Changed PGHRJCT

QUALITY OF WORK LIFE
“Q U A L I T Y O F W O R K L I F E ”
IN GLENMARK
By
RAJAN
Roll No. : - 1311
SUMMER INTERNSHIP PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT SCIENCES
In partial fulfillment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
SHOOLNI INSTITUTE OF LIFE SCIENCES &

BUSINESS MANAGEMENT
SOLAN
Under the Guidance of
Mr. BIRENDER
DECLARATION
SILB-School of Business Management

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I hereby declare that the project entitled “Quality of Work Life” in GLENMARK submitted for
partial fulfillment for the award of the degree of Master of Business Administration is my
original work and the observations and suggestions in this report are based on the information
collected by me during the training.
The matter presented in this Project Report has not been submitted by me for the award of any
other degree of this or any other University.
Place: SOLAN RAJAN
Date: 20 JAN 2010 M.B.A. (Final Year)

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ACKNOWLEDGEMENT
There is always a sense of gratitude one expresses to others for the helpful and needy service
they render during all phases of life. I have completed his training with the help of different
personalities. I wish to express my gratitude towards all of them.
First of all I would like to thank the Management at GLENMARK for giving me the
opportunity to do my two-month project training in their esteemed organization.
I owe profound sense of regards & gratitude towards (our training coordinator) who has
Continuously guided & supported me in all the tasks by giving me valuable insight into issues
like The meaning of HR practices, its uses, objectives and tools as well as steps to be considered
in Developing and studying an organizational structure.
I am thankful to my Faculty Guide Mr.Birender,Mr. Kuldeep Rojhe, Mr. Udey Mttal, Ms.
Salochna Rojhe, Ms. Nisha & Ms. Yasmin Janjhua for the continual support and guidance
extended towards the result-oriented approach for the completion of this project. My heartfelt
gratitude and warm salutations are also due to Prof. J.B. Nadda, the Director of School of
Business Management, for creating an enabling environment for carrying out such a pragmatic
project.
I would also like to thank my , for providing me valuable help all the time during my summer
training in. Her constant inspiration and guidance helped in the development of this project.
Lastly I would like to thank my parents and friends for their constant support during the duration
of my training.
RAJAN
EXECUTIVE SUMMARY

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As the work culture changes drastically in the recent years, the traditional concept of work to
fulfil humans’ basic needs are also facing out. The basic needs are continued to diversify and
change according to the evolution of the work system and standards of living of a workforce.
So with this reference the project titled “Quality of Work Life” has been conducted, in
GLENMARK, BADDI
QWL provides for the balanced relationship among work, non-work and family aspects of life.
In other words, family life and social life should not be strained by working hours including
overtime work, work during inconvenient hours, business travel, transfers, vacations, etc.
The project is aimed to cover maximum knowledge of the HR practices followed in the
organization for maintaining a balance between work and non-work life of employees. How the
work culture affect the performance of employees, what motivates the employees to work.
This report is formulated after a thorough research and is based on the information given by the
company personal, through questionnaire filled by the employees & by observing all the
activities taking place in the H.R. department.
With reference to the HR Practices brief knowledge has been gained how the Recruitment cycle
functions, Selection done, the steps of performance appraisal.
GLENMARK support and provide facilities to their employees to help them to balance the
scales. In this process, GLENMARK are coming up with new and innovative ideas to improve
the quality of work and quality of work life of every individual in the organization. Various
programs like, alternative work schedules, education for children’s of employees, medical
services, community centers, health clubs, sports clubs, shopping centers, telecommuting etc.,

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Contents
Chapter - 01 Introduction 08-11

Aim of the Project 09
Objective of Project 10
Need of Project 11
Chapter - 03 Quality of Work Life (QWL) 43-66

3.1 What is QWL 44
3.2 Defining QWL 50
3.3 Factors that influence & decide the QWL 52
3.4 Specific issues in QWL 54
3.5 Major QWL issues 55
3.6 Strategies for improving QWL 57
3.7 QWL through Employee Involvement (EI) 58
3.8 QWL in GLENMARK -An Overview 59
Chapter - 04 Research Methodology 67-69

Chapter - 05 Data Analysis & Interpretation 70-79
Chapter - 06 Conclusions 80-85
6.1 Observations
6.2 Findings 81
6.3 Suggestions 82
6.4 Conclusion 83
6.5 Limitations 84
85

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Bibliography 86
Appendix 87-90

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Chapter - 01

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AIM OF THE PROJECT
The aim of the study was to understand the quality of work life of employees in GLENMARK
This involved study of functioning and operations at GLENMARK dwar with special emphasis
on the different activities related to management of Human Resource at GLENMARK such as
training and development, compensation and rewards, welfare activities, job security etc.

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OBJECTIVES OF PROJECT
The objectives of the project were mainly:
 To get an overview of the company.
 To know the details of products and departments of GLENMARK
 Human Resource Department functioning.
 To get an account of the welfare activities being laid down for the employees.
 Employee level of satisfaction, both inside and outside the office.
 To find out effects of quality of work life initiatives on employees
 To gain an insight into current working life policies and practices, as well as work-life
balance issues.
 To find out way to improve quality of work life.
NEED OF PROJECT

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GLENMARK is a large private sector organization, which has an excellent record of making
profits over a number of years. It is an interesting subject to study the quality of work life in such
a large organization. It if felt that the organization is concerned mainly with the activities going
on during the office hours. The employee’s responsibilities and various benefits go hand in hand.
Everything that an organization provides to an employee in and away from the office has a direct
or indirect effect on his performance. By providing a better QWL to the employees, the
organization can achieve the following results:
• Better performance of employees.

• More devotion and dedication towards work.
• Reduced absenteeism.
• Voluntary participation in organizational activities.
• High productivity.
• Reduced corruption.
• High Turnover
GLENMARK Baddi, being a public sector organization has achieved these results by providing
a better quality of work life to its employees inside and outside the workplace. Facilities like
canteens, dispensaries at the work place & facilities like education for children’s of employees,
medical services, community centers, health club, sports club, shopping centers, peeth bazaar’s
(weekly) & theatres etc, outside the work place.
As GLENMARK Baddi,is an entire township away from the main city, the life of each employee
is limited mostly in the township area only. Are the basic needs being fulfilled? Is he provided
with all the facilities he requires?
This concept gave me the idea to conduct a survey in GLENMARK, Baddi to know what
measures they take to improve the QWL of their employees.

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Chapter - 02

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A World-Class Engineering Enterprise Committed to
Enhancing Stakeholder Value.
To be an Indian Multinational Engineering Enterprise

providing Total Business Solutions through Quality Products,
Systems and Services in the fields of Energy, Industry,
Transportation, Infrastructure and other potential areas.
 Zeal to Excel and Zest for Change.
 Integrity and Fairness in all Matters.
 Respect for Dignity and Potential of Individuals.
 Strict Adherence to Commitments.
 Ensure speed of Response.
 Fast Learning, Creativity and Team Work.
 Loyalty and Pride in the company.

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Chapter - 03
3.1 WHAT IS QUALITY OF WORTK LIFE?

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The term refers to the favourableness or unfavourableness of a total job environment for people.
QWL programs are another way in which organisations recognise their responsibility to
develop jobs and working conditions that are excellent for people as well as for economic
health of the organisation. The elements in a typical QWL program include – open
communications, equitable reward systems, a concern for employee job security and satisfying
careers and participation in decision making. Many early QWL efforts focus on job enrichment.
In addition to improving the work system, QWL programs usually emphasis development of
employee skills, the reduction of occupational stress and the development of more co-operative
labour-management relations.
QWL is a process by which an organization responds to employee needs for developing

mechanisms to allow them to share fully in making the decisions that design their lives at work.
The aim of QWL is to identify and implement alternative programs to improve the quality of
professional as well as personal life of an organization’s employees. The QWL 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. Further, today's workforce is realizing the
importance of relationships and is trying to strike a balance between career and personal lives.
Vigorous Domestic and International

competition drive organisations to be more productive. Proactive managers and human resource
departments respond to this challenge by finding new ways to improve productivity. Some
strategies rely heavily upon new capital investment and technology. Others seek changes in
employee relations practices.
Human resource departments are involved with efforts to improve productivity through changes
in employee relations. QWL means having good supervision, good working conditions, good
pay and benefits and an interesting, challenging and rewarding job. High QWL is sought through
an employee relations philosophy that encourages the use of QWL efforts, which are systematic
attempts by an organisation to give workers greater opportunities to affect their jobs and their

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contributions to the organisation’s overall effectiveness. That is, a proactive human resource
department finds ways to empower employees so that they draw on their “brains and wits,”
usually by getting the employees more involved in the decision-making process.
A Rationale:
Job specialization and simplification were popular in the early part of this century. Employees
were assigned narrow jobs and supported by a rigid hierarchy in the expectation that efficiency
would improve. The idea was to lower cost by using unskilled workers who could be easily
trained to do a small, repetitive part of each job.
Many difficulties developed from that classical job design, however. There was excessive
division of labour. Workers became socially isolated from their co-workers because their highly
specialized jobs weakened their community of interest in the whole product. De-skilled workers
lost pride in their work and became bored with their jobs. Higher-order (social and growth)
needs were left unsatisfied. The result was higher turnover and absenteeism, declines in quality
and alienated workers. Conflict often arose as workers sought to improve their conditions and
organisations failed to respond appropriately. The real cause was that in many instances the job
itself simply was not satisfying.
Forces for Change

A factor contributing to the problem was that the workers themselves were changing. They
became educated, more affluent (partly because of the effectiveness of classical job design), and
more independent. They began reaching for higher-order needs, something more than merely
earning their bread. Employers now had two reasons for re-designing jobs and organisations for
a better QWL:
 Classical design originally gave inadequate attention to human needs.

 The needs and aspirations of workers themselves were changing.
Humanized Work through QWL

One option was to re-design jobs to have the
attributes desired by people, and re-design organisations to have the environment desired by the

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people. This approach seeks to improve QWL. There is a need to give workers more of a
challenge, more of a whole task, more opportunity to use their ideas. Close attention to QWL
provides a more humanized work environment. It attempts to serve the higher-order needs of
workers as well as their more basic needs. It seeks to employ the higher skills of workers and to
provide an environment that encourages them to improve their skills. The idea is that human
resources should be developed and not simply used. Further, the work should not have
excessively negative conditions. It should not put workers under undue stress. It should not
damage or degrade their humanness. It should not be threatening or unduly dangerous. Finally, it
should contribute to, or at least leave unimpaired, workers’ abilities to perform in other life roles,
such as citizen, spouse and parent. That is, work should contribute to general social
advancement.
Job Enlargement vs. Job Enrichment

The modern interest in quality of work life was stimulated through efforts to change the scope of
people’s jobs in attempting to motivate them. Job scope has two dimensions – breadth and
depth. Job breadth is the number of different tasks an individual is directly responsible for. It
ranges from very narrow (one task performed repetitively) to wide (several tasks). Employees
with narrow job breadth were sometimes given a wider variety of duties in order to reduce their
monotony; this process is called job enlargement. In order to perform these additional duties,
employees spend less time on each duty. Another approach to changing job breadth is job
rotation, which involves periodic assignment of an employee to completely different sets of job
activities. Job rotation is an effective way to develop multiple skills in employees, which
benefits the organisation while creating greater job interest and career options for the employee.
Job enrichment takes a different approach by adding additional motivators to a job to make it
more rewarding. It was developed by Frederick Herzberg on the basis of his studies indicating
that the most effective way to motivate workers was by focusing on higher-order needs. Job
enrichment seeks to add depth to a job by giving workers more control, responsibility and
discretion over hoe their job is performed. The difference between enlargement and enrichment
is illustrated in the figure given below.
Difference between job enrichment and job enlargement

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Higher Order
FOCUS ON DEPTH
Lower Order
Job enrichment Job enrichment
and
Many enlargement
Few
NUMBER OF TASKS
Routine job Job enlargement
In the above figure we see

that job enrichment focuses on satisfying higher-order needs, while job enlargement concentrates
on adding additional tasks to the worker’s job for greater variety. The two approaches can even
be blended, by both expanding the number of tasks and adding more motivators, for a two-
pronged attempt to improve QWL.
Job enrichment brings benefits, as shown in the below figure.
Benefits of job enrichment emerge in three areas

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Individual:
• Growth
• Self-actualisation
• Job satisfaction
Organisation:
• Intrinsically
JOB motivated
employees
ENRICHMEN • Better employee
T BENEFITS performance
• Less
absenteeism and
turnover; fewer
grievances
Society:
• Full use of
human resources
• More effective
organisations
Its general result is a role enrichment that encourages growth and self-actualisation. The job is
built in such a way that intrinsic motivation is encouraged. Because motivation is increased,
performance should improve, thus providing both a more humanised and a more productive job.
Negative effects also tend to be reduced, such as turnover, absences, grievances and idle time. In
this manner both the worker and society benefit. The worker performs better, experiences greater
job satisfaction and becomes more self-actualised, thus being able to participate in all life roles
more effectively. Society benefits from the more effectively functioning person as well as from
better job performance.
Applying Job Enrichment

Viewed in terms of Herzberg’s motivational factors, job enrichment occurs when the work itself
is more challenging, when achievement is encouraged, when there is opportunity for growth and
when responsibility, feedback and recognition are provided. However, employees are the final

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judges of what enriches their jobs. All that management can do is gather information about what
tend to enrich jobs, try those changes in the job system and then determine whether employees
feel that enrichment has occurred.
In trying to build motivational factors, management also gives attention to maintenance factors.
It attempts to keep maintenance factors constant or higher as the motivational factors are
increased. If maintenance factors are allowed to decline during an enrichment program, then
employees may be less responsive to the enrichment program because they are distracted by
inadequate maintenance. The need for a systems approach in job enrichment is satisfied by the
practice of gain sharing.
Since job enrichment must occur from each employee’s

personal viewpoint, not all employees will choose enriched jobs if they have an option. A
contingency relationship exists in terms of different job needs, and some employees prefer the
simplicity and security of more routine jobs.
3.2 DEFINING QUALITY OF WORK LIFE:
The best way of approaching quality of life measurement is to measure the extent to which
people's 'happiness requirements' are met-i.e., those requirements which are a necessary

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(although not sufficient) condition of anyone's happiness - those 'without which no member of
the human race can be happy.'
- McCall, S.: 1975, 'Quality of Life', Social Indicators Research 2, pp 229-248
“Quality of work life designs are based on the individual’s ability to make judgements about what
is or is not desirable in the workplace.”
- J.BARTON CUNNINGHAM AND TED EBERLE
What is Quality?
“Quality is the ability of a product or service to consistently meet or exceed customer
expectations.”
What is work?
“Work can be defined as the application of discretion within limits in order to produce a result”
What is Work life?

Work life does not merely means the facilities provided to the employees during office hours. It
comprises of all the collective feelings, which reside in the mind of the employee while he works
in the organization, he is in the office or away from it.
What is of life?
QOL may be defined as subjective well-being. Recognizing the subjectivity of QOL is a key to
understanding this construct. QOL reflects the difference, the gap, between the hopes and
expectations of a person and their present experience. Human adaptation is such that life
expectations are usually adjusted so as to lie within the realm of what the individual perceives to
be possible. This enables people who have difficult life circumstances to maintain a reasonable
QOL.
- Janssen Quality-of-life Studies

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Quality of Life is tied to perception of 'meaning'. The quest for meaning is central to the human
condition, and we are brought in touch with a sense of meaning when we reflect on that which
we have created, loved, believed in or left as a legacy.
- Frankl VE. 'Man's search for meaning.' New York: Pocket Books, 1963.
Quality of Life is the product of the interplay

among social, health, economic and environmental
conditions which affect human and social development.
- Ontario Social Development Council,

1997
Quality of Work Life can be defined as

"The quality of relationship between
employees and the total working
environment.”
3.3 FACTORS THAT INFLUENCE AND DECIDE THE QUALITY OF WORK

LIFE:
(i) Fair compensation and job security:
The economic interests of people drive them to work at a job and employee satisfaction depends
at least partially, on the compensation offered. Pay should be fixed on the basis of the work
done, responsibilities undertaken, individual skills, performance and accomplishments. The

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committee on Fair Wages defined fair wage as “the wage which is above the minimum wage but
below the living Wage.” Job security is another factor that is of concern to employees.
Permanent employment provides security to the employees and improves their QWL.
(ii) Safe and Healthy Working Conditions:
Organizations should realize that their true wealth lies in their employees and so providing a
healthy work environment for employees should be their primary objective. Most of the
organisations provide safe and healthy working conditions due to humanitarian requirements
and/or legal requirements. In fact, these conditions are a matter of enlightened self-interest.
(iii) Opportunity to Use and Develop Human Capabilities:
Contrary to the traditional assumptions, QWL is improved the extent that the worker can
exercise more control over his or her work, and the degree to which the job embraces an entire
meaningful task” but not a part of it. Further, QWL provides for opportunities like autonomy in
work and participation in planning in order to use human capabilities.
(iv) Opportunity for Career Growth:
Opportunities for promotions are limited in case of all categories of employees either due to
educational barriers or due to limited openings at the higher level. QWL provides future
opportunity for continued growth and security by expanding one’s capabilities, knowledge and
qualifications and prepare them to accept responsibilities at higher levels.
(v) Participative management style and recognition:

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Flat organizational structures help organizations facilitate employee participation. A
participative management style improves the quality of work life. Workers feel that they have
control over their work processes and they also offer innovative ideas to improve them.
Recognition also helps to motivate employees to perform better. Recognition can be in the form
of rewarding employees for jobs well done.
(vi) Constitutionalism in the Work Organisation:
QWL provides constitutional protection to the employees only to the level of desirability as it
hampers workers. It happens because the management’s action is challenged in every action and
bureaucratic procedures need to be followed at that level. Constitutional protection is provided to
employees on such matters as privacy, free speech, equity and due process.
(vii) Work-life balance:
Organizations should provide relaxation time for the employees and offer tips to balance their
personal and professional lives. They should not strain employee’s personal and social life by
forcing on them demanding working hours, overtime work, business travel, untimely transfers
etc.
(viii) Social Relevance of Work:

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QWL is concerned about the establishment of social relevance to work in a socially beneficial
manner. The workers’ self-esteem would be high if his work is useful to the society and the vice
versa is also true.
3.4 SPECIFIC ISSUES IN QWL:
Trade unions claim that they are responsible for the improvement in various facilities to workers
whereas management takes credit for improved salaries, benefits and facilities. However, P/HR

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manager has (identified) specific issues in QWL besides normal wages, salaries, fringe benefits,
etc. and takes lead in providing them so as to maintain higher order QWL.
3.5 MAJOR QWL ISSUES:
IKlott, Mundick and Schuster suggested 11 major QWL issues. They are:
(I) Pay and Stability of Employment
Good pay still dominates most of the other factors in employee satisfaction. Various alternative
means for providing wages should be developed in view of increase in cost of living index,
increase in levels and rates of income tax and profession tax. Stability to a greater extent can be
provided by enhancing the facilities for human resource development.
(ii) Occupational Stress
Is a condition of strain on one’s emotions, thought process and physical condition. Stress is
determined by the nature of work, working conditions, working hours, pause in the work
schedule, worker’s abilities and nature and match with the job requirements. Stress is caused due
to irritability, hyper-excitation or depression, unstable behaviour, fatigue, stuttering, trembling
psychomatic pains, h smoking and drug abuse. Stress adversely affects employ productivity. The
P/HR manager, in order to minimise the stress, has identify, prevent and tackle the problem. He
may arrange the treatment of the problem with the health unit of the company.
(iii) Organisational Health Programmes
Organisational health programmes aim at educating employees about health problems, means of
maintaining and improving of health, etc. These programmes cover drinking and smoking
cessation, hypertension control, other forms of cardiovascular risk reduction, family planning,
etc. Effective implementation of these programmes result in reduction in absenteeism,
hospitalisation, disability, excessive job turnover and premature death. This programme should
also cover relaxation, physical exercise, diet control, etc.
(iv) Alternative Work Schedules

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Alternative work schedules including work at home, flexible working hours, staggered hours,
reduced work week, part-time employment which may be introduced for the convenience and
comfort of the workers as the work which offers the individual the leisure time, flexible hours of
work is preferred.
(v) Participative Management and Control of Work
Trade unions and workers believe that workers’ participation in management and 1e improves
WL. Workers also feel that they have control over their work, use their skills and make a real
contribution to the job if they are allowed participate in creative and decision-making process.
(vi) Recognition
Recognising the employee as a human being rather than as a labourer increases the QWL
Participative management, awarding the rewarding systems, congratulating the employees for
their achievement, job enrichment, offering prestigious designations to the jobs, providing well
furnished and decent work places, offering membership in clubs or association, providing
vehicles, offering vacation trips are some means to recognise the employees.
(vii) Congenial Worker-Supervisor Relations
Harmonious supervisor-worker relations gives the worker a sense of social association,

belongingness, achieve of work results, etc. This in turn leads to better QWL.
(viii) Grievance Procedure
Workers have a sense of fair treatment’ when the company gives them the opportunity to
ventilate their grievances and represent their case succinctly rather than settling the problems
arbitrarily.
(ix) Adequacy of Resources
Resources should match with stated objectives; otherwise, employees will not be able to attain
the Objectives. This results in employee dissatisfaction and lower QWL
(x) Seniority and Merit in Promotions
Seniority is generally taken as the basic for promotion in case of operating employees. Merit is
considered as the basis for advancement for managerial people whereas seniority-c is preferred

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for promotion of ministerial employees. The promotional policies and activities should be fair
and just in order to ensure higher QWL.
(xi) Employment on Permanent Basis
Employment of workers on casual, temporary probationary basis gives them a sense of

insecurity. On the other hand, employment on permanent basis gives them security and leads to
higher order QWL.
3.6 STRATEGIES FOR IMPROVEMENT OF QWL:
The strategies for improvement in quality of work life include self-managed work teams,
redesign and enrichment, effective leadership and supervisory behaviour, career development,
alternative work schedules, job security, administrative orgastisational and participating
management.
(i) Self-managed Work Teams
These are also called autonomous work groups or integrated work teams. These work teams are
formed with 10 to 20 employees who plan, co-ordinate and control the activities of the team with
the help of a team leader who is one among them. Each team performs all activities including
selecting their people. Each team has authority to make decisions and regulate the activities. The
group as a whole is accountable for the success or failure. Salaries are fixed both on the basis of
individual and group achievement.
(ii) Job Redesign and Enrichment
Narrow jobs can be combined into larger units of accomplishment. Jobs are redesigned with a
view to enriching them to satisfy higher order human needs.
(iii) Effective Leadership and Supervisory Behaviour
For effective leadership and supervisory behaviour ‘9-9’ style of managerial grid is suitable.
(iv) Career Development
Provision for career planning, communicating and counselling the employees about the career
opportunities, career path, education and development and for second careers should be made.

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(v) Alternative Work Schedules
Provision for flexible working hours, part-time employments, job- sharing and reduced work
week should be made.
(vi) Job Security This top the employees’ list of priorities. It should be adequately taken care of.
(vii) Administrative or Organisational Justice
The principles of justice, fair and equity should be taken care of in disciplinary procedure,
grievance procedures, promotions, transfers, demotion, work assignment, leave, etc.
(viii) Participative Management Employees should be allowed to participate in management

participative schemes which may be of several types. The most sophisticated among them is
quality circle.
Implementation of these strategies ensures higher level of quality of work life.
3.7 QWL THROUGH EMPLOYEE INVOLVEMENT (EI):
One of the most common methods used to create QWL is employee involvement. Employee
involvement (EI) consists of a variety of systematic methods that empower employees to
participate in the decisions that affect them and their relationship with the organisation. Through
(EI), employees feel a sense of responsibility, even “ownership” of decisions in which they
participate. To be successful, however, EI must be more than just a systematic approach; it must
become part of the organisation’s culture by being part of management’s philosophy. Some
companies have had this philosophy ingrained in their corporate structure for decades; Hewlett-
Packard, IBM, General Motors, Ford, etc.
Pygmalion Effect
The implications for managers and human resource specialists are to create an organisational
culture that truly treats people as though they are experts at their jobs and empowers them to use
that expertise. When management does this, a Pygmalion effect may result, which occurs when
people live up to the high expectations that others have of them. If management further assumes
that people want to contribute and seek ways to tap that contribution, better decisions, improved
productivity and a higher QWL are likely.

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3.8 QUALITY OF WORKLIFE IN GLENMARK ,BADDI- AN OVERVIEW:
As a human being we are living in a social structure set-up upon the conventions of the culture
prevailing in the environment under which certain norms & adherence to the practices is
expected for all the members of the society. Similarly, the work culture in GLENMARK is a
composite mix of various cultural, social & ethical ideologies which acts as a basis and directs
the employees to incorporate the feeling of oneness in personnel objectives with the company’
objective.
GLENMARK, BADDI takes into consideration a number of factors that are responsible for
providing better quality of work life to the employees.
The services, which it renders to the GLENMARK employees, can be listed as

under:
1. MEDICAL SERVICES:
Medical facilities for GLENAMRK employees start in early days of its working .Today, salient
features of medical services can be summed up as follows-
• MAIN HOSPITAL 02
• PERIPHERAL SECTOR DISPENSARIES 03
• PLANT MEDICAL CENTERS 01
• FIRST AID BOXES 50
• QUALIFIED FIRST AIDERS 40
• ANBULANCE SERVICES AVAILABLE ON SINGLE CALL 24X7
All employees, their families and dependents are entitled to free medical aid at the company’s
well-equipped hospital and eight dispensaries located in various sectors and in the plant area.
Hospital has specialized OPD and indoor facilities. A school health services scheme provides
regular medical check-up of all the school going children.
2. CANTEEN FACILITIES:

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GLENMARK Baddi s four well-equipped canteens inside the plant and one staff canteen, which
provide catering facilities to all employees of GLENMARK. Canteens provide highly subsidized
meals, tea and snacks. There are canteen committees to manage the administration and
functioning of the canteens. These committees have equal number of representatives from
workers and management. Tea and snacks are provided at the workplace during the shift timings.
3. TRANSPORT FACILITIES:
GLENMARK management has provided subsidized transport facilities to the school going
children of employees for attending duties.
In addition, vehicle allowance and vehicle purchase loan schemes are also there in order to
facilitate the GLENAMRK employees.
The operation of vehicles transporting our employees is being monitored by a transport

committee.
4. HOUSING FACILITIES:
GLENMARK has provided around 8000 houses for different classes of employees, which are
divided in different sectors in the township area. Sector I, II, III, IV, V-A, V-B, & sector – VI.
There are hostels with all modern amenities for the workers and working women. Water and
Electricity is provided to all the houses and hostels in the township round the clock.
To meet the requirement of housing need of older employees GRIH NIRMAN SAMITI was
formed in seventies. Nearly 300 acres of surplus GLENMARK land was transferred from
GLENMARK to UP Avas Vikas Parishad.
As on date around 4000 houses have been constructed and civic amenities like roads, parks,
sewerage system is being maintained by Grih Nirman Samiti.
Loan facilities are also provided by GLENMARK for purchase as well as for renovation of
houses at a subsidy of Rs.41/10000 per month for a maximum loan of Rs.7.5 Lakh through
various financial institutions. Under the scheme to ‘build own house’, a big township named
Shivalik Nagar has come up within GLENMARK campus with all facilities.
5. EDUCATION FACILITIES:

32
GLENMARK is contributing in a big way in the field of education as a responsible Corporate
Citizen. It provides infra structural support and effective Management to the various educational
institutions.
GLENMARK educational facilities to more than 25000 students including students from
weaker section of society. Students with poor economic background are given scholarship.
In GLENMARK Township, GLENMARK education management board, Kendriya Vidyalaya

Sangathan, Uttar Pradesh Madhymic Shiksha Parishad, Chinmaya education trust and other
bodies are running 18 educational institutions from nursery to degree level which cater to the
educational needs of the children of GLENMARK employees including one degree college, One
central school, branch of Delhi Public School, seven schools run by GLENMARK Education
Management Board including 4 inter college, 1 high school and two Primary schools and a few
by private agencies
GLENMARK has established a GLENMARK Bal Bhawan, the only institute of its kind in the
whole of Uttaranchal and affiliated to National Bal Bhawan. Bal Bhawan has the facility to train
children in the field of Art, Craft, Creative Writing, English Speaking, Computer Processing,
Learn Science while play, Aero modeling, Dance, Music etc.
6. SECURITY SERVICES:
In GLENMARK, Haridwar Central Industrial Security Force (CISF) is working prominently in

order to provide total security to all the employees as well as workers in the office, in the
township area and in case of emergency situations like strikes. A separate CISF building is made
where training facilities are also there for the security.
10. BANKS AND POST OFFICES:
For the convenience of the employees, two counters of banks one each of State Bank of India
and Punjab National Bank are provided inside the plant. A post-office is also provided inside the
plant. A post-office is also provided near the main gate of the factory.

33
11. TELECOMMUNICATION CENTER:
A telecommunication center is also made inside the township in order to facilitate the employees
with telecom services.
12. FIRE SERVICES:
GLENMARK has a well-equipped fire-fighting wing to control fire in emergency. Hydrants in

sufficient number have been installed. Automatic arrangements for fire indications are also made
in critical areas. The periodical drill for firefighting is also arranged inside the plant.
13. SAFETY IMPLEMENTATION ACTIVITIES:
For the implementation of safety rules in the factory as per Factory act 1948, statutory
requirements are fulfilled regularly and inspected by the government authorities. There are
special provisions for fire extinguishing systems, modern safety guards, and control of crane
safety appliances for protection from dust and fumes and automatic fire alarm systems in
accident-prone areas.
Safety committee has been set-up consisting of representatives of workers and management,
which meets once in three months to review the safety aspects of the plant.
Departmental safety committee consisting representative of workers and management of that

department meets once in a month to review the safety aspects of the department.
14. GIFTS AND WELFARE SCHEMES FOR EMPLOYEES:
These can be summarized as follows:
• New Year Gifts :

GLENMARK ,Baddi provides all its employees with New Year gifts on every 1’st January.
The item to be presented as a gift is changed from time to time and the decision regarding
selection of item are taken by a separate committee comprises of equal number of
representatives from both the management and trade unions specially made for this purpose.
Purchase committee comprises of representatives from finance, purchase, indenture (welfare)

& recognized unions purchase gift items for New Year.
• Gift After 10 Years Of Services :

34
Every employee who completes ten years of service in GLENMARK is presented a
wristwatch as a momento.
Deaf Relief Fund Scheme:

Under the death relief fund scheme, every employee contributes as amount of RS. 1 from his
salary and the total contribution of all the employees goes to the family of the deceased
employee.
In case of employee’s death, financial assistance is given for funeral also.
Group Insurance Scheme & Employee Deposit Linked Insurance Scheme:

In order to overcome the financial difficulties by the families of deceased employees, the
management has introduced GLENMARK group Insurance Scheme w.e.f. 19-03-1975. In
addition to already existing insurance schemes, GLENMARK started a group saving linked
insurance scheme for its employee’s w.e.f. 25’th April, 1987. In this scheme, workers are
insured for an amount of Rs.10, 000 and 20,000 depending upon their status.
Provident Fund Trust Scheme:
This scheme has three parts:
• Employee provident fund trust

• Family pension
• EDLI scheme
Employee Provident Fund Trusts:
Regional Provident Fund Commissioner has exempted GLENMARK from being a member of
provident fund trust scheme because GLENMARK is having its own EPF trust which is
fulfilling all the provisions of above scheme.
Family Pension Scheme:

This scheme is effective for those employees who had joined this organization after 1972.
However, it is voluntary for employees who have joined before 1972. This scheme run through
Regional Provident Fund Commissioner & has following benefits:
 After superannuation, all the accumulated money is paid along with interest in one time.

35
 In case of deceased employee, the widow gets the pension.
 ELDI is covered under the Group Insurance Scheme and Employee Savings Linked
Insurance Scheme.
Employee Benefits
 Leave and Holidays.
 Encashment of Earned Leaves.
 Railway Confessional Ticket facility.
 Medical Attendance Rule.
 Retired Employee Contributing Health Scheme.
 Conveyance reimbursement for executive.
 Conveyance reimbursement for supervisors, non-executive employees.
 DRF (Death Relief Fund).
 ELDI Scheme.
 Group Insurance Scheme.
 Accident /medical Insurance Schemes.
 Compensation.
 Conveyance maintenance Scheme, etc.
Loans & Advances
 Festival Advance.
 Cycle Advance.
 Vehicle Advance.
 House Building Advance.
Awards & Incentives
 Cash Award for acquiring higher additional qualification.
 Study Leave.
 Sponsorship for higher studies.
 Family planning incentives.
 Plant performance payments.
 Special incentives and bonus.
 Participation in Inter Unit Sports.

36
Chapter - 04

37
Research Methodology:
Research Methodology is the investigation of specific problem in detail. At first problem is

defined carefully for conducting research. There should be a good research plan for conducting
research. No research can be done without data collection. After all this analyze is made for
getting solution for problem.
 Defining the problem

 Defining the sampling plan
 Collection of data
 Analyze and interpretation
Defining the problem:
Defining the research problem is first necessary step for any research. This work should be done
carefully. Here research problem is to know Quality of Work Life of Employees in
GLENMARK
Sampling Plan:
The sampling plan calls for three decisions.
1. Sample Type: I have opted for Probability Sampling/Random Sampling.
2. Sampling Unit: I have completed my survey in BADDI.
3. Sample Size: The selection of 40 respondents was done for the study.
Collection of Data: Collection of Data was done through:
Observation Method:
A keen observation was made on the following activities in the GLENMARK office-
a) Punctuality of employees.
b) Behavior of employees with one another.
c) Maintenance of discipline by the employees.

38
Interview Method:
Face to face interviews of the employees were taken on how they feel in the organization and
how they feel about the QWL provided by GLENMARK
Structured Questionnaire Method:
In this a sample of size 40 was taken covering different levels of organization structure and
different departments.
Around 30 questionnaires were distributed among the Workers in the factory premises.10
questionnaires were distributed to the executive level.
Analyze the information:
After all interviews and/or observations have been made, i have tabulated the collected data &
developed frequency distributions.
Thus the whole data was grouped aspect wise and was presented in tabular from. Thus,
frequencies & percentages were to render impact of the study.
Presentations of findings:
This was the end product of the research process.

39
Chapter - 05
Analysis of the response (as received through Questionnaire):
Q. No. 1. What do you particularly like about your job in GLENMARK?

40
The various reasons given by employees in reference to the question “What you particularly like
about GLENMARK”
• Nice work culture.
• Quality of work life.
• Continuous learning.
• Creativity.
• Job Security.
• Independent working.
Q. No.1. I am satisfied with the working conditions provided by the GLENMARK
A. Agree 75% B. Disagree 25%

41
42
Q. No.3. How motivating is the work environment?
A. Extremely motivating 50.0%

B. Fairly motivating 37.5%
C. Demotivating 07.5%
D. Neither motivating nor demotivating 05.0%

43
50.00%
50.00%
37.50%
40.00%
30.00%
20.00%
7.50%
5.00%
10.00%
0.00%
Highly Rather Not much Not at all
intresting Intresting intresting Intresting
Q. No.4. Do you find work assigned to you is interesting?
A. Highly interesting 56.15%

B. Rather interesting 29.82%
C. Not much interesting 12.28%
D. Not at all 1.75%

44
0.6 56.15%
0.5
0.4
29.82%
0.3
0.2
12.28%
0.1
1.75%
0
Highly intresting Rather Intresting Not much Not at all
intresting Intresting

45
Q. No .5. Does the company is able to meet its values?
Values To great To very little Not at all Always

extent extent
 Foster learning
 Zeal to excel
 Respect for dignity
 Team playing
 Integrity fairness in all

matters

46
Q. No .6. Are you satisfied by the direction, guidance and support provided by your
superiors?
A. Highly satisfied 86%
B. Satisfied 10%
C. Dissatisfied 3%
D. Highly dissatisfied 1%
100
90
86
80
70
60
50
40
30
20
10 10
0 3 1
Highly satisfied Satisfied Dissatisfied Highly
dissatisfied

47
Q. No .7. How do you feel about the communication process in GLENMARK., both horizontals
and vertical?
A. Highly satisfied 81.62%
B. Satisfied 7.76%
C. Dissatisfied 6.26%
D. Highly dissatisfied 4.34%
90 81.62
80
70
60
50
40
30
20
7.76
10 6.26
0 4.34
S2
Highly Satisfied
Satisfied
S1
Dissatisfied
Highly Satisfied

48
Q. No .8. Do the other departments in the GLENMARK cooperate with each other?
A. Yes 80.0%
B. No 20.0%
Interdepartmental Cooperation
20
yes
no
80

49
Q. No .9. Do you feel free to offer comments and suggestions?
A.) Yes 75.0%
B.) No 25.0%
percentage of employee who think they feel free

to offer comments & suggestion
25
75

50
Q. No .10. How far the promotion policies practiced in your company are fair?
A. Very fair 86.93%
B. Rather fair 10.56%
C. Not that fair 02.30%
D. Not fair at all 00.51%
100
90
86.93
80
70
60
Series2
50
Series1
40
30
20
10 10.56
0 2.3 0.51
Very Fair Rather Fair Not that Fair Not Fair at all

51
Q. No .11. Are you satisfied with the safety measures being taken by the
Company?
B. Satisfied 01.06%
Safety measures taken by company
100 98.32
90
80
70
60
50
40
30
20
10 1.06 0.62 0
0 S1
Highly Satisfied Dissatisfied Highly
Satisfied Satisfied
people

52
Q. No .12. Are you satisfied with the Quality of work being performed by the staff of
Human Resource?
A. Highly satisfied 99%
B. Satisfied 01%
C. Dissatisfied 00%
D. Highly dissatisfied 00%
Social Responsiblity Towards Society
99
100
90
80
70
60
50
40
30
20
10 1 0 0
0
Always To great To vey little Not at all
Extent Extent

53
Q. No .13. The job utilizes most of my skills and abilities,
A. Strongly Agree 33%
B. Agree 49%
C. Disagree 13%
D. Strongly Disagree 05%
2, 5%
5, 13%
13, 33%
A
B
C
D
20, 49%

54
Q. No .14. The Welfare activities provided are,
A. Excellent 30.0%
B. Good 45.0%
C. Average 17.5%
D. Poor 07.5%
Welfare Activities Provided
7
17 30
Exellent
Good
Average
Poor
45

55
Q. No .15. Does the company full fills its social responsibility towards society?
A. Always 99%
B. To great extent 01%
C. To very little extent _
D. Not at all _
Social Responsiblity Towards Society

99
100
90
80
70
60
50
40
30
20
10 1 0 0
0
Always To great To vey little Not at all
Extent Extent

56
Q. No .16. There is a balance between stated objectives and resources provided by the
GLENMARK.
A. Strongly agree 20.0%

B. Agree 47.5%
C. Disagree 32.5%
D. Strongly disagree _

57
Q. No .17. Are you satisfied with the Quality of work life in GLENMARK?
B. Satisfied 03.01%
Satisfaction with QWL
100
95
90
80
70
60
50
40
30
20
10
0 3 1 1
Highly Satisfied Satisfied Dissatisfied Highly Satisfied

58
Q. No .18. Any suggestion you would like to give for overall improvement of GLENMARK. and
the quality in work life?
The suggestions given by the employees are:

• To adopt all the manual rules of welfare.
• To apply the disciplinary action plans for the appropriate working culture.
• To arrange the workshop for improving the personality development of employees.
• To provide a good field for education and mental development supporting activities.
• To provide a wider sphere for renovation like playing and co-curricular activities.
• To apply all the psychological norms for the individuals.
• Proper recognition of performance.
• Adoption of latest technologies in all spheres.
• Training for all employees on regular basis.
• Improve canteen facilities.
• Inculcate discipline in employees.
• Must have professional colleges.
• Should appoint a heart specialist.

59
Chapter - 06

60
6.1 OBSERVATIOS:
 Working with this organization gave me my first hand experiences of Personnel

management & its various implications in the real life situations which one can only see
in the corporate world where you encounter the persons. GLENMARK has a bright
future.
 The efforts made by GLENMARK, Ranipur to provide a good quality of work life to the
employees are undoubtedly credible. An attitude of belonging ness is constantly shown
by the organization and sincere efforts are made for making the environmental conditions
better for the employees both in the office and at home. The employees are so much
satisfied with the welfare activities of GLENMARK that they use the following
statement as the full form of GLENMARK :
“BE HAPPY AND ENJOY LIFE”
 I learnt how and what types of facilities are being provided to the employees.
 I also observed how they are doing the Performance Appraisal on basis of the
achievement of the targets by the employees in the time given to them through ERP.
 They emphasis on providing proper working environment to their employees, so that the
employees can work efficiently & smoothly.

61
6.2 FINDINGS:
♦ The canteen facilities being provided in GLENMARK are considered to be excellent. The
categories of food (Roti-thali, Puri-thali, Packed food etc.), quality of food and above all
their rates are very nominal to the employees. The subsidized rates of tea and snacks are also
quite attractive.
♦ The employees are very much satisfied with the township facilities like allotment of
residences in the township, round the clock supply of electricity and water, well-maintained
roads, beautiful plantations on the roadside etc.
♦ The transport facilities provided to the employees are also satisfactory, whether it is in the
form of local public transport (bus, tempo etc.) or in the form of transport allowance.
♦ The recreation facilities in GLENMARK are sufficient enough to entertain the employees.
The indoor and outdoor games, theaters and various competitions arranged time to time help
the employee to maintain a good mental level and creativity.
♦ The banks and post office services are satisfactory and fulfill the basic requirements of the
employees.
♦ All the employees have harmonious relationship with their Bosses, Subordinates and
Colleagues and efforts to maintain this are constantly made by all the employees.
This is depicted by the responses given by the employees in the questionnaire. Most of the
employees, when any problem occurs concern to their immediate bosses or superiors.
♦ The working schedules and the location of the office/workplace suit to the employees of the
GLENMARK
♦ Major portion of the workforce in GLENMARK is motivated by Incentives & bonus and the
rest by Performance appraisal, Increase in facilities etc.
Overall near about all the employees of GLENMARK give positive responses which confirm
that they are satisfied with the Quality of work life in the organization.

62
6.3 SUGGESTIONS:
Some of the suggestions, which if accepted and implemented, can definitely acts as a helping
hand to GLENMARK towards the accomplishment of goal of providing a good quality of work
life in a more efficient and effective manner.
These suggestions are:
1. Organization must enhance work force motivation to improve productivity. Workers must
be encouraged and motivated to develop a customer satisfaction mind set.
2. At present according to Death Relief Fund Scheme, on the death of any employee, a
contribution of Rs. 5/- each from the whole staff is collected and given to the family of the
demised employee.
Dividing the amount of contribution in to the following categories of working staff ing
GLENMARK according to their designation can modify this scheme:
Workers Rs. 5 Each

Supervisors Rs. 8 Each
Executives Rs. 10 Each
3. This amount is not only affordable but also desirable since this will besides increasing the
quantum of support to the deceased will also inculcate a feeling of charity & solidarity.
4. Although the medical facilities being provided at GLENMARK are quite effective but have
one drawback. The numbers of specialist doctors are not adequate. Also the doctors are
not allowed to visit the house of the patients under any circumstances. Even in the case of
emergency the patients have to contact the main hospital, an ambulance is sent to the
patient’s house and the patient is brought to the hospital for treatment.
The doctors should be granted permission for home visit under emergency conditions such
as accidents, heart attacks, and emergency Labour pains etc.
5. The security arrangements should be tightened in the township in order to avoid thefts and
unpleasant offence in the township.

63
6. There should be one rest room for the employees of the main administrative building so that
they can take rest in case of uneasiness or any other minor health problem like headache,
nausea etc.
7. The offices of the employees working in the administrative building should be centrally air
conditioned so that they can work in a cool environment.
6.4 CONCLUSION:
The improvement in the Quality of Work life has brought about a lot of changes. For example it
has brought about
♦ Increase in the productivity

♦ Improvement in Quality
♦ Team spirit
♦ Marked reduction in absenteeism & Labour turnover
As a human being we are living in a social structure. This set-up is based upon the conventions
of the culture, prevailing in the environment under which certain norms & adherence to the
practices is expected for all the members of the society. Similarly, the work culture in
GLENMARK is a composite mix of various cultural, social & ethical ideologies which acts as a
basis and directs the employees to incorporate the feeling of oneness in personnel objectives
with the company’ objective.
It seems that a conducive environment is prevailing in

GLENMARK and a feeling of individual commitment, dedication along with the sense of
responsibility in accomplishing the organizational goal is predominant in GLENMARK work
culture.
Thus, we can say that the GLENMARK is very caring and considerate to its employees.
Also it is observed & evaluated through a proper analysis of the questionnaire that the
employees are satisfied & contended while working in GLENMARK under present conditions.

64
6.5 LIMITATIONS:
a) The information provided by the workers is not definitely true.
b) The samples of workers are not representative of the total workforce.
c) The workers hesitate disclosing the true facts in order to secure their job.
d) There is no measure to check out whether the information provided by the Workers is
correct or not.
e) Limited money available for project.
BIBLIOGRAPHY:
Books:

65
1. C.B. Mamoria and S.V. Gankar, Personnel Management, Himalaya Publishing House,
2007, pp. 599-603.
2. K. Aswathappa, Human Resource Management, Tata McGraw-Hill, 2008, pp. 399-401.
3. L.M Prasad, Organisational Behaviour, Sultan Chand & Sons, 2008, pp. 225-228.
4. P.Subba Rao, Essentials of Human Resource Management and Industrial Relations,

Himalaya Publishing House, 2007, pp. 657-663.
5. Robbins, Judge & Sanghi, Organizational Behavior, Pearson Education, 2007, pp. 95-
103.
Sites:
1. http://www.glenmarkpharma.com/home.php Retrieved December 20, 2009.
2. http://www.chrmglobal.com/Articles/183/1/Quality-of-Work-Life.html Retrieved
December 20, 2009.
3. http://www.citehr.com/attachments/46140d1236315310-project-quality-work-life-new-
microsoft-word-document.doc?date=1236315310 Retrieved December 20, 2009.
4. http://www.mbajunction.com/career/quality_work_proj.htm Retrieved December 20,

2009.
5. http://www.mbaguys.net/t590/ Retrieved December 20, 2009.
6. http://profile.iiita.ac.in/pchand_mba05/pom/glenmark.pdf Retrieved December 20, 2009.
7. http://www.vikalpa.com/pdf/articles/1978/1978_Jul_Sep_167_171.pdf Retrieved
December 20, 2009.

66
QUESTIONNAIRE
“Enhancing Productivity through Employees Satisfaction”
Please ‘Tick’ /fill your choice

_____________________________________________________________________________
_1. Name (Optional):
2. Age Group (Yrs.): a) Below 25 b)25-30 c) 31-40 d) 41-45 e) 45 &

Above.
3. Category of Employee: a) Jr. Officer/Officer b) Executive/Sr.Executive c)Asst.

Manager /Manager
4. Qualification Group: a) I.T.I./Diploma
b) Degree/B.A./B.Sc/B.Pharma/ B.tech
c) MBA/MSc/M.Pharma
_____________________________________________________________________________
Q. No.1. I am satisfied with the working conditions provided by the GLENMARK.
A.) Agree B.) Disagree
Q. No.2. How motivating is the work environment?
A.) Extremely motivating B.) Fairly motivating
C.) Demotivating D.) Neither motivating nor demotivating

67
Q. No.3. Do you find work assigned to you is interesting?
A.) Highly interesting B.) Rather interesting
C.) Not much interesting D.) Not at all
Q. No .4. Does the company is able to meet its values?
Values To great To very little Not at all Always

extent extent
 Learning
 Zeal to excel
 Respect for dignity
 Team playing
 Integrity fairness in all

matters
Q. No .5. Are you satisfied by the direction, guidance and support provided by your
superiors?
A.) Highly satisfied B.) Satisfied
C.) Dissatisfied D.) Highly dissatisfied
Q. No .6. How do you feel about the horizontal communication process in GLENMARK.?
Q. No .7. How do you feel about the vertical communication process in GLENMARK., ?

68
C.)Dissatisfied D.) Highly dissatisfied
Q. No .8. How do you rate interdepartmental cooperation?
A.)Very High B.) High
C) Average D) Low
Q. No .9. Do you feel free to offer comments and suggestions?
Yes No
Q. No .10. How far the promotion policies practiced in your company are fair?
A.) Very fair B.) Rather fair
C.) Not that fair D.) Not fair at all
Q. No .11. Are you satisfied with the safety measures being taken by the
Company?
Q. No .12. Are you satisfied with the Quality of work being performed by the staff of
Human Resource?
Q. No .13. The job utilizes most of my skills and abilities,
Strongly Agree Agree
Disagree Strongly Disagree

69
Q. No .14. The Welfare activities provided are,
Excellent Good
Average Poor
Q. No .15. Does the company full fills its social responsibility towards society?
A.) Always B.) To great extent
C.) To very little extent D.) Not at all
Q. No .16. There is a balance between stated objectives and resources provided by the
GLENMARK.
A.) Strongly agree B.) Agree
C.) Disagree D.) Strongly disagree
Q. No .17. Are you satisfied with the Quality of work life in GLENMARK?
Q. No. 18. What do you particularly like about your job in GLENMARK?
___________________________________________________________________________-
___
_____________________________________________________________________________
_
_______________________________________________________________________________________________________
_

70
Q. No .18. Any suggestion you would like to give for overall improvement of GLENMARK. and
the quality in work life?
___________________________________________________________________________-
___
_____________________________________________________________________________
_
_______________________________________________________________________________________________________
_
Thank you for your participation

71

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QUALITY OF WORK LIFE

Roll No. : - 1311

SUMMER INTERNSHIP PROJECT REPORT

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

SHOOLNI INSTITUTE OF LIFE SCIENCES &

Under the Guidance of

SILB-School of Business Management

Place: SOLAN RAJAN

Date: 20 JAN 2010 M.B.A. (Final Year)

SILB-School of Business Management

SILB-School of Business Management

SILB-School of Business Management

Chapter - 01 Introduction 08-11

Chapter - 03 Quality of Work Life (QWL) 43-66

Chapter - 04 Research Methodology 67-69

SILB-School of Business Management

SILB-School of Business Management

SILB-School of Business Management

SILB-School of Business Management

The objectives of the project were mainly:

 To get an overview of the company.

 To know the details of products and departments of GLENMARK

 Human Resource Department functioning.

 Employee level of satisfaction, both inside and outside the office.

 To find out effects of quality of work life initiatives on employees

 To find out way to improve quality of work life.

SILB-School of Business Management

• Better performance of employees.

SILB-School of Business Management

SILB-School of Business Management

To be an Indian Multinational Engineering Enterprise

 Zeal to Excel and Zest for Change.

 Integrity and Fairness in all Matters.

 Respect for Dignity and Potential of Individuals.

 Strict Adherence to Commitments.

 Ensure speed of Response.

 Fast Learning, Creativity and Team Work.

 Loyalty and Pride in the company.

SILB-School of Business Management

3.1 WHAT IS QUALITY OF WORTK LIFE?

SILB-School of Business Management

QWL is a process by which an organization responds to employee needs for developing

Vigorous Domestic and International

SILB-School of Business Management

Forces for Change

 Classical design originally gave inadequate attention to human needs.

Humanized Work through QWL

SILB-School of Business Management

Job Enlargement vs. Job Enrichment

Difference between job enrichment and job enlargement

SILB-School of Business Management

In the above figure we see

Job enrichment brings benefits, as shown in the below figure.

Benefits of job enrichment emerge in three areas

SILB-School of Business Management

Applying Job Enrichment

SILB-School of Business Management

Since job enrichment must occur from each employee’s

3.2 DEFINING QUALITY OF WORK LIFE:

SILB-School of Business Management