normal distribution. This leads to the verification of range of variances for all the 6
variables.
Table 4.2.6.2
Communalities of Training and Development
S.NO Variable Initial Extraction
1 I have the necessary skills and abilities to handle the
1.000 .559
responsibilities of my duties
2 My immediate manager encourages me to further develop my
1.000 .577
skills and abilities
3 I am satisfied with my opportunities for training and
1.000 .695
development
4 I receive feedback from my manager that is useful for
1.000 .643
developing my skills and abilities
5 I am satisfied with my opportunities to discuss my
1.000 .706
development with my manager
6 I am eager to undertake further training and development 1.000 .917
Source: Computed data
Extraction Method: Principal Component Analysis.

110
From Table 4.2.6.2 it is found that the 8 variables exhibit the variances ranging from
0.559 to 0.917. This shows that the respondent perceives the variation in their opinion
which lies in between 55.9% and 91.7%. Therefore it can be concluded that the
variance is sufficient enough to segment the 6 variables into predominant factors.

The following total variance table indicates the total variance of the factors
emerged out of 6 variables.
Table 4.2.6.3

Training and Development of Total Variance Explained

Rotation Sums of Squared

Component Initial Eigen values
Loadings
% of Cumulative % of Cumulative
Total Total
Variance % Variance %
1 3.412 56.867 56.867 2.632 43.862 43.862
2 .685 11.422 68.289 1.466 24.427 68.289
3 .566 9.439 77.728
4 .517 8.625 86.353
5 .437 7.278 93.631
6 .382 6.369 100.000
Source: Computed data

Extraction Method: Principal Component Analysis.

6 Factors of Training and Development are reduced into 2 predominant

factors. The cumulative variance of all these 2 factors is found to be 68.289%. These
2 factors also process significant individual variances namely 43.862%, 24.427%.
Therefore, this leads to the computation of new sub factor out of 6 variables. 2 sub
factors are named Specified to job purpose and Self Efficacy. The first factor consists
of 3 variables which are focused on developing skills specified to the job. Thus it is
known as “Specified to job purpose” factor.

111
 4.2.6.4

First factor of Training and Development

I am satisfied with my opportunities for training and development .817

I receive feedback from my manager that is useful for developing my .764

skills and abilities

My immediate manager encourages me to further develop my skills and .608

abilities

The second factor consists of 3 variables which are focused on personal

judgment and capability to organize. Thus it is known as Self-Efficacy. Self-
Efficacy is the belief that one is capable of performing in a certain manner to attain
certain goals, as a person’s belief about their capabilities to produce designated levels
of performance that exercise influence over events that affect their lives. It is a belief
that one has the capabilities to execute the courses of actions required to manage
prospective situation

Table 4.2.6.5

Second factor of Training and Development

I am eager to undertake further training and development .939

I am satisfied with my opportunities to discuss my development with my .810
manager
I have the necessary skills and abilities to handle the responsibilities of my .566
duties

112
K MEANS CLUSTER ANALYSIS

Factor analysis, the principle component method derives factors from the
determinant of quality of work life. The sample unit is segmented in to heterogeneous
groups. Cluster analysis is a statistical technique used to group cases (individuals or
objects) into homogeneous sub‐groups based on responses to variables. Applying the
K means cluster analysis the characteristic feature of sample respondent is
determined.

Thus the third objective of the study, to classify the existing different quality
of work life among the respondents is analyzed using K means Cluster analysis.

CLUSTER ANALYSIS JOB AND CAREER SATISFACTION

Factor analysis, the principle component method, derives 4 factors, they are
work environment, work nature, job autonomy and job security. These factors add as
a basis to segment the sample unit in to heterogeneous groups. These heterogeneous
groups are useful to identify the characteristic feature of sample respondent.
Therefore, in this juncture K means cluster analysis is applied and the following
results are obtained

Table 4.3.1.1
Final Cluster Centers of Job and career satisfaction

Cluster
1 2 3
Employee Relationship 3.62 2.74 3.97
Work Nature 3.42 2.47 4.03
Job Autonomy 3.38 2.31 4.22
Job Security 3.40 2.27 4.17
Source: Computed data

113
 Table 4.3.1.2

Number of Cases in each Cluster of Job and career satisfaction

Cluster overworked underling 336.000 40.68%

Ambitious employees 93.000 11.26%
Optimistic employees 397.000 48.06%
Total 826.000 100
Source: Computed data

From the above table it is found that the sample unit is segmented into 3
heterogeneous groups with various characteristic features with respect to the factors
of job and career satisfaction. The first cluster consists of 336 respondents (40.68%)
of employee who disagree with existing work environment in their premises.
Therefore this cluster is known as “overworked underling”. An overworked
underling employee is the one who is busy full day at work but have little freedom
while at work. They do not have much say over how one does the job on their own
way or the types of projects they work on, and they are always on someone else's
schedule.

The second cluster comprises 93 employees (11.26%) who agree for job
autonomy in the organization. Therefore this group of employees can be labeled
“Ambitious employees”. Ambitious employees are high- potential employees that are
not only career minded but are ambitious in a focused way. Ambitious employees are
one who tries to accumulate new responsibilities, new successes, and additional
knowledge and for better or worse, work for additional recognition.

The third group is comprised of 397(48.06%) of employees with strongly

agree for work nature and job security this group can be called “Optimistic
employees”. Optimism is the propensity to look at the bright side of any situation and
expect the best possible outcome from any series of events. People who feel optimism
live their lives expecting positive outcomes and events. Optimism is powerfully
motivational; optimism is on the cornerstones of success. Optimism at work is
employees believe that it is possible to do good work while at work.

114
CLUSTER ANALYSIS OF WORKING CONDITION

Factor analysis, the principal component method derives 3 factors, They are
work environment, Social environment, and Psychological environment. . These
factors add as a basis to segment the sample unit into heterogeneous groups. These
heterogeneous groups are useful to identify the characteristic feature of sample
respondent. Therefore, in this juncture K means cluster analysis is applied and the
following results are obtained:

Table 4.3.2.1

Final Cluster Centers

Cluster
1 2 3
Work environment 3.99 3.26 2.88
Social environment 3.65 2.48 3.49
Psychological environment 1.47 1.72 1.72
Source: Computed data

Table 4.3.2.2
Number of Cases in each Cluster
Cluster Contented employee 362.000 43.83
Flatliner 225.000 27.24
Unenthusiastic 239.000 28.93
Valid 826.000
Total 100
Source: Computed data

From the above table it is found that the sample unit is segmented into 3
heterogeneous groups with various characteristic features with respect to the factors
of working condition. The first cluster consists of 362 respondents (43.83%) of
employee who Agree with existing work environment. Therefore, this cluster is
known as “Contented employee”. Contented employees are mentally or emotionally
satisfied with things as they are at work.

The second cluster comprises 225 employees (27.24%) who disagree for Social
environment in the organization. Therefore, this group of employees can be labeled

115
“Flatliner”. Flatliner employee does not have goals, any plans or purpose. Employees
who were once ambitious but now disinterest due to situations at work. These types of
employees no longer take imitative.

The third group is comprised of 286(28.93%) of employees simply strongly

disagree for Psychological environment nature and job security. This group can be
called “Unenthusiastic employees”. Unenthusiastic employees are passionless,
emotionless and halfhearted. Negativity can creep into even the best of companies,
oftentimes starting with just one unenthusiastic worker.

CLUSTER OF GENERAL WELL-BEING

Factor analysis the principal component method, derives 3 factors. They are
physical Health, Depressive symptom, and Work stress. These factors add as a basis
to segment the sample unit in to heterogeneous groups. These heterogeneous groups
are useful to identify the characteristic feature of sample respondents. Therefore, in
this juncture K means cluster analysis is applied and the following results are
obtained:

Table 4.3.3.1
Final Cluster Centers of General well-being

Cluster
1 2 3
Physical Health 3.28 3.83 3.20
Depressive symptom 2.95 3.74 1.82
Work stress 2.71 3.70 1.77
Source: Computed data

Table 4.3.3.2
Number of Cases in each Cluster of General well-being
Cluster Presenteeism 380.000 46.00%
Burnout employees 260.000 31.48%
Task performers 186.000 22.52%
Valid 826.000
Total .000
Source: Computed data

116
 From the above table it is found that the sample unit is segmented into 3
heterogeneous groups with various characteristic features with respect to the factors
of working condition

The first cluster comprises 380 employees (46.00%) who agreefor Physical
health in the organization. Therefore this group of employees can be labeled
“Presenteeism”. Presenteeism is the practice of coming to work despite illness,
injury, anxiety, stress often resulting in reduced productivity.

The second cluster consists of 260 respondents (31.48%) of employees who

strongly disagree with depressive symptom. Therefore, this cluster is known as
“Burnout employees”. Burnout employees is physically and mentally exhausted and
in the verge of break down. Burnout is a syndrome wherein a person breaks down
physically and emotionally due to continuous over work over a long period of time.
Work addicts or workaholics are susceptible to burnout. C.B.Gupta (2005)

The third group is comprises of 186(22.52%) of employees who disagree for

Work stress and job security. This group can be called Task performers”. Task
Performers are those employees that set target and thrive hard to achieve it.

CLUSTER WORK LIFE BALANCE / HOME AND WORK INTERFACE

Factor analysis, the principal component method derives 2 factors Work to

family interference, family to work interference family. These factors add as a
basis to segment the sample unit in to heterogeneous groups. These heterogeneous
groups are useful to identify the characteristic feature of sample respondents.
Therefore in this juncture K means cluster analysis is applied and the following
results are obtained

117
 Table 4.3.4.1

Final Cluster Centers of Work Life Balance / Home and work interface

Cluster
1 2 3
Work to Family Interference 2.22 3.11 3.94
Family to Work Interference 2.76 3.03 3.62
Source: Computed data

Table 4.3.4.2
Number of Cases in each Cluster of Work Life Balance / Home and work
interface
Cluster Idealistic employee 225.000 27.24%
Expectant employee 361.000 43.70%
Tech Prisoner 240.000 29.06%
Total 826.000 100
Source: Computed data

From the above table it is found that the sample unit is segmented into 3
heterogeneous groups with various characteristic features with respect to the factors
of working condition. The first cluster consists of 225 respondents (27.24%) of
employee who strongly agree with existing Work to family interference. Therefore,
this cluster is known as “Idealistic employee”. An idealist is one who may be
unrealistic and impractical in his thinking. He is a visionary who may not see things
as they are but as he would like them to be. Idealists are generally very attentive and
receptive to people welcoming new ideas or opinions. They are usually open to in
solving problems and plan for the future.

The second cluster comprises of 361 employees (43.70%) who agree for
family to work interference in the organization. Therefore this group of employees
can be labeled “Expectant employee”. Expectant employees are one who anticipates
receiving something, Hopeful, eager waiting for something to happen.

118
 The third group is composed of 240(29.06%) of employees Disagree, this
group can be called “Tech Prisoner”. Tech Prisoner are the employees who stay
connected to work or office all the time. Their boss can reach them 24/7 and
constantly (virtually) connected to office. Work and personal life are
indistinguishable.

CLUSTER OF CAREER PROSPECTS AND COMPENSATION

Factor analysis, the principal component method derives 4 factors. They are
motivation, Career satisfaction, Interpersonal communication and Effects by the
employee. These factors add as a basis to segment the sample unit into heterogeneous
groups. These heterogeneous groups are useful to identify the characteristic feature of
sample respondent. Therefore, in this juncture, K means cluster analysis is applied
and the following results are obtained.

Table 4.3.5.1

Final Cluster Centers of Career prospects and compensation

Cluster
1 2 3
Motivation 2.14 3.22 4.30
Career Satisfaction 2.00 3.64 4.30
Interpersonal Communication 2.04 3.18 3.98
Efforts of an employer 2.01 3.24 4.10
Source: Computed data

Table 4.3.5.2

Number of Cases in each Cluster of Career prospects and compensation

Cluster The Strategist 66.000 7.99%

Frustrated go getter 381.000 46.13%
Disengaged 379.000 45.88%
Total 826.000 100
Source: Computed data

119
 From the above table it is found that the sample unit is segmented into 3
heterogeneous groups with various characteristic features with respect to the factors
of working condition. The first cluster consists of 66 respondents (7.99%) of
employee who strongly agree with existing Motivation. Therefore, this cluster is
known as “The Strategist”. Strategist is a person who has plans and goal. A
strategist is someone who is skilled in planning the best way to gain an advantage or
to achieve success.

The second cluster comprises of 381 employees (46.13%) who disagree for
interpersonal communication in the organization. Therefore, this group of employees
can be labeled “Frustrated go getter”. In spite of working hard and working long
hours they do not get enough credit or compensation. The employee feels that they get
the work done but do not give a raise, promotion or sufficient recognition for their
efforts.

The third group is composed of 379(45.88%) of employees with Agree for

Career satisfaction and Efforts by the employee. This group can be called
“Disengaged”. Disengaged employees are emotionally detached from the work or the
management. They are no longer interested in the job and show up to work simply to
receive a paycheck. These types of employees arrive late, take long breaks, and leaves
early, evasive, and unjustified hatred for management.

CLUSTER OF TRAINING AND DEVELOPMENT

Factor analysis the principal component method derives 3 factors (i) Specified
to job purpose and (ii) Self-efficacy. These factors add as a basis to segment the
sample unit in to heterogeneous groups. These heterogeneous groups are useful to
identify the characteristic feature of sample respondent. Therefore, in this juncture, K
means cluster analysis is applied and the following results are obtained.

120
 Table 4.3.6.1
Final Cluster Centers of Training and Development

Cluster
1 2 3
Specified to Job purpose 3.52 4.33 2.18
Self- efficacy 3.44 4.41 2.18
Source: Computed data

Table 4.3.6.2
Number of Cases in each Cluster of Training and Development

Cluster Rebels 310.000 37.53%

Progressive employee 399.000 48.31%
Advance employee 117.000 14.16%
Valid 826.000
Total 100
Source: Computed data

From the above table it is found that the sample unit is segmented into 3
heterogeneous groups with various characteristic features with respect to the factors
of working condition. The first cluster consists of 310 respondents (37.53%) of
employee who disagree for Specified to job purpose” this group can be called
“Rebels”. Rebels are the type of employees who project themselves as the
conscience of the organization. And they reason that they’re trying to help. Rebels are
terrified of change and too entitled to sublimate their egos.

The second cluster comprises of 399 employees (48.31%) who strongly agree
for Self- efficacy in the organization. Therefore, this group of employees can be
labeled “Progressive employee”. Progressive employee is a person who actively
favors or strives for progress toward better conditions in work and organization.

The third group is composed of 117(14.16%) of employees simply agree

therefore this group can be called as “Advance employee”. Advance employee is one
who works in order to grow, improve or make progress. These employees work to rise
the importance they have in the organization.

121
THE PARAMETRIC RELATIONSHIP AMONG THE FACTORS OF
QUALITY OF WORK LIFE

To answer the fourth objective of analyzing the most preferred factors, the
relationship among factors responsible for quality of work life among the IT
employees is determined through correlation analysis.

After reviewing national and international literature pertaining to quality of

work life, the researcher identifies 18 factors such as Employee relationship, Work
nature, Job autonomy, Job security, work environment, social environment,
psychological environment, physical health, depressive symptom, work stress, work
family interference, family work interference, motivation, career satisfaction,
interpersonal communication, efforts by employer, specified to job purpose and self-
efficacy. The application of factor analysis derives the predominant sub factors for the
quality of work life. The following correlation matrix derives the nature of
relationship between the factors of quality of work life.

Relationship among Employee Relationship and the factors of Quality of work

life

Table 4.4.1
Employee
Relationship
Work Nature Pearson Correlation .515(**)
Sig. (2-tailed) .000
Job Autonomy Pearson Correlation .534(**)
Sig. (2-tailed) .000
Job Security Pearson Correlation .510(**)
Sig. (2-tailed) .000
Work Environment Pearson Correlation .385(**)
Sig. (2-tailed) .000
Social Environment Pearson Correlation .477(**)
Sig. (2-tailed) .000
Psychological Environment Pearson Correlation -.139(**)
Sig. (2-tailed) .000
Physical Health Pearson Correlation .360(**)
Sig. (2-tailed) .000
Depressive Symptom Pearson Correlation .031
Sig. (2-tailed) .370
Work Stress Pearson Correlation -.051

122
 Sig. (2-tailed) .143
Work to Family Interference Pearson Correlation .223(**)
Sig. (2-tailed) .000
Family to Work Interference Pearson Correlation .307(**)
Sig. (2-tailed) .000
Motivation Pearson Correlation .474(**)
Sig. (2-tailed) .000
Career Satisfaction Pearson Correlation .402(**)
Sig. (2-tailed) .000
Interpersonal Communication Pearson Correlation .374(**)
Sig. (2-tailed) .000
Efforts of employer Pearson Correlation .398(**)
Sig. (2-tailed) .000
Specified to job purpose Pearson Correlation .538(**)
Sig. (2-tailed) .000
Self -Efficacy Pearson Correlation .496(**)
Sig. (2-tailed) .000
** Significant at 5% *significant at 1%

Source: computed data

Employee Relationship is positively correlated to specific job purpose (.538, p

=.000) Job autonomy (.534, p=.000), Work nature (.515, p=.000), job security
(.510, p=.000) , Self- efficacy (.496, p=.000), social environment (.477, p=.000),
motivation (.474, p=.000), career satisfaction (.402, p=.000), while the other aspects
Efforts by employer (.398, p=.000), Interpersonal communication (.374, p=.000),
Physical health (.360, = .000), family to work interference(.307, p=.000),work to
family interference(.233, p=.000) have positive but low correlation at 5% level.
Literature shows a positive relationship between Employee relationship and the need
to perform jobs that are challenging and that provide variety, interest and stimulation
wanda, Rene (2010). The correlation between employee relationship and job
autonomy, work nature, job security is supported by RonelErwee (1990). Positive
interpersonal relations can facilitate supervisors to convey his objectives, assign jobs
or tasks and motivate employees smoothly. Close interpersonal relations with
managers also make subordinates productive and be willing to give feedbacks.
Interpersonal relationships serve as the main basis for developing and maintaining
smooth group work or business operations, the lack of interpersonal harmony will
interrupt the teamwork that needs much cooperation to fulfill objectives. Xiaoy and
Lan (2013).

123
Relationship among Work Nature and the factors of Quality of work life
Table 4.4.2

Work Nature
Job Autonomy Pearson Correlation .623(**)
Sig. (2-tailed) .000
Job Security Pearson Correlation .569(**)
Sig. (2-tailed) .000
Work Environment Pearson Correlation .298(**)
Sig. (2-tailed) .000
Social Environment Pearson Correlation .557(**)
Sig. (2-tailed) .000
Psychological Environment Pearson Correlation -.067
Sig. (2-tailed) .053
Physical Health Pearson Correlation .307(**)
Sig. (2-tailed) .000
Depressive Symptom Pearson Correlation -.031
Sig. (2-tailed) .377
Work Stress Pearson Correlation -.113(**)
Sig. (2-tailed) .001
Work to Family Interference Pearson Correlation .115(**)
Sig. (2-tailed) .001
Family to Work Interference Pearson Correlation .202(**)
Sig. (2-tailed) .000
Motivation Pearson Correlation .514(**)
Sig. (2-tailed) .000
Career Satisfaction Pearson Correlation .498(**)
Sig. (2-tailed) .000
Interpersonal Communication Pearson Correlation .416(**)
Sig. (2-tailed) .000
Efforts of employer Pearson Correlation .419(**)
Sig. (2-tailed) .000
Specified to job purpose Pearson Correlation .526(**)
Sig. (2-tailed) .000
Self- efficacy Pearson Correlation .479(**)
Sig. (2-tailed)
.000
** Significant at 5% *significant at 1%
Source: computed data

Work Nature positively and highly correlated to Job Autonomy(.623, p=.000)

Job security (.569, p=.000) Social environment (.557, p=.000) specific job purpose
(.526, p=.000) Motivation (.514, p=.000) Career Satisfaction (.498, p=.000) Self-
efficacy (.479, p=.000) Efforts by employer (.419, p=.000) Interpersonal
communication (.416, p=.000) other factors such as Physical health (.307, p=.000)
work environment (.298, p=.000) family to work interference (.202, p=.000) work to

124
family interference (.115, p=.000) at 5% level positive and very low correlation. Work
nature is negatively correlated with work stress (-.113, p=.000) @ at 5% level. This
indicates that the Work nature of women professionals have significant influence on
Job autonomy. Previous research shows professional women have moderate
correlation between service that is the work and Job autonomy Ronel (1990). The
study by Peter (2008)on career anchor reveals the relationship between job autonomy,
job security, specific job purpose, self-efficacy.

Relationship among Job Autonomy and the factors of Quality of work life
Table 4.4.3

Job Autonomy
Job Security Pearson Correlation .652(**)
Sig. (2-tailed) .000
Work Environment Pearson Correlation .193(**)
Sig. (2-tailed) .000
Social Environment Pearson Correlation .578(**)
Sig. (2-tailed) .000
Psychological Environment Pearson Correlation -.039
Sig. (2-tailed) .257
Physical Health Pearson Correlation .251(**)
Sig. (2-tailed) .000
Depressive Symptom Pearson Correlation -.137(**)
Sig. (2-tailed) .000
Work Stress Pearson Correlation -.209(**)
Sig. (2-tailed) .000
Work to Family Interference Pearson Correlation .063
Sig. (2-tailed) .071
Family to Work Interference Pearson Correlation .174(**)
Sig. (2-tailed) .000
Motivation Pearson Correlation .605(**)
Sig. (2-tailed) .000
Career Satisfaction Pearson Correlation .563(**)
Sig. (2-tailed) .000
Interpersonal Communication Pearson Correlation .518(**)
Sig. (2-tailed) .000
Efforts of employer Pearson Correlation .492(**)
Sig. (2-tailed) .000
Specified to job purpose Pearson Correlation .531(**)
Sig. (2-tailed) .000
Self- efficacy Pearson Correlation .504(**)
Sig. (2-tailed) .000
** Significant at 5% *significant at 1%
Source: computed data

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 Job Autonomy is positively and highly correlated to Job security (.652,
p=.000) Motivation (.605, p=.000) Social environment (.578, p=.000) Career
satisfaction (.563,p=.000) specific to job purpose(.531, p=.000) Interpersonal
communication(.518,p=.000) Self- efficacy (.504 ,p=.000) Efforts by employer(.492,
p=.000) whereas Physical health (.251, p =.000) work environment (.193, p=.000)
family to work interference (.174 , p=.000) at 5% level have positive but very low
correlation. Job autonomy is negatively correlated with Depressive symptom (-
.137,p=.000) Work stress (-.209,p=.000). This shows that job security that is the job
tenure and fear of losing the job has a greater impact on job autonomy of IT
professionals. This finding is supported by previous researches on career anchors
which found the relationship between the job security and the job autonomy
Ronel(1990).Of the various factors that contribute to organizational success, job
autonomy and control are important for sustaining and improving employee
contribution to the organization. Job autonomy is one of the required factors for
creating a supportive work environment Mary, Vikram, Nancy and Borich (2012).

Relationship among Job Security and the factors of Quality of work life

Table 4.4.4

Job Security
Work Environment Pearson Correlation .156(**)
Sig. (2-tailed) .000
Social Environment Pearson Correlation .564(**)
Sig. (2-tailed) .000
Psychological Environment Pearson Correlation .014
Sig. (2-tailed) .694
Physical Health Pearson Correlation .222(**)
Sig. (2-tailed) .000
Depressive symptom Pearson Correlation -.160(**)
Sig. (2-tailed) .000
Work Stress Pearson Correlation -.190(**)
Sig. (2-tailed) .000
Work to Family Interference Pearson Correlation .029
Sig. (2-tailed) .398
Family to Work Interference Pearson Correlation .032
Sig. (2-tailed) .501
Motivation Pearson Correlation .519(**)
Sig. (2-tailed) .000
Career satisfaction Pearson Correlation .512(**)
Sig. (2-tailed) .000

126
 Interpersonal Communication Pearson Correlation .500(**)
Sig. (2-tailed) .000
Efforts of employer Pearson Correlation .463(**)
Sig. (2-tailed) .000
Specified to job purpose Pearson Correlation .473(**)
Sig. (2-tailed) .000
Self -Efficacy Pearson Correlation .461(**)
Sig. (2-tailed) .000
** Significant at 5% *significant at 1%

Source: computed data

Job Security is positively correlated to social environment (.564, p=.000),

Motivation (.519, p=.000) Career satisfaction (.512, p=.000), Interpersonal
communication (.500, p=.000) Specific job purpose (.473, p=.000) Efforts by
employer (.463, p=.000) Self efficacy(.461, p=.000) Physical health (.222, p=.000)
Work environment (.156, p=.000) at 5%level. The job security and the social
environment are moderate and positively correlated. This indicates that the job
security that is the tenure of women professional work life depends on the social
environment that is the action against harassment, giving up leisure time or activities
for work. This study is supported by a previous research which found that the social
environment and job security were consistent Rasool and Seyed (2012). Employers
can no longer promise job security, but they can help people maintain the skills they
need to remain viable in the job market Chandranshu (2012). There is a negative
correlation between Job security and Work stress (-.190, p=.000) Depressive
symptom (-.160, p=.000), at 5%level

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Relationship among Work Environment and the factors of Quality of work life
Table 4.4.5

Work Environment
Social Environment Pearson Correlation .329(**)
Sig. (2-tailed) .000
Psychological environment Pearson Correlation -.357(**)
Sig. (2-tailed) .000
Physical health Pearson Correlation .474(**)
Sig. (2-tailed) .000
Depressive symptom Pearson Correlation .479(**)
Sig. (2-tailed) .000
Work stress Pearson Correlation .422(**)
Sig. (2-tailed) .000
Work to family interference Pearson Correlation .470(**)
Sig. (2-tailed) .000
Family to work interference Pearson Correlation .484(**)
Sig. (2-tailed) .000
Motivation Pearson Correlation .231(**)
Sig. (2-tailed) .000
Career satisfaction Pearson Correlation .184(**)
Sig. (2-tailed) .000
Interpersonal communication Pearson Correlation .175(**)
Sig. (2-tailed) .000
Efforts of employer Pearson Correlation .236(**)
Sig. (2-tailed) .000
Specified to job purpose Pearson Correlation .353(**)
Sig. (2-tailed) .000
Self-efficacy Pearson Correlation .306(**)
Sig. (2-tailed) .000
** Significant at 5% *significant at 1%
Source: computed data

Work Environment is positively and moderately correlated to family and work

interference (.484, p=.000) Depressive symptom (.479, p=.000) physical health
(.474, p=.000) Work and family interference (.470, p=.000) Work stress(.422,
p=.000) Specific job purpose (.353, p=.000) Social environment (.329, p=.000) Self-
efficacy (.306, p=.000) Efforts by employer (.236, p=.000) Motivation (.231,
p=.000) Career satisfaction (.184, p=.000) Interpersonal communication (.175,
p=.000) at 5% level. There is a negative correlation between Work environment and
Psychological environment (-.357, p=.000) at5% level. Similarly, there is a negative
correlation between social environment and Depressive symptom (-.081, p=.000) at
1%level. It is found that work environment negatively correlated with psychological

128
environment (-.139, p=.000). Previous studies show that the work environment
influenced by the job performance A Bogdanova, Helena, Simona, May (2008). The
research by Aloys Nyagechi (2013) on work environment factor that affect quality of
work life reveals that poor safety and health, work pressure or stress and provision of
inadequate working tools are environmental aspects that bring about poor quality of
working life experiences.

Relationship among Social Environment and the factors of Quality of work life
Table 4.4.6
Social
Environment
Psychological Environment Pearson Correlation -.163(**)
Sig. (2-tailed) .000
Physical Health Pearson Correlation .340(**)
Sig. (2-tailed) .000
Depressive symptom Pearson Correlation -.081(*)
Sig. (2-tailed) .020
Work Stress Pearson Correlation -.068
Sig. (2-tailed) .052
Work to Family Interference Pearson Correlation .208(**)
Sig. (2-tailed) .000
Family to Work Interference Pearson Correlation .309(**)
Sig. (2-tailed) .000
Motivation Pearson Correlation .582(**)
Sig. (2-tailed) .000
Career Satisfaction Pearson Correlation .495(**)
Sig. (2-tailed) .000
Interpersonal Communication Pearson Correlation .463(**)
Sig. (2-tailed) .000
Efforts of employer Pearson Correlation .480(**)
Sig. (2-tailed) .000
Specified to job purpose Pearson Correlation .604(**)
Sig. (2-tailed) .000
Self-Efficacy Pearson Correlation .494(**)
Sig. (2-tailed) .000
** Significant at 5% *significant at 1%
Source: computed data

There is a positive correlation between Social environment and Motivation

(.582,p=.000) Career satisfaction(.495, p=-.000), Efforts by employer (.480, p=.000)

129
Interpersonal communication (.463, p=.000) Physical health (.340, p=.000), work to
family interference (.208, p=.000), Family andwork interference (.309,p=.000),
Specific to job purpose (.604, p=.000), Self- efficacy (.494, p=.000) @ 5% level.
There is a negative correlation between social environment and Psychological
environment (-.163, p=.000) at 5%level and depressive symptom (-.81) @ 1% level.
Work-related issues, derived from different social environment, have a significant
influence on employee behavior, which, in turn has an impact on work outcomes. This
implies that the work-based identity of the collective labor force has an indirect but
nevertheless significant impact on organizational performance. Kamarul (2010)
concludes that higher superior-subordinate congruence would lead to higher
satisfaction and performance of the subordinate which supported the positive
correlation between social environment and specific job purpose.

Relationship among Psychological Environment and the factors of

Quality of work life
Table 4.4.7
Psychological
Environment
Physical Health Pearson Correlation -.290(**)
Sig. (2-tailed) .000
Depressive Symptom Pearson Correlation -.344(**)
Sig. (2-tailed) .000
Work Stress Pearson Correlation -.401(**)
Sig. (2-tailed) .000
Work to Family interference Pearson Correlation -.446(**)
Sig. (2-tailed) .000
Family to Work Interference Pearson Correlation -.427(**)
Sig. (2-tailed) .000
Motivation Pearson Correlation -.118(**)
Sig. (2-tailed) .001
Career Satisfaction Pearson Correlation .022
Sig. (2-tailed) .529
Interpersonal Communication Pearson Correlation -.015
Sig. (2-tailed) .671
Efforts of employer Pearson Correlation -.003
Sig. (2-tailed) .934
Specified to job purpose Pearson Correlation -.130(**)
Sig. (2-tailed) .000
Self -Efficacy Pearson Correlation -.079(*)
Sig. (2-tailed) .024
** Significant at 5% *significant at 1%
Source: computed data
Psychological Environment is negatively correlated to Work and family
interference (-.446) Family and work interference (-.427) work stress (-.401)

130
Depressive symptom (-.344) physical health (-.290) Specific to job purpose (-.130)
motivation (-.118) @ 5% level Self- Efficacy (-.079) @ 1% level. Healthy jobs and
workplaces contribute to an individual’s physical, psychological and social well-
being. These benefits ripple across the entire organization through higher job
satisfaction, lower absenteeism and turnover, improved job performance, and reduced
health benefit Graham S (2004). According to R. B. Briner (2000).The
psychological environment is the set of those characteristics of work environment that
affect how the worker feels, thinks and behaves.

Relationship among Physical Health and the factors of Quality of work life
Table 4.4.7

Physical Health
Depressive Symptom Pearson Correlation .316(**)
Sig. (2-tailed) .000
Work Stress Pearson Correlation .233(**)
Sig. (2-tailed) .000
Work to Family Interference Pearson Correlation .356(**)
Sig. (2-tailed) .000
Family to Work Interference Pearson Correlation .427(**)
Sig. (2-tailed) .000
Motivation Pearson Correlation .327(**)
Sig. (2-tailed) .000
Career Satisfaction Pearson Correlation .216(**)
Sig. (2-tailed) .000
Interpersonal Communication Pearson Correlation .241(**)
Sig. (2-tailed) .000
Efforts of employer Pearson Correlation .296(**)
Sig. (2-tailed) .000
Specified to job purpose Pearson Correlation .361(**)
Sig. (2-tailed) .000
Self -Efficacy Pearson Correlation .269(**)
Sig. (2-tailed) .000
** Significant at 5% *significant at 1%
Source: computed data

Physical health is positively and moderately correlated with Family to work

interference (.427, p=.000) specific job purpose (.361, p=.000) work and family
interference (.356, p=.000)) Motivation (.327, p=.000) Depressive symptom (.316,
p=.000) Efforts by employer (.296, p=.000) Self- efficacy (.269, p=.000) Interpersonal

131
communication ( .241, p=.000) work stress (.233, p=.000) Career satisfaction (.216,
p=.000) at 5% level. In research by Gandi, Wukatda, Yohanna (2011) the role of
work-home interference (WHI) and home-work interference (HWI) with respect to
work characteristics, burnout, and gender are analyzed and is found that homework
interference are found to mediate the relationship between work characteristics and
burnout which in turn affects they physical health of the employee. High home roles
and workloads seems contributory to high level of exhaustion. The findings are also
supported by Nicholas (2013) that the physical health inversely correlated with
Family and work interference. The study by M. Swapna and S. Gomathi, (2013)
study elicits that female respondents are not satisfied compared to male employees
towards career prospects, compensation and training and development because of
their family commitment and health related issues.

Relationship among Depressive Symptom and the factors of Quality of work life
Table 4.4.9

Depressive Symptom
Work Stress Pearson Correlation .647(**)
Sig. (2-tailed) .000
Work to Family Interference Pearson Correlation .459(**)
Sig. (2-tailed) .000
Family to Work Interference Pearson Correlation .449(**)
Sig. (2-tailed) .000
Motivation Pearson Correlation -.040
Sig. (2-tailed) .248
Career Satisfaction Pearson Correlation -.108(**)
Sig. (2-tailed) .002
Interpersonal Communication Pearson Correlation -.092(**)
Sig. (2-tailed) .008
Efforts of employer Pearson Correlation -.093(**)
Sig. (2-tailed) .008
Specified to job purpose Pearson Correlation -.049
Sig. (2-tailed) .155
Self- efficacy Pearson Correlation -.039
Sig. (2-tailed) .267
** Significant at 5% *significant at 1%
Source: computed data
Depressive symptom is positively correlated to Work stress (.647, p=.000)
work &family interference (.459, p=.000) family to work interference (.449, p=.000)
at 5% level. There is a negative correlation between Depressive symptom and career

132
satisfaction (-.108, p=.000) Efforts by employer (-.093, p=.000) Interpersonal
communication (-.092, p=000). There is a negative correlation between Depressive
symptom and career satisfaction (-.108, p=.000) Efforts by employer (-.093, p=.000)
Interpersonal communication (-.092, p=000) at 5% level. There is a positive but very
low correlation between Depressive symptom level career satisfaction (.103,p=.000)
at 1% level. From an individual perspective, stress is related to a wide variety of
health related problems, including anxiety, headaches, depression, influenza, coronary
disease, and substance abuse Gideon (2006). In the study conducted by Nicholas
(2013) respondents indicated how frequently they experienced minor health
problems, sleep problems affecting job performance, feeling nervous or stressed,
unable to control important things in life, feeling unable to overcome difficulties and
depression.

Relationship among Work stress and the factors of Quality of work life
Table 4.4.10

Work Stress
Work to Family Interference Pearson Correlation .525(**)
Sig. (2-tailed) .000
Family to Work Interference Pearson Correlation .463(**)
Sig. (2-tailed) .000
Motivation Pearson Correlation -.145(**)
Sig. (2-tailed) .000
Career Satisfaction Pearson Correlation -.232(**)
Sig. (2-tailed) .000
Interpersonal Communication Pearson Correlation -.133(**)
Sig. (2-tailed) .000
Efforts of employer Pearson Correlation -.129(**)
Sig. (2-tailed) .000
Specified to job purpose Pearson Correlation -.133(**)
Sig. (2-tailed) .000
Self- efficacy Pearson Correlation -.128(**)
Sig. (2-tailed) .000
** Significant at 5% *significant at 1%
Source: computed data
The findings on work stress are consistent with numerous previous studies.
Work stressors have been shown to be inversely associated with work to family
interference. Work stressor would be expected to heighten conflict with work to

133
family interference Nicholas (2013). Work stress is positively correlated to work to
family interference (.525, p=.000) family to work interference (.463, p=.000) at 5%
level.

Relationship among work to family interference and the factors of Quality of

work life
Table 4.4.11
Work to Family
Interference
Family to work interference Pearson Correlation .642(**)
Sig. (2-tailed) .000
Motivation Pearson Correlation .156(**)
Sig. (2-tailed) .000
Career Satisfaction Pearson Correlation .011
Sig. (2-tailed) .749
Interpersonal Communication Pearson Correlation .111(**)
Sig. (2-tailed) .001
Efforts of employer Pearson Correlation .096(**)
Sig. (2-tailed) .006
Specified to job purpose Pearson Correlation .205(**)
Sig. (2-tailed) .000
Self-Efficacy Pearson Correlation .139(**)
Sig. (2-tailed) .000
** Significant at 5% *significant at 1%
Source: computed data

Work to family interference is positively correlated to Family work

interference (.642, p=.000) specific job purpose (.205, p=.000), motivation
(.156,p=.0000) Self- efficacy (.139, p=.000) Interpersonal communication (.111,
p=.000) efforts by employer (.96, p=.000) at 5% level. This shows that the work to
family interference and family to work interference are highly influential for women
professionals, while other factors show very low but positive relationship. The
findings are also supported by previous studies on work/family and family/work
interference which shows that the strongest positive association of work home
interference is with job demands Joshua, Wukatda, Yohann (2011).

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Relationship among family to work interference and the factors of Quality of
work life
Table 4.4.12
Family to work
interference
Motivation Pearson Correlation .195(**)
Sig. (2-tailed) .000
Career Satisfaction Pearson Correlation .103(*)
Sig. (2-tailed) .029
Interpersonal Communication Pearson Correlation .138(**)
Sig. (2-tailed) .003
Efforts of employee Pearson Correlation .029
Sig. (2-tailed) .538
Specified to job purpose Pearson Correlation .325(**)
Sig. (2-tailed) .000
Self –Efficacy Pearson Correlation .232(**)
Sig. (2-tailed) .000
** Significant at 5% *significant at 1%
Source: computed data

Family work interference the correlation between the Family work

interference and specific job purpose (.325, p=.000) self-efficacy (.232, p=.000)
Motivation (.195, p=.000) Interpersonal communication ( .138, p=.000) at 5%. Level
is positive but very low. This is supported by previous studies related to family-work
interference and balance. Women who experience high levels of home pressure and
lack of support at home experience negative feelings which spill over to their work
domain. As a result, women’s worry about their home at work and may fail to fulfill
their work obligations. The individual will lack the energy required to participate at
work because her resources are not replenished at home. Van Aarde and Moster
(2008) Home Work Interface mediates the relationship between work characteristics
such as job performance. HWI level is very low and at the moment. However, it is a
predictor of burnout and its mediating role is very potent and should not be neglected
Gandi et al (2011).

135
Relationship among Motivation and the factors of Quality of work life
Table 4.4.13

Motivation
Career Satisfaction Pearson Correlation .627(**)
Sig. (2-tailed) .000
Interpersonal Communication Pearson Correlation .568(**)
Sig. (2-tailed) .000
Efforts of employee Pearson Correlation .600(**)
Sig. (2-tailed) .000
Specified to job purpose Pearson Correlation .610(**)
Sig. (2-tailed) .000
Self-Efficacy Pearson Correlation .526(**)
Sig. (2-tailed) .000
** Significant at 5% *significant at 1%
Source: computed data

Motivation is highly and positively correlated to career satisfaction (.627,

p=.000), specific job purpose(.610, p=.000), employer efforts(.600, p=.000),
Interpersonal communication (.568,p=.000) and self-efficacy (.526, p=.000) at 5%
level. This finding is supported by previous research which concludes Motivation has
strong contributory effects on driving satisfaction towards career Adnan, Mubarak
(2010).

Relationship among Career Satisfaction and the factors of Quality of work life
Table 4.4.14
Career
Satisfaction
Interpersonal Communication Pearson Correlation .550(**)
Sig. (2-tailed) .000
Efforts of employee Pearson Correlation .537(**)
Sig. (2-tailed) .000
Specified to job purpose Pearson Correlation .546(**)
Sig. (2-tailed) .000
Self -Efficacy Pearson Correlation .536(**)
Sig. (2-tailed) .000
** Significant at 5% *significant at 1%
Source: computed data

136
 Career satisfaction and Interpersonal communication (.550, p=.000) specific
to job purpose (.546, p=.000) efforts by employer (.537, p=.000), Self- efficacy (.536,
p=.000) have positive correlation at 5% level. Career satisfaction is largely a matter of
an individual comparing his/her career and life expectations with those being offered
Raduan, Loh, Jegakand Khairuddin (2006). In a study conducted on job
satisfaction and career satisfaction Adnan, mubarak (2010) found that Supervisors
who have a clear vision and facilitate the acceptance of group goals lead towards
satisfaction with different parameters associated with career. This builds a strong
relationship with success at work. When more positive rewards are given on out-
performance, the employees achieve concrete success in terms of career growth,
compensation and supervisor’s satisfaction. The reverse is also true when
performance is low. This implies that career satisfaction is positively correlated to
Interpersonal communication, specific job purpose, efforts by employer and self-
efficacy. There is a negative correlation between career satisfaction (-.233, p=.000)
motivation (-.145, p=.000) Interpersonal communication (-.133, p=.000) specific job
purpose (-.133, p=.000) Efforts by employer (-.129, p=.000) Self -efficacy (-.128,
p=.000) at 5% level

Relationship among Interpersonal Communication and the factors of Quality of

work life
Table 4.4.15

Interpersonal
Communication
Efforts of employee Pearson Correlation .541(**)
Sig. (2-tailed) .000
Specified to job purpose Pearson Correlation .503(**)
Sig. (2-tailed) .000
Self-Efficacy Pearson Correlation .462(**)
Sig. (2-tailed) .000
** Significant at 5% *significant at 1%
Source: computed data

Interpersonal communication is positively correlated to efforts by

employer (.541, p=.000) specific job purpose (.503, p=.000) Self- efficacy (.462,
p=.000) at 5%level and the finding is supported by previous research on interpersonal

137
relationship which indicates the interpersonal communication and employer efforts
towards the employee. Serious conflicts on interpersonal communication may cause
unwanted lose and barriers to global success. Xiaoyan and Lan 2013). Elena (2010)
found that the interpersonal communication and interpersonal relationship are
positively correlated.

Relationship among Efforts by employer and the factors of Quality of work life
Table 4.4.16

Efforts of employer
Specified to job purpose Pearson Correlation .523(**)
Sig. (2-tailed) .000
Self- Efficacy Pearson Correlation .477(**)
Sig. (2-tailed) .000
** Significant at 5% *significant at 1%
Source: computed data

Efforts by employer The correlation between Efforts by employer and

specific to job purpose is best supported by the study conducted by Ismail, Samina,
Syed (2012) influence of employers provided on-job-training on employees wage
growth and job performance. The authors conclude that the training that is the effort
taken by the employer does have a positive impact on job. Efforts by employer
correlated to specific to job purpose (.523, p=.000) self- efficacy (.477, p=.000) at 5%
level

Relationship among Specified to job purpose and the factors of Quality of work
life.
Table 4.4.17

Self-Efficacy

Self-Efficacy Pearson Correlation .696(**)

Sig. (2-tailed) .000
** Significant at 5% *significant at 1%
Source: computed data

Specific to job purpose is positively correlated to Self- efficacy (.696, p=.000)

at 5% level. Self-efficacy is the measure of one's own ability to complete tasks and
reach goals. Self-efficacy is important in enhancing human performance Fotini,

138
Sofiai, Choustoulakis (2009). It is the foundation and motive power to produce and
increase the autonomous working motivation Shuyuan, Guihao, Guifeng, Yunlian,
Li (2011). The finding of this study is supported by Wendy, Sandra, Johan, Jac
(2010). Organization must invest in training to give people the skills and increase
employees self-efficacy, that is, confidence in their own ability to carry out a specific
task. High self-efficacy leads to high motivation and vice versa, low self-efficacy
leads to low motivation Davor (2008).

Relationship among Self-Efficacy and the factors of Quality of work life

Self-efficacy refers to one’s belief in one’s capability of meeting task demands
in a broad array of contexts. Self-efficacy is the belief that one is capable of
performing in a certain manner to attain certain goals, as a person’s belief about their
capabilities to produce designated levels of performance that exercise influence over
events that affect their lives. As the sense of belief that one’s actions have an effect on
the environment; as a person’s judgment of his or her capabilities based on mastery
criteria; a sense of a person’s competence within a specific framework, focusing on
the person’s assessment of their abilities to perform specific tasks in relation to goals
and standards rather than in comparison with others’ capabilities. Generally, self-
efficacy refers to an individuals’ belief that he or she is capable of performing a task.
Abigail, Asamani, (2013) People with low self-efficacy are more likely to lessen
their effort or give up altogether while those with high self- efficacy will try harder to
master the challenge.

Conclusion:
In this chapter, the factors influencing the Quality of work life women in IT
sector were analyzed. The demographic profile of the respondents was analyzed using
percentage analysis. The factor of the study was analyzed using factor analysis. The
characteristic features of the respondents were analyzed using K means cluster
analysis. The parametric relationship among the factors of Quality of work life is
analyzed using correlation analysis.

139
 CHAPTER - V

IMPACT OF QUALITY OF WORK LIFE ON IT EMPLOYEES

In this chapter the effectiveness of Quality of work life among IT

employees are analyzed. The most preferred factors responsible for QWL among
the IT professionals are analyzed using ranking method. The influence of
personal and organizational details of employees on their QWL is determined by
ANOVA. T-Test analysis is applied to determine the impact of QWL of
employees on organizational effectiveness in the study domain.

The factor analysis by principle component method followed by the cluster

analysis is segmented the sample unit into heterogeneous groups.
These groups and their perfect discrimination is tested through the following non-
parametric chi square association. Objective five the association among the QWL
factors is tested through the cross tabulations.

Cross tabulations (also referred to as cross-tabs) are a quantitative research method

appropriate for analyzing the relationship between two or more variables. Cross
tabulations provide a way of analyzing and comparing the results for one or more
variables with the results of another (or others). Cross Tabulation gives the ability to
compare two questions to each other and evaluate relationships between the responses
of those questions. The researcher can review the frequency and assess the statistical
significance in that relationship. Cross tabulation is particularly useful to assess
whether there is a relationship between how the entire respondent base, or a specific
subset of respondents, answered two questions.

ASSOCIATION AMONG THE FACTORS OF QUALITY OF WORK LIFE

Association among the job satisfaction clusters and working condition cluster are
tested.

140
 Association among Job Satisfaction and Working Condition

 The cluster analysis classified 3 cluster of Job Satisfaction namely

 Overworked underlying employees

 Ambitious employees

 Optimistic employees

 Similarly the clusters of Working Conditions are

 Contended employee

 Flatliner

 Unenthusiastic employees

The associations between Job Satisfaction and Working Condition 2

clusters are presented through a non-parametric chi square approach.

Table 5.1.1.1
Crosstabs of Job Satisfaction and Working Condition

Working condition Total

Factors Cluster Contended Unenthusiast
employee Flatliner ic employees
Job and career Overworked Count 125 133 78 336
satisfaction underlying % of Total 15.1% 16.1% 9.4% 40.7%
Ambitious Count 3 76 14 93
employees % of Total .4% 9.2% 1.7% 11.3%
Optimistic Count 234 16 147 397
employees % of Total 28.3% 1.9% 17.8% 48.1%
Count 362 225 239 826
Total
% of Total 43.8% 27.2% 28.9% 100.0%
Source: Computed data

From the above table it is found that in the overall sample units 28.3% of
optimistic employees are found to be contented employees and further the analysis
reveals that 16.1% of overworked underling employees are found to be Flatliner. JO
Phelan (1994) supports the finding that the contented female worker although has
jobs with lower pay and less authority than men; they are equally satisfied with their
jobs and employers. The employee's job satisfaction is associated to a pleasing

141
feeling. To enhance the productivity of a process in an organization, the employee's
positive (optimistic) attitude toward his job is necessary. Because employees are
highly complex individual, and to focus on variety of psychological and sociological
needs apart from their basic needs. The findings also indicate that employees who are
not informed about the organization policies, plans and constantly works under
superiors plan and direction eventually lose interest for the job.

Table 5.1.1.2

Chi-Square Tests of Crosstabs of Job Satisfaction and Working Condition

Asymp.
Value Df
Sig. (2-sided)
Pearson Chi-Square 276.660(a) 4 .000
Likelihood Ratio 307.177 4 .000
Linear-by-Linear Association 1.858 1 .173
N of Valid Cases 826
Source: Computed data
a 0 cells (.0%) have expected count less than 5. The minimum expected count is 25.33.

This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 276.660, P = .000
are statistically significant @5% level. Therefore, it can be concluded that there is a
deep association between Job satisfaction and working condition.

Association among Job and career satisfaction and General well-being

 The cluster analysis classified 3 cluster of Job Satisfaction namely

 Over worked underlying
 Ambitious employees
 Optimistic employees
 The clusters of General well-being are as follow
 Presenteeism
 Burnout employees
 Task Performers

142
 The associations between Job Satisfaction and General Well-being clusters
are presented through a non-parametric chi square approach.

Table 5.1.2.1
Crosstabs of Job Satisfaction and General Well-being

General well being Total

Burnout Task
Presenteeism
employee Performer
Job and Over worked Count 197 85 54 336
career underlying % of Total 23.8% 10.3% 6.5% 40.7%
satisfaction Ambitious Count 45 37 11 93
employees % of Total 5.4% 4.5% 1.3% 11.3%
Optimistic Count 138 138 121 397
employees % of Total 16.7% 16.7% 14.6% 48.1%
Total Count 380 260 186 826
% of Total 46.0% 31.5% 22.5% 100.0%
Source: Computed data

From the above table it is found that in the overall sample unit 23.8% of
overworked underling are found to be presenteeism and 14.6% of optimistic
employees are found to be Task performers. Evangelia and Pascale, Arnold,
Wilmar, Joop, (2009) study on presenteeism supported the study finding that
emotional exhaustion (overworked underlying) and presenteeism are reciprocal,
exhaustion leads to presenteeism which in turn causes more exhaustion. Furthermore
it is found that the optimistic employees are found to be task performers. Optimistic
employees are employees with positive attitude who along with organization goals set
personal targets and thrive hard to achieve it.

Table 5.1.2.2

Chi-Square Tests of Job Satisfaction and General Well being

Asymp. Sig. (2-

Value df
sided)
Pearson Chi-Square 52.237(a) 4 .000
Likelihood Ratio 52.974 4 .000
Linear-by-Linear Association 42.849 1 .000
Number of Valid Cases 826
Source: Computed data
a 0 cells (.0%) have expected count less than 5. The minimum expected count is
20.94.

143
 This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 52.237, P = .000 are
statistically significant @5% level. Therefore, it can be concluded that there is a deep
association between Job satisfaction and General Wellbeing.

Association among Job and career satisfaction and work life balance / Home and
work interface
 The cluster analysis classified 3 cluster of Job Satisfaction namely
 Overworked underlying
 Ambitious employees
 Optimistic employees
 The clusters of Home Work interference
 Idealistic employees
 Expectant employee
 Tech Prisoner
The associations between Job Satisfaction and work life balance/Home and
work interface clusters are presented through a non-parametric chi square approach.
Table 5.1.3.1
Crosstab of Job Satisfaction and work life balance/Home and work interface

Home and work interface / work life

balance Total
Factors
Idealistic Expectant Tech
employees employee Prisoner
Job and Over worked Count 102 151 83 336
career underlying % of Total 12.3% 18.3% 10.0% 40.7%
satisfaction Ambitious Count 24 51 18 93
employees % of Total 2.9% 6.2% 2.2% 11.3%
Optimistic Count 99 159 139 397
employees % of Total 12.0% 19.2% 16.8% 48.1%
Total Count 225 361 240 826
% of Total 27.2% 43.7% 29.1% 100.0%
Source: Computed data

From the crosstab (table 5.1.3.1) it is found that in the overall sample unit
19.2% of Optimistic are found to be Expectant employees and 18.3% of Overworked
underling are found to be Expectant employees. Optimistic employees often tend to
look forward to a positive return for the work they have done. Optimistic employees

144
work harder for the reward, recognition, promotion from the management.
Furthermore, overworked underlying employees are also found to be expectant
employees. While optimistic employee’s expectations are on the developmental part
of one’s career, overworked underlying employees expect to work independently, take
part in decision making.
Table 5.1.3.2
Chi-Square Tests of Job Satisfaction and work life balance/Home and work
interface
Asymp. Sig. (2-
Value Df
sided)
Pearson Chi-Square 16.062(a) 4 .003
Likelihood Ratio 16.101 4 .003
Linear-by-Linear Association 8.167 1 .004
N of Valid Cases 826
Source: Computed data
a 0 cells (.0%) have expected count less than 5. The minimum expected count is
25.33.
This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 16.062, P = .000 are
statistically significant @5% level. Therefore, it can be concluded that there is a deep
association between Job and career satisfaction and homework interface.
Association among Job and career satisfaction and Career prospects and
Compensation
 The cluster analysis classified 3 cluster of Job Satisfaction namely
 Overworked underlying
 Ambitious employees
 Optimistic employees
 The clusters of Career Prospectus and compensation
 The Strategist
 Frustrated go getter
 Disengaged

The associations between Job Satisfaction and Career Prospectus and

compensation clusters are presented through a non-parametric chi square approach.

145
Table 5.1.4.1

Crosstab of Job Satisfaction and Career Prospectus and compensation

Career prospects and Compensation

Factors The Frustrated go Total
Disengaged
Strategist getter

Job and Over Count 15 236 85 336

career worked % of Total
satisfaction underlying 1.8% 28.6% 10.3% 40.7%
Ambitious Count 46 42 5 93
employees % of Total 5.6% 5.1% .6% 11.3%
Optimistic Count 5 103 289 397
employees % of Total .6% 12.5% 35.0% 48.1%
Total Count 66 381 379 826
% of Total 8.0% 46.1% 45.9% 100.0%
Source: Computed data

From the above table it is found that in the overall sample units 28.6% of
Overworked underlying are found to be frustrated go getter. Working in competitive
workplace among very work driven employees who are eager for approval is very
stressful. In some cases employees have to work hard not to get fair compensation,
reward or recognition but to be accepted as a talented resource by the superior,
reporting manager or the management. Inspite of long working hours and being
flexible for the work environment not all employees get what they want. For some it
is a battle that they have stayed in order to survive.

Table 5.1.4.2
Chi-Square Tests of Job Satisfaction and Career Prospectus and
compensation

Asymp. Sig. (2-

Value df
sided)
Pearson Chi-Square 432.304(a) 4 .000
Likelihood Ratio 354.065 4 .000
Linear-by-Linear Association 126.424 1 .000
N of Valid Cases 826

Source: Computed data

a 0 cells (.0%) have expected count less than 5. The minimum expected count is 7.43.

146
 This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 432.304, P = .000
are statistically significant @5% level. Therefore, it can be concluded that there is an
association between Job satisfaction and Career prospects and Compensation

Association among Job and career satisfaction and Training and development
 The cluster analysis classified 3 cluster of Job Satisfaction namely
 Overworked underlying
 Ambitious employees
 Optimistic employees
 The clusters of Training and Development
 Rebels
 Progressive employee
 Advance employee

Table 5.1.5.1
Crosstab of Job and career satisfaction and Training and development

Training and development Total

Factors Progressive Advance
Rebels
employee employee
Job and Over worked Count 187 104 45 336
career underlying % of Total 22.6% 12.6% 5.4% 40.7%
satisfaction Ambitious Count 34 4 55 93
employees % of Total 4.1% .5% 6.7% 11.3%
Optimistic Count 89 291 17 397
employees % of Total 10.8% 35.2% 2.1% 48.1%
Total Count 310 399 117 826
% of
37.5% 48.3% 14.2% 100.0%
Total
Source: Computed data

From the above table (5.1.5.1) it is found that in the overall sample unit 35.2%
of Optimistic are found to be Progressive employees and 22.6% of Overworked
underling employees are found to be Rebels. Optimistic employees find out what’s
expected and do their best to exceed those expectations. No job is perfect, and there’s
always room for improvement. Optimistic employees are never satisfied with merely
getting by or doing the bare minimum. Optimistic employees focus on how they can

147
do more, not less. Employees do not like every decision or rule that the management
makes. It creates tension and unhappiness all around. Dealing with an employee who
does not fit in is not easy. It needs fixing, and fast. It is a natural human characteristic
to approach changes in the environment with hesitation or even fear. These natural
reactions can result in a loss of staff effectiveness, missed opportunities for
operational development and increased management issues.

Table 5.1.5.2
Chi-Square Tests of Crosstab of Job and career satisfaction and Training and
development
Asymp. Sig. (2-
Value df
sided)
Pearson Chi-Square 323.482(a) 4 .000
Likelihood Ratio 296.130 4 .000
Linear-by-Linear Association 21.050 1 .000
Number of Valid Cases 826
Source: Computed data
a 0 cells (.0%) have expected count less than 5. The minimum expected count is
13.17.

This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 323.482, P = .000
are statistically significant @5% level. Therefore, it can be concluded that there is a
deep association between Job satisfaction and Training and Development.

Association among Working condition and General well- being

 The clusters of Working Conditions are
 Contended employee
 Flatliner
 Unenthusiastic employees
 The clusters of General Well-being are as follow
 Presenteeism
 Burnout employees
 Task Performers

The associations between Working Condition and General Well-being

clusters are presented through a non-parametric chi square approach.

148
 Table 5.1.6.1
Crosstab of Working Condition and General Well-being
General well-being Total
Burnout Task
Presenteeism employees Performer
Working Contended Count 143 183 36 362
condition employee % of Total 17.3% 22.2% 4.4% 43.8%
Flatliner Count 142 62 21 225
% of Total 17.2% 7.5% 2.5% 27.2%
Unenthusias Count 95 15 129 239
tic employee % of Total 11.5% 1.8% 15.6% 28.9%
Total Count 380 260 186 826
% of Total 46.0% 31.5% 22.5% 100.0%
Source: Computed data

From the above table it is found that in the overall sample unit 22.2% of
contended employees are found to be Burnout and 17.2% of Flatliner are found to be
Presenteeism. Heavy working hours, excessive stress, lack of a fair promotion system
and inadequacy of wages, caused can be said to have a negative impact on employees’
level of professional burnout Kilic G, Pelit. E, Selvi MS(2011). For some
employees it is simply too comfortable working in an organization. They do not make
any effort nor appreciate the incentives, attendance allowance, promotion or any
perks. They are skilled workers but without ambition, and money cannot win them
over. These types of employees will not leave the organization but stay at work
reduce the production and also ruin the work atmosphere by forming impenetrable
teams, hide each other’s mistakes and tardiness.
Table 5.1.6.2
Chi-Square Tests of Working Condition and General Well-being

Asymp. Sig. (2-

Value df
sided)
Pearson Chi-Square 258.648(a) 4 .000
Likelihood Ratio 256.665 4 .000
Linear-by-Linear Association 34.194 1 .000
N of Valid Cases 826
Source: Computed data
a 0 cells (.0%) have expected count less than 5. The minimum expected count is
50.67.

149
 This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 258.648, P = .000
are statistically significant @5% level. Therefore, it can be concluded that there is a
deep association between Working Condition and General Well-being.

Association among working condition and work life balance / Home &work
interface.

 The clusters of Working Conditions are

 Contended employee
 Flatliner
 Unenthusiastic employees
 The clusters of Home Work interference
 Idealistic employee
 Expectant employee
 Tech Prisoner

The associations between Working Condition and Home-work interface/ work-life

balance clusters are presented through a non-parametric chi square approach.

Table 5.1.7.1
Crosstab of working condition and work-life balance / Home-work interface.

Home and work interface / work

life balance
Total
Idealistic Expected Tech
employees employee Prisoner
Working Contented Count 33 131 198 362
condition employee % of Total 4.0% 15.9% 24.0% 43.8%
Flatliner Count 80 123 22 225
% of Total 9.7% 14.9% 2.7% 27.2%
Unenthusiastic Count 112 107 20 239
employee % of Total 13.6% 13.0% 2.4% 28.9%
Total Count 225 361 240 826
% of Total 27.2% 43.7% 29.1% 100.0%
Source: Computed data

From the above table it is found that in the overall sample unit 24.0% of
contented employees are found to be Tech Prisoner furthermore 15.9% of contented
employees are also found to be Expectant employees and 14.9% of Flatliner are found

150
to be Expectant employees. Contented employees are more productive, stay longer to
the job and do not easily quit. Heavy work load and time to complete the work,
unclear plan of work, unclear goals form administration and lack of personnel goals in
career plans often keeps the individual in slavery with the job. Such employees are
always connected to their jobs. Organizations make its employees tech prisoner by
providing blackberry, cell phone, laptops. This makes the employee work and
personal life indistinguishable. Flatliner do not have plan or purpose but expects
other to do the planning for them.

Table 5.1.7.2
Chi-Square Tests of Crosstab of working condition and work-life balance
/ Home-work interface.
Asymp. Sig. (2-
Value Df
sided)
Pearson Chi-Square 239.965(a) 4 .000
Likelihood Ratio 255.458 4 .000
Linear-by-Linear Association 197.745 1 .000
N of Valid Cases 826
Source: Computed data
a 0 cells (.0%) have expected count less than 5. The minimum expected count is
61.29.
This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 239.965, P = .000
are statistically significant @5% level. Therefore, it can be concluded that there is a
deep association between Working Condition and Home and Work interface.

Association among working condition and career prospects and compensation

 The clusters of Working Conditions are
 Contended employee
 Flatliner
 Unenthusiastic employees

151
  The clusters of Career Prospectus and compensation
 The Strategist
 Frustrated go getter
 Disengaged
The associations between Working Condition and Career Prospects and
compensation clusters are presented through a non-parametric chi square approach.

Table 5.1.8.1
Crosstab of Working condition and Career prospects and compensation

Career prospects and Compensation Total

The Frustrated
Strategist go getter Disengaged
working Contended Count 7 142 213 362
condition employee % of Total .8% 17.2% 25.8% 43.8%
Count 49 151 25 225
Flatliner
% of Total 5.9% 18.3% 3.0% 27.2%
Unenthusiastic Count 10 88 141 239
employees % of Total 1.2% 10.7% 17.1% 28.9%
Total Count 66 381 379 826
% of Total 8.0% 46.1% 45.9% 100.0%
Source: Computed data

From the above crosstab table 5.1.8.1 it is found that in the overall sample
units 25.8% of contented employees are found to be disengaged, 18.3% of Flatliner
are found to be frustrated go getter, 17.2% of Unenthusiastic are found to be
Disengaged. Contented and unenthusiastic employees are disengaged. One major
reason for influencing employee engagement is relationship with immediate
supervisor. It is a well-known fact that employees attitude toward the boss has a major
impact on feelings about work. People who approach their work with energy and
dedication are more productive and more willing to go that extra mile, whereas
unenthusiastic people only do what has been assigned to them. They are always
detached to the job. In a workplace if effort-reward imbalances exist, the employees
lose interest in the job and do not work to accomplish the personal or organizational
goals.

152
 Table 5.1.8.2

Chi-Square Tests of Working condition and Career prospects and compensation

Asymp. Sig.
Value df
(2-sided)
Pearson Chi-Square 185.676(a) 4 .000
Likelihood Ratio 198.951 4 .000
Linear-by-Linear Association 3.497 1 .061
Number of Valid Cases 826
Source: Computed data
a 0 cells (.0%) have expected count less than 5. The minimum expected count is
17.98.

This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 185.676, P = .000
are statistically significant @5% level. Therefore, it can be concluded that there is a
deep association between Working Condition and Career Prospects and
compensation.

Association among Working condition and Training and development

 The clusters of Working Conditions are
 Contended employee
 Flatliner
 Unenthusiastic employees
 The clusters of Training and Development
 Rebels
 Progressive employee
 Advance employee

The associations between Working Condition and Training and Development

clusters are presented through a non-parametric chi square approach.

153
 Table 5.1.9.1
Crosstab of Working Condition and Training and Development

Training and development Total

Factors Progressive Advance
Rebels employee employee 1
working Contended Count 110 238 14 362
condition employee % of Total 13.3% 28.8% 1.7% 43.8%
Count 112 29 84 225
Flatliner
% of Total 13.6% 3.5% 10.2% 27.2%
Count 88 132 19 239
Unenthusiasti
% of
c employees 10.7% 16.0% 2.3% 28.9%
Total
Total Count 310 399 117 826
% of Total 37.5% 48.3% 14.2% 100.0%
Source: Computed data

From the above table it is found that in the overall sample units 28.8% of
contented employees are found to be Progressive employees, 13.6% of Flatlinerare
found to be Rebel. Progressive employees continually work towards small wins and
breakthroughs. Progress is not always about ultimate record breaking achievement,
every small effort taken for improvement is progress. Contented employees are not
the best thing for an organization but a positive sign. If motivated through properly
there is possibility of betterment. Flatliner do not plan their work, they just do what is
given to them. Such employees resist change; resist abiding by the organization’s
rules and policies. Rebel employees are a challenge for human resource manager.

Table 5.1.9.2
Chi-Square Tests of Working Condition and Training and Development

Asymp. Sig. (2-

Value Df
sided)
Pearson Chi-Square 216.422(a) 4 .000
Likelihood Ratio 223.439 4 .000
Linear-by-Linear Association .011 1 .916
N of Valid Cases 826
Source: Computed data
a 0 cells (.0%) have expected count less than 5. The minimum expected count is
31.87.

154
 This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 216.422, P = .000
are statistically significant @5% level. Therefore, it can be concluded that there is a
deep association between Working Condition and Training and Development.

Association among General well-being and Homework interface / work life

balance
 The clusters of General Well-being are as follow
 Presenteeism
 Burnout employees
 Task Performers
 The clusters of Home Work interference
 Idealistic employee
 Expectant employee
 Tech prisoner
The associations between General Well-being and Home and work interface
clusters are presented through a non-parametric chi square approach.

Table 5.1.10.1
Crosstab of General well-being and Home-work interface / work-life balance

Home-work interface / work-life

balance Total
Factor
Idealistic Expectant Tech
employee employee prisoner 1
Count 110 190 80 380
Presenteeism
% of Total 13.3% 23.0% 9.7% 46.0%
Burnout Count 13 91 156 260
General employees % of Total 1.6% 11.0% 18.9% 31.5%
well-being Count 102 80 4 186
Task
performers % of Total 12.3% 9.7% .5% 22.5%
Total Count 225 361 240 826
% of Total 27.2% 43.7% 29.1% 100.0%
Source: Computed data

155
 From the above table it is found that in the overall sample unit of 23.0% of
presenteeism are found to be Expectant employee. And 18.9% of burnout employees
are found to be Tech Prisoner. Some employees are physically and mentally healthy
but have more absences from work than the average person. Their work may not have
damaged them directly, but they are less engaged or committed to their job, either
because there is a mismatch between their expectation or competences and their job or
role requirements, or they are poorly managed.(TMS consulting). After working long
hours at office, the job requires the employees to stay connected to the work while at
home too. It is impossible for the tech prisoners to hide from the job which takes all
their time. Most of the employees are burnout because they are virtually connected to
their job any day and at any time.

Table 5.1.10.2
Chi-Square Tests of General well-being and Home -work interface / work-life
balance
Asymp. Sig.
Value Df (2-sided)
Pearson Chi-Square 248.002(a) 4 .000
Likelihood Ratio 274.059 4 .000
Linear-by-Linear Association 14.181 1 .000
N of Valid Cases 826
Source: Computed data
a 0 cells (.0%) have expected count less than 5. The minimum expected count is
50.67.

This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 248.002, P = .000
are statistically significant @5% level. Therefore, it can be concluded that there is a
deep association between General Well-being and Home and work interface.

Association among General well-being and Career prospects and Compensation

 The clusters of General Well-being are as follow

 Presenteeism
 Burnout employees
 Task Performers
 The clusters of Career Prospectus and compensation

156
  The Strategist
 Frustrated go getter
 Disengaged
The associations between General Well-being and Career Prospects and
Compensation clusters are presented through a non-parametric chi square approach.

Table 5.1.11.1
Crosstab of General well-being and Career prospects and Compensation

Career prospects and Compensation

Factors The Frustrated Total
Disengaged
Strategist go getter
Count 26 232 122 380
Presenteeism
% of Total 3.1% 28.1% 14.8% 46.0%
Burnout Count 29 92 139 260
General employees % of Total 3.5% 11.1% 16.8% 31.5%
well- Count 11 57 118 186
being Task
performers % of Total 1.3% 6.9% 14.3% 22.5%
Total Count 66 381 379 826
% of Total 8.0% 46.1% 45.9% 100.0%
Source: Computed data

From the above table it is found that in the overall sample unit 28.1.0% of
presenteeism are found to be Frustrated go getter, 16.8% of Burnout employee are
found to be Disengaged and 14.8% of Presenteeism are found to be Disengaged.
Presenteeism employees are found to be frustrated go getter and disengaged.
Furthermore, burnout employees are also found to be disengaged. The behavior of
presenteeism may be due to the employee’s belief that attendance is a way to show
his/her commitment or his/her “loyalty” to the firm. This loyalty could be in danger if
the employee feels betrayed or worried when there are organizational or economic
changes. Ingrid, Benjamin, Sebastien, (2011). Presenteeism employees(other than
illness) stay in a job because they haven’t found somewhere else to go yet, so they
get paid from the organization to be there, they’re disengaged, and most likely a toxic
threat to the work environment.

157
 Table 5.1.11.2

Chi-Square Tests of General well-being and Career prospects and Compensation

Asymp. Sig. (2-

Value df
sided)
Pearson Chi-Square 70.882(a) 4 .000
Likelihood Ratio 71.180 4 .000
Linear-by-Linear Association 34.689 1 .000
N of Valid Cases 826
Source: Computed data
a 0 cells (.0%) have expected count less than 5. The minimum expected count is
14.86.

This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 70.882, P = .000 are
statistically significant @5% level. Therefore, it can be concluded that there is a deep
association between General Well-being and Career Prospects and Compensation.

Association among generalwell-being and training and development

 The clusters of General Well-being are as follow

 Presenteeism
 Burnout employees
 Task performers
 The clusters of Training and Development
 Rebels
 Progressive employee
 Advance employee
The associations between General Well-being and Training and Development
clusters are presented through a non-parametric chi square approach.

158
 Table 5.1.12.1
Crosstab of General well-being and Training and development

Training and development Total

Factors Progressive Advance
Rebels
employee employee 1
Count 172 145 63 380
Presenteeism
% of Total 20.8% 17.6% 7.6% 46.0%
General Burnout Count 87 138 35 260
well being employees % of Total 10.5% 16.7% 4.2% 31.5%
Task Count 51 116 19 186
performers % of Total 6.2% 14.0% 2.3% 22.5%
Total Count 310 399 117 826
% of Total 37.5% 48.3% 14.2% 100.0%
Source: Computed data

From the above table it is found that in the overall sample unit of 20.8% of
presenteeism are found to be Rebel. Presenteeism is generally due to illness but most
of the times it is because of poor quality of work life. Presenteeism while being more
recognized by women is more likely to be practiced by men, especially those at senior
levels in male-dominated organizations. Simpson (1998) Presenteeism employees do
not encourage new policies or organizational changes. Either they are too lazy to be
prepared for the change or they are too comfortable with the old policies.

Table 5.1.12.2
Chi-Square Tests of General well-being and Training and development

Asymp. Sig. (2-

Value Df sided)
Pearson Chi-Square 32.909(a) 4 .000
Likelihood Ratio 33.196 4 .000
Linear-by-Linear Association 4.163 1 .041
N of Valid Cases 826
Source: Computed data
a 0 cells (.0%) have expected count less than 5. The minimum expected count is
26.35.

This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 32.909, P = .000 are

159
 statistically significant @5% level. Therefore, it can be concluded that there is a deep
association between General Well-being and Training and Development.

Association among Home-work interface / work-life balance and Career

prospects and Compensation
 The clusters of Home Work interference
 Idealistic employee
 Expectant employee
 Tech Prisoner
 The clusters of Career Prospectus and compensation
 The Strategist
 Frustrated go getter
 Disengaged
The associations between Home-work interface and Career prospects and
compensation clusters are presented through a non-parametric chi square approach.

Table 5.1.13.1
Crosstab of Home and work interface / work life balance and Career prospects
and Compensation

Career prospects and

Compensation Total
Factors Frustrate
The Disenga
d go
Strategist ged
getter 1
Idealistic Count 18 121 86 225
Home and employee % of Total 2.2% 14.6% 10.4% 27.2%
work Expectant Count 37 158 166 361
interface / employee % of Total 4.5% 19.1% 20.1% 43.7%
work life Tech Count 11 102 127 240
balance prisoner % of Total 1.3% 12.3% 15.4% 29.1%
Total Count 66 381 379 826
% of Total 8.0% 46.1% 45.9% 100.0%
Source: Computed data
From the above table it is found that in the overall sample unit of 20.1% of
Expectant employee are found to be Disengaged employee, 19.1% of Expectant
employee are found to be Frustrated go getter and 15.4% of Tech prisoners are found

160
to be Disengaged employee. Expectant employees are found to be disengaged and
frustrated go getter. A once happy employee that slips into a persistent negative
attitude might be having about personal trouble, or they might be disengaged.
Disengaged employees focus all of their energy on eluding any work task that may be
assigned. They waste an incredible amount time on computer ensuring their boss
thinks they are busy. They'll schedule fake meetings in their outlook calendar to clear
out an entire day or week to ensure they avoid work and meetings.

Table 5.1.13.2
Chi-Square Tests

Asymp. Sig. (2-

Value Df
sided)
Pearson Chi-Square 15.234(a) 4 .004
Likelihood Ratio 15.615 4 .004
Linear-by-Linear Association 9.739 1 .002
N of Valid Cases 826
Source: Computed data
a 0 cells (.0%) have expected count less than 5. The minimum expected count is
17.98.

This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 15.234, P = .000 are
statistically significant @5% level. Therefore, it can be concluded that there is a deep
association between Home and work interface and Career prospects and
compensation.

Association among Home-work interface/ work-life balance and Training and

development
 The clusters of Home Work interference
 Idealistic employee
 Expectant employee
 Tech Prisoner
 The clusters of Training and Development
 Rebels
 Progressive employee
 Advance employee

161
 The associations between Home and work interface/work life balance and
Training and Development clusters are presented through a non-parametric chi
square approach.
Table 5.1.14.1
Crosstab of Home-work interface / work-life balance and Training and
Development

Training and development Total

Progressive Advance
Factors
Rebels employee employee 1
Idealistic Count 97 88 40 225
Home and employee % of Total 11.7% 10.7% 4.8% 27.2%
work Expectant Count 135 161 65 361
interface / employee % of Total 16.3% 19.5% 7.9% 43.7%
work life Tech Count 78 150 12 240
balance prisoner % of Total 9.4% 18.2% 1.5% 29.1%
Total Count 310 399 117 826
% of Total 37.5% 48.3% 14.2% 100.0%
Source: Computed data

From the above table it is found that in the overall sample unit of 19.5% of
Expectant employees are found to be progressive employee and 18.2% of Idealistic
employees are found to be Progressive employees. Expectant and idealistic employees
are progressive. Expectant employees are always positive and look forward for
improvement in whatever they do. Idealistic employees look for perfection in the
work. Both ways it is focused on progress.
Table 5.1.14.2
Chi-Square Tests of Homework interface / work life balance and Training and
Development
Asymp. Sig. (2-
Value Df
sided)
Pearson Chi-Square 38.527(a) 4 .000
Likelihood Ratio 42.275 4 .000
Linear-by-Linear Association .140 1 .708
N of Valid Cases 826
Source: Computed data
a 0 cells (.0%) have expected count less than 5. The minimum expected count is 31.87.

162
 This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 38.527, P = .000 are
statistically significant @5% level. Therefore,it can be concluded that there is a deep
association between Home and work interface and Training and Development.

Association among Career prospects and Compensation and Training and

development

 The clusters of Career Prospectus and compensation

a. The Strategist
b. Frustrated go getter
c. Disengaged
 The clusters of Training and Development
a. Rebels
b. Progressive employee
c. Advance employee

The associations between Career Prospects and Compensation and

Training and Development clusters are presented through a non-parametric chi
square approach.
Table 5.1.15.1
Crosstab

Training and development Total

Progressive Advance
Rebels employee employee 1
The Count 13 1 52 66
Strategist % of Total 1.6% .1% 6.3% 8.0%
Career Frustrated Count 205 122 54 381
prospects and go getter % of Total 24.8% 14.8% 6.5% 46.1%
Compensation Count 92 276 11 379
Disengaged
% of Total 11.1% 33.4% 1.3% 45.9%
Total Count 310 399 117 826
% of Total 37.5% 48.3% 14.2% 100.0%
Source: Computed data

163
From the above table it is found that in the overall sample unit of 24.8% of Frustrated
go getter are found to be Rebel and 14.8% of Frustrated go getters are found to be
progressive. Frustrated go getters are found to be rebel and progressive. Frustrated go
getter employees are the one who does not get what they want. They do not accept
anything less than what they deserve. Such employees fight for their right usually for
a growth or improvement in career.

Table 5.1.15.2
Chi-Square Tests

Asymp. Sig. (2-

Value df
sided)
Pearson Chi-Square 376.748(a) 4 .000
Likelihood Ratio 313.767 4 .000
Linear-by-Linear Association 14.537 1 .000
N of Valid Cases 826
Source: Computed data
a 0 cells (.0%) have expected count less than 5. The minimum expected count is 9.35.

This leads to the association verification in the following chi square analysis.
From the above table it is found that the Pearson chi square value 376.748, P = .000
are statistically significant @5% level. Therefore,it can be concluded that there is a
deep association between Career Prospects and Compensation and Training and
Development.

INFLUENCE OF PERSONAL AND ORGANIZATIONAL DETAILS OF

WOMEN EXECUTIVES ON THEIR QUALITY OF WORK LIFE FACTORS

Analysis pertaining to Analysis of variance (ANOVA) is applied to determine

the sixth objective, to influence of personal and organizational details of employees.
Analysis of variance (ANOVA) is used to analyze the differences between group
means and their associated procedures (such as "variation" among and between
groups). One-way analysis of variance (abbreviated one-way ANOVA) is a technique
used to compare means of two or more samples (using the F distribution). A One-

164
 Way Analysis of Variance is a way to test the equality of three or more means at one
time by using variances.

In this research the personal and organizational details of the employees are
considered as Independent variables and 18 factors of Quality of Work life are
considered as dependent variables. The influences of independent variables on the
dependent factors are achieved through a one way analysis of variance.

INFLUENCE OF AGE GROUP OF WOMEN EXECUTIVES ON THE

FACTORS OF QUALITY OF WORK LIFE
The perceptual difference among four different age group less than <25, 26-
35, 36-45 and >45 are estimated sharply through one way analysis of variance.

Table 5.2.1.1 ANOVA

Sum of Mean
df F Sig.
Squares Square
Employee Between Groups
4.814 3 1.605 4.743 .003
relationship
Within Groups 278.080 822 .338
Total 282.893 825
Work environment Between Groups 10.015 3 3.338 8.564 .000
Within Groups 320.431 822 .390
Total 330.446 825
Social environment Between Groups 5.981 3 1.994 5.318 .001
Within Groups 308.161 822 .375
Total 314.143 825
Psychological Between Groups
2.308 3 .769 10.908 .000
environment
Within Groups 57.963 822 .071
Total 60.270 825
Physical health Between Groups 6.237 3 2.079 5.199 .001
Within Groups 328.681 822 .400
Total 334.917 825
Depressive symptom Between Groups 9.050 3 3.017 4.309 .005
Within Groups 575.443 822 .700
Total 584.493 825
Work stress Between Groups 16.274 3 5.425 7.448 .000
Within Groups 598.739 822 .728
Total 615.014 825

165
Work to family Between Groups
7.900 3 2.633 5.027 .002
interference
Within Groups 430.614 822 .524
Total 438.513 825
Motivation Between Groups 9.164 3 3.055 4.223 .006
Within Groups 594.595 822 .723
Total 603.759 825
Efforts of employer Between Groups 8.925 3 2.975 4.267 .005
Within Groups 573.124 822 .697
Total 582.049 825
Specified to job Between Groups
8.174 3 2.725 3.379 .018
purpose
Within Groups 662.740 822 .806
Total 670.914 825
Self-efficacy Between Groups 7.713 3 2.571 3.149 .024
Within Groups 671.122 822 .816
Total 678.834 825
Source: Computed data

From the above table it is found that the Employee relationship (F= 4.743,
p=.003), Social Environment (F=5.318, p=.001), work environment (F= 8.564,
p=.000), Psychological environment (F=10.908, p=.000), physical health (F=5.199,
p=.001), Depressive symptom (F=4.309, p=.005), work stress (F=7.448, p=.000),
Work family interference = (F=5.027, p=.002), motivation(F=4.223, p=.006), Efforts
by employer (F= 4.267, p=.005), Specified to job purpose (F=3.379, p=.018) Self-
Efficacy (F=3.149, p=.024) are statistically significant @5% level. It implies that age
of the employee plays a vital role in determining the employee perception towards the
Quality of work life factors. This leads to the mean wise comparison of age wise
segmentation of employee as stated in the descriptive table.

166
 Table 5.2.1.2
Descriptive Table
Std. Std. 95% Confidence Mini Maxim
N Mean Deviation Error Interval for Mean mum um
Source
Factors Lower Upper Lower Upper Lower Upper Lower Upper
Bound Bound Bound Bound Bound Bound Bound Bound
<25 year 328 3.6159 .60350 .03332 3.5503 3.6814 1.00 5.00
26 – 35 369 3.7629 .57194 .02977 3.7043 3.8214 1.00 4.75
Employee
relationship 36 – 45 109 3.7248 .54956 .05264 3.6204 3.8291 2.50 4.75
>46 year 20 3.4750 .56137 .12553 3.2123 3.7377 2.50 4.50
Total 826 3.6925 .58558 .02037 3.6525 3.7325 1.00 5.00
<25 year 328 3.3663 .62067 .03427 3.2989 3.4337 1.29 5.00
26 – 35 369 3.5068 .67309 .03504 3.4379 3.5757 1.29 5.00
Work 36 – 45 109 3.6907 .46067 .04412 3.6032 3.7782 2.43 4.71
environment
>46 year 20 3.2857 .50348 .11258 3.0501 3.5213 2.43 4.29
Total 826 3.4699 .63288 .02202 3.4267 3.5131 1.29 5.00
<25 year 328 3.2496 .67025 .03701 3.1768 3.3224 1.14 4.57
26 – 35 369 3.3515 .55216 .02874 3.2950 3.4081 1.71 4.57
Social 36 – 45 109 3.2477 .62320 .05969 3.1294 3.3660 2.14 4.43
environment
>46 year 20 2.8500 .61222 .13690 2.5635 3.1365 1.71 4.14
Total 826 3.2852 .61707 .02147 3.2431 3.3273 1.14 4.57
<25 year 328 1.6622 .26871 .01484 1.6330 1.6914 1.00 2.00
26 – 35 369 1.5518 .25185 .01311 1.5260 1.5775 1.00 2.00
Psychological 36 – 45 109 1.6165 .30200 .02893 1.5592 1.6739 1.00 2.00
environment
>46 year 20 1.7000 .24709 .05525 1.5844 1.8156 1.00 2.00
Total 826 1.6077 .27029 .00940 1.5893 1.6262 1.00 2.00
<25 year 328 3.3457 .62397 .03445 3.2780 3.4135 1.00 4.80
26 – 35 369 3.4683 .65483 .03409 3.4013 3.5353 2.00 5.00
Physical 36 – 45 109 3.6018 .58972 .05649 3.4899 3.7138 2.60 4.60
health
>46 year 20 3.3400 .56233 .12574 3.0768 3.6032 2.40 4.80
Total 826 3.4341 .63715 .02217 3.3906 3.4777 1.00 5.00
<25 year 328 2.8573 .85220 .04705 2.7647 2.9499 1.00 4.60
26 – 35 369 2.9686 .85700 .04461 2.8808 3.0563 1.00 5.00
Depressive 36 – 45 109 3.1725 .74807 .07165 3.0305 3.3145 1.00 4.60
symptom
>46 year 20 2.7600 .61764 .13811 2.4709 3.0491 1.40 3.80
Total 826 2.9462 .84171 .02929 2.8888 3.0037 1.00 5.00
<25 year 328 2.7189 .85435 .04717 2.6261 2.8117 1.00 4.80
26 – 35 369 2.7967 .85236 .04437 2.7095 2.8840 1.00 5.00
Work stress 36 – 45 109 3.1615 .86516 .08287 2.9972 3.3257 1.00 5.00
>46 year 20 2.7700 .79014 .17668 2.4002 3.1398 1.20 4.20
Total 826 2.8133 .86341 .03004 2.7543 2.8723 1.00 5.00
<25 year 328 3.0249 .70214 .03877 2.9486 3.1012 1.17 4.67

167
 26 – 35 369 3.1423 .72482 .03773 3.0681 3.2165 1.00 4.67
Work to
36 – 45 109 3.2920 .78146 .07485 3.1437 3.4404 1.17 4.67
family
interference >46 year 20 2.8333 .72950 .16312 2.4919 3.1747 1.00 4.17
Total 826 3.1079 .72906 .02537 3.0582 3.1577 1.00 4.67
<25 year 328 3.5335 .92308 .05097 3.4333 3.6338 1.00 5.00
26 – 35 369 3.7276 .79891 .04159 3.6459 3.8094 1.00 5.00
Motivation 36 – 45 109 3.6560 .79261 .07592 3.5055 3.8064 1.50 5.00
>46 year 20 3.2750 .83469 .18664 2.8844 3.6656 2.00 5.00
Total 826 3.6301 .85547 .02977 3.5717 3.6886 1.00 5.00
<25 year 328 3.4512 .91658 .05061 3.3517 3.5508 1.00 5.00
26 – 35 369 3.5935 .80255 .04178 3.5113 3.6757 1.00 5.00
Efforts of 36 – 45 109 3.6835 .69609 .06667 3.5513 3.8156 2.00 5.00
employer
>46 year 20 3.1500 .69016 .15432 2.8270 3.4730 2.00 4.00
Total 826 3.5381 .83995 .02923 3.4808 3.5955 1.00 5.00
<25 year 328 3.6636 .91963 .05078 3.5637 3.7635 1.00 5.00
26 – 35 369 3.8040 .89304 .04649 3.7126 3.8954 1.00 5.00
Specified to
job purpose 36 – 45 109 3.6881 .84043 .08050 3.5285 3.8476 1.00 5.00
>46 year 20 3.2500 .92953 .20785 2.8150 3.6850 1.33 4.67
Total 826 3.7195 .90179 .03138 3.6579 3.7811 1.00 5.00
<25 year 328 3.6402 .94666 .05227 3.5374 3.7431 1.00 5.00
26 – 35 369 3.8225 .89401 .04654 3.7310 3.9140 1.00 5.00
Self-Efficacy 36 – 45 109 3.7523 .78947 .07562 3.6024 3.9022 1.50 5.00
>46 year 20 3.4250 .93577 .20924 2.9870 3.8630 1.00 4.50
Total 826 3.7312 .90710 .03156 3.6693 3.7932 1.00 5.00

Source: Computed data

Therefore, it can be concluded that the employee in the age group 26 to 35

strongly agree for the cordial Employee relationship (Mean =3.7629 whereas the
employees in the age group above 45 only (M=3.4750) moderately agree for the
relationship between employee and employer. Employees in the age group of 36 to
45 strongly agree for the conducive work environment (M= 3.6907) whereas the
employees above age 45 moderately agree for the existence of work environment.
(M=3.2857). Age group 26 to 35 strongly agree for the Social environment
(M=3.3515) above 45 age group agree only low for social environment (M=2.8500)
Psychological environment is strongly agreed by (M=1.7000) above 45 age group and
the age group 25 to 35 moderately agreed (M=1.5518). Age group 36 to 45
(M=3.6018) strongly agree for Physical health and above 45 age group only
moderately agree (M=3.400) Depressive symptom is strongly agreed by the age group

168
36 to 45 (M=3.1725) and moderately agreed by age group above 45 (M=2.7600).
Employees in the age group 36 to 45 strongly agree (M=3.1615) for Work stress and
the blow 25 age group only moderately agrees for it (M=2.7189) Work family
interference is strongly agreed (M=3.2920) by 36 to 45 age group and above 45 age
group moderately agreed for work family interference (M=2.8333). Age group 26 to
35 strongly agree Motivation (M=3.7276) and above 45years of age group
(M=3.2750) moderately agree for motivation. Efforts by employer (M=3.6835) was
strongly agreed by 36 to 45 age group and above 45 age group moderately agree for
efforts by employer (M=1.500) Specified to job purpose is strongly agreed
(M=3.8040) by age group 26 – 35 and is moderately agreed (M=3.2500) by above 45
age group. Age group 26 – 35 strongly agreed (M= 3.8225) for the self-efficacy and
the age group above 45 moderately agree for the self-efficacy (M=3.4250).

INFLUENCE OF MARITAL STATUS OF WOMEN EXECUTIVES ON THE

FACTORS OF QUALITY OF WORK LIFE

The perceptual difference among married and unmarried women is estimated

sharply through one way analysis of variance.
Table 5.2.2.1
ANOVA
Sum of Mean
Df F Sig.
Squares Square
Physical health Between Groups 3.535 1 3.535 8.791 .003
Within Groups 331.382 824 .402
Total 334.917 825
Work stress Between Groups 3.665 1 3.665 4.940 .027
Within Groups 611.348 824 .742
Total 615.014 825
Work to family Between Groups 2.831 1 2.831 5.353 .021
interference Within Groups 435.683 824 .529
Total 438.513 825
Source: Computed data

From the above table it is found that the Physical Health (F=8.791, P=.003),
Work Stress (F=4.940,P=.027), Work Family Interference (F=5.353,P=.021) are
statistically significant @5%level. It implies that being married or single does play an
important role in employee perception towards the Quality of work life factors. This

169
leads to the mean wise comparison of married and unmarried employees as stated in
the descriptive table.
Table 5.2.2.2
Descriptive table

95%
Std.
Std. Confidence Minim Maxim
N Mean Deviat
Error Interval for um um
Factors Source ion
Mean
Lower Upper Lower Upper Lower Upper Lower Upper
Bound Bound Bound Bound Bound Bound Bound Bound
Married 311 3.5183 .62436 .03540 3.4487 3.5880 2.00 5.00
Physical
Unmarried 515 3.3833 .64000 .02820 3.3279 3.4387 1.00 4.80
Health
Total 826 3.4341 .63715 .02217 3.3906 3.4777 1.00 5.00
Married 311 2.8990 .91000 .05160 2.7975 3.0006 1.00 5.00
Work
Unmarried 515 2.7616 .83064 .03660 2.6896 2.8335 1.00 4.80
Stress
Total 826 2.8133 .86341 .03004 2.7543 2.8723 1.00 5.00
Work to Married 311 3.1833 .75550 .04284 3.0990 3.2676 1.00 4.67
family Unmarried 515 3.0625 .70950 .03126 3.0010 3.1239 1.00 4.67
interfere Total
826 3.1079 .72906 .02537 3.0582 3.1577 1.00 4.67
ence
Source: Computed data

From the above table it can be concluded that Cordial Work environment is
strongly agreed by married women (M= 3.5237) and is moderately agreed by
unmarried women professionals (M=3.4374). Physical health is strongly agreed by
married women (3.5183) whereas only moderately agreed by unmarried women
executives (3.3833). Work stress is strongly agreed by married women (M=2.8990)
whereas unmarried women only moderately agree for work stress (M=2.7616) finally
married women strongly agree for the work family interference (M=3.1833) whereas
unmarried women (M=3.0625) moderately agree for the work family interference.

INFLUENCE OF CHILDREN OF WOMEN EXECUTIVES ON THE

FACTORS OF QUALITY OF WORK LIFE

The perceptual difference among women without children, with one child,
with 2 child and women with more than 2 children estimated sharply through one way
analysis of variance.

170
 Table 5.2.3.1

ANOVA
Sum of Mean
Df F Sig.
Squares Square
Job autonomy Between Groups 5.275 3 1.758 3.003 .030
Within Groups 481.397 822 .586
Total 486.673 825
Job security Between Groups 4.976 3 1.659 2.795 .039
Within Groups 487.807 822 .593
Total 492.782 825
Work environment Between Groups 3.971 3 1.324 3.332 .019
Within Groups 326.475 822 .397
Total 330.446 825
Social environment Between Groups 3.490 3 1.163 3.078 .027
Within Groups 310.653 822 .378
Total 314.143 825
Work stress Between Groups 6.703 3 2.234 3.019 .029
Within Groups 608.311 822 .740
Total 615.014 825
Motivation Between Groups 6.254 3 2.085 2.868 .036
Within Groups 597.505 822 .727
Total 603.759 825
Interpersonal Between Groups 6.839 3 2.280 3.372 .018
communication Within Groups 555.678 822 .676
Total 562.517 825
Source: Computed data

From the above table it is found that the Job Autonomy (F=3.003, P=.030),
Job Security (F=2.795,P=.039), Work environment(F=3.332,P=.019) Social
environment (F=3.078 , P=.027) Work Stress (F=3.019,P=.029), motivation
(F=2.868, P=.036), Interpersonal communication (F=3.372, P=.018) are statistically
significant @5%level. It implies that working women’s, who have children,
perception towards Quality of work life does differ. This leads to the mean wise
comparison of women employees without child, with one child, with 2 children and
more than 2 children as stated in the descriptive table.

171
 Table 5.2.3.2
Descriptive Table

Sour Std. Std. 95% Confidence Maxim

Factors N Mean Minimum
ce Deviation Error Interval for Mean um
Lower Upper Lower Upper Lower Upper Lower Upper
Bound Bound Bound Bound Bound Bound Bound Bound
Job 0 565 3.6920 .77175 .03247 3.6283 3.7558 1.50 5.00
autonomy 1 209 3.6543 .73857 .05109 3.5536 3.7550 1.00 5.00
2 51 3.3971 .80028 .11206 3.1720 3.6221 1.50 5.00
>2 1 4.7500 . . . . 4.75 4.75
Total 826 3.6656 .76805 .02672 3.6131 3.7180 1.00 5.00
Job security 0 565 3.6360 .78138 .03287 3.5714 3.7006 1.33 5.00
1 209 3.7002 .75067 .05193 3.5978 3.8025 1.33 5.00
2 51 3.4248 .72443 .10144 3.2211 3.6286 1.33 4.67
>2 1 5.0000 . . . . 5.00 5.00
Total 826 3.6408 .77286 .02689 3.5881 3.6936 1.33 5.00
Work 0 565 3.4296 .62998 .02650 3.3775 3.4816 1.29 5.00
environment 1 209 3.5701 .63765 .04411 3.4831 3.6570 1.29 5.00
2 51 3.5238 .60113 .08418 3.3547 3.6929 1.57 4.71
>2 1 2.5714 . . . . 2.57 2.57
Total 826 3.4699 .63288 .02202 3.4267 3.5131 1.29 5.00
Social 0 565 3.2774 .62777 .02641 3.2255 3.3292 1.14 4.57
environment 1 209 3.3554 .56748 .03925 3.2780 3.4328 1.71 4.43
2 51 3.0756 .65425 .09161 2.8916 3.2596 1.71 4.14
>2 1 3.7143 . . . . 3.71 3.71
Total 826 3.2852 .61707 .02147 3.2431 3.3273 1.14 4.57
Work stress 0 565 2.7589 .85087 .03580 2.6886 2.8292 1.00 5.00
1 209 2.9005 .90429 .06255 2.7772 3.0238 1.00 5.00
2 51 3.0667 .77322 .10827 2.8492 3.2841 1.40 4.60
>2 1 2.4000 . . . . 2.40 2.40
Total 826 2.8133 .86341 .03004 2.7543 2.8723 1.00 5.00
Motivation 0 565 3.6239 .87502 .03681 3.5516 3.6962 1.00 5.00
1 209 3.7177 .78552 .05434 3.6106 3.8248 1.00 5.00
2 51 3.3333 .86410 .12100 3.0903 3.5764 1.50 4.50
>2 1 4.0000 . . . . 4.00 4.00
Total 826 3.6301 .85547 .02977 3.5717 3.6886 1.00 5.00
Interpers- 0 565 3.4487 .83635 .03519 3.3796 3.5178 1.00 5.00
onal 1 209 3.5526 .76404 .05285 3.4484 3.6568 1.00 5.00
communicati
2 51 3.1569 .89157 .12485 2.9061 3.4076 1.50 5.00
on
>2 1 4.0000 . . . . 4.00 4.00
Total 826 3.4576 .82574 .02873 3.4012 3.5140 1.00 5.00
Source: Computed data
It can be concluded that employee with more than 2 child strongly agree for a
good autonomy at work (M=4.7500) whereas women employee with 2 children
moderately agree (M=3.3971) for a good job autonomy. Women with more than 2

172
children strongly agree for job security (M=5.0000) and women with 2 child only
moderately agrees for the safety of the job (M=3.4248). Cordial Work environment is
strongly agreed (M=3.5701) by women with one child and was moderately agreed by
women executives (M=2.5714) with more than 2 children, Good social environment
is important and is strongly agreed by women executives with more than 2 children
(M=3.7143) whereas women executives with 2 children only moderately agree for it
(M=3.0756), Work stress is strongly agreed by women with 2 children (M=3.0667)
and is moderately agreed by women with more than 2 children (M=2.4000).
Motivation by employer is strongly agreed by working women with more than 2
children (M=4.0000) and is moderately agreed by women with 2 children
(M=3.3333).Interpersonal communication between employee, employer, reporting
manager and peers are strongly agreed by working women with more than 2 children
(M=4.0000) whereas working women with 2 children agree moderately for the
interpersonal communication.

INFLUENCE OF CHILD AGE OF WOMEN EXECUTIVES ON THE

FACTORS OF QUALITY OF WORK LIFE

The perceptual difference among women with infant, child, adolescent and
teens are estimated sharply through one way analysis of variance.

Table 5.2.4.1
ANOVA
Sum of Mean
df F Sig.
Squares Square
Work Between Groups 4.351 3 1.450 3.656 .012
environment Within Groups 326.094 822 .397
Total 330.446 825
Physical Between Groups 4.101 3 1.367 3.396 .017
health Within Groups 330.817 822 .402
Total 334.917 825
Work stress Between Groups 11.351 3 3.784 5.152 .002
Within Groups 603.663 822 .734
Total 615.014 825

Source: Computed data

From the above table it is found that the work environment (F=3.656, P=.012),
physical health (F=3.396, P= .017), work stress (F=5.152, P= .002) are statistically
significant @5%level. It implies that working women’s with different child age group

173
 perception differ towards the quality of work life. This leads to the mean wise
comparison of women employees with infant, child, adolescent and teens as stated in
the descriptive table.
Table 5.2.4.2
Descriptive Table

Std. Std. 95% Confidence Minim Maxi

N Mean
Source Deviation Error Interval for Mean um mum
Factors
(years) Lower Upper Lower Upper Lower Upper Lower Upper
Bound Bound Bound Bound Bound Bound Bound Bound
Work 0-3 619 3.4357 .64657 .02599 3.3847 3.4868 1.29 5.00
Environment
4-7 82 3.4721 .64620 .07136 3.3301 3.6141 1.29 4.57
8-12 65 3.6659 .52323 .06490 3.5363 3.7956 2.43 5.00
>12 60 3.6071 .52711 .06805 3.4710 3.7433 2.43 4.71
Total 826 3.4699 .63288 .02202 3.4267 3.5131 1.29 5.00
Physical 0-3 619 3.3994 .64069 .02575 3.3488 3.4499 1.00 5.00
Health
4-7 82 3.4610 .66866 .07384 3.3141 3.6079 2.00 5.00
8-12 65 3.5415 .55082 .06832 3.4051 3.6780 2.60 4.60
>12 60 3.6400 .60372 .07794 3.4840 3.7960 2.40 4.80
Total 826 3.4341 .63715 .02217 3.3906 3.4777 1.00 5.00
Work Stress 0-3 619 2.7651 .83991 .03376 2.6988 2.8314 1.00 5.00
4-7 82 2.7659 1.01826 .11245 2.5421 2.9896 1.00 5.00
8-12 65 3.0154 .84284 .10454 2.8065 3.2242 1.00 4.40
>12 60 3.1567 .80515 .10394 2.9487 3.3647 1.20 4.60
Total 826 2.8133 .86341 .03004 2.7543 2.8723 1.00 5.00

Source: Computed data

Therefore, it is concluded that Cordial Work environment is strongly agreed

by adolescent mothers (M=3.6659) and is moderately agreed by infants mothers
(M=3.4357). Physical health is strongly agreed by working women with teen child
(M=3.6400) whereas working women with 4 to 7 years child (M=3.4610) only
moderately agrees for physical health. Stress at work is strongly agreed by working
mothers with teen children (M=3.1567) and is very moderately agreed by working
women with infants (M=2.7651).

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INFLUENCE OF TYPE OF FAMILY OF WOMEN EXECUTIVES ON THE
FACTORS OF QUALITY OF WORK LIFE

The perceptual difference among women living in nuclear family, joint family,
hostel and paid guest are estimated sharply through one way analysis of variance.

Table 5.2.5.1
ANOVA
Sum of Mean
df F Sig.
Squares Square
Job autonomy Between Groups 7.242 3 2.414 4.139 .006
Within Groups 479.431 822 .583
Total 486.673 825
Work Between Groups 3.208 3 1.069 2.686 .046
environment Within Groups 327.238 822 .398
Total 330.446 825
Social Between Groups 5.624 3 1.875 4.995 .002
environment Within Groups 308.518 822 .375
Total 314.143 825
Psychological Between Groups .954 3 .318 4.405 .004
environment Within Groups 59.317 822 .072
Total 60.270 825
Work to family Between Groups 5.700 3 1.900 3.609 .013
interference Within Groups 432.813 822 .527
Total 438.513 825
Family to work Between Groups 14.392 3 4.797 9.522 .000
interference Within Groups 225.704 448 .504
Total 240.096 451
Source: Computed data

From the above table it is found that the Job autonomy (F=4.139, P=.006),
Work environment (F=2.686, P=.046), Social environment (F=4.995, P=.002)
psychological environment (F=4.405, P=.004), Work and family interference (F=
3.609, .013) P= Family and work interference (F=9.522, P=.000) are statistically
significant @5%level. It implies that working women’s type of family have different
perception towards the quality of work life. This leads to the mean wise comparison
of women employees living in nuclear family, joint family, hostel and paid guest
stated in the descriptive table.

175
 Table 5.2.5.2

Descriptive Table

Std. Std. 95% Confidence Maxi

N Mean Minimum
Deviation Error Interval for Mean mum
Factors Source
Lower Upper Lower Upper Lower Upper Lower Upper
Bound Bound Bound Bound Bound Bound Bound Bound
Job autonomy Nuclear
462 3.5936 .77553 .03608 3.5227 3.6645 1.00 5.00
family
Joint family 241 3.8050 .71831 .04627 3.7138 3.8961 1.75 5.00
Hostel 48 3.7083 .70961 .10242 3.5023 3.9144 1.75 5.00
Paid guest 75 3.6333 .85950 .09925 3.4356 3.8311 1.50 5.00
Total 826 3.6656 .76805 .02672 3.6131 3.7180 1.00 5.00
Work Nuclear
462 3.4150 .59763 .02780 3.3603 3.4696 1.29 5.00
Environment family
Joint family 241 3.5412 .69426 .04472 3.4531 3.6293 1.29 4.86
Hostel 48 3.5595 .63876 .09220 3.3740 3.7450 2.00 4.71
Paid guest 75 3.5219 .61220 .07069 3.3811 3.6628 2.00 4.57
Total 826 3.4699 .63288 .02202 3.4267 3.5131 1.29 5.00
Social Nuclear
462 3.2236 .63789 .02968 3.1652 3.2819 1.14 4.57
Environment family
Joint family 241 3.4114 .56012 .03608 3.3403 3.4825 1.43 4.43
Hostel 48 3.2738 .63604 .09180 3.0891 3.4585 1.86 4.57
Paid guest 75 3.2667 .59984 .06926 3.1287 3.4047 2.14 4.57
Total 826 3.2852 .61707 .02147 3.2431 3.3273 1.14 4.57
Psychological Nuclear
462 1.6307 .26447 .01230 1.6066 1.6549 1.00 2.00
environment family
Joint family 241 1.5627 .27221 .01753 1.5281 1.5972 1.00 2.00
Hostel 48 1.6625 .29508 .04259 1.5768 1.7482 1.00 2.00
Paid guest 75 1.5760 .26500 .03060 1.5150 1.6370 1.00 2.00
Total 826 1.6077 .27029 .00940 1.5893 1.6262 1.00 2.00
Work to Nuclear
462 3.0527 .69177 .03218 2.9894 3.1159 1.17 4.67
family family
interference Joint family 241 3.2199 .77118 .04968 3.1221 3.3178 1.00 4.67
Hostel 48 3.2222 .67489 .09741 3.0263 3.4182 2.00 4.33
Paid guest 75 3.0156 .80593 .09306 2.8301 3.2010 1.00 4.50
Total 826 3.1079 .72906 .02537 3.0582 3.1577 1.00 4.67
Family to Nuclear
254 3.0803 .72440 .04545 2.9908 3.1698 1.00 4.80
work family
interference Joint family 156 3.4282 .70150 .05616 3.3173 3.5392 1.00 4.60
Hostel 20 3.4400 .78298 .17508 3.0736 3.8064 1.80 5.00
Paid guest 22 3.5091 .48884 .10422 3.2924 3.7258 2.40 4.20
Total 452 3.2372 .72963 .03432 3.1697 3.3046 1.00 5.00
Source: Computed data

Therefore, from the above table it is concluded that working women living in
joint family (M=3.8050) strongly agree for good job autonomy whereas working
women in nuclear family (M=3.5936)only moderately agree for the same. Cordial
Work environment is strongly agreed by employee living in hostel (M=3.5595) and is
moderately agreed by working women in nuclear family (M=3.4150). Social

176
environment is strongly agreed by working women living in joint family (M=3.4114)
and moderately agreed by working women in nuclear family (M=3.2236),
psychological environment is strongly agreed by working women living in hostel
(M=1.6625) and moderately agreed by working women living as paid guest
(M=1.5760), Work family interference is strongly agreed by women living in hostel
(M= 3.2222) whereas moderately agreed by working women in nuclear family
(M=3.0527), Family and work interference is strongly agreed by working women
with living as paid guest (M=3.5091) whereas moderately agreed by working women
living in nuclear family (M=3.0803).

INFLUENCE OF WORKING EXPERIENCE OF WOMEN EXECUTIVES ON

THE FACTORS OF QUALITY OF WORK LIFE

The perceptual difference among four different work experience group <5
years, 6 to 15 years, 16 to 25 years and above 25 years of work are estimated sharply
through one way analysis of variance.
Table 5.2.6.1
ANOVA
Sum of Mean
Df F Sig.
Squares Square
Psychological Between Groups .992 3 .331 4.585 .003
environment Within Groups 59.278 822 .072
Total 60.270 825
Physical health Between Groups 4.742 3 1.581 3.935 .008
Within Groups 330.175 822 .402
Total 334.917 825
Work to family Between Groups 5.737 3 1.912 3.632 .013
interference Within Groups 432.776 822 .526
Total
438.513 825
Source: Computed data

From the above table it is found that psychological environment (F=4.585,

P=.003), physical health (F=3.935, P=.008), Work and family interference (F= 3.632,
.013) are statistically significant @5%level. It implies that working women’s no. of
years of working experience perception differ towards the quality of work life. This
leads to the mean wise comparison of women employees work experience less than 5
years, 6 to 15 years, 16 to 25 years and above 25 years stated in the descriptive table.

177
 Table 5.2.6.2
Descriptive Table
Std. Std. 95% Confidence Minimu Maximu
N Mean
Source Deviation Error Interval for Mean m m
Factors
(years) Lower Upper Lower Upper Lower Upper Lower Upper
Bound Bound Bound Bound Bound Bound Bound Bound
Psycholo <5 413 1.6329 .26963 .01327 1.6068 1.6590 1.00 2.00
gical
6 to 15 356 1.5691 .26185 .01388 1.5418 1.5964 1.00 2.00
Environ
ment 16 to 25 46 1.6652 .29531 .04354 1.5775 1.7529 1.00 2.00
>25 11 1.6727 .32586 .09825 1.4538 1.8916 1.00 2.00
Total 826 1.6077 .27029 .00940 1.5893 1.6262 1.00 2.00
Physical <5 413 3.3695 .62686 .03085 3.3089 3.4301 1.00 5.00
health
6 to 15 356 3.4820 .65038 .03447 3.4142 3.5498 2.00 5.00
16 to 25 46 3.6522 .53903 .07948 3.4921 3.8122 2.60 4.60
>25 11 3.4000 .70993 .21405 2.9231 3.8769 2.40 4.80
Total 826 3.4341 .63715 .02217 3.3906 3.4777 1.00 5.00
Work to <5 413 3.0379 .71217 .03504 2.9690 3.1068 1.17 4.67
family
6 to 15 356 3.1793 .72313 .03833 3.1039 3.2547 1.00 4.67
interferen
ce 16 to 25 46 3.2536 .85472 .12602 2.9998 3.5074 1.00 4.67
>25 11 2.8182 .72822 .21957 2.3290 3.3074 1.83 4.17
Total 826 3.1079 .72906 .02537 3.0582 3.1577 1.00 4.67

Source: Computed data

Therefore, it is concluded that psychological environment is strongly agreed
by working women with teenage children (M=1.6727) and moderately agreed by
working women with 4 to 7 years child (M=1.5691), Physical health is strongly
agreed by women with adolescent children (M= 3.6522) whereas moderately agreed
by teenage children’s working mothers (M=3.4000), Work and family interference is
strongly agreed by working women adolescent children (M=3.2536) whereas
moderately agreed by working women with teenage children (M=2.8182).

INFLUENCE OF WORK TIMING EXPERIENCE OF WOMEN EXECUTIVES

ON THE FACTORS OF QUALITY OF WORK LIFE

The perceptual difference among four different women professionals work

timings general shift, afternoon shift, night shift and irregular shift are estimated
sharply through one way analysis of variance. From the above table it is found that
none of the factors are statistically significant @5%level. It implies that working

178
women’s Self- efficacy perception do not differ towards the quality of work life
factors.

INFLUENCE OF DESIGNATION OF EMPLOYEES ON THE FACTORS OF

QUALITY OF WORK LIFE

Factors analysis by principle component method derives 18 factors of Quality

of work life. These factors are continuous in nature and act as dependent factors. In
this scenario the researcher intends to find the perceptual difference of top level
executives, middle level managers and operational level employees. In order to find
these differences a one way analysis of variance is aspired and the following results
are obtained.
Table 5.2.8.1
ANOVA

Sum of Mean
Df F Sig.
Squares Square
Job autonomy Between Groups 7.077 2 3.538 6.072 .002
Within Groups 479.596 823 .583
Total 486.673 825
Work environment Between Groups 3.166 2 1.583 3.981 .019
Within Groups 327.280 823 .398
Total 330.446 825
Social environment Between Groups 5.623 2 2.811 7.500 .001
Within Groups 308.520 823 .375
Total 314.143 825
Psychological Between Groups .735 2 .367 5.078 .006
environment Within Groups 59.536 823 .072
Total 60.270 825
Work to family Between Groups 4.450 2 2.225 4.219 .015
interference Within Groups 434.063 823 .527
Total 438.513 825
Family to work Between Groups 14.342 2 7.171 14.262 .000
interference Within Groups 225.754 449 .503
Total 240.096 451
Career satisfaction Between Groups 4.241 2 2.120 3.020 .049
Within Groups 577.858 823 .702
Total 582.098 825
Interpersonal Between Groups 4.342 2 2.171 3.201 .041
communication Within Groups 558.175 823 .678
Total 562.517 825
Source: Computed data

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 From the above table it is found that job autonomy (F=6.072, P=.002) work
environment (F=3.981, P=.019), social environment (F=7.500, P=.001), psychological
environment (F=5.078, P=.006), work to family interference (F=4.219, P=.015),
family to work interference (F=14.262, P=.000), career satisfaction (F=3.020,
P=.049), interpersonal communication (F=3.201, P=.041) is statistically significant
@5%level. Therefore, it can be concluded that there is perceptual difference among
top level executives, middle level managers and operational level employees. This
leads to the mean wise comparison of designation wise segmentation of employees as
stated in the descriptive table.
Table 5.2.8.2
Descriptive table of Designation

95%
Std. Std. Confidence
N Mean Minimum Maximum
Deviation Error Interval for
Factors Source
Mean
Lower Upper Lower Upper Lower Upper Lower Upper
Bound Bound Bound Bound Bound Bound Bound Bound
Job autonomy Operational
level 462 3.5936 .77553 .03608 3.5227 3.6645 1.00 5.00
employee
Middle
level 241 3.8050 .71831 .04627 3.7138 3.8961 1.75 5.00
manager
Top level
123 3.6626 .80214 .07233 3.5194 3.8058 1.50 5.00
executives
Total 826 3.6656 .76805 .02672 3.6131 3.7180 1.00 5.00
Work Operational
Environment level 462 3.4150 .59763 .02780 3.3603 3.4696 1.29 5.00
employee
Middle
level 241 3.5412 .69426 .04472 3.4531 3.6293 1.29 4.86
manager
Top level
123 3.5366 .62037 .05594 3.4259 3.6473 2.00 4.71
executives
Total 826 3.4699 .63288 .02202 3.4267 3.5131 1.29 5.00
Social Operational
Environment level 462 3.2236 .63789 .02968 3.1652 3.2819 1.14 4.57
employee
Middle
level 241 3.4114 .56012 .03608 3.3403 3.4825 1.43 4.43
manager
Top level
123 3.2695 .61164 .05515 3.1603 3.3786 1.86 4.57
executives
Total 826 3.2852 .61707 .02147 3.2431 3.3273 1.14 4.57
Psychological Operational
Environment level 462 1.6307 .26447 .01230 1.6066 1.6549 1.00 2.00
employee

180
 Middle
level 241 1.5627 .27221 .01753 1.5281 1.5972 1.00 2.00
manager
Top level
123 1.6098 .27917 .02517 1.5599 1.6596 1.00 2.00
executives
Total 826 1.6077 .27029 .00940 1.5893 1.6262 1.00 2.00
Work to Operational
family level 462 3.0527 .69177 .03218 2.9894 3.1159 1.17 4.67
interference employee
Middle
level 241 3.2199 .77118 .04968 3.1221 3.3178 1.00 4.67
manager
Top level
123 3.0962 .76138 .06865 2.9603 3.2321 1.00 4.50
executives
Total 826 3.1079 .72906 .02537 3.0582 3.1577 1.00 4.67
Family to Operational
work level 254 3.0803 .72440 .04545 2.9908 3.1698 1.00 4.80
interference employee
Middle
level 156 3.4282 .70150 .05616 3.3173 3.5392 1.00 4.60
manager
Top level
42 3.4762 .63852 .09853 3.2772 3.6752 1.80 5.00
executives
Total 452 3.2372 .72963 .03432 3.1697 3.3046 1.00 5.00
Career Operational
satisfaction level 462 3.7933 .84158 .03915 3.7163 3.8702 1.00 5.00
employee
Middle
level 241 3.9066 .78832 .05078 3.8066 4.0067 1.00 5.00
manager
Top level
123 3.6870 .91526 .08253 3.5236 3.8504 1.00 5.00
executives
Total 826 3.8105 .83998 .02923 3.7532 3.8679 1.00 5.00
Interpersonal Operational
communication level 462 3.4123 .82228 .03826 3.3372 3.4875 1.00 5.00
employee
Middle
level 241 3.5705 .76866 .04951 3.4730 3.6681 1.00 5.00
manager
Top level
123 3.4065 .92628 .08352 3.2412 3.5718 1.00 5.00
executives
Total 826 3.4576 .82574 .02873 3.4012 3.5140 1.00 5.00
Source: Computed data

From the above table the mean wise comparison indicates that the middle level
managers (M=3.8050) strongly agree for the existence of job autonomy in their
organization. Whereas operational level employees (M=3.5936) moderately agree for
the existence of job autonomy in their company. Middle level managers (M=3.5412)
strongly agree the conducive work environment and operational level employees
(M=3.41500 moderately agree for the same. Social environment existence is strongly
agree by the middle level managers (3.4114) and is moderately agree by operational

181
level employees (M=3.2236). Operational level employees (M=1.6307) strongly agree
for the existence of psychological environment whereas moderately agree by middle
level managers. Middle level managers (M=3.2199) strongly agree the work to family
interference and moderately agree by the operational level employees (M=3.0527).
Top level executives (M=3.4762) strongly agree the family to work interference
whereas operational level employees moderately agree for the same. Career
satisfaction (M=3.9066) is strongly agree by the middle level mangers and is
moderately agree by the top level executives (M=3.6870), interpersonal
communication (M=3.5705) is strongly agreed by the middle level managers and is
moderately agreed by the top level executives (M=3.4065).

RANKING OF FACTORS INFLUENCING QUALITY OF WORK LIFE OF

WOMEN IN IT INDUSTRY

The application of factor analysis derived 18 numbers of factors namely

Employee relationship, Work nature, Job autonomy, Job security, work environment,
social environment, psychological environment, physical health, depressive symptom,
work stress, work family interference, family work interference, motivation, career
satisfaction, interpersonal communication, efforts by employer, specified to job
purpose and self-efficacy.

In this juncture, the researcher wants to establish a model by identifying the

predominant factors directly influencing the quality of work life of women
employees; therefore the mean rank analysis is applied to systematically arrange them
to find the contribution influencing the quality of work life. Hence analysis pertaining
to objective four of identifying the major factor influencing the quality of work life is
answered.

Factors influencing the quality of work life of women in IT industry is ranked

applying mean rank analysis. Table below shows the ranking of factors and the same
has been discussed briefly.

182
 Table 5.3.1

One-Sample Statistics
Std. Std. Error
Factors N Mean
Deviation Mean Ranking
Career Satisfaction 826 3.8105 .83998 .02923 1
Self –Efficacy 826 3.7312 .90710 .03156 2
Specific job purpose 826 3.7195 .90179 .03138 3
Employee relationship 826 3.6925 .58558 .02037 4
Job Autonomy` 826 3.6656 .76805 .02672 5
Job Satisfaction 826 3.6408 .77286 .02689 6
Motivation 826 3.6301 .85547 .02977 7
Work nature 826 3.6053 .69082 .02404 8
Efforts by employer 826 3.5381 .83995 .02923 9
Work environment 826 3.4699 .63288 .02202 10
Interpersonal Communication 826 3.4576 .82574 .02873 11
Physical health 826 3.4341 .63715 .02217 12
Social Environment 826 3.2852 .61707 .02147 13
Family to Work Interference 826 3.1298 .55225 .01922 14
Work to Family Interference 826 3.1079 .72906 .02537 15
Depressive Symptom 826 2.9462 .84171 .02929 16
Work Stress 826 2.8133 .86341 .03004 17
Psychological Environment 826 1.6077 .27029 .00940 18
Source: Computed data
RANK #1 CAREER SATISFACTION

Career satisfaction is defined as the satisfaction individuals derive from

intrinsic and extrinsic aspects of their careers, including pay, advancement and
developmental opportunities. A career is more satisfying if it is higher in prestige,
income and power in comparison to other positions. It can be said that career
satisfaction is largely a matter of an individual comparing his/her career and life
expectations with those being offered. Rose R.C., L. Beh, J. Uli and K. Idris (2006)
Employees during their career will like to experience growth and development, a
sense of where one is going in one’s work life. Quality of work life encompasses the
career development practices used within the organization such as placing clear
expectations on employees on their expectations and succession plans. Quality of
work life is linked to career development and career is evolving from such interaction
of individuals within the organizations. Without doubt, the most important predictor
of quality of work life is Career satisfaction.

183
RANK #2 SELF-EFFICACY

Quality of work life (QWL) has increasingly gained recognition, as employees

want to feel respected at work for what they do and who they are. Self- efficacy
refers to an individuals’ belief that he or she is capable of performing a task. The
higher your self-efficacy, the more confidence you have in your ability to succeed in a
task. So, in difficult situations, we find that people with low Self- efficacy are more
likely to lessen their effort or give up altogether while those with high Self- efficacy
will try harder to master the challenge. In a study conducted by Hiske, Maarten,
Gabe, Wendy, Aart (2010) on occupational therapy for depressed employees they
found that by increasing exposure to the working environment, and by stimulating
communication between employer and employee, the occupational intervention
enhance self-efficacy and the acquisition of more adaptive coping strategies Abigail,
Asamani (2013) concludes that employees Self- efficacy and level of education play
a key role in how they discharge their duties and responsibilities, and to a large extent
affect their quality of work life.

RANK #3 SPECIFIC TO JOB PURPOSE

Larry Davis(2010)the content of job alters with technical advances every now
and then. The job itself is an important determinant of Quality of work life.
Employees have faith in employer who sets the goals that can shape the future of
employee along the origination of future and find pride in constant learning. Even in
the most seemingly routine areas, when employees are given difficult problems to
tackle, with appropriate tools and support, they can do things faster, smarter and
better. Employees get highly engaged when they find the job interesting. Highly
engaged employees contribute more of themselves to the job and the organization.

RANK #4 EMPLOYEE RELATIONSHIP

Employee relations involve the body of work concerned with maintaining

employer-employee relationships that contribute to satisfactory productivity,
motivation, and morale. Maintaining healthy employee relations in an organization is
a pre-requisite for organizational success. Strong employee relations are required for

184
high productivity and human satisfaction. Mutual respect is the building block of the
entire quality of work life movement. In an environment of mutual respect and clearly
defined goals, both improvements in life at work and greater productivity realized
Bijaya, Chandan, Santosh and Sundaray (2013).Hend andHannan (2011) indicate
that employee relationship with superiors is one of the major factors in quality of
work life of an employee. Quality of work life refers to an employee’s satisfaction
with the working life. It emphasizes the quality of the relationship between the worker
and the working environment Mosadeghrad (2013).

RANK #5 JOB AUTONOMY

Individuals with high autonomy have stronger career development motives

Reineholm, Maria G, Mats and Kerstin (2012) Job autonomy, strain at work, time
pressure at work creates work life conflict Hämmig O, Knecht M, Läubli T and
Bauer GF (2011). Of the various factors that contribute to organizational success, job
autonomy and control are important for sustaining and improving employee
contribution to the organization Mary, Vikram, Nancy and Borich (2012). Job
autonomy at the workplace may increase employee loyalty due to positive feelings
associated with working for an organization that visibly cares about the well-being of
its employees Abdul, Aminah, Zoharah and Abu (2012).Today the main problem
seems not that one should resist the inevitable demands of work, but rather develop
strategies to enhance job-related resources for controlling these demands. That is a
reason why the concept of job autonomy has been recognized more and more as an
important determinant of employee's Jonge, Jan de (1995) quality of work life.

RANK #6 JOB SECURITY

Job security is the most controversial issue in contemporary work

environment. Job security, the central aspect of quality of work life represents
strength of the organizations to provide permanent and stable employment regardless
of the changes in work environment. Hence, providing a sense of security is important
especially in the work environment where many facets of jobs can be outsourced.
Adequate security of job is a high priority of employee. Lokanadha andMohan
(2010).Employees who are least satisfied with job security tend to experience higher

185
levels of occupational stress. Occupational stressors may have harmful effects on an
individual’s physical as well as mental and emotional. Health promotion is an
employee development strategy which is also considered as a reward of good
performance and realization of employee's capabilities. This creates the sense of
security among the existing employees. Asiya, Sajjad, Zeb(2012)

RANK #7 MOTIVATION

In the ever increasing local and global competitiveness, it is crucial for any
organization, particularly for those in developing countries to ensure that it
consistently develops and retains a loyal, committed and able workforce. The term
“motivation” is derived from the Latin term movere, which means “to move” Baron,
Henley, McGibbon and McCarthy (2002). Motivation plays an important role in
everything that is done self or together as a group. Motivation to work is of great
importance to an employee since the employee spends a lot of our time working in
organization. the importance of motivation to work has been stressed, and plays a
noticeable role in organizations. Motivation is one of the few factors that have an
impact on everything an employee do and experience. Herzberg’s Two-Factor theory
comprises two factors namely hygiene factors and motivational factors. Hygiene
factors include salary, interpersonal relations, organization policies and
administration, supervision, status, job security and working conditions. Whereas
motivation factors include achievement, recognition for achievement, advancement,
responsibility, works itself and possibility of growth. This theory suggests that the
presence of motivation factors can potentially create great motivation and greater job
satisfaction while in the absence of motivators; dissatisfaction often does not occur
MohdBokti, Abu Talib (2009).

RANK #8 WORK NATURE

Performed researches, despite different perceptions of quality of work life,

show that some indicators (parameters) are common in most communities. Scientists
and scientific institutions have introduced different parameters to the quality of work
life that are widely accepted by the employee, employer and the organizations. One
such factor is work nature. Marzieh, Samaneh,Seyedeh, Mohadeseh, Mahdiyeh,

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Shirin and Foroogh (2013). Quality of work life (QWL) is important since there is
evidence demonstrating that the nature of the work is related to satisfaction of
employees and work related behaviors (Greenhaus et al., 1987;Chandranshu
(2012).Taylor (1979) 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.

RANK #9 EFFORTS BY EMPLOYER

Most contemporary organizations do not limit themselves to just training an

employee for a job, but they go beyond to furnish them with a support system that
encourages workplace learning. Learning opportunities and skill discretion have also
proven to have a positive effect on job satisfaction and reduced job stress that will
lead to better quality of work life. The opportunity to develop and the use of skills is
associated with learning mechanisms. In contrast, high job demands with inadequate
control reduce the ability and opportunities to develop new skills and knowledge and
thus enforce negative attitudes and anxiety which deteriorate quality of work life.
Lack of career progression and professional’s development in such a working
environment may cause IT professionals to experience poorGunaseelan,
Maimunah(2008)

RANK #10 WORK ENVIRONMENT

Many researchers have suggested components of quality of work life that are
similar. Few researchers have conceptualized different factors of quality of work life
considering the current market trend one of which is work environment. The study
conducted by Aloysand Biswa(2013) reveals that poor safety and health, work
pressure or stress, and provision of inadequate working tools are environmental
aspects that bring about poor Quality of Working life. A pleasant working
environment is very important as an incentive for the most effective performance of
employee. Intense interactions that occur daily between superiors and subordinates
will generate various responses/positive or negative perceptions from the subordinates
Musriha(2013). The work environment must motivate employees to go to extreme
lengths to fulfill their responsibilities and feel connected to the organization, improve
the work conditions to support organizations strategic intent and satisfy employees

187
who have essential roles in the success of the organization. Ayres (2005);IM Shah
and Azadeh (2012).

.RANK #11 INTERPERSONAL COMMUNICATION

Communication among employees plays a crucial role in organizational

performance and the quality of work life. Interpersonal communication is the basis for
almost any type of cooperation.Changing patterns of communication may have an
impact on the quality of cooperative work. Reduction of interpersonal communication
during daily work, tendencies of deprivation and formalization in communication
among colleagues, negative impacts on personal communication competencies these
would reduce the Quality of work life G Mark, Volker (2011) A study conductedby
Anne (2011) indicates that performance of a team as a whole is very high when the
interpersonal communication between the team members are good. Interpersonal
communication has a natural tendency to judge, approve, disapprove, tendency that
can intensify in situations that are loaded affectively and emotionally. Lack of
understanding will hinder the effective supervisor-subordinate communication
Xiaoyan and Huang (2013) which in turn will affect the quality of work life

.RANK #12 PHYSICAL HEALTH

In 2000, The National Institute for Occupational Safety and Health(NIOSH

2011) entered into an interagency agreement with the National Science Foundation to
add a special module assessing the quality of work life in America to the 2002
General Social Survey. The 2010 module is modified slightly to reflect emerging risk
factors to worker safety and health. This included Physical health factor with 9
constructs to measure it. Denise and Rosana (2012) indicate Physical health
problems contribute to lower quality of work life. Lokanadha and Mohan (2010)
have conceptualized 4 factors for quality of work life, physical health is prioritized as
the first factor. A healthy and supportive work environment is an essential component
in worker job satisfaction, and in workers’ willingness to stay in a particular job.
Negative work conditions for health care workers can lead to high levels of stress and
burnout, and exacerbate mental and physical health problems (Joshua Tepper).

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RANK #13 SOCIAL ENVIRONMENT

The elements that are relevant to an individual’s quality of work life include
the task, the physical work environment, social environment Lokanadha and Mohan
(2010).Joyner, Goodale, Hall and Burke (1975) conducted interviews in which they
asked the respondents how they would define the phrase ‘quality of life’. The most
frequently mentioned components defining quality of life were psychological well-
being, the work environment, realizing or working towards one’s aim in life and the
social environment provided by other people. Some of the elements that are relevant
in defining an individual’s quality of work life would include the task, the physical
work environment, social environment within the organization Rathamani and
Rameshwari (2013).

RANK #14 FAMILY WORK INTERFERENCE

In modern society, two of the central and salient domains in the life of an
employed individual are work and home. The subject of work–home interference
(WHI) and home–work interference (HWI) has received widespread publicity and has
been subjected to an increasing number of investigations. De Klerk,M and Mostert.
K., (2010) the results indicate that work demands (work pressure and work overload)
are related to ill health (physical ill health, anxiety, depression) via WHI. On the other
hand, home demands (home pressure and home overload) are directly related to HWI
and to ill health. Mostert K (2009) the spillovers between work and personal life
have serious implications on employees’ quality of work life. The conflict related to
work and personal demands can lead to negative health outcomes for employees, may
decrease organizational commitment, job satisfaction and increase burnout, which
will eventually lead to poor quality of work life.

RANK #15 WORK FAMILY INTERFERENCE

Participation in the work (family) role is made more difficult by virtue of

participation in the family (work) role. Geurtset al. (2005) investigated the total
spectrum of work–home interaction, defining it as not only a process of interaction
between both work and home, but also, more specifically, as an interactive process in
which a worker’s functioning (behavior) in one domain is influenced by either
negative or positive load effects that have built up in the other domain. This definition

189
suggests that any interference that occurs between the two domains can occur in both
directions, so that they might influence each other in either a negative or a positive
way. De Klerk, M and Mostert,K. (2010). A major component of quality of work
life, which is important for both the employees and the employers, is the relationship
between work and home life. In an increasing competitive environment, it is difficult
to separate home and work life. Employees today are more likely to express a strong
desire to have a harmonious balance among career, family life and leisure activities.
The advantage of being able to work anywhere and at any time has blurred the
boundaries of work and leisure hours. Ironically, with IT revolution and intensified
virtual communications, workload and working hours among the workforce have
increased. In a study conducted on Mediating Effects of Stress on Job Performance by
Joshua, Wukatda and Yohanna 2011. It is concluded that For women, WHI
mediates the relationship between work characteristics and emotional exhaustion and
depersonalization. Strongest positive association found is between job demands and
WHI, and strongest negative association is between job control and WHI. No
mediating role of WHI between work characteristics and personal accomplishment is
found.

RANK #16 DEPRESSIVE SYMPTOM

Depression substantially reduces an employee’s ability to work, as evidenced

by increased absenteeism and reduced productivity at work Kathryn, Donna,
Benjamin and Allen (2011) Many employees have been forced to work harder
because of ongoing business restructuring and some have suffered from
psychosomatic symptoms caused by their work, while others have committed suicide
and have been officially acknowledged as victims of depression caused by overwork
behavior Mutsuhiro (2010). In 3 months, 4 employees died of heart attack. Itis
understood that the factors that lead to heart attack of 3 men and 1 women aged
between 34 and 37 are Work Pressure, Dissatisfaction, Food habits, Lack of exercise,
Poor sleeping hours. Lack of sleep affects the nervous-system which will affect the
day to day work and life. Depression significantly affects a person's family and
personal relationships, work life, sleeping and eating habits, and general health.
Depressed people may be preoccupied with, or ruminate over, thoughts and feelings
of worthlessness, inappropriate guilt or regret, helplessness, hopelessness, and self-

190
hatred (Wikipedia) that affects the quality of work life of them and others working
with them.

RANK #17 WORK STRESS

Job stress has been linked to a range of adverse physical and mental health
outcomes, such as cardiovascular disease, insomnia, depression, and anxiety. Stressful
working conditions can impact employee well-being indirectly by directly
contributing to negative health behaviors or by limiting an individual’s ability to make
positive changes to lifestyle behaviors, such as smoking and sedentary behavior
Mutsuhiro (2010) Higher stress levels at workplace promote more illnesses in
working women versus working men like: Sleeping problems, Eating disorders,
Anxiety, Depression Abuse of substances like alcohol, cigarettes and drugs to cope
with this stress related pressure are also more reported in women. Combining
housework, childcare, shopping and cooking with an outside job and trying to do
everything on time is one of the biggest factors of women being more stressed at
work, characterized mainly by feelings of guilt and hostility. The Kenexa Research
Institute has released a global survey of almost 30,000 workers which shows that
females suffer more workplace stress than their male counterparts.

RANK #18 PSYCHOLOGICAL ENVIRONMENT

The psychological environment can be thought of, more specifically, as those

features of the work environment which are relevant to worker behavior. By behavior,
the three related types of psychological phenomena are considered: affect (e.g.
emotions, mood, psychological symptoms, affective disorders); cognitions (e.g.
attitudes, perception, decision-making); and behaviors (e.g. effectiveness, absence,
motivation). The psychological environment is therefore the set of those
characteristics of work environment that affect how the worker feels, thinks and
behaves R. B. Briner (2000) Social support, including support from managers, was
associated with few symptoms, good psychological function, and shorter sick leave.
Sondergaard HP (2008) Psychological environment seems to play an important
role in shaping the interaction between managers and employees in their work
environment. Emotional intelligence consists of key components of effective,

191
emotional and social functioning that lead to psychological well-being. Jorfi.H,
Jorfi.S and Moghadam (2010)

THE IMPACT OF QUALITY OF WORK LIFE OF EMPLOYEES ON

ORGANIZATION EFFECTIVENESS

The existing quality of work life among women executives is cross sectionally
analyzed through both univariate and multivariate statistical technique. These
verifications are able to apprise the measurement of quality of work life of women
executives in the prevailing personal and organizational conditions regarding IT
Sector. The question immediately arises at this juncture, what set of impact the quality
of work life has on the individual women executives as well as the organization.
Therefore, the researcher analyzes the review of literature and identifies 10 outcomes
(including personal and organization of QWL) and the respective impact can be
determined in the form of total effectiveness that exist among the individual
employees as well as their organization they belong to.

After an intensified literature survey, the researcher has ascertained 10

predominant factors reduced rate of absenteeism, Employee retention, Reduced health
care cost, increased job performance, job enrichment, individual efficiency,
productivity increase, conducive work environment, Increase in Skill and knowledge
and positive HRD climate. In this context, the researcher intends to estimate the
influence through a multi regression analysis. Multiple regression is a flexible method
of data analysis that may be appropriate whenever a quantitative variable (the
dependent or criterion variable) is to be examined in relationship to any other factors
(expressed as independent or predictor variables)

In this analysis, the 18 factors of quality of work lifeare considered as

independent variables and the 10 factors of organization effectiveness are considered
as depended variables. The application of regression has brought the following
research.

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INFLUENCE OF QUALITY OF WORK LIFE ON REDUCTION OF
ABSENTEEISM

The influences of 18 factors of QWL on the organization effective factor

reduction of absenteeism derive the following research through the multiple
regression analysis.

Table 5.4.1.1
Model summary of Absenteeism.

Adjusted R Std. Error of the

Model R R2
Square Estimate
1 .416(a) .173 .138 .50161
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES,
SE, WEE, MOT, SPE, WFIN, JA

From the above table it is found that R=.416 R2 =.173 and adjusted R2 = .138.
This shows that the 18 QWL factors influence the reduction of absenteeism by 17.3%,
this leads to the verification regression fit as stated in the ANOVA table.

Table 5.4.1.2
ANOVA table of Absenteeism

Sum of Mean
Model Df F Sig.
Squares Square
1 Regression 22.759 18 1.264 5.025 .000(a)
Residual 108.948 433 .252
Total 131.707 451
Source: Computed data

Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES, SE,
WEE, MOT, SPE, WFIN, JA
Dependent Variable: Absenteeism

From the above table it is found that F=5.025, p= .000 are statistically
significant at 5% level, this indicates that there is a goodness of fit for the regression
and independent variable are appropriate in explaining the variable reduction of
absenteeism. This preamble immediately arises the situation of estimating individual
influences.

193
 Table 5.4.1.3
Coefficients (a)

Un standardized Standardized
t Sig.
Coefficients Coefficients
Model
Std. Std.
B Beta B
Error Error
1 (Constant) 2.668 .357 7.464 .000
Employee relationship .288 .054 .313 5.360 .000
Work nature -.036 .048 -.045 -.748 .455
Job autonomy .032 .049 .047 .667 .505
Job security .009 .045 .012 .199 .843
Work environment .131 .056 .153 2.353 .019
Social environment -.032 .058 -.037 -.557 .578
Psychological environment -.004 .113 -.002 -.034 .973
Physical health -.033 .052 -.037 -.634 .527
Depression symptom -.004 .042 -.006 -.100 .920
Work stress -.143 .041 -.219 -3.511 .000
Work to family interference .020 .052 .027 .387 .699
Family to work interference .022 .046 .029 .474 .636
Motivation -.034 .045 -.051 -.757 .450
Career satisfaction .079 .043 .107 1.844 .066
Interpersonal communication -.034 .041 -.047 -.838 .403
Efforts of employer .033 .042 .047 .788 .431
Specified to job purpose -.020 .041 -.032 -.476 .634
Self-efficacy -.010 .038 -.016 -.262 .794
Source: Computed data
Dependent Variable: Absenteeism

From the above table it is found that employee relationship (t=5.360, p=.000),
work environment (t=2.353, p=.019), work stress (t = -3.511, p=.000) are statistically
significant at 5% level. This shows that employee relationship is a predominant factor
among the IT companies to reduce absenteeism of the employees it is followed by
work environment creates a psychological satisfaction among the employee to crucial
absenteeism. The existing work stress is also crucial factor in reducing the
absenteeism. quality of work life experiences are directly related with a variety of
desirable organizational outcomes, such as reduced rate of absenteeism, turnover,
tardiness frequency and health care utilization (thus, reduced health care costs), and
increased job performance. Chandranshu (2012)

194
Influence of Quality of work life on Employee retention
The influence of 18 factors of quality of work life on the organization
effective factor employee retention derive the following research through the multiple
regression analysis.
Table 5.4.2.1
Model Summary of Employee Retention

Adjusted R Std. Error of

Model R R2
Square the Estimate
1 .425(a) .180 .146 .58042
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES,
SE, WEE, MOT, SPE, WFIN, JA

From the above table it is found that R=.425, R2=.180 and adjusted R2 = .146.
This shows that the 18 quality of work life factors influence the reduction of
absenteeism by 18.0% this leads to the verification regression fit as stated in the
ANOVA table.

Table 5.4.2.2
ANOVA table of Employee retention

Sum of Mean
Model Squares Df Square F Sig.
1 Regression 32.110 18 1.784 5.295 .000(a)
Residual 145.870 433 .337
Total 177.981 451
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES,
SE, WEE, MOT, SPE, WFIN, JA
Dependent Variable: Retention

From the above table it is found that F=5.295, p= .000 are statistically
significant at 5% level. This indicates that there is a goodness of fit for the regression
and independent variables are appropriate in explaining the variable employee
retention. This preamble immediately arises the situation of estimating individual
influences.

195
 Table 5.4.2.3
Coefficients (a)
Un-standardized Standardized
t Sig.
Coefficients Coefficients
Model
Std. Std.
Beta B
B Error Error
1 (Constant) 2.232 .414 5.397 .000
Employee relationship .002 .062 .002 .040 .968
Work nature .293 .056 .318 5.266 .000
Job autonomy .005 .056 .006 .089 .929
Job security .094 .052 .112 1.813 .071
Work environment .040 .064 .040 .626 .532
Social environment -.178 .067 -.176 -2.669 .008
Psychological environment .264 .131 .118 2.021 .044
Physical health -.062 .060 -.060 -1.034 .302
Depression symptom .119 .049 .147 2.446 .015
Work stress -.055 .047 -.072 -1.162 .246
Work to family
.004 .060 .004 .065 .948
interference
Family to work
-.075 .053 -.087 -1.420 .156
interference
Motivation -.070 .052 -.091 -1.347 .179
Career satisfaction .106 .049 .125 2.157 .032
Interpersonal
-.023 .047 -.028 -.494 .621
communication
Efforts of employer .020 .048 .025 .412 .681
Specified to job purpose .032 .048 .045 .669 .504
Self-efficacy .003 .044 .004 .061 .951
Source: Computed data
Dependent Variable: Retention

From the above table it is found that work nature (t=5.266, p=.000), social
environment (t= -2.669, p=.008), Psychological environment (t = 2.021, p=.044),
depressive symptom (t = 2.446, p=.015), career satisfaction (t = 2.157, p=.032) are
statistically significant at 5% level. This shows that work nature is the predominant
factor among the IT companies for retention of employees followed by the social,
psychological environment. The employee often tends to trust and help one another
and are able to make better decision making in a good social and psychological
environment. Depressive symptom and career satisfaction are crucial factors in
retention of employees. A high quality of work life (QWL) is essential for all
organizations to continue to attract and retain employees. FH Kashani (20012)

196
Highquality of working life level induces employee’s loyalty to the organization and
decision to continue their work in the organization.

Influence of Quality of work life on reduced healthcare cost

The influence of 18 factors of quality of work life on the organization
effective factor reduces healthcare cost derive the following research through the
multiple regression analysis.
Table 5.4.3.1
Model Summary of Reduced healthcare cost

Adjusted R Std. Error of the

Model R R2
Square Estimate
1 .469(a) .220 .187 .62633

Source: Computed data

Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES,
SE, WEE, MOT, SPE, WFIN, JA

From the above table it is found that R=.469 R2 =.220 and adjusted R2 = .187.
This shows that the 18 quality of work life factors influence the reduced healthcare
cost by 22.0%. This leads to the verification regression fit as stated in the ANOVA
table.

Table 5.4.3.2
ANOVA table of reduced healthcare cost

Sum of Mean
Model Df F Sig.
Squares Square
1 Regression 47.860 18 2.659
6.778 .000(a)
Residual 169.862 433 .392
Total 217.722 451
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES,
SE, WEE, MOT, SPE, WFIN, JA. Dependent Variable: Healthcare

From the above table it is found that F=6.778, p= .000 are statistically
significant at 5% level. This indicates that there is a goodness of fit for the regression
and independent variables are appropriate in explaining the variable that reduced
healthcare cost. This preamble immediately arises the situation of estimating
individual influences.

197
 Table 5.4.3.3
Coefficients (a)
Standardize
Unstandardized
d t Sig.
Coefficients
Model Coefficients
Std. Std.
B Beta B
Error Error
1 (Constant) 1.606 .446 3.599 .000
Employee relationship -.004 .067 -.003 -.055 .956
Work nature -.004 .060 -.004 -.063 .950
Job autonomy .196 .061 .220 3.238 .001
Job security .151 .056 .163 2.711 .007
Work environment .098 .069 .089 1.413 .158
Social environment -.246 .072 -.220 -3.422 .001
Psychological environment .465 .141 .188 3.294 .001
Physical health -.022 .065 -.019 -.336 .737
Depression symptom .098 .053 .110 1.869 .062
Work stress -.044 .051 -.053 -.866 .387
Work to family interference -.006 .065 -.006 -.094 .925
Family to work interference -.081 .057 -.085 -1.407 .160
Motivation -.042 .056 -.049 -.750 .454
Career satisfaction .177 .053 .188 3.328 .001
Interpersonal communication .006 .051 .007 .121 .904
Efforts of employer -.011 .052 -.013 -.216 .829
Specified to job purpose .040 .051 .052 .780 .436
Self-efficacy .036 .048 .044 .749 .454
Source: Computed data
a Dependent Variable: Healthcare

From the above table it is found that job autonomy (t=3.238, p=.001), job
security (t=2.711, p=.007), social environment (t= -3.422, p=.001), Psychological
environment (t = 3.294, p=.001), career satisfaction (t = 3.328, p=.001) are
statistically significant at 5% level. It is found that Job autonomy is the predominant
factor in reducing the health care cost of IT professionals. The nature of IT
professions is that continuously demanding and monotonous work environment that
affects the brains resulting in exhaustion and decreasing in some of IT professionals’
cognitive abilities. Gunaseelan and Maimunah (2008). Job autonomy is followed by
job security, social and psychological and career satisfaction. Lokanadha and
Mohan (2010) support the findings that Quality of Work Life (QWL) is a
comprehensive construct that includes an individual’s job related well-being and the

198
extent to which work experiences are rewarding, fulfilling and devoid of stress and
other negative personal consequences.

Influence of Quality of work life on increased job performance

The influence of 18 factors of quality of work life on the organization

effective factor increases job performance that derives the following research through
the multiple regression analysis.

Table 5.4.4.1
Model Summary of Increased job performance

Adjusted R Std. Error of the

Model R R2
Square Estimate
1 .522(a) .273 .243 .65583
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES,
SE, WEE, MOT, SPE, WFIN, JA

From the above table it is found that R=.522 R2 =.273 and adjusted R2 = .243.
This shows that the 18 quality of work life factors influence the increased job
performance by 27.30%. This leads to the verification regression fit as stated in the
ANOVA table.

Table 5.4.4.2

ANOVA table of increased job performance

Sum of Mean
Model Df F Sig.
Squares Square
1 Regression 69.875 18 3.882 9.025 .000(a)
Residual 186.236 433 .430
Total 256.111 451
Source: Computed data

Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES, SE,
WEE, MOT, SPE, WFIN, JA
Dependent Variable: Increase job

From the above table it is found that F=9.025, p= .000 are statistically
significant at 5% level. This indicates that there is a goodness of fit for the regression

199
 and independent variables are appropriate in explaining the variable increased job
performance. This preamble immediately arises the situation of estimating individual
influence.
Table 5.4.4.3
Coefficients (a)
Unstandardized Standardized
T Sig.
Coefficients Coefficients
Model
Std. Std.
B Beta B
Error Error
1 (Constant) 1.627 .467 3.481 .001
Employee relationship -.071 .070 -.056 -1.016 .310
Work nature .011 .063 .010 .168 .867
Job autonomy .025 .064 .026 .396 .692
Job security .498 .058 .494 8.531 .000
Work environment .063 .073 .053 .872 .384
Social environment -.246 .075 -.202 -3.263 .001
Psychological environment .422 .148 .158 2.858 .004
Physical health .054 .068 .044 .799 .425
Depression symptom .120 .055 .124 2.181 .030
Work stress -.064 .053 -.070 -1.202 .230
Work to family interference -.049 .068 -.046 -.712 .477
Family to work interference -.037 .060 -.036 -.621 .535
Motivation -.114 .059 -.123 -1.938 .053
Career satisfaction .091 .056 .089 1.635 .103
Interpersonal communication -.042 .053 -.041 -.786 .432
Efforts of employer .073 .055 .075 1.329 .184
Specified to job purpose .057 .054 .068 1.066 .287
Self-efficacy -.020 .050 -.023 -.408 .683
Source: Computed data
Dependent Variable: Increase job

From the above table it is found that job security (t=8.531, p=.000), social
environment (t= -3.263, p=.001), Psychological environment (t = 2.858, p=.004),
Depressive symptom (t=2.181, p=.030), motivation (t= -1.938, p=.053) are
statistically significant at 5% level.

The findings show that the Job security in an organization plays a vital role in
increasing the job performance. Quality of work life represents strength of the
organizations to provide permanent and stable employment regardless of the changes
in work environment. Hence, providing a sense of security is important especially in
the work environment to increase the job performance. Also, social and psychological

200
environment, motivation and less work pressure are important factors in increasing
the job performance of an employee. Md. Islam and Sununta (2010) suggest that
quality of work life practice is beneficial for the management according to high
performance of work and high satisfaction for worker as well.

Influence of Quality of work life on increased job enrichment

The influence of 18 factors of quality of work life on the organization
effective factor increase job enrichment derives the following research through the
multiple regression analysis.

Table 5.4.5.1
Model Summary of job enrichment

Adjusted R Std. Error of the

Model R R2
Square Estimate
1 .440(a) .194 .160 .58704
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES,
SE, WEE, MOT, SPE, WFIN, JA
Dependent variable: Job Enrichment

From the above table it is found that R=.440 R2 =.194 and adjusted R2 = .160.
This shows that the 18 quality of work life factors influence the increased job
enrichment by 19.4%.This leads to the verification regression fit as stated in the
ANOVA table.

Table 5.4.5.2

ANOVA table of Job enrichment

Sum of Mean
Model Df F Sig.
Squares Square
1 Regression 35.843 18 1.991 5.778 .000(a)
Residual 149.220 433 .345
Total 185.064 451
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES,
SE, WEE, MOT, SPE, WFIN, JA
Dependent Variable: Job enrichment

201
 From the above table it is found that F=5.778, p= .000 are statistically
significant at 5% level. This indicates that there is a goodness of fit for the regression
and independent variables are appropriate in explaining the variable increased job
enrichment. This preamble immediately arises the situation of estimating individual
influences.

Table 5.4.5.3

Coefficients (a)

Unstandardized Standardized
T Sig.
Coefficients Coefficients
Model
Std. Std.
B Beta B
Error Error
1 (Constant) 2.742 .418 6.556 .000
Employee relationship .073 .063 .067 1.155 .249
Work nature -.005 .056 -.006 -.092 .927
Job autonomy -.029 .057 -.035 -.505 .614
Job security -.027 .052 -.032 -.518 .604
Work environment .453 .065 .448 6.976 .000
Social environment .106 .067 .103 1.575 .116
Psychological environment -.054 .132 -.024 -.406 .685
Physical health -.004 .061 -.003 -.060 .952
Depression symptom -.064 .049 -.077 -1.295 .196
Work stress -.222 .048 -.286 -4.634 .000
Work to family interference .093 .061 .103 1.516 .130
Family to work interference .013 .054 .015 .245 .806
Motivation .009 .053 .011 .171 .864
Career satisfaction -.017 .050 -.020 -.348 .728
Interpersonal communication -.031 .047 -.037 -.657 .512
Efforts of employer -.015 .049 -.018 -.301 .764
Specified to job purpose -.115 .048 -.161 -2.387 .017
Self-efficacy .024 .045 .032 .543 .587
Source: Computed data

Dependent Variable: Job enrichment

From the above table it is found that work environment (t= 6.976, p=.000),
work stress (t = -4.634, p=.000), specified to job purpose (t= -2.387, p=.017) are
statistically significant at 5% level. The predominant factor for job enrichment is
work environment followed by work stress and specific to job purpose. Eva Katz and
Coleman (2001) support the finding that Job enrichment gives employees a high
degree of control over their work, from planning and organizing, through

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implementing and evaluating the results. Quality of work life program which involves
job enrichment generally is desirable for both human and performance needs; they
help employees and the firm.

Influence of Quality of work life on Individual efficiency

The influence of 18 factors of quality of work life on the organization

effective factor increased individual efficiency derives the following research through
the multiple regression analysis.
Table 5.4.6.1
Model Summary of Individual efficiency

Adjusted R Std. Error of the

Model R R2
Square Estimate
1 .416(a) .173 .139 .47868
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES,
SE, WEE, MOT, SPE, WFIN, JA

Dependent Variable: Individual efficiency

From the above table it is found that R=.416 R2 =.173 and adjusted R2 = .139.
This shows that the 18 quality of work life factors influence the Individual efficiency
by 17.3%. This leads to the verification regression fit as stated in the ANOVA table.

Table 5.4.6.2
ANOVA table of Individual efficiency

Sum of Mean
Model Df F Sig.
Squares Square
1 Regression 20.819 18 1.157 5.048 .000(a)
Residual 99.214 433 .229
Total 120.033 451
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES,
SE, WEE, MOT, SPE, WFIN, JA
Dependent Variable: Individual efficiency
From the above table it is found that F=5.048, p= .000 are statistically
significant at 5% level. This indicates that there is a goodness of fit for the regression

203
and independent variables are appropriate in explaining the variable individual
efficiency. This preamble immediately arises the situation of estimating individual
influences.
Table 5.4.6.3
Coefficients (a)
Unstandardized Standardized
Model Coefficients Coefficients t Sig.
Std. Std.
B Error Beta B Error
1 (Constant) 2.266 .341 6.644 .000
Employee relationship -.017 .051 -.020 -.334 .738
Work nature .013 .046 .018 .289 .773
Job autonomy -.035 .046 -.053 -.751 .453
Job security .100 .043 .144 2.338 .020
Work environment .058 .053 .071 1.094 .275
Social environment .207 .055 .249 3.765 .000
Psychological
.270 .108 .147 2.507 .013
environment
Physical health .024 .050 .028 .476 .634
Depression symptom .097 .040 .146 2.414 .016
Work stress -.155 .039 -.247 -3.964 .000
Work to family
-.066 .050 -.091 -1.317 .189
interference
Family to work
.000 .044 -.001 -.009 .993
interference
Motivation -.118 .043 -.187 -2.759 .006
Career satisfaction .091 .041 .129 2.233 .026
Interpersonal
-.014 .039 -.020 -.352 .725
communication
Efforts of employer .007 .040 .011 .179 .858
Specified to job purpose .006 .039 .010 .145 .885
Self-efficacy .007 .037 .011 .190 .849
Source: Computed data
Dependent Variable: Individual efficiency

From the above table it is found that job security (t=2.338, p=.020), social
environment (t= 3.765, p=.000), Psychological environment (t = 2.507 , p=.013),
Depressive symptom (t=2.414, p=.016), work stress (t= -3.964, p=.000), Motivation
(t= -2.759, p = .006), Career satisfaction (t=2.233, p=.026) are statistically significant
at 5% level. Job security is the vital factor in increasing an individual efficiency. An
employee with fear of job undergoes lot of pressure which stops her from giving her
best for the job. The Quality of Work Life facilitates employee’s training

204
opportunities, job satisfaction and working conditions. A better Quality of Work Life
improves the growth of the employees along with the organization growth
Pugalendhi, Subburethina, Umaselvi and Senthil (2010). Depressive symptom,
work stress, motivation and career satisfaction play a vital role in increase the
employee’s efficiency.

Influence of Quality of work life on Productivity increase

The influence of 18 factors of quality of work life on the organization

effective factor increased Productivity increase derives the following research through
the multiple regression analysis.

Table 5.4.7.1
Model Summary of Productivity increase

Adjusted R Std. Error of the

Model R R2
Square Estimate
1 .433(a) .187 .154 .22549
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES,
SE, WEE, MOT, SPE, WFIN, JA
Dependent variable: Productivity

From the above table it is found that R=.433 R2 =.187 and adjusted R2 = .154.
This shows that the 18 quality of work life factors influence the productivity increase
by 18.7%. This leads to the verification regression fit as stated in the ANOVA table.

Table 5.4.7.2

ANOVA table of Productivity increase

Sum of Mean
Model Df F Sig.
Squares Square
1 Regression 5.077 18 .282 5.547 .000(a)
Residual 22.015 433 .051
Total 27.092 451
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES,
SE, WEE, MOT, SPE, WFIN, JA, and Dependent Variable: Productivity

From the above table it is found that F=5.547, p= .000 are statistically

205
 significant at 5% level. This indicates that there is a goodness of fit for the regression
and independent variables are appropriate in explaining the variable increased
productivity increase. This preamble immediately arises the situation of estimating
individual influences.
Table 5.4.7.3
Coefficients (a)

Unstandardized Standardized
T Sig.
Coefficients Coefficients
Model
Std. Std.
B Beta B
Error Error
1 (Constant) .655 .161 4.074 .000
Employee relationship -.016 .024 -.038 -.661 .509
Work nature -.009 .022 -.025 -.408 .683
Job autonomy .028 .022 .090 1.294 .196
Job security .014 .020 .044 .714 .475
Work environment -.082 .025 -.211 -3.273 .001
Social environment .037 .026 .092 1.409 .160
Psychological environment .422 .051 .484 8.310 .000
Physical health -.005 .023 -.013 -.231 .817
Depression symptom .040 .019 .128 2.135 .033
Work stress .037 .018 .124 2.006 .045
Work to family interference .053 .023 .154 2.250 .025
Family to work interference .008 .021 .024 .397 .692
Motivation -.014 .020 -.046 -.689 .491
Career satisfaction -.014 .019 -.042 -.737 .462
Interpersonal communication .011 .018 .033 .582 .561
Efforts of employer -.013 .019 -.042 -.704 .482
Specified to job purpose .030 .019 .110 1.620 .106
Self-efficacy -.023 .017 -.081 -1.349 .178
Source: Computed data
Dependent Variable: Productivity

From the above table it is found that Work environment (t= -3.273, p=.001),
Psychological environment (t = 8.310, p=.000), Depressive symptom (t=2.135,
p=.033), work stress (t= 2.006, p=.045), work to family interference (t-2.250, p=.025)
are statistically significant at 5% level. This shows that the working condition that is
the work environment and psychological environment of the employee is the
predominant factor in increasing the productivity. Depressive symptom, work stress

206
and work to family interference create pressure to the employee and reduce the
productivity. Good work environment increases the productivity. Sabarirajan,
T.Meharajan, B.Arun (2010) find that by the result of improved quality of work life
among the employees their involvement in job gets increased and results in increased
productivity of the organization. A better quality of work life for employees leads to a
higher productivity for the employer.

Influence of Quality of work life on Conducive Work Environment

The influence of 18 factors of quality of work life on the organization

effective factor conducive work environment derives the following research through
the multiple regression analysis.

Table 5.4.8.1
Model Summary of Conducive work environment
Adjusted R Std. Error of the
Model R R2
Square Estimate
1 .381(a) .145 .110 .57057
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES,
SE, WEE, MOT, SPE, WFIN, JA
Dependent variable: Conducive work environment
From the above table it is found that R=.381 R2 =.145 and adjusted R2 = .110.
This shows that the 18 quality of work life factors influence the conducive work
environment by 14.5%. This leads to the verification regression fit as stated in the
ANOVA table.

Table 5.4.8.2
ANOVA table of Conducive work environment

Sum of Mean
Model Df F Sig.
Squares Square
1 Regression 23.952 18 1.331 4.087 .000(a)
Residual 140.965 433 .326
Total 164.917 451
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES, SE,
WEE, MOT, SPE, WFIN, JA
Dependent Variable: Conducive work environment

207
 From the above table it is found that F=4.087, p= .000 are statistically
significant at 5% level. This indicates that there is a goodness of fit for the regression
and independent variable is appropriate in explaining the variable conducive work
environment. This preamble immediately arises the situation of estimating individual
influences.

Table 5.4.8.3
Coefficients (a)

Unstandardized Standardized
T Sig.
Coefficients Coefficients
Model
Std. Std.
B Beta B
Error Error
1 (Constant) 2.932 .407 7.212 .000
Employee relationship .056 .061 .055 .922 .357
Work nature .072 .055 .081 1.309 .191
Job autonomy -.173 .055 -.222 -3.130 .002
Job security .027 .051 .034 .534 .594
Work environment .141 .063 .147 2.229 .026
Social environment .021 .066 .022 .320 .749
Psychological environment -.119 .129 -.055 -.925 .355
Physical health .326 .059 .329 5.513 .000
Depression symptom -.098 .048 -.125 -2.035 .042
Work stress -.115 .046 -.157 -2.474 .014
Work to family
-.112 .059 -.132 -1.886 .060
interference
Family to work
.026 .052 .031 .493 .622
interference
Motivation -.026 .051 -.035 -.508 .612
Career satisfaction .075 .048 .091 1.545 .123
Interpersonal
.010 .046 .012 .217 .828
communication
Efforts of employer -.043 .048 -.055 -.897 .370
Specified to job purpose -.059 .047 -.088 -1.265 .207
Self-efficacy .032 .044 .045 .735 .463
Source: Computed data
Dependent Variable: Conducive work environment

From the above table it is found that job autonomy (t=-3.130, p=.002), work
environment (t= 2.229, p=.026), Physical health (t = 5.513, p=.000), Depressive
symptom (t=-2.035, p=.042), work stress (t= -2.474, p=.014) are statistically
significant at 5% level. It is found that the job autonomy is the predominant factor for
conducive work environment. Followed by work environment, physical health,

208
depressive symptom and work stress are critical factors for conducive work
environment. Employees develop various symptoms of stress that can harm job
performance, health and even threaten the ability to cope with the environment. The
finding is supported by Rose, R.C., et al., (2006) Organizations pay great attention to
their practices and provide conducive environment to their employees in gaining
recognition to their career achievement in their management ranks and progress.

Influence of Quality of work life on Increase in Skill and knowledge

The influence of 18 factors of quality of work life on the organization

effective factor increased in skill and knowledge enrichment derives the following
research through the multiple regression analysis.
Table 5.4.9.1
Model Summary of Increase in skill and knowledge

Adjusted R Std. Error of the

Model R R2
Square Estimate
1 .331(a) .109 .072 .69677
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES, SE,
WEE, MOT, SPE, WFIN, JA
Dependent variable: Skill

From the above table it is found that R=.331 R2 =.109 and adjusted R2 = .072.
This shows that the 18 quality of work life factors influence the increase skill and
knowledge by 10.9% this leads to the verification regression fit as stated in the
ANOVA table.

Table 5.4.9.2
ANOVA table of Increase in skill and knowledge

Sum of Mean
Df F Sig.
Model Squares Square
1 Regression 25.823 18 1.435 2.955 .000(a)
Residual 210.214 433 .485
Total 236.038 451
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES, SE,
WEE, MOT, SPE, WFIN, JA
Dependent Variable: Skill

209
 From the above table it is found that F= 2.955, p= .000 are statistically
significant at 5% level. This indicates there is a goodness of fit for the regression and
independent variables are appropriate in explaining the variable increased skill and
knowledge. This preamble immediately arises the situation of estimating individual
influences.
Table 5.4.9.3
Coefficients (a)

Unstandardized Standardized
Coefficients Coefficients t Sig.
Std.
Erro Std.
Model B r Beta B Error
1 (Constant) 1.834 .497 3.694 .000
Employee relationship .125 .075 .102 1.674 .095
Work nature .114 .067 .107 1.702 .089
Job autonomy -.209 .068 -.225 -3.096 .002
Job security -.019 .062 -.020 -.309 .758
Work environment .079 .077 .069 1.021 .308
Social environment .184 .080 .158 2.303 .022
Psychological environment .097 .157 .038 .617 .537
Physical health .007 .072 .006 .094 .925
Depression symptom .187 .059 .200 3.189 .002
Work stress -.015 .057 -.018 -.273 .785
Work to family interference .011 .073 .011 .149 .881
Family to work interference -.008 .064 -.008 -.131 .896
Motivation -.005 .062 -.006 -.084 .933
Career satisfaction -.063 .059 -.064 -1.057 .291
Interpersonal
.042 .056 .044 .745 .457
communication
Efforts of employer .024 .058 .026 .417 .677
Specified to job purpose -.125 .057 -.155 -2.185 .029
Self-efficacy .004 .053 .005 .080 .936
Source: Computed data
Dependent Variable: Skill

From the above table it is found that Job Autonomy (t = -3.096, p=.002),
social environment (t=2.303, p=.022), Depressive symptom (t=3.189, p=.002),
Specified to job purpose (t= -2.185, p=.029) are statistically significant at 5% level.
There is a strong consensus that IT professionals would need to continuously enhance
their skill sets in order to remain employable in the IT industry Work associated with

210
greater task variety; task discretion and skill development opportunities foster the skill
and knowledge development among the workforce. The findings show that job
autonomy is the predominant factor in increasing the skill and knowledge. The nature
of IT related which are intrinsically interesting and provide opportunities for
competency development are expected to stimulate growth in skills and knowledge.
This is seen as an important aspect of competency development that enhances quality
of work life Gunaseelan and Maimunah (2008). Reduced job stress, greater
autonomy on job, opportunity to develop skill enhances the acquisition and utilization
of knowledge, greater participation proven to have a positive effect on increase skill
and knowledge of an employee that will lead to better QWL.

Influence of QWL on Positive HRD climate

The influence of 18 factors of quality of work life on the organization

effective factor Positive HRD climate derives the following research through the
multiple regression analysis.

Table 5.4.10.1
Model Summary of Positive HRD climate

Adjusted R Std. Error of the

Model R R2
Square Estimate
1 .377(a) .142 .106 .68322
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES,
SE, WEE, MOT, SPE, WFIN, JA

From the above table it is found that R=.377 R2 =.142 and adjusted R2 = .160.
This shows that the 18 quality of work life factors influence the Positive HRD climate
by 14.2%. This leads to the verification regression fit as stated in the ANOVA table.

211
 Table 5.4.10.2
ANOVA table of positive HRD climate

Sum of Mean
Model Df F Sig.
Squares Square
1 Regression 33.425 18 1.857 3.978 .000(a)
Residual 202.119 433 .467
Total 235.544 451
Source: Computed data
Predictors: (Constant), SEF, WS, IC, WN, PSE, PH, WE, EFF, FWIN, CS, JS, DES, SE,
WEE, MOT, SPE, WFIN, JA

Dependent Variable: Climate

From the above table it is found that F=3.978, p= .000 are statistically
significant at 5% level. This indicates that there is a goodness of fit for the regression
and independent variable are appropriate in explaining the variable increased Positive
HRD climate. This preamble immediately arises the situation of estimating individual
influences.
Table 5.4.10.3
Coefficients (a)
Unstandardized Standardized
Coefficients Coefficients t Sig.
Std. Std.
Model B Error Beta B Error
1 (Constant) 2.867 .487 5.888 .000
Employee relationship .091 .073 .074 1.246 .213
Work nature .067 .065 .063 1.019 .309
Job autonomy -.073 .066 -.079 -1.108 .268
Job security -.082 .061 -.085 -1.355 .176
Work environment .078 .076 .068 1.035 .301
Social environment .109 .079 .093 1.383 .167
Psychological environment -.135 .154 -.053 -.880 .379
Physical health -.039 .071 -.033 -.557 .578
Depression symptom -.073 .057 -.078 -1.266 .206
Work stress .198 .056 .226 3.561 .000
Work to family interference -.019 .071 -.018 -.263 .792
Family to work interference .067 .062 .068 1.079 .281
Motivation .033 .061 .037 .540 .590
Career satisfaction -.155 .058 -.158 -2.669 .008
Interpersonal communication .083 .055 .086 1.496 .135
Efforts of employer .004 .057 .004 .070 .944
Specified to job purpose -.147 .056 -.182 -2.616 .009
Self-efficacy -.014 .052 -.016 -.260 .795
Source: Computed data
Dependent Variable: Climate

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 From the above table it is found that work stress (t=3.561, p=.000), career
satisfaction (t= -2.669, p=.008), specified to job purpose (t= -2.616, p=.009) are
statistically significant at 5% level. This shows that work stress is the predominant
factor among the IT companies for positive HRD climate. Career satisfaction and
specified to job purpose are also crucial factors for a positive HRD climate.
Organizational climate has important bearing on the level of quality of work life.
Quality of work life increases when the managers are satisfied with their level of
organizational climate being the prime factor. In a positive, participative work
climate, the managers have a higher sense of accomplishment and the organizational
climate forms a psychological basis in achieving quality of work life Rose, R.C., et al
(2006)research findings by Kalayanee ,Anusorn , Busaya, Dong-Jin(2010) support
that the increase in QWL influence will enhance the organization commitment, job
satisfaction and team spirit.

T-TEST ANALYSIS

Previously in this chapter the factor influencing the QWL is ranked applying
the t-test analysis, though the overall factors have been ranked, it is important to
ascertain the influence of each variable of the factors. T-test is applied on the
variables of each factor to know the level of influence and importance.

T-TEST ANALYSIS OF JOB AND CAREER SATISFACTION

Job satisfaction is a function of the degree to which the employees’ needs are
fulfilled in the job situation. Job satisfaction will vary directly with the extent to
which those needs of an individual which can be satisfied are actually satisfied. What
may satisfy one individual may not satisfy the other due to difference in their
expectations. The opinion of job and career satisfaction is ascertained through likerts
5 point scale which ranges from strongly agree to strongly disagree. The application
of T-Test on these variables is presented below.

213
 Table 5.5.1.1

One-Sample Statistics of Job andCareer Satisfaction

Std.
Std.
N Mean Error
Deviation
Mean
Recognition at the workplace is satisfying 826 3.8414 .93823 .03265
I am successful at work 826 3.9116 .91622 .03188
The work is boring or repetitive 826 3.3438 1.10665 .03851
I am able to plan my work 826 3.6731 1.01727 .03540
I have fears about my job security 826 3.2361 1.15521 .04019
I am proud to be working for my employer 826 3.6441 1.06819 .03717
I am encouraged to be really open and honest in my area 826 3.7639 1.04618 .03640
I am encouraged to do the best I can 826 3.7772 1.05544 .03672
My main satisfaction in life comes from my work 826 3.4831 1.05845 .03683
Overall satisfaction with the current job 826 3.7785 1.00451 .03495
The level of teamwork in your area 826 3.6586 1.00527 .03498
The amount of responsibility you are given 826 3.7421 1.05720 .03678
Opportunity to use abilities 826 3.6707 .96511 .03358
Employee relation between management andyou 826 3.6283 1.03449 .03599
The attention paid to suggestions you make 826 3.6235 .99934 .03477
Source: Computed data

From the above table 5.5.1.1 it is found that the 15 variables of job and career
satisfaction range from job security (Mean=3.2361) to success at work (Mean=
3.9116). The mean value shows that the employees are highly successful at work in IT
companies whereas they moderately agree the job security. Similarly, the standard
deviation ranges from success at work (std deviation =.91622) to job security (std
deviation=1.15521). This leads to the computation of t statistics presented in the table
below.

214
 Table 5.5.1.2

One-Sample Test for Job and Career Satisfaction

Test Value = 3
95% Confidence
Sig. (2- Mean
T Df Interval of the
tailed) Difference
Difference
Lower Upper Lower Upper Lower Upper
I have fears about my job security 5.873 825 .000 .23608 .1572 .3150
The work is boring or repetitive 8.929 825 .000 .34383 .2682 .4194
My main satisfaction in life comes
13.116 825 .000 .48305 .4108 .5553
from my work
I am proud to be working for my
17.329 825 .000 .64407 .5711 .7170
employer
Employee relation between
17.456 825 .000 .62833 .5577 .6990
management andyou
The attention paid to suggestions
17.931 825 .000 .62349 .5552 .6917
you make
The level of teamwork in your
18.829 825 .000 .65860 .5899 .7273
area
I am able to plan my work 19.017 825 .000 .67312 .6036 .7426
Opportunity to use abilities 19.973 825 .000 .67070 .6048 .7366
The amount of responsibility you
20.175 825 .000 .74213 .6699 .8143
are given
I am encouraged to be really open
20.986 825 .000 .76392 .6925 .8354
and honest in my area
Overall satisfaction with the
22.272 825 .000 .77845 .7098 .8471
current job
I am encouraged to do the best I
21.165 825 .000 .77724 .7052 .8493
can
Recognition at the workplace is
25.774 825 .000 .84140 .7773 .9055
satisfying
I am successful at work 28.596 825 .000 .91162 .8490 .9742
Source: Computed data

From the above Table 5.5.1.2 it is found that the t value ranges from 5.873 to
28.596. All these values are statistically significant @5% level and concluded that the
employees in IT companies strongly agreed to all the variables in job and career
satisfaction. Successes at work, recognition at work, encouragement, overall
satisfaction, being able to be honest, responsibility given are strongly agreed by the
respondents. Opportunities to use abilities, able to plan the work, level of teamwork,
suggestions, employee’s relationship with management; Proud to be working for
employer are agreed by the respondents of the study. Fear of job security and
repetitive work are moderately agreed by the employees.

215
 TEST ANALYSIS OF WORKING CONDITION

A healthy working condition is the workplace which provides a balance

between the demands made on the employee and the resource and skills she possesses
to meet what is required. The opinion of employees on working condition is
ascertained through likerts 5 point scale which ranges from strongly agree to strongly
disagree. The application of T-Test on these variables is presented in the table below.

Table 5.5.2.1
One-Sample Statistics of Working Condition

Std. Std. Error

N Mean
Deviation Mean
I am under constant pressure to meet deadlines 826 3.5969 1.06899 .03719
Work duties interfere with my personal life 826 3.2990 1.12230 .03905
Workload is too heavy 826 3.4709 1.12374 .03910
I am provided with the kinds of information
826 3.8317 .81174 .02824
needed to do the job
I am kept aware of my area’s future direction and
826 3.4685 1.01843 .03544
priorities
I have interruptions at work 826 3.0690 1.06120 .03692
I have given up activities that I enjoy because of
826 3.5533 1.06182 .03695
work
I trust the management at the place where I work 826 3.5581 1.06612 .03710
Conditions on my job allow me to be about as
826 3.6065 .94267 .03280
productive as I could be
Cleanliness of the buildings, Parking, Security, 826 3.7893 1.14910 .03998
Child care / Crèche 826 2.9286 1.25953 .04382
Action taken against harassments 826 3.4068 1.32908 .04624
Respect from peers 826 3.7506 .95004 .03306
In the last 12 months, were you sexually harassed
826 1.9564 .20429 .00711
while you were on the job
Do you spend more hours than you would like at
826 1.5508 .49771 .01732
work (over time)
When you work extra hours on your main job, is it
826 1.5303 .49939 .01738
mandatory (required by your employer)
In case of necessity you are allowed to work from
826 1.5472 .49807 .01733
home
Do you feel in anyway discriminated on your job
826 1.7385 .43972 .01530
because of gender
Do you see any work related barriers to your
career progression (eg: lack of opportunities, lack 826 1.6719 .46980 .01635
of motivation etc) If ‘Yes’ Please specify:
Source: Computed data

216
 From the above table 5.5.2.1 it is found that the 19 variables of working
condition range from Mandatory extra working hours (Mean=1.5303) to Enough
information is provided to do the job (M= 3.8317). Similarly, the standard deviation
ranges from sexual harassment. (Std. deviation =.20429) to action taken against
harassment (Std deviation=1.32908). This leads to the computation of t statistics
presented in the table below.
Table 5.5.2.2

One-Sample Test for Working Condition

Test Value = 3
95% Confidence
Sig. (2- Mean
T Df Interval of the
tailed) Difference
Difference
Lower Upper Lower Upper Lower Upper
I am under constant pressure to meet
16.047 825 .000 .59685 .5238 .6699
deadlines
Work duties interfere with my
7.658 825 .000 .29903 .2224 .3757
personal life
Workload is too heavy 12.045 825 .000 .47094 .3942 .5477
I am provided with the kinds of
29.448 825 .000 .83172 .7763 .8872
information needed to do the job
I am kept aware of my area’s future
13.222 825 .000 .46852 .3990 .5381
direction and priorities
I have interruptions at work 1.869 825 .062 .06901 -.0035 .1415
I have given up activities that I enjoy
14.975 825 .000 .55327 .4808 .6258
because of work
I trust the management at the place
15.045 825 .000 .55811 .4853 .6309
where I work
Conditions on my job allow me to be
18.492 825 .000 .60654 .5422 .6709
about as productive as I could be
Cleanliness of the buildings, parking,
19.742 825 .000 .78935 .7109 .8678
security,
Child care / Crèche -1.630 825 .104 -.07143 -.1574 .0146
Action taken against harassments 8.796 825 .000 .40678 .3160 .4976
Respect from peers 22.707 825 .000 .75061 .6857 .8155
In the last 12 months, were you
sexually harassed while you were on -146.815 825 .000 -1.04358 -1.0575 -1.0296
the job
Do you spend more hours than you
-83.681 825 .000 -1.44915 -1.4831 -1.4152
would like at work (over time)
When you work extra hours on your
main job, is it mandatory (required by -84.585 825 .000 -1.46973 -1.5038 -1.4356
your employer)
In case of necessity you are allowed
-83.831 825 .000 -1.45278 -1.4868 -1.4188
to work from home

217
Do you feel in anyway
discriminated on your job because -82.452 825 .000 -1.26150 -1.2915 -1.2315
of gender
Do you see any work related
barriers to your career progression
(eg: lack of opportunities, lack of -81.246 825 .000 -1.32809 -1.3602 -1.2960
motivation etc.) If ‘Yes’ Please
specify:
Source: Computed data

From the above Table 5.5.2.2 it is found that the t value ranges from -
146.815to 29.448. All these values except the interruptions at work / child care are
statistically significant at 5% level. The mean value shows that the employees are
given as much as information to do the job whereas moderately agree about the extra
working hours made mandatory by the employers. It is concluded that the employees
in IT companies strongly agree to the following variables of working condition
respect from peers, action taken against harassments, cleanliness of the buildings,
parking, security, being able to be productive, trust on management, giving up
activities, interruptions at work, awareness about future direction and priorities,
provided with as much as information, heavy workloads, constant pressure, work
duties interfere personal life. And child care / crèche, sexual harassment, work takes
more time, forced over time, working from home, and feeling discriminated, barriers
to career progression are strongly disagreed by the respondents.

T-TEST ANALYSIS OF GENERAL WELL-BEING

The opinion of employees on general well-being is ascertained through likerts 5 point

scale which ranges from strongly agree to strongly disagree. The application of T-Test
on these variables is presented in the table below.

Table 5.5.3.1

One-Sample Statistics of General Well-being

Std.
Std.
N Mean Error
Deviation
Mean
You get enough sleep everyday 826 4.0412 1.12632 .03919
You have enough physical exercise 826 3.1259 1.27394 .04433
You have a healthy food habit 826 3.9625 1.15356 .04014

218
You skip breakfast / lunch for work often 826 3.0496 1.28533 .04472
You Feel rushed at work 826 2.9915 1.21951 .04243
Complexities of work is stressful 826 3.0775 1.18631 .04128
Change in policies involves lot of pressure 826 3.0109 1.22048 .04247
Do you feel targeted or bullied at work 826 3.1029 1.23104 .04283
Stress affecting social life 826 3.0751 1.26843 .04413
Conflict with colleagues 826 2.4649 1.18141 .04111
Do you make too many mistakes at work 826 2.5169 1.04809 .03647
Headache or lack of energy 826 2.7785 1.16331 .04048
Difficulties in falling asleep or recurrent
826 2.8959 1.26541 .04403
awakenings at night
Do you feel depressed because of work or work
826 2.8535 1.20970 .04209
related problems
Feeling that it is “all just too much” 826 3.0218 1.31546 .04577
Source: Computed data

From the above table 5.5.3.1 it is found that the 15 variables of general well-
being range from conflict with colleagues (Mean=2.4649) to getting enough sleep
everyday (Mean= 4.0412). Similarly, the standard deviation ranges from too many
mistakes at work (Std. deviation = 1.04809) to feeling that it is “all just too much”
(Std. deviation=1.31546). This leads to the computation of t statistics presented in the
table below.
Table 5.5.3.2

One-Sample Test for General Well-being

Test Value = 3
95%
Sig. (2- Mean Confidence
T Df
tailed) Difference Interval of the
Difference
Lower Upper Lower Upper Lower Upper
You get enough sleep everyday 26.567 825 .000 1.04116 .9642 1.1181
You have enough physical
2.841 825 .005 .12591 .0389 .2129
exercise
You have a healthy food habit 23.979 825 .000 .96247 .8837 1.0413
You skip breakfast / lunch for
1.110 825 .267 .04964 -.0381 .1374
work often
You Feel rushed at work -.200 825 .842 -.00847 -.0918 .0748
Complexities of work is stressful 1.877 825 .061 .07748 -.0035 .1585

219
 Change in policies involves lot of
.257 825 .798 .01090 -.0725 .0943
pressure
Do you feel targeted or bullied at
2.402 825 .017 .10291 .0188 .1870
work
Stress affecting social life 1.701 825 .089 .07506 -.0116 .1617
Conflict with colleagues -13.018 825 .000 -.53511 -.6158 -.4544
Do you make too many mistakes
-13.246 825 .000 -.48305 -.5546 -.4115
at work
Headache or lack of energy -5.474 825 .000 -.22155 -.3010 -.1421
Difficulties in falling asleep or
-2.365 825 .018 -.10412 -.1905 -.0177
recurrent awakenings at night
Do you feel depressed because of
-3.480 825 .001 -.14649 -.2291 -.0639
work or work related problems
Feeling that it is “all just too
.476 825 .634 .02179 -.0680 .1116
much”
Source: Computed data

From the above Table 5.5.3.2 it is found that the t value ranges from -13.246
to 26.567. The mean value shows that the employees get enough sleep everyday
whereas moderately agree to conflict with colleagues. Variables like enough sleep,
enough physical exercise, healthy food habit, conflict with colleagues, too many
mistake at work, headache or lack of energy, depressed because work related
problems are statistically significant at 5% level and concluded that the employees in
IT companies strongly agree for healthy food habit, getting enough sleep every day,
bullied at work , enough physical exercise, complexities of work is stressful , stress
affecting social life, skip breakfast / lunch for work often, feeling that it is “all just too
much” whereas strongly disagree for conflict with colleagues, making too many
mistakes at work, headache or lack of energy, difficulties in falling asleep, feel
depressed because of work, feeling rushed at work.

T-TEST ANALYSIS OF WORK LIFE BALANCE

Work life balance is a comfortable state of equilibrium achieved between

employees’ primary priorities of their employment position and their private lifestyle.
It is believed that the demands of an employee’s career should not overwhelm the
individual’s ability to enjoy a satisfying personal life outside the business
environment. The opinion of employees on work life balance is ascertained through
likerts 5 point scale which ranges from strongly agree to strongly disagree. The
application of T-Test on these variables is presented in the table below.

220
 Table 5.5.4.1

One-Sample Statistics of work life balance

Std.
Std.
N Mean Error
Deviation
Mean
You find yourself thinking about work instead
826 3.2046 1.20122 .04180
of focusing on home/pleasure activities
You spend as much time as you’d like with your
826 3.5278 1.14408 .03981
loved ones
You spend most of your time doing what is most
826 3.5920 1.10179 .03834
important to you
Often you work at home as part of your job 826 2.5375 1.34630 .04684
Has there been conflicts in your family about
826 2.8741 1.36843 .04761
working hours?
I find it difficult to concentrate on my work
826 2.9116 1.25266 .04359
because of home matters
I feel that I am neglecting home matters because
826 2.8874 1.32140 .04598
of my job
When at work, I feel free from the family and its
826 2.7252 1.35585 .04718
noise
I cope better with my children when I also go to
452 3.4027 1.19191 .05606
work
Reconciliation of work and family is made easier
826 3.4879 1.15069 .04004
for me with the help I get from family or friends
Personal consequences of workplace stress affect
826 3.0593 1.33034 .04629
social life
Source: Computed data

From the above table 5.5.4.1 it is found that the 11 variables of work life
balance range from often work at home as part of job (Mean=2.5375) to spend most of
the time doing what is most important to self (M= 3.5920). Similarly, the standard
deviation ranges from spending most of their time doing what is important to them
(Std deviation =1.10179) to conflict in family about working hours (Std
deviation=1.36843). This leads to the computation of t statistics presented in the table
below.

221
 Table 5.5.4.2
One-Sample Test for work life balance

Test Value = 3
95% Confidence
Variable Sig. (2- Mean
T Df Interval of the
tailed) Difference
Difference
Lower Upper Lower Upper Lower Upper
You find yourself thinking about
work instead of focusing on 4.895 825 .000 .20460 .1226 .2866
home/pleasure activities
You spend as much time as
13.260 825 .000 .52785 .4497 .6060
you’d like with your loved ones
You spend most of your time
doing what is most important to 15.443 825 .000 .59201 .5168 .6673
you
Often you work at home as part of
-9.873 825 .000 -.46247 -.5544 -.3705
your job
Has there been conflicts in your
-2.644 825 .008 -.12591 -.2194 -.0324
family about working hours?
I find it difficult to concentrate on
-2.028 825 .043 -.08838 -.1739 -.0028
my work because of home matters
I feel that I am neglecting home
-2.449 825 .015 -.11259 -.2028 -.0223
matters because of my job
When at work, I feel free from the
-5.825 825 .000 -.27482 -.3674 -.1822
family and its noise
I cope better with my children
7.182 451 .000 .40265 .2925 .5128
when I also go to work
Reconciliation of work and
family is made easier for me with
12.186 825 .000 .48789 .4093 .5665
the help I get from family or
friends
Personal consequences of
1.282 825 .200 .05932 -.0315 .1502
workplace stress affect social life
Source: Computed data

From the above Table 5.5.4.2 it is found that the t value ranges from -9.873 to
15.443. The mean value shows that the employees are spending most of their time
doing what is important to them whereas moderately agree to often working at home
as part of job. Thinking about work instead of focusing on home/pleasure activities,
spending as much time as with loved ones, spending most of the time doing what is
most important to self, often work at home as part of the job, when at work, feeling free
from the family and its noise, cope better with children while working, reconciliation of
work and family is made easier with the help from family or friends are statistically

222
significant @5% level and concluded that the employees in IT companies strongly
agree for reconciliation of work and family is made easier with family; spending most
of time doing what is most important, spend as much time with loved ones, coping up
better with children and go to work, personal consequences of workplace stress affect
social life, thinking about work instead of focusing on home/pleasure activities.
whereas often work at home as part of job, conflicts in family about working hours, it is
difficult to concentrate on my work because of home matters, neglecting home matters
because of job, when at work, feel free from the family and its noise are strongly
disagreed by the respondents of the study.

T-TEST ANALYSIS OF CAREER PROSPECTS AND COMPENSATION

Career prospects are the probability or chance for future success in a

profession. Compensation is the salary that an employee receives for their service to
the organization. The opinion of employees on career prospects and compensation is
ascertained through likerts 5 point scale which ranges from strongly agree to strongly
disagree. The application of T-Test on these variables is presented in the table below.

Table 5.5.5.1

One-Sample Statistics of Career prospectus and compensation

Std.
Variables Std.
N Mean Error
Deviation
Mean
I feel that the future looks good for me 826 3.8801 1.00008 .03480
You get to participate in decision-
826 3.3801 .99857 .03474
making
Job requires that I keep learning new
826 3.8874 .96265 .03350
things
I have an opportunity to develop my
826 3.7337 1.00146 .03485
own special abilities
My fringe benefits are good 826 3.4552 1.01195 .03521
Promotions are handled fairly 826 3.4600 1.01096 .03518
Opportunities for career progression or
826 3.5436 .97541 .03394
promotion
Encouragement for creativity and
826 3.5327 .97086 .03378
innovation in your area
Source: Computed data

223
 From the above table 5.5.5.1 it is found that the 8 variables of career prospects
and compensation range from participation in decision-making (Mean=3.3801) to job
requires learning new things (Mean = 3.8874). The mean value shows that the job
requires that the employee keep learning new things to update themselves on new
technology and changes whereas employee moderately agree that they get to
participate in decision making. Similarly, the standard deviation ranges from job
requires learning new things (Std deviation =.96265) to fringe benefits are good (Std
deviation= 1.01195). This leads to the computation of t statistics presented in the table
below.
Table 5.5.5.2
One-Sample Test for Career prospectus and compensation

Test Value = 3
Mean 95% Confidence
Variables Sig. (2-
T df Differ Interval of the
tailed)
ence Difference
Lower Upper Lower Upper Lower Upper
I feel that the future looks good for
25.294 825 .000 .88015 .8118 .9484
me
You get to participate in decision-
10.941 825 .000 .38015 .3119 .4483
making
Job requires that I keep learning
26.494 825 .000 .88741 .8217 .9532
new things
I have an opportunity to develop
21.055 825 .000 .73366 .6653 .8021
my own special abilities
My fringe benefits are good 12.928 825 .000 .45521 .3861 .5243
Promotions are handled fairly 13.079 825 .000 .46005 .3910 .5291
Opportunities for career
16.016 825 .000 .54358 .4770 .6102
progression or promotion
Encouragement for creativity and
15.769 825 .000 .53269 .4664 .5990
innovation in your area
Source: Computed data

From the above Table 5.5.5.2 it is found that the t value ranges from 10.941to
26.494. All the values are statistically significant at 5% level and concluded that the
employees in IT companies strongly agree to all the variables in career prospects and
compensation. job requires learning new things, future looks good for me, opportunity
to develop my special abilities were strongly agreed, opportunities for career
progression, encouragement for creativity and innovation, promotions are handled

224
 fairly, fringe benefits are good, participate in decision-making are moderately agreed
by the study respondents.

T-TEST ANALYSIS OF TRAINING AND DEVELOPMENT

The official and ongoing educational activities within an organization design

to enhance the fulfillment and performance of employees. Training and development
programs offered by a business might include a variety of educational techniques and
programs that can be attended on a compulsory or voluntary basis by staff. The
opinion of employees on training and development is ascertained through likerts 5
point scale which ranges from strongly agree to strongly disagree. The application of
T-Test on these variables is presented in the table below.

Table 5.5.6.1
One-Sample Statistics of Training and Development
Std.
Variables Std.
N Mean Error
Deviation
Mean
I have the necessary skills and abilities to handle the
826 3.8257 1.18521 .04124
responsibilities of my duties
My immediate manager encourages me to further
826 3.6477 1.04706 .03643
develop my skills and abilities
I am satisfied with my opportunities for training and
826 3.6852 1.09332 .03804
development
I receive feedback from my manager that is useful for
826 3.6283 1.07472 .03739
developing my skills and abilities
I am satisfied with my opportunities to discuss my
826 3.6174 1.10267 .03837
development with my manager
I am eager to undertake further training and
826 3.8450 1.06182 .03695
development
Source: Computed data
From the above table 5.5.6.1 it is found that the 6 variables of training and
development range from satisfied with the opportunities to discuss development with
manager (Mean =3.6174) to eagerness to undertake further training and development
(Mean = 3.8450). The mean value shows that the employees are eager to undertake
further training and development whereas moderately agree with the development
opportunities employees get to discuss with manager. Similarly, the standard
deviation ranges from immediate manager encourage to further develop skills and
abilities (std deviation = 1.04706) to the necessary skills and abilities to handle the
responsibilities of duties (std deviation = 1.18521)

225
 Table 5.5.6.2

One-Sample Test for Training and Development

Test Value = 3
95% Confidence
Variables Sig. (2- Mean
T Df Interval of the
tailed) Difference
Difference
Lower Upper Lower Upper Lower Upper
I have the necessary skills and abilities to
20.022 825 .000 .82567 .7447 .9066
handle the responsibilities of my duties
My immediate manager encourages me to
17.778 825 .000 .64770 .5762 .7192
further develop my skills and abilities
I am satisfied with my opportunities for
18.013 825 .000 .68523 .6106 .7599
training and development
I receive feedback from my manager that
is useful for developing my skills and 16.803 825 .000 .62833 .5549 .7017
abilities
I am satisfied with my opportunities to
16.093 825 .000 .61743 .5421 .6927
discuss my development with my manager
I am eager to undertake further training
22.872 825 .000 .84504 .7725 .9176
and development
Source: Computed data

From the above Table 5.5.6.2 it is found that the t value ranges from 16.093 to
22.872. All the values are statistically significant @5% level and concluded that the
employees in IT companies strongly agree to all the variables in training and
development. Eager to undertake further training and development, have the
necessary skills and abilities to handle the responsibilities of my duties, satisfied with
opportune
ties for training and development, immediate manager encourages to further develop
skills and abilities, receive feedback from manager for developing skills and abilities,
satisfied with opportunities to discuss development with manager.

Conclusion

In this chapter, the effectiveness of Quality of work life among IT employees

is analyzed. Ranking method is used to analyze the most preferred factors responsible
for quality of work life among the IT professionals. The influence of personal and
organizational details of employees on their QWL is determined by ANOVA. T-Test
analysis is applied to determine the impact of QWL of employees on organizational
effectiveness in the study domain.

226
AN EMPIRICAL MODEL OF QUALITY OF WORK LIFE OF IT
EMPLOYEES
The overall analysis leads to the construction of model of QWL in IT
companies. The model is presented below diagrammatically.

227
Conclusion
From the above model it is found that quality of work life is not a unique
phenomenon but it is a combination of job and career satisfaction, working condition,
general well-being, homework interface/work life balance, career prospectus and
compensation and training and development. The model is also microscopically
analyzed. The factors also have several sub factors according to the perception of
employees. The perceptual difference among the employees is also clearly presented
in the form of cluster emerged out of sub factors. This emergence of factors and
clusters and their respective association and relation with persons and organization
variable of employees are also established and proved in the analysis.

228
 CHAPTER - VI
FINDINGS, SUGGESTIONS AND CONCLUSION

In this chapter, findings of the study analysis are presented and explained
briefly, the researcher has given suggestions and recommendations for employee and
employer related to Quality of work life. Scope for further research has been
discussed. The conclusions of the study are given.

FINDINGS

 The sample unit consists of a maximum of 44.7% of employee in the age

group 26 to 35. And minimum of 2.4% in the age group greater than >45.
There is a drastic decrease in number of working women between the age
groups 26 -35 and 36 to 45. The most divergent part is the age between 23
Years and 35 Years. This crucial phase is where men concentrate on career
and women are drawn into marriage-child family web.The demand for time, is
such that if women cannot prioritize between family and work, the dropout is
sure to happen. Women employees join work in good numbers. Women are
best represented at operation level executives. The earlier of drop-off occurs,
the fewer move up the ranks for senior positions. Even appearance is a critical
element in up-ramping. In India, weight-age is given to physical attractiveness
and looks, including a youthful appearance as well as being slim and tall.
People assume that younger women to be fast, talented and attractive and
forget the experience and success of not so young women which makes it hard
for women to survive in the competitive work environment.

 The number of unmarried women employees (62.3%) is more than the married
women employees (37.7%). There is an increase in ambitious single women
delaying marriage for career growth. No matter the changes made in women’s
equality in the workplace, the corporate culture still remains a culture that’s
not conducive to married women or parenthood. Also the increase in the
pressure of the modern workplace has made a bigger difference in the lifestyle
of techies. The number of divorce cases in India is increasing rapidly, with the
majority being from the IT industry. Married women find it easy to be single

229
 to move up in ranks. Most of the divorces in the IT industry happen within two
to three years of marriage. Long working hours, high income, change in
lifestyle and attitude, lack of communication between the couple have been the
reason behind early divorces. Women are very serious about their career in
that there is a steady growth in the number of women who want to remain
single delay in getting married, avoiding marriage in order to grow in career
graphs, prioritizing career (not trying to balance the work and personal life)
are a threat not only to women but to the society as well.

 Majority of the employed women (68.4%) do not have children whereas very
few women (1%) have more than 2 children. Young married women delay
child birth for their career growth. Child birth is a crucial phase for women
aspiring to grow in career or for that matter even have a job. Most of the
dropouts happen only at this stage. Though women deliver 100% at work
working mothers are considered less committed to work. Inspite of all the
changes and developments for working mothers the corporate culture still does
not treat them equally. There are still hesitations to assign women for
important projects and if it is a worker mother she would be the last option for
it. Women on the other hand tend to mostly accept the discrimination as they
feel insecure about finding a new job being a mother. Few career-oriented
women have opted not to have children for the sake of career.

 Employees having infants (74.9%) are more than the other categories. Very
few respondents have teenage children. Working mothers in India are still
looked upon as an uncommitted mother compared to the non-working
mothers. When a babysitter is on leave, taking care of sick child, parent
teacher meet at school, assignments at school are often the mother’s
responsibilities. Despite having an understanding partner, demanding full time
job most of the time the mother is expected to take the lead in managing home
and children. It is assumed that a working mother cannot take care of children
but there is also an increasing belief that hard-working mothers are setting the
right example to their child. Long working hours, stress at work, trouble in
marriage often leaves working mother unaware of what is happening in their

230
 child’s life. There is also an increase in trend of couple delaying parenthood or
opting out not having baby for career.

 Almost half (50%) of the respondents have less than 5 years’ experience.
Because of the drop-outs there are very less number of respondents in middle
level and higher level jobs. Majority of the study respondents belong to initial
stages in their career. Young talents expect foreign opportunities, flexible
timing and fun working environment to stay in one organization for a longer
time whereas women specifically married prefers to stay in job that gives them
flexi time options, work from home, long maternal leaves. Women
professionals move ranks up sacrificing and compromising their priorities.

 Maximum (85.1%) employed women work in general shift timing. Most of

the women respondents belong to the general timing. Safety of women being a
major concern very few respondents work in night shifts. Women employees
prefer to work in general shifts so as to keep a balance between the families
and work, to avoid conflict in family and health issues. Shift work is
considered a risk factor for many health problems. It has many negative
cognitive effects (e.g., learning and memory deficits, loss of attention and
vigilance). In addition, rotating night shift work disrupts circadian clocks
which are associated with a higher probability of developing obesity, diabetes
and cardiovascular disease.

 Young women professionals burn out at early stages itself reason being they
seem to “have it all”. These early career flameouts are reflected through the
corporate ladder. 55.9% the maximum of the sample unit belong to the
operational level employees, followed by the middle level managers 29.2%
and a very few top level executives 14.9%. The result shows that very few
women professionals make it to the top level executives that is the decision
making level.

 The sub-factors derived from the job satisfaction are employee relationship,
work nature, and job autonomy and job security.

 Work environment, social environment and psychological environment are

identified as the sub-factors of working condition.

231
 General well-being sub-factors are physical health, depression symptom and
work stress

 Work to family interference, family to work interference are the identified

sub-factors for work-life balance.

 Career prospectus and compensation sub-factors are motivation, career

satisfaction, interpersonal communication and efforts by the employee.

 The sub-factors of training and development are specified to job purpose and
self-efficacy.

 The heterogeneous groups of job satisfaction 40.68% are found to be

overworked underling, 11.26% are Ambitious employees and 48.06% are
optimistic employees. An overworked underling employee is the one who is
busy full day at work but has little freedom while at work, Ambitious
employees Ambitious employees are high- potential employees that are not
only career-minded but are ambitious in a focused way, Optimistic employees
People who feel optimism live their lives expecting positive outcomes and
events.

 The heterogeneous groups of working condition are contented employee,

Flatliner and Unenthusiastic employees. 43.83% of respondents are contented
employees that are mentally or emotionally satisfied with things as they are at
work, 27.24% are Flatliner employees who do not has goals, any plans or
purpose and 28.93% are Unenthusiastic employees passionless, emotionless
and half hearted.

 The heterogeneous groups of general well-being are Presenteeism, Burn-out

employees, and Task performers. 46.00% of presenteeism employees come to
work despite illness, injury, anxiety, stress often resulting in reduced
productivity. 31.48% of Burn-out employees are physically and mentally
exhausted and in the verge of break down, 22.52% of Task performers set
target and thrive hard to achieve it.

 The heterogeneous groups of work life balance are Idealistic employee,

Expectant employee and Tech prisoner. 27.24% of idealist employees are one

232
 who may be unrealistic and impractical in their thinking and perfectionism;
43.70% of expectant employees are one who anticipates receiving something.
Hopeful, eager waiting, 29.06% of Tech Prisoner are the employees who stay
connected to work or office all the time.

 The heterogeneous groups of career prospectus and compensation are The

Strategist, Frustrated go getter and Disengaged. 7.99% of Strategist has plans
and goal. 46.13% of Frustrated go getter in spite of working hard and working
long hours they do not get enough credit or compensation. 45.88% of
disengaged employees are emotionally detached from the work or the
management.

 The heterogeneous groups of training and development are Rebels,

Progressive employees and Advance employees. 37.53% of rebels are the type
of employees who project themselves as the conscience of the organization
and stubborn to abide by the rules and changes that the management make.
Rebels have their own set of rules and fight against any matter which involves
management decision. 48.31% of progressive employees actively favour or
strive for progress toward better conditions in work and organization and
14.16% of advance employees are one who work in order to grow, improve or
make progress.

 Employee relationship is the most important factor that influences all the other
sub-factors of quality of work life. Employee relationship strongly influences
all the sub-factors. Employee relationship is positively correlated to work
nature, job autonomy, job security, work environment, social environment,
physical health, work to family interference, family to work interference,
motivation, career satisfaction, interpersonal communication, efforts of
employer, specified to job purpose and self-efficacy @5% level. Employee
relationship is negatively correlated to psychological environment and work
stress @ 5% level.

 Work nature is positively correlated to job autonomy, job security, work

environment, social environment, physical health, work to family
interference, family to work interference, motivation, career satisfaction,

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 interpersonal communication, efforts of employer, specified to job purpose,
self-efficacy at 5% level. Work nature is negatively correlated to work stress
@ 5% level.

 Job autonomy is important for sustaining and improving employee

contribution to the organization. Job autonomy is one of the required factors
for creating a supportive work environment. Job autonomy is positively
correlated to job security, work environment, social environment, physical
health, family to work interference, motivation, career satisfaction,
interpersonal communication, efforts of employer, specified to job purpose
and self-efficacy @5% level. Job autonomy is negatively correlated to
depressive symptom, work stress @ 5% level.

 Job Security is moderately correlated to work environment, social

environment, physical health, motivation, career satisfaction, interpersonal
communication, specified to job purpose, efforts by employer, self efficacy @
5% level. Employers can no longer promise job security, but they can help
people maintain the skills they need to remain viable in the job market. Job
security is negatively correlated depressive symptom, work stress @ 5% level.

 Work Environment is positively but moderately correlated to social

environment, physical health, depressive symptom, work stress, work to
family interference, family to work interference, motivation, career
satisfaction, Interpersonal communication, efforts by employer, specific job
purpose, self-efficacy @5% level. Work Environment is negatively correlated
to psychological environment @5% level.

 Social Environment is positively correlated to physical health, work to family

interference, family to work interference, motivation, career satisfaction,
Interpersonal communication, efforts of employer, specified job purpose, self-
efficacy. Social environment is negatively correlated to psychological
environment, depressive symptom @5 % level.

 Psychological Environment is negatively correlated to physical health,

depressive symptom, work stress, work to family interference, family to work

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 interference, motivation, specified to job purpose @5% level. Psychological
environment is negatively correlated to self-efficacy @ 1%.

 Physical health is positively correlated to depressive symptom, work stress,

work to family interference, family to work interference, motivation, career
satisfaction, interpersonal communication, efforts of employer, specified to
job purpose, self-efficacy @5% level.

 Depressive symptom is positively correlated to work stress, work to family

interference, family to work interference @ 5% level. Depressive symptom is
negatively correlated to career satisfaction, interpersonal communication, and
efforts of employer @5% level. Depressive symptom has high impact on work
stress and moderate impact on work to family interference, family to work
interference.

 Work stress is positively correlated to work to family interference, family to

work interference @ 5% level and is negatively correlated to motivation,
career satisfaction, interpersonal communication, efforts of employer,
specified to job purpose and self-efficacy@5% level. Work stress would be
expected to heighten conflict with work to family interference

 Work to family interference is positively correlated to family to work

interference, motivation, interpersonal communication, efforts of employer,
specified to job purpose and self-efficacy @5% level. Work to family
interference and family to work interference are highly influential for women
professionals.

 Family to work interference employees is positively correlated to motivation,

interpersonal communication, specified to job purpose and self-efficacy @5%
level and positively correlated to career satisfaction @1% level. Family to
work interference employees who experience high levels of home pressure
take that spill over to their work domain influencing job purpose, self-efficacy,
motivation and interpersonal communication.

 Motivation is positively correlation to career satisfaction, interpersonal

communication, efforts of employer, specified to job purpose and self-efficacy
@ 5% level. Motivation has strong contributory effects on driving satisfaction

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 towards career satisfaction, job purpose, employee efforts, interpersonal
communication and self- efficacy.

 Career satisfaction is positively correlated to interpersonal communication,

efforts of employee, specified to job purpose, and self-efficacy @5% level.
When more positive rewards are given on out-performance, the employees
achieve concrete success in terms of career growth, interpersonal
communication, job purpose, employers’ effort and supervisor’s satisfaction
which lead to career satisfaction.

 Interpersonal communication is positively correlated to efforts of employer,

specified to job purpose and self-efficacy @5% level. An employee with good
interpersonal communication clearly understands and works effectively
towards the job purpose, organization goal, understands the efforts taken by
the employer and has self-efficacy.

 Efforts of employer are positively correlated to the specified to job purpose

and self-efficacy @ 5% level. Employer’s efforts like providing training for
growth and job performance have high impact specified to job purpose.

 Specified to job purpose is positively correlated to self-efficacy @ 5% level.

Development specified to job purpose enhances one’s own ability to complete
job- oriented tasks and attain the organization goals.

 Career satisfaction is the satisfaction individual derives from intrinsic and

extrinsic aspects of their careers, including pay, advancement and
development opportunities. Thus it ranks #1 as the most important predictor
responsible for quality of work life of IT employees is career satisfaction.

 Self-efficacy is ranked #2. Employee wants to feel respected at work for what
they do and who they are. The higher Self-Efficacy the more confidence the
employee has in their ability to succeed in a task. Employee self-efficacy plays
a key role in how they discharge their duties and responsibilities and to a large
extent influence their quality of work life.

 The job itself is an important determinant of Quality of work life. With

technical advancement and need for improvement the content of job alters

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 every now and then which requires the employee to keep learning and
updating specified to job purpose hence ranking it at #3.

 Rank #4 is employee relationship. Mutual respect is the building block of the

entire quality of work life movement. Maintaining healthy employee relations
in an organization is a pre-requisite for organizational success.

 Rank #5 is Job autonomy. Job autonomy at work place increases employee

loyalty due to positive feeling associated with working for an organization that
visibly cares about the well-being of its employees.

 Rank #6 is Job security. Employee with fear of job security tends to

experience higher level of occupational stress. Though IT organizations are
not able to provide permanent and stable employment, promotions, rewards of
good performance, realization of employees capabilities as an employee
development strategy creates the sense of security among the existing
employees.

 Rank #7 is motivation. The presence of Motivation factor can potentially

create great motivation and greater job satisfaction while the absence of
motivators, dissatisfaction often does not occur.

 Rank #8 is work nature. Work nature is related to satisfaction of employees

and work related behaviours thus shows the importance of quality of work life

 Rank #9 is efforts of employer. Employer’s effort in creating learning

opportunities for the employee has positive effect on job satisfaction and
reduces job stress that will lead to better quality of work life.

 Rank #10 is work environment. A pleasant working environment is very

important as an incentive for the most effective performance of employee.

 Rank #11 is interpersonal communication. Performance of a team as a whole

is very high when the interpersonal communications between the team
members are good.

 Rank #12 is Physical Health is a state of complete physical, mental and social
well-being and not merely the absence of disease. A healthy and supportive

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 work environment is an essential component in worker job satisfaction, and in
workers’ willingness to stay in a particular job.

 Rank #13 is Social environment. Social environment provided by other people

is as important as the safety and work environment provided by the
management. Thus making it preferred factor of quality of work life.

 Rank #14 is family to work life interference. The spill over’s between personal
life and work life have serious implications on employees’ quality of work
life. The conflict related to work and personal demands can lead to negative
health outcomes for employees, may decrease organizational commitment, job
satisfaction and increase burnout, which will eventually lead to poor QWL.

 Rank #15 is work to family interference. Work to family interference is not

only a process of interaction between both work and home, but also, more
specifically, as an interactive process in which a worker’s functioning
(behaviour) in one domain is influenced by either negative or positive load
effects that have built up in the other domain.

 Rank #16 is depressive symptom. Depression significantly affects a person's

family and personal relationships, work life, sleeping and eating habits, and
general health.

 Rank #17 is work stress. Work stress has been linked to a range of adverse
physical and mental health outcomes, such as cardiovascular disease,
insomnia, depression, and anxiety. Women tend to become easily stressed out
due to the duties on and off job that falls on their job.

 Rank #18 psychological environment seems to play an important role in

shaping the interaction between managers and employees in their work
environment. Social support, including support from managers, is associated
with few symptoms, good psychological function, and shorter sick leave.

 The association among the job satisfaction and working condition reveals that
the 28.3% of optimistic employees are found to be contented employees and
16.1% of overworked underling employees are found to be flatliner. The
association among the general well-being indicated that the 23.8% of

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 overworked underling are found to be presenteeism and 14.6% of optimistic
employees are found to be Task performers. The association among the job
satisfaction and work-life balance revealed that the 19.2% of optimistic
employees are found to be expectant employees and 18.3% overworked
underling is found to be expectant employees. Career prospectus and
compensation indicated that the 28.6% of overworked underling is found to be
frustrated go getter. Training and development association reveals that the
35.2% of optimistic employees are found to be progressive employees and
22.6% of overworked underling employees are found to be rebels.

 The association among the working condition and general well-being shows
that the 22.2% of contended employees are found to be Burnout and 17.2% of
flatliner are found to be Presenteeism. Work-life balance association indicated
that 24.0% of contended employees are found to be Tech Prisoner, 15.9% of
contended employees are found to be Expectant employees and 14.9% of
flatliner are found to be Expectant employees. Career prospectus and
compensation association revealed that 25.8% of contended employees are
found to be disengaged, 18.3% of flatliner are found to be frustrated go getter
and 17.2% of Unenthusiastic employees are found to be disengaged. The
association among the working condition and training and development shows
that the 28.8% of contended employees are found to be Progressive employees
and 13.6% of flatliner found to be rebel.

 General well-being and work-life balance association indicates that 23.0% of

presenteeism are found to be Expectant employee and 18.9% of burnout
employee are found to be Tech Prisoner. Association among general well-
being and career prospectus and compensation reveals that 28.1.0% of
presenteeism are found to be Frustrated go getter, 16.8% of Burnout employee
are found to be Disengaged and 14.8% of Presenteeism are found to be
disengaged. Training &development indicated that 20.8% of presenteeism
employees are found to be rebel.

 Work-life balance and career prospects and compensation association reveals

that the 20.1% of Expectant employee are found to be disengaged employee,
19.1% of Expectant employee are found to be frustrated go getter and 15.4%

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 of Tech prisoners are found to be disengaged employee. Training and
development association 19.5% of Expectant employees are found to be
progressive employee, 18.2% of Idealistic employees are found to be
Progressive employees and Expectant employees are found to be rebel.

 The association among career prospectus and compensation and Training and
development indicated that the 24.8% of frustrated go getters are found to be
rebel.

 Employees that belong to below 25 years of age group moderately agree the
influence of work stress in determining the quality of work life. Employee in
the age group 26 to 35 strongly agree the influence on employee relationship,
social environment, physical health, motivation, specified to job purpose, self-
efficacy and moderately agreed the influence of psychological environment.
Employees in the age group of 36 to 45 strongly agree to conducive work
environment, depressive symptom, work stress, work to family interference
and efforts by employer. Above 45 age group moderately agrees the influence
of employee and employer relationship, social environment, physical health,
depressive symptom, work environment, work to family interference, efforts
by employer, specified to job purpose, self-efficacy. Above 45 age group
strongly agrees the psychological environment, physical health,

 Married women strongly agree for work environment, physical health, work
stress and work to family interference and unmarried women professionals
moderately agreed for cordial work environment, physical health, work stress
and work family interference.

 Women employee with more than 2 children strongly agree for a good job
autonomy at work, job security, social environment, motivation, interpersonal
communication and moderately agree work environment, work stress.
Employees with only one child strongly agree the influence of work
environment. Women professionals with 2 children moderately agree for job
autonomy, job security, social environment, motivation, employee relationship
and interpersonal communication. The women professionals without children
do not have influence of any factor.

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 Working women with infant moderately agree for cordial work environment,
work stress. Employees with children in the age group of 4 to 7 years do not
have any influence of any factor. Adolescent working mothers moderately
agree for physical health. Teen children’s working mothers strongly agree for
physical health, work stress. Working mothers with adolescent children
strongly agreed work environment.

 Working women professionals living in nuclear family moderately agree for

Job autonomy, work environment, social environment, work to family
interference, family to work interference. Women employees in joint family
strongly agree the influence of work environment, psychological environment,
and work to family interference. Employees living as paid guest strongly agree
the family to work interference whereas moderately agreed the influence of
psychological environment.

 Employees with less than 5 years of experience moderately agreed for

Physical health. 6 to 15 years work experience employees moderately agreed
for psychological environment. Employees with 16 to 25 years of work
experience strongly agree for physical health, works to family interference. 25
years of work experience strongly agree for psychological environment,
whereas moderately agree for work to family interference.

 Employee relationship, work environment have positively significant

relationship with absenteeism. Work stress does not have significant
relationship with absenteeism.

 Work nature, Psychological environment, and depressive symptom, career

satisfaction have positively significant relationship with employee retention.
Social environment does not have significant relationship employee retention.

 Job autonomy, job security, and psychological environment, career

satisfactions are found to be positively significant with reduced healthcare
cost. Social environment does not have significant relationship with reduced
healthcare cost.

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 Job security, psychological environment, depressive symptom have positively
significant relationship with increased job performance. Social environment
and motivation do not have significant relationship with increased job
performance.

 Work environment is found to be positively significant relationship with job

enrichment and work stress, specified to job purpose are not found to have
significant positive relationship with job enrichment.

 Job security, social environment, psychological environment, depressive

symptom and career satisfaction are positively significant relationship with
individual efficiency. Work stress and motivation do not have significant
relationship with individual efficiency.

 Psychological environment, depressive symptom, work stress are found to

have positively significant relationship with increase productivity. Work
environment and work to family interference do not have significant
relationship with increase productivity.

 Work environment, physical health have positively significant relationship

with conducive work environment. Depressive symptom, work stress, job
autonomy do not have significant relationship with conducive work
environment.

 Social environment and depressive symptom have positively significant

relationship with increased skill and knowledge. Job autonomy does not have
significant relationship with increased skill and knowledge.

 Work stress is found to have positively significant relationship with positive

HRD climate. Career satisfaction and specified to job purpose do not have
significant relationship with positive HRD climate.

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 SUGGESTIONS

There is no “one size fits all” solution to the issue of Quality of work life. The
data from this study show quite clearly that different policies, practices and strategies
will be needed to introduce in each of the six components of Quality of work life: Job
satisfaction, Working condition, General well-being, Work life balance, Career
prospectus and Compensation, Training and Development.

Few of the employee’s benefits that are commonly offered in India are
employee provident fund, gratuity, medical Insurance, group personal accident
insurance, group term life insurance, gym, employee referral program, maternity
leave, paternity leave, employee stock purchase plan work home from, food coupons,
flexi time, and financial education and transportation benefits. That being said, the
data would indicate that there are number of strategies and approaches that the various
stakeholders in this issue (i.e., Employee, Employer, Families, Union and
government) can use to increase the Quality of work life. Recommendations targeted
at each of these groups are given below.

SUGGESTIONS TO THE EMPLOYEE

1. Women drop out of job mostly because child care or elder care. Most IT
organizations provide flexible timing options for employees in India. Getting
back to work after a maternity leave, child care or elderly care is very
stressful. By the time the employee re-joins the office their responsibility are
already shared or a new person is deputed and the organization almost forgets
her. Instead of getting cut from office completely an employee should take
some effort and keep regular contact with their boss and colleagues as much as
possible to know the new policies, changes, projects that are going on in
office. This makes it easy for the employee, employer and the peers to
reconnect fast.

2. Ambitious single women think of marriage and young married women think
of child as a hindrance to their career growth. There is an increase in women
delaying their marriage and child for career. It affects the biological cycle of
women. Going up in career ladder requires lot of balancing and prioritizing.
Ignoring self-needs does not solve the problem. Prioritize which is more

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 important at that stage of life is the real challenge women have. Women
should plan their career and marriage at the right age. It is no longer unusual
for women to wait until they are in their late 30s or 40s to have their first
child. Many women have successful pregnancies in their early 40s but there
are increased risks associated with later age pregnancies.

3. Most of the employees are not aware of their benefits material provided by
their organization until they have an issue. Employees do not spend adequate
time learning about their benefits, but they say those benefits are an essential
part of their job. Educating oneself before, during and after an employment
experience will be the wisest career decision of an employee. This will benefit
both the management and the workers as it will help employees to understand
their entitlements, which will give them a fair idea of their rights. When
management communicates these to their employees, they have an obligation
to create an environment where they respect those rights.

4. Change is good. Analyze the gaps that are required for the change. Employee
should try to have a clear vision of the changes and gaps in order to learn and
increase the capabilities. In case of doubts, employee should talk to the
employer and clear it. Proactive planning helps the employee be prepared.
Even if employees do not support the direction it is her responsibility to make
it work. Anything less is disrespectful, undermining, and destructive to the
team decision.

5. Avoid wasting times that adds no value to career or personal life like
gossiping or spending time on webs or social media in office. Make time for
exercise, time to relax, scheduling lot of time for personal life. Prioritizing
what is important for life and happiness of self.

6. Individual time spent with child is perceived as quality time. Being there for
child and meeting their needs demonstrates a clear understanding of priorities.
When parents fail to meet the child’s need, it gives a sense of guilt. Whatever
success is achieved in professional life cannot be enjoyed with this guilt of
failure in parenting.

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7. Sharing responsibilities with family members can reduce the stress to greater
extend. If the expectations of the family are set up at front, the grumbling will
be minimized.

8. Employee should take personal responsibility for self-development through

process of assessment, reflection and taking action. Self-development is where
individuals commit themselves to improve their knowledge and understanding
throughout their careers. Employee should assess her current skill and interest
through paper-and-pencil career test or through computer programs that
analyze skills and interest. Maintain a learning log or diary to help you analyze
what they are learning from work experience. Write a personal vision and
mission statement. Develop a personal development plan that identifies the
learning needs and goals.

SUGGESTIONS TO THE EMPLOYER

Benefits play an increasingly pivotal role in the employer-employee

relationship to improve quality of work life; employers need to focus on the needs of
the employee. IT organizations in India provide various supports through employee
development programs to cater the various needs of its employee.

1. Employers need to provide employees with more flexibility around when and
where they work. The criteria under which these flexible arrangements can be
used should be mutually agreed upon and transparent. There should also be
mutual accountability around their use (i.e., employees need to meet job
demands, but organizations should be flexible with respect to how work is
arranged). The process for changing hours of work or the location of work
should, wherever possible, be flexible.

2. Work-life balance strategies with regard to matters such a temporal flexibility

leave benefit and interpersonal relationships have the potential to reduce or
increase stress on workers with life responsibilities. The formation of
appropriate work-life balance and HR Strategies overall will be integral to the
creation of flexible workplaces conducive to attraction, motivation and
retention of high valued employees.

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3. Employers need to be flexible enough to adapt their policies as per the needs
of their employees depending on various factors like age, location and
understanding of issues. Otherwise, employees might not prefer or assign the
same value to certain benefits. Organization should consider flexible benefits
strategy and the kind of structure that would be most appropriate in the context
of employee satisfaction, expense control and revenue growth.

Recognize hard work and reward the work transparently. It goes a long way in
making an employee feel more secure. Recognizing the talent with proper
reward/award/promotions. Enhancing the avenues for career development by
providing training facilities, contributory retirement benefits and making the
employees a party for decision making etc. will make the employee feel secured in an
organization.

4. Employer should give employees a safe place or opportunity to vent their

frustrations, and take those complaints as important as possible. The employer
can use an anonymous internet survey tool, suggestions box or a counsellor to
deal with the employee problems. Providing an open ear to employee
complaints and doing whatever possible to alleviate these concerns motivates
employees. By sharing employee grievances possible major escalations are
eradicated in the beginning itself.

5. Empower employees to work together by providing appropriate training and

advancement opportunities. Ensure that team has enough resources and skills
to solve problems and come up with innovation ideas. Encourage discussion
and debate within teams by fostering the idea that there are no bad ideas. Give
everyone a chance to contribute, even those on a lower level in the company.

6. Allow employees the freedom and creativity to make their jobs more
enjoyable, holding regular assessment and giving positive reinforcement and
feedback in possible areas. Encourage teams to identify areas that need
improvement for themselves, rather than dictating what needs to be done.
Using 360 degree review to allow team members to review each other and
their leaders encourages and enhances creativity, initiatives and leadership
among employees.

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7. Workforce planning enables organization and managers to review and
strengthen their workforces to respond to sudden change. This often involves
specific training to build employees skill and capabilities, making them
integral to improve business performances. Thus, helping the employee to be
prepared for the change and reduce the resistance for change.

8. Devote more resource to improving “People management” practice within

workplace. Employees who work for a supportive manager – one who is a
good communicator focuses on output as opposed to hours – report greater
ability at work than those who have a non supportive managers.

SCOPE FOR FURTHER RESEARCH

The present study brings out the major factors affecting quality of work life of
women in IT industry. Some aspects require a deep study that has the potential value
for further research. The following areas are suggested for further research studies.
Salary package, benefits and facilities provided by the organization are not the same
in all IT companies. A comparative study of quality of work life among the
employees working in Tier -1, Tier-2, and Tier-3 software companies can be done. It
is evident that stress and depression is increasing in IT industry. IT professionals
show signs of psychiatric disorder, addicted to unhealthy food, often falling sick and
contemplate suicidal which should be focused immediately. Recent years have seen
rapid increase in techie suicides. Research should be conducted to find the actual
number of techies that fell sick (paralyzed for life) or committed suicide that in the
need of the hour. Future research should explore the perception of women career and
understand that changes may take place in that perception as life events occur.

CONCLUSION

After a comprehensive analysis of the various aspects of the Quality of work

life of women in IT industry, it can be concluded that the level of the Quality of work
life of women in IT industry is average. The study has been successful in
accomplishing its research objectives.

A number of new factors that are not included in the survey questionnaire are
revealed by the qualitative findings. The factors emerging from “quality of working

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life experiences” also indicate that how they are employed differently to satisfy the
various needs of the women employees by various organizations, which in turn elicit
favorable job-related responses. Based upon an understanding of women employees’
various needs and their quality of work life experiences, management can identify the
strategic gap in the organization and can take further necessary actions to improve the
quality of work life of employees. This may be helpful for an organization to be
successful and to achieve organizational goals. The performance of organization can
be improved only when the human resources are satisfied with the higher quality of
working life. The simple method of enhancing quality of work life may be by
improving the existing job environment.

Those fighting for discrimination against women and struggling to erase

women's inequality in the world of work often have not considered sufficiently the
wider goal, the enhancement of women's overall working life. There is still an
enormous amount of outright male resistance to the upgrading of women's position in
the world of work; but there is also a large amount of simple ignorance and confusion
about what different groups of women want and need. On the other hand, women
professionals seem to accept/adjust the discrimination, to balance their personal life
and work life. And this can and should be overcome.

Quality of work life is becoming an important human resources issue in all

organizations. A good human resources practice would encourage all employees to be
more productive while enjoying work. Only way for organizations to provide quality
products and services to its clients and gain a competitive advantage in the
marketplace is to enhance its human resources by employing high-quality work life
experience.

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