CHAPTER 1

1.1 INTRODUCTION

Quality of work life refers to the effective’s management of multiple responsibilities

at work, at home, and in the other aspects of life, it is an issue that is important both to the
organization and to employees. In the current economic scenario, organizations are hard
pressed for higher productivity and need employees with improved quality of work life as an
employee with better quality of work life will contribute more meaningfully towards the
organizational growth and success.

Quality of work life (qwl) is viewed as an alternative to the control approach of

managing people .The quality of work life approach considers of people as an “asset” to the
organization rather than as “cost”. It believes that people perform better when they are
allowed to participate in managing their work and make decisions.

Quality of work life (QWL) is viewed as an alternative to the control approach of

managing people. The QWL approach considers people as an ‘assets’ 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.

Quality of work life as in Organisation

 In current scenario every organization wants more output in comparison of less input, it
can be possible when working employee find its working pe comfortable as per the job
requirement.

 It’s very important for an organization to make a Quality between its employees and
working environment relationship.

 Now-a-days, there is no balance between the family and. work life due to job pressure
and conflicting interests and over-socialization that lead to too much of interest about
the co-workers for satisfaction of their ego, creating problems in the minds of
neighbours.
MEANING

Quality of work life is a person’s life. It covers a person’s feelings about every
dimension of work including economic rewards and benefits, security.

Organizational and interpersonal relations and its intrinsic meaning in person’s life,
therefore we can simply say quality of work life is a concern not only to improve life at work,
but also life outside work.

Organizational and interpersonal relations and its intrinsic meaning in person’s life,
therefore we can simply say quality of work life is a concern not only to improve life at work,
but also life outside work.

DEFINITION

According to American Institution of Human Welfare Association Quality of work

life has been defined in different ways , in its simplest forms , the concept is seen to be
concerned with employee job satisfaction , particularly in relation to how much access is
available to tangible aspect of work such as income , and employment benefits .

According to Robbin Eward defines Quality of work life is a process of working

organizations which enable its members the organizations environment methods and
outcomes this the twin goals of enhanced effectiveness of organization and improved quality
of work life at work for employees .
1.2 NEED OF THE STUDY

 This study mainly focus on identify the various factors which contribute to quality of
work life of employees in the Sitel.
 The need for the study is the purpose of conducting a study among the employees of a
Sitel.
 The main focus of the study is to identify the effectiveness and the satisfaction of the
employees in Sitel.
 Many organizations both private and public have realized the importance of the
quality of work life and have taken a step in the way of systemic efforts to improve
the quality of work life of their employees.
 There are various studies on relationship between working condition and new forms
of work in the organization.
 1.3 SCOPE OF THE STUDY

 The scope of the study would benefits organisation by identify the present level of the
quality of work life and the various technique for improving the same
 The scope of the study is to vital role in the organisation as it reflects in high
productivity high morale, increased organisation effectiveness and peaceful industrial
relation.
 Quality of work life pays is to find benefits of the employees regarding of welfare
facilities provided by the organisation.
 The scope of the study would benefits the organisation by identify the various
techniques and tools for improving the quality of work life in the organisation.

The scope of the study is to know quality of work life and band on that we can know the
overall productivity of the organisation
 1.4 OBJECTIVES FOR THE STUDY

PRIMARY OBJECTIVES OF THE STUDY

To study the Quality of work life in SITEL GROUPS, Chennai, India

SECONDARY OBJECTIVES OF THE STUDY

 To study about the welfare activities carried out in organization

 To analysis the factors that affect the quality of work life and away to improve it

 To study the existing work life among the employees in the organization

 To suggestion to method to improve the Quality of work life in the organization.

 1.5 LIMITATIONS

 The research was conducted within the limitation of organisation

 The sample was confired to 200 respondents therefore , this study cannot be regarded
as “ full” proof “one”
 Some respondent hesitated to give the actual situation, They feared that the
management would take any action against them.
 There was a fear of reprisal among the employees to reveal their personal feeling and
the result may not reflect the actual satisfaction
 Few did not fill the questionnaire completely.
INDUSTRY PROFILE

INTRODUCTION

Business Process Outsourcing (BPO) is a form of outsourcing that involves the

contracting the operations and responsibilities of specific business functions to a third-party
service provider originally , this was associated with manufacturing firms , such as coca cola
that outsourced large segments of its supply chain . In the contemporary context, it is
primarily used to refer to the outsourcing of service.

BPO is typically categorized into back office outsourcing which includes internal business
function such as human resources or finance and accounting and front office outsourcing,
which includes customer related services such as contact center services. BPO that is
contracted to a company’s country is called “offshore outsourcing’’ BPO that is contracted to
a company” s country is called “Near shore outsourcing ‘’ .Given the proximity of BPO to
the information technology, industry. It is also categorized as an Information Technology
Enabled Service or ITES Knowledge Process Outsourcing (KPO) and Legal Process
outsourcing is some of the sub-segments of business process outsourcing industry.

Outsourcing began in the early eighties when organization delegating their non – core
functions to an external organization that was specialized in provided a particular services,
functions or product. In outsourcing, the external organization would take on the management
of the outsourced, the outsourcer and the outsourcing have a great relationship between a
buyer and seller. In outsourcing, the outsourcer and trusts the outsourcing partner with vital
information. Outsourcing is no longer confined to the outsourcing of IT services, Engineering
services, creative services data entry services and much more.

Most organizations are opting to outsources because outsourcing enables organizations to

access intellectual capital , focus on core competencies , shortens the delivery cycle time and
cost significantly . Organization feel outsourcing is an effective’s business strategy to help
improve their business.

Business process outsourcing is types of outsourcing that involves contracting of the

operations and the responsibilities of a specific business process of function to a third party
service provider. It is the act of giving a third – party the responsibility of running what
would otherwise to contract for services that are not within the scope of their expertise , so
that they can focus their time , money and energy on their core competencies instead of
wasting valuables resources trying to gain understanding of areas that are somebody else’s
expertise .

BPO is a socio- technical business innovation that provides rich new sources of competitive
advantage. By socio- technical we mean that BPO requires skilful management of people and
technology (hardware and software). The manager who initiates a BPO strategy must find
effectives ways to introduce people to technology and vice – versa.

BPO INDUSTRY – INDIA

Various countries have become a popular destination for outsourcing. India has its
own advantage which has made it as a natural destination for outsourcing. The labour costs
are at least 40 to 50 % cheaper compared to developed countries. It is not only low cost game
for India. People are highly skilled. India has the vast population that can speak and
understand English.

Every year 2.1 million graduates come out of schools, this ranges from humanitarian
graduates to high-class engineers. Apart from labour skills, India is rapidly developing its
infrastructure to support highly skilled labours. The industry has been growing rapidly. It
grew at a rate of 38% over 2005 .For the financial year 2015 the projections is of u$$11.4
billion. India thus has some 5-6% share of the total Industry, but a commanding 63% share of
the offshore component

The current recession in several economics has affected the bottom – line of several
companies outsourcing has become a common tool for cutting the cost thereby improving the
bottom –line Availability of cheap labour in developing as a natural destination based in its
attractive . .

INDUSTRY SIZE

India has revenues of U$$ 11.9 billion from offshore BPO and U$$ 31 billion from IT
and total BPO (expected in 2009) . India thus has some 5-6% share of the total BPO
industry , but a commanding 65% share of the offshore component . This 65% is a drop from
the 70% offshore share that India enjoyed last year , despite the industry growing 39% in
India last year , other locations like Eastern Europe , Philippines ,Morocco, Egypt and South
Africa have emerged to take a share of the market .

China is also trying to grow from a very small base in this industry; however, while the BPO
industry is expected to continue to grow in India, Its market share of the offshore piece is
expected to decline.

BPO BENEFITS AND LIMITATIONS

An advantage of BPO is the way in which it helps to increase a company’s flexibility.

However several sources have different ways in which they perceive organizational
flexibility .Therefore business process outsourcing enhances the flexible in its required
capacity and does not require a company to invest in asset, thereby making the company
more flexible outsourcing may provide a firm with increased flexibility in its resource
management and may reduce response times to major environmental changes.

Most service provided by BPO vendors are offered on a fee-for –service basis. This can help
a company becoming more flexible by transforming fixed into variable cost. A variable cost
structure helps a company responding to changes in required capacity and does not require a
company to invest in asset, thereby making the company more flexible outsourcing may
provide a firm with increased flexibility in its resource management and reduce response
times to major environmental changes.

THREATS

Risk is the major drawback with Business Process Outsourcing. Outsourcing of an

Information System, for example, can cause security of North American or European
company data is more difficult to maintain when accessed or controlled in the Sub-
Continent. From a knowledge perspective, a changing attitude in employees, underestimation
of running coasts and the major risk of losing independence, outsourcing leads to a different
relationship between an organisation and its contractor.
 COMPANY PROFILE

INTRODUCTION:

SITEL GROUPS

SITEL Group’s 80,000 people across the globe connect many of the world’s best-known
brands with their customers -3.5 million times every day. As a global customer experience
(CX) management leader, we apply our 30+ years of industry-leading experience and the
entrepreneurial spirit of our group’s founders to deliver Omni channel experiences through
voice, chat, social media and more to customers of our 400+ clients across all verticals –from
Fortune 500 companies to local start-ups.

Our group’s breadth of capabilities –powered by our ecosystem of experts including innso,
Learning Tribes, Sitel, Sitel Insights and TSC –go beyond business process outsourcing
(BPO) to support every stage of the customer journey. We are redefining the contact centre
and improving business results by pairing innovative solutions –such as self-care and
automation – with the human touch, emotion and empathy of our people.

As a CX platform, we are powered by experts to deliver tailored CX solutions to fit our

clients’ needs through our consultative, customer centric approach adding value at every
touch point -regardless of location, channel or time of day.

SITEL Facts & Figures at a glance

 1.9 Billion Dollar Revenue (Estimated 2019)

 49/51 Balanced revenue (U.S./EMEA)
 Investing in CX innovation and employee experience.
 3.5 million Experience delivered daily.
 400 plus Clients.
 80,000 Associates.
 100 plus Offices.
 Located in 28 countries.
 Americas (Brazil, Canada, Colombia, Mexico, Nicaragua, Penama, United
States).
 Europe (Bulgaria, Denmark, France, Germany, Greece, Ireland, Italy, Netherland,
Poland, Portugal, Serbia, Spain, United Kingdom).
 Africa (Ivory Coast, Morocco, Senegal).
 APAC (Australia, China, India, New Zealand, Philippines).
SITEL Values
Be Bold:

Seek innovation stay open minded.

Do more with less. Be passionate.

Dare to be different.

Build Trust :

Be authentic.

Lead by example. Communicate fearlessly.

Actively engage. Take ownership.

Work Together:

Have Fun.

Build relationship.

Leverage collective genius.

Inspire others.

Give Back.

Wow Customer:

Listen intently.

Show empathy.

Create unique experiences.

Add value.

Always over deliver.

SITEL MAX

Improving our Association Experience and making their journey more enjoyable and
productive.

 Leverage our collective genius.

 Focused on our frontline.
 Aligned to people KPIs.
  Build around Small tents

SITEL JOURENY

SITEL DIVERSIFIED CLINT PORFOLIO

Culture & Partnerships

2018 & 2019-Winner of Frost & Sullivan’s Big Kahuna “Work Hard, Play Hard Award for
Excellent in Company Culture” (Sitel Group).

2019-Stevie Awards, Bronze: “The Employee Experience is the Customer Experience” and
“Sitel Nicaragua Exceeds Performance Expectations through Trust and Communication”

Industry Recognition

IAOP’s “Global Outsourcing 100” for14th consecutive year CRM Magazine, Leader in
Contact Centre Outsourcing

Analyst Recognition

Leader in the Everest Peak Matrix for 6 consecutive years

ISG Provider Lens Archetype Report, Leader in Customer Service Buyers, Peak Season
Buyers and Digital Experts
 CHAPTER 2
REVIEW OF LITERATURE

INTRODUCTION

Quality of Work Life has always been up in studying organizational behaviour. It is evident
from the history that direct studies on Quality of Work Life started pouring-in after the first
paper presentation by Davis in 1972 at Arden House, US and thereafter, there was a greater
pressure on Quality of Work Life studies as organizations increasingly adopting the
philosophy of making the man happy at work for enhancing their motivation and will to
work. In present scenario of high technology world, it has become a great concern for
management as well as employees. Quality of working life is the most substantial work
related behavioural phenomenon which has positive impact on production, work culture and
effectiveness of the organization. Though lot of work has been done on Quality of Work Life
in different areas, but unfortunately a bit attention has been made to variables pertaining to
the current research endeavor. Therefore, special attentions of researcher especially have
been made on this point.

Drake (1990) investigated the relationship of Ego-Strength and tolerance of ambiguity to

divorce adjustment. The study predicted that there would be a positive relationship between
Ego-Strength and divorce adjustment. It also predicted a positive relationship between
tolerance of ambiguity and divorce adjustment. Results indicated that Ego-Strength had a
much larger relative contribution to divorce adjustment than did tolerance of ambiguity or the
additional combination of predictor variables.

Singh and Singh (1992) examined the effects of role stress, organizational climate and Ego-
Strength on the psychological strains namely environmental 95 frustration, anger reactions,
latent hostility and job anxiety of middle level managers. Results indicated significant
differences (a) between environmental frustration, anger reaction and job anxiety in high and
low stress group, (b) between job anxiety in high and low organizational climate group and
(c) between job anxieties in high and low Ego-Strength groups. However, the interactional
effects of all the three variables on psychological strain were found to be statistically
significant.

Adams and Marshall (1996) in their study on identity offered as one proposition that identity
is shaped by the living systems around the individual and, in turn, adolescents will shape and
change these same living systems. Indeed, they identified five common functions of identity
that incorporate varying representations of the EgoStrengths. The essences of these functions
are: (a) structure for understanding, (b) meaning and direction, (c) personal control and free
will, (d) consistency, coherence, and harmony, and (e) recognition of potential.

Ego-Strength has a role not only in individual assessment and functioning but also in group
assessment and functioning. Bernadett-Shapiro (1998) contend that screening tools and/or
screening interviews that focus on interpersonal and EgoStrengths yield valuable assessment
data for group selection. Marked heterogeneity in Ego-Strength most often is an exclusion
factor for both open and closed process oriented psychotherapy groups in that widely
disparate levels of Ego-Strength can make progress beyond the initial stages of group process
laborious and painful (MacKenzie,1990; Yalom,1995).

In his comprehensive study of personality disorders and character logic disturbances, Akhtar
(1995) noted the connection between Ego-Strength and identity and discusses the assessment
of identity in the clinical interview, where Ego-Strength is 96 lacking to some degree with
respect to object relationships; defensive functioning; sense of reality of the world and the
self; regulation and control of drives, affects, and impulses; and synthetic integrative
function, identity diffusion etc.

In a series of experiments, Baumeister et al. (1998) and Muraven et al. (1998) tested the
hypothesis that acts of self-regulation would deplete Ego-Strength, rendering further acts of
self-regulation more difficult. In each experiment, participants completed a self regulation
task, after which they were given a second self-regulation task, in an unrelated domain. The
first self-regulation task was expected to deplete their EgoStrength so that they would have
difficulty completing the second self-regulation task. In each experiment, the two tasks were
drawn from unrelated domains to test the notion that there is a limited supply of energy
common to all acts of self-regulation. In a variety of domains, individuals were unable to
maintain self-regulation in a second situation.

Pamela (2000) conducted a study on re-examination of ego function from the perspective of
Ego-Strength rather than ego deficit. She concluded that identifying and assessing Ego-
Strength helps nurse psychotherapists locate clients on a developmental continuum, suggests
a place to join with the client at the inception of therapy, and provides data to develop
therapeutic goals.
Freeman (2001) conducted a study with the purpose to investigate the extent to which
measures of Ego-Strength contribute to the prediction of academic achievement. Significant
relationships were found between and among the five psychosocial EgoStrengths such as
Hope, Will, Purpose, Competence and Fidelity. Several relationships were found between
students’ psychosocial Ego-Strength attributes and parents’ educational levels. A positive
significant relationship was found between the total Ego- 97 Strength and academic
achievement. Some differences were found between race and the Hope subscale, faith
participation, and faith importance. Race was also found to have a significant influence on the
predictive relationships between psycho-social total Ego-Strength and academic achievement.
Total Ego-Strength was found to be a significant predictor of academic achievement.

Singh (2002) conducted a study on Ego-Strength among tribal and non-tribal males and
female. The finding of the data reveals that non-tribal males and females have higher Ego-
Strength as compared to tribal males and females respectively.

Kahan et al. (2003) examined Ego-Strength depletion as an explanation for dietary

disinhibition in restrained eaters. As predicted, the result revealed that restrained eaters who
repeatedly exercised choice ate significantly more than did restrained eaters who did not
exercise choice.

Bakken and Huber (2005) examined the ego development of White women and Black men
who were in cross-racial relationships. Twenty-one participants completed in-depth,
individual interviews, focus group inquiries and the Sentence Completion Test (SCT). The
results indicate that a majority of the participants scored at the higher levels of ego
development: 50% of the Black males and 67% of the White females were at the
conscientious stage of ego development, 25% of the Black males and 22% of the White
females were at the individuated stage. The results from the interviews and the focus groups
substantiated the participants’ scores on the SCT, exemplifying the complexity in which
Black men and White women perceive themselves as individuals and others in relationships.

Markstrom et al. (2005) studied Ego-Strengths in relation to adolescent’s involvement in

adult sponsored structured youth activities. Five-hundred and seventeen 98 high school
students completed measures on their involvement in structured activities and eight on Ego-
Strengths. Gender, age, and socio-economic status were controlled. It was found that
extracurricular activities of sports, student government, and belonging to an issues group, as
well as engagement in volunteerism were related to several of the Ego-Strengths. Religious
attendance was not related to the Ego-Strengths. In longitudinal analysis, it was shown that
Ego-Strength at Time 1 predicted involvement in structured activities at Time 2 (8 months
later), but structured activities at Time 1 did not predict Ego-Strength at Time 2.

Dinesh (2006) in his study on Ego-Strength among males and females found that males have
higher Ego-Strength as compared to females their counterparts.

Moller et al. (2006) in his study on Ego-Strength assessed mood to rule it out as a mediator.
The BMIS mood measures contained two subscales (pleasant-unpleasant and arousal-calm).
A MANOVA was conducted using condition as the independent variable and the two BMIS
subscales as dependent variables. The overall effect and the effect on its different subscale
were found to be non-significant. Thus, effect did not mediate the result on Ego-Strength. He
has also assessed intrinsic motivation i.e. interest/ enjoyment for the activity to rule it out as a
mediator of Ego-Strength effects. Specifically, this measure was intended to differentiate
persistence that reflects selfregulatory strength from persistence that reflects intrinsic
motivation. An ANOVA was conducted using condition as the independent variable and
interest as dependent variable. The effect was found not significant indicating that intrinsic
motivation on the persistence activity was not affected by choice on the initial activity or
intrinsic motivation.

99 Ribeiro and Hauser (2009) investigated the impact of ego development on the
psychosocial functioning of young adults with (high-risk) and without (normative)
psychiatric history. Results show an association between those two variables, especially
strong for the high-risk group. High-risk individuals with successful psychosocial functioning
exhibited levels of ego development more similar to those of normative young adults than to
those of the remaining high-risk individuals. Moreover, as predicted, ego development
mediated the relationship between psychiatric history and psychosocial functioning. Further,
support was found for the protective role of ego development, especially for individuals with
psychiatric history.

Pestonjee et al. (2010) in a study to find out the critical influence of EgoStrength on the job
performance and job satisfaction relationship among blue-collar industrial workers revealed
no significant moderating effect of Ego-Strength on job performance and job satisfaction
relationships. The sub-group analysis among industrial workers also indicated negligible
moderating effect of Ego-Strength on job performance and job satisfaction.
 CHAPTER 3

RESEARCH METHODOLOGY

INTRODUCTION

Research is a systematic method of finding solution to problem it is essentially an

investigation , a recording and an analysis of evidence for the purpose of gaining
knowledge.

According to Clifford Woody ,’’ A research comprises of defining and redefining data ,
reaching conclusion , testing conclusion to determine whether they fit the formulated
hypothesis ”.

RESEARCH DESIGN

A research design is known as blue print of research . The research design used in this study
is descriptive research as descriptive studies attempt to obtain a complete and accurate
description of this situation .

SAMPLE DESIGN

A Sample design is a finite plan for obtaining a sample a given population . The sampling
design used in this project is this project is convenience sampling .

SAMPLING TECHNIQUES

In this study the sampling technique which is going to be adopted is non probability sampling
techniques .

SAMPLE SIZE

Total number of population in the organisation is 946 , The sample size for this study is 200
employees working in the organisation .
SOURCE OF DATA COLLECTION

PRIMARY DATA

The primary data collected from the Employees of Sitel Groups through structured
questionnaire. Primary data are those which are collected for the first time and they are
original in character

SECONDARY DATA

The secondary data is referred to the data that is collected through records , books , reports ,
magazines , websites etc .

STATISTICAL ANALYSIS

The role of statistics is functioning as a tool in design research , analyzing its data and
drawing conclusions there from . The important statistical tools used in analysis are as
follows .

1. Correlation

2. Weighted Average Method

CORRELATION

Correlation is the method for measuring the magnitude of linear relationship[ between the
two variables .It most widely used method in practice and it is known as Karl Pearson’s
Coefficient . It is donated by ‘r’

R = (∑ xy)/√ (∑ x2. ∑y2)

WEIGHTED AVERAGE METHOD

This method is better than the corresponding un weighted method in showing the relative
change. From the data available under this method, index numbers by un weighted averages
of relatives also could be calculated. This method provides scope for replacing one or more
items at a large stage.
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION:

DATA ANALYSIS:

Data analytics is the science of analyzing raw data in order to make conclusions about
that information. Many of the techniques and processes of data analytics have been
automated into mechanical processes and algorithms that work over raw data for human
consumption.

Data analytics techniques can reveal trends and metrics that would otherwise be lost
in the mass of information. This information can then be used to optimize processes to
increase the overall efficiency of a business or system.

DATA INTERPRETATION:

Data interpretation refers to the implementation of processes through which data is

reviewed for the purpose of arriving at an informed conclusion. The interpretation of data
assigns a meaning to the information analyzed and determines its signification and
implications.

The importance of data interpretation is evident and this is why it needs to be done
properly. Data is very likely to arrive from multiple sources and has a tendency to enter the
analysis process with haphazard ordering. Data analysis tends to be extremely subjective.
That is to say, the nature and goal of interpretation will vary from business to business, likely
correlating to the type of data being analyzed. While there are several different types of
processes that are implemented based on individual data nature, the two broadest and most
common categories are “quantitative analysis” and “qualitative analysis”.
4.1.1 Table Shows the Age groups of the Respondent.

S.no Particular Respondent Percentage

1 Below20 year 37 18.5
2 21-30 years 133 66.5
3 31-40 years 21 10.5
4 Above 40 9 4.5
Total 200 100

4.1.2 Table Shows the Age groups of the Respondent.

1 Below20 year
9%

4 Total 2 21-30 years

50% 33%

4 Above 40 3 31-40 years

2% 5%

INFERENCE

From the above study and out of 200 respondents it is found the age group of each employee
below 20 years employees are 18.5% 21-30 years employees are 66.5% 31-40 years are 10.5
% ,above 40 years are 4.5%.
4.2.1 Table Shows the Gender of the Respondent.

Sno Particular Respondent Percentage

1 Male 110 55
2 Female 90 45
Total 200 100

4.2.1 Chart Shows the Gender of the Respondent.

Male
28%

Total
50%

Female
23%

INFERENCE:

From the above study and out of 200 respondent it is found the employee’s gender in the
organisation 55% are Male and 45% are Female .
4.3.1 Table shows the Marital Status of the Respondent .

S no Particular Respondent Percentage

1 Married 56 28
2 Unmarried 144 72
Total 200 100

4.3.2 Chart shows the Marital Status of the Respondent .

Married
14%

Total
50%
Unmarried
36%

INFERENCE

From the above study and 200 respondents it is found the Marital status of the employees in
the organisation 28% are married and 72% are unmarried employees.
4.4.1 Table shows the Educational Qualification of the Respondent.

Sno Particular Respondent Percentage

1 SSLC 29 14.5
2 HSC 46 23
3 UG 110 55
4 PG 15 7.5
Total 200 100

4.4.2 Table shows the Educational Qualification of the Respondent.

SSLC
7%

HSC
12%

Total
50%
UG
28%

PG
4%

INFERENCE

From the above study and 200 respondents it is found the Educational Qualification of the
employees in the organisation 14.5% are SSLC ,23% are HSC , 55% are UG , 7.5% are PG.
4.5.1 Table shows the Monthly income of the Respondent.

S no Particular Respondent Percentage

1 Below 10000 132 66
2 10001-20000 34 17
3 20001-30000 26 13
4 Above 30001 8 4
Total 200 100

4.5.2 Table shows the Monthly income of the Respondent.

Respondent Percentage

200

132

66 100

34
17 26
13
8 4
Below 10000
10001-20000
20001-30000
Above 30001
Total

Inference

From the above study and 200 respondents it is found the monthly income of the employees
in the organisation 66% are below 10000 monthly income people , 17% are 10001-20000
monthly income people , 13% are 20001-30000 monthly income people and 4% are above
50000 monthly income people .
4.6.1 Table shows the Work Experience of the Respondent

S no Particular Respondent Percentage

1 0-5 year 144 72
2 6-10 year 39 19.5
3 11-15 year 17 8.5
4 Above 15 year 0 0
Total 200 100

4.6.2 Chart shows the Work Experience of the Respondent

80
72
70

60

50

40

30
19.5
20

10 8.5

0
0
0-5 year 6-10 year 11-15 year Above 15 year

Percentage

Inference

From the above study and 200 respondents is it found the work experience of the employees
72% are 0-5 years experienced person , 19.5 % are 6-10 years experienced person , 8.5% are
11-15 years experienced person , 0% are the above 15 years experienced person .
4.7.1 Table shows the Occupation of the Respondent

S no Particular Respondent Percentage

1 customer support 181 90.5
2 Trainer 11 5.5
3 Team leader 6 3
4 Manager & above 2 1
Total 200 100

4.7.2 Chart shows the Occupation of the Respondent

100
90.5
90

80

70

60

50

40 Percentage
30

20

10 5.5
3 1
0
customer Trainer Team leader Manager &
support above

Inference

From the above study and 200 respondents 90.5 % are Customer support 5.5 % are
trainer ,3% are the Team leader , 1% are the Manager above .
4.8.1 Table shows the company provide flexible working hour

Sno Particular Respondent Percentage

1 Strongly Agree 113 56.5
2 Agree 45 22.5
3 Neutral 28 14
4 Disagree 9 4.5
5 Strongly Disagree 5 2.5
Total 200 100

4.8.2 Chart shows the company provide flexible working hour

Percentage
60 56.5

50

40

30 Percentage
22.5
20
14
10
4.5
2.5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Inference

Out of 200 respondents 56.5% feels the flexible working hour provided to be strongly
Agree, 22.5% feels to be Agree, 14% feels to be as Neutral ,4.5% feels to be Disagree and
2.5% feels to be Strongly disagree .
4.9.1 Table shows the Leave facilities offered by the Management are Satisfactory

Sno Particular Respondent Percentage

1 Strongly Agree 34 17
2 Agree 122 61
3 Neutral 33 16.5
4 Disagree 7 3.5
5 Strongly Disagree 4 2
Total 200 100

4.9.2 Chart shows the Leave facilities offered by the Management are Satisfactory

Percentage
70
61
60

50

40
Percentage
30

20 17 16.5

10
3.5 2
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondents 17% feels to be Leave Facilities are Strongly Agree , 61% are feels
to be Agree , 16.5% are feels to be Neutral , 3.5% are feels to be Disagree , 2% are feels to be
Strongly Disagree .
4.10.1 Table shows the Sufficient Weekend Holidays are given

Sno Particular Respondent Percentage

1 Strongly Agree 16 8
2 Agree 25 12.5
3 Neutral 85 42.5
4 Disagree 35 17.5
5 Strongly Disagree 39 19.5
Total 200 100

4.10.2 Chart shows the Sufficient Weekend Holidays are given

Percentage
45 42.5
40
35
30
25
Percentage
19.5
20 17.5
15 12.5
10 8
5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondents 44% are feels the sufficient weekend holidays are Strongly Agree ,
39% are feels to be Agree , 10% feels to be Neutral , 6.5% feels to be Disagree , 0.5% feels to
be Strongly disagree
4.11.1Table Shows the Company provided proper sanitation Facilities

Sno Particular Respondent Percentage

1 Strongly Agree 120 60
2 Agree 39 19.5
3 Neutral 24 12
4 Disagree 13 6.5
5 Strongly Disagree 3 1.5
Total 200 100

4.11.2 Chart Shows the Company provided proper sanitation Facilities

Percentage
70
60
60

50

40
Percentage
30
19.5
20
12
10 6.5
1.5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondents 60% feels to be sanitation facilities is Strongly Agree , 19.5% feels
to be Agree , 12% feels to be Neutral , 6.5% feels to be Disagree , 1.5% feels to be Strongly
disagree
4.12.1 Table shows the Drinking Water Arrangement are good

Sno Particular Respondent Percentage

1 Strongly Agree 56 28
2 Agree 23 11.5
3 Neutral 116 58
4 Disagree 2 1
5 Strongly Disagree 3 1.5
Total 200 100

4.12.2 Chart shows the Drinking Water Arrangement are good

Percentage
70

60 58

50

40
Percentage
30 28

20
11.5
10
1 1.5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 Respondents 28 % are feels Drinking water Arrangement are Strongly agree , 11.5
% are feels to be Agree , 58 % are feels to be Neutral , 1 % are feels to be disagree , 1.5 % are
feels to be Strongly disagree
4.13.1 Table Show the Company provide Cab facility for night shift

Sno Particular Respondent Percentage

1 Strongly Agree 100 50
2 Agree 58 29
3 Neutral 20 10
4 Disagree 11 5.5
5 Strongly Disagree 11 5.5
Total 200 100

4.13.1 Chart Show the Company provide Cab facility for night shift

Percentage
60

50
50

40

30 29 Percentage

20

10
10
5.5 5.5

0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondents 50% are feels Cab Facility to be Strongly agree , 29% are feels to be
Agree , 10% are feels to be Neutral , 5.5% are feels to be Disagree , 5.5% are feels to be
Strongly disagree .
4.14.1 Table shows the Good Opportunity to develop my own Skill and Abilities

Sno Particular Respondent Percentage

1 Strongly Agree 78 39
2 Agree 46 23
3 Neutral 56 28
4 Disagree 10 5
5 Strongly Disagree 10 5
Total 200 100

4.14.1 Chart shows the Good Opportunity to develop my own Skill and Abilities

Percentage
45
40 39

35
30 28
25 23
Percentage
20
15
10
5 5
5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondents 39% are feels good opportunity to develop the skill and abilities to be
Strongly agree , 23% are feels to be Agree , 28% are feels to be Neutral , 5% are feels to be
Disagree . 5% are feels to be Strongly disagree .
4.15.1 Table Show Promotion are handled fairly

Sno particular Respondents Percentage

1 Strongly Agree 14 7
2 Agree 12 6
3 Neutral 123 61.5
4 Disagree 32 16
5 Strongly Disagree 19 9.5
Total 200 100

4.15.2 Chart Show Promotion are handled fairly

Percentage
70
61.5
60

50

40
Percentage
30

20 16
9.5
10 7 6

0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondent 7 % are feels Promotion are handle Fairly to be Strongly agree , 6%
are feels to be Agree , 61.5 % are feels to be Neutral , 16 % are feels to be Disagree . 9.5 %
are feels to be Strongly disagree .
4.16.1Table shows the Company allow Reasonable late hours

Sno Particular Respondents Percentage

1 Strongly Agree 6 3
2 Agree 56 28
3 Neutral 121 60.5
4 Disagree 3 1.5
5 Strongly Disagree 14 7
Total 200 100

4.16.2 Chart shows the Company allow Reasonable late hours

Percentage
70
60.5
60

50

40
Percentage
30 28

20

10 7
3 1.5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondent 3 % are Company allow Reasonable late hours feels to be Strongly
agree 28% are feels to be Agree , 60.5 % are feels to be Neutral , 1.5 % are feels to be
Disagree . 7 % are feels to be Strongly disagree
4.17.1Table shows the safety of the workers is a high priority with management where I
work

Sno Particular Respondent Percentage

1 Strongly Agree 130 65
2 Agree 23 11.5
3 Neutral 34 17
4 Disagree 11 5.5
5 Strongly Disagree 2 1
Total 200 100

4.17.2 Chart shows the safety of the workers is a high priority with management where
I work

Percentage
70 65

60

50

40
Percentage
30

20 17
11.5
10 5.5
1
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondent \65% are safety priority with management towards workers feels to be
Strongly agree 11.5 % are feels to be Agree , 17 % are feels to be Neutral , 5.5 % are feels to
be Disagree . 1 % are feels to be Strongly disagree
4.18.1 Table show the proper feed back is given to My performance

Sno Particular Respondent Percentage

1 Strongly Agree 58 29
2 Agree 36 18
3 Neutral 102 51
4 Disagree 2 1
5 Strongly Disagree 2 1
Total 200 100

4.18.2 Chart show the proper feed back is given to My performance

Percentage
60
51
50

40

30 29 Percentage

20 18

10
1 1
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondent \29 % are proper feed back is provided the performance towards
workers feels to be Strongly agree 18 % are feels to be Agree , 51 % are feels to be
Neutral , 1 % are feels to be Disagree . 1 % are feels to be Strongly disagree
4.19.1 Table shows the satisfied with the salary that is provided

Sno Particular Respondent Percentage

1 Strongly Agree 58 29
2 Agree 55 27.5
3 Neutral 66 33
4 Disagree 8 4
5 Strongly Disagree 13 6.5
Total 200 100

4.19.2 Table shows the satisfied with the salary that is provided

Percentage
35 33

30 29
27.5

25

20
Percentage
15

10
6.5
5 4

0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondent 29 % are satisfied with salary that is provided feels to be Strongly
agree 27.5 % are feels to be Agree , 33 % are feels to be Neutral , 4 % are feels to be
Disagree . 6.5 % are feels to be Strongly disagree .

4.20.1 Table shows the continuous performance appraisal in done by the superior
 Sno Particular Respondent Percentage
1 Strongly Agree 52 26
2 Agree 54 27
3 Neutral 46 23
4 Disagree 16 8
5 Strongly Disagree 32 16
Total 200 100

4.20.2 Chart shows the continuous performance appraisal in done by the superior

Percentage
30
27
26
25 23

20
16
15 Percentage

10 8

0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondent 26 % have done there continuous performance appraisal by the
superior feels to be Strongly agree 27 % are feels to be Agree , 23 % are feels to be
Neutral , 8 % are feels to be Disagree . 16 % are feels to be Strongly disagree

4.21.1 Table shows the My present job is as per my ability qualification & Experience

Sno Particulars Respondents Percentage

 1 Strongly Agree 25 12.5
2 Agree 58 29
3 Neutral 78 39
4 Disagree 16 8
5 Strongly Disagree 23 11.5
Total 200 100

4.21.2 Chart shows the My present job is as per my ability qualification & Experience

Percentage
45
40 39

35
30 29

25
Percentage
20
15 12.5 11.5
10 8
5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondent 12.5 % are present job is ability for qualification & experience feels
to be Strongly agree 29 % are feels to be Agree , 39 % are feels to be Neutral , 8 % are feels
to be Disagree . 11.5 % are feels to be Strongly disagree

4.22.1 Table shows the does you’re the organisation treats the employees better than
any other organisation
 sno Particulars Respondents Percentage
1 Strongly Agree 30 15
2 Agree 60 30
3 Neutral 80 40
4 Disagree 20 10
5 Strongly Disagree 10 5
Total 200 100

4.22.2 Table shows the does you’re the organisation treats the employees better than
any other organisation

Percentage
45
40
40
35
30
30
25
Percentage
20
15
15
10
10
5
5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondent 15 % are present feels does you’re the organisation treats the
employees better to be Strongly agree 30 % are feels to be Agree , 40% are feels to be
Neutral , 10 % are feels to be Disagree . 5 % are feels to be Strongly disagree

4.23.1 Table shows the canteen facilities provided in my organisations

Sno Particulars Respondents Percentage

1 Strongly Agree 5 2.5
 2 Agree 10 5
3 Neutral 8 4
4 Disagree 80 40
5 Strongly Disagree 97 48.5
Total 200 100

4.23.2 Chart shows the canteen facilities provided in my organisations

Percentage
60

50 48.5

40
40

30 Percentage

20

10
5 4
2.5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondent 2.5 % are present feels the canteen facilities provided in my
organisation to be Strongly agree 5 % are feels to be Agree , 4% are feels to be Neutral , 40
% are feels to be Disagree . .48.5 % are feels to be Strongly disagree

4.24.1 Table shows the work atmosphere is clean & transparent

sno Particulars Respondents Percentage

 1 Strongly Agree 60 30
2 Agree 53 26.5
3 Neutral 40 20
4 Disagree 39 19.5
5 Strongly Disagree 8 4
Total 200 100

4.24.2 Chart shows the work atmosphere is clean & transparent

Percentage
35
30
30
26.5
25
20 19.5
20
Percentage
15

10

5 4

0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondent 30 % are present feels the work atmosphere is clean & transparent in
organisation to be Strongly agree 26.5 % are feels to be Agree , 20% are feels to be
Neutral , 19.5 % are feels to be Disagree . 4 % are feels to be Strongly disagree

4.25.1 Table shows the level of happiness is high while involving in job

sno Particulars Respondents Percentage

 1 Strongly Agree 18 9
2 Agree 69 34.5
3 Neutral 59 29.5
4 Disagree 31 15.5
5 Strongly Disagree 23 11.5
Total 200 100

4.25.2 Chart shows the level of happiness is high while involving in job

Percentage
40
34.5
35
29.5
30

25

20 Percentage
15.5
15
11.5
10 9

0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondent 9% are present feels the level of happiness is high while involving in
job to be Strongly agree 34.5% are feels to be Agree , 29.5 % are feels to be Neutral , 15.5
% are feels to be Disagree . 11.5 % are feels to be Strongly disagree

4.26.1 Table shows the supervisor trust me fully and assign the job to me
 Sno Particular Respondents Percentage
1 Strongly Agree 35 17.5
2 Agree 24 12
3 Neutral 85 42.5
4 Disagree 35 17.5
5 Strongly Disagree 21 10.5
TOTAL 200 100

4.26.2 Chart shows the supervisor trust me fully and assign the job to me

Percentage
45 42.5
40
35
30
25
Percentage
20 17.5 17.5
15 12
10.5
10
5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondent 17.5 % have done there by the supervisor trust on employees feels
to be Strongly agree 12 % are feels to be Agree , 42.5 % are feels to be Neutral , 17.5 % are
feels to be Disagree . 10 % are feels to be Strongly disagree

4.27.1 Table shows the judgment is given by the superior without any bias
 Sno Particular Respondents Percentage
1 Strongly Agree 55 27.5
2 Agree 32 16
3 Neutral 85 42.5
4 Disagree 22 11
5 Strongly Disagree 6 3
total 200 100

4.27.2 Table shows the judgment is given by the superior without any bias

Percentage
45 42.5
40
35
30 27.5
25
Percentage
20
16
15
11
10
5 3
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Interpretation

Out of 200 respondent 27.5 % have done there by the judgment given on bias feels to be
Strongly agree 16 % are feels to be Agree , 42.5 % are feels to be Neutral , 11 % are feels to
be Disagree . 3 % are feels to be Strongly disagree

CORRELATION ANALYSIS
The bivariate correlation is undertaken between the respondents to find out the
relationship exist between Experience and judgment by superior

H0: There is no relationship between Experience and judgment by superior

H1: There is relationship between Experience and judgment by superior

Table no 4.28.1

Correlations

Experience Judgment
Experience 1 -.695-
Pearson .000
correlation
Sig(2-tailed)
N 200 200
Judgment -.695 1
Pearson
Correlation
Sig(2-tailed) .000

N 200 200

INTERPRETATION:

The bivariate correlation is undertaken between the respondents. It was hypothesized that
relationship exist between Experience and judgment by superior. The result above shows the
Positive relationship exist between Experience and judgment by superior recognition.(i,e)
r.00 =>0.05.Hence the null hypothesis is accepted.

WEIGHTED AVERAGE METHOD

AGE OF RESPONDENTS V/S FLEXIBLE WORKING HOURS

 TABLE NO: 4.29.1

AGE Below 20 21-30 YRS 31-40 YRS ABOVE 40

YRS

Strongly Agree 12 33 8 3

Agree 12 32 7 2

Neutral 10 46 2 2

Disagree 4 10 3 1

Strongly disagree 3 12 1 1

Source – Primary data

Below 20 : (5*12)+(4*12)+(3*10)+(2*4)+(1*3) /37 = 149 / 37 = 4.027

21- 30 years : (5*33)+(4*32)+(3*46)+(2*10)+(1*12) / 133 = 463 / 133 = 3.481

31-40 years : (5*8)+(4*7)+(3*2)+(2*3)+(1*1) / 21 = 81 / 21 = 3.857

Above 40 years : (5*3)+(4*2)+(3*2)+(2*1)+(1*1) / 9 = 34 / 9 = 3.777

INTERPRETATION:

From the above analysis it is concluded that most of the respondents belonging to the age
group of below 20 years are satisfied with the work conditions.

3.2 FINDINGS
 66.5% of the respondents are from the age group of 21-30 years.

 90% of the respondents are male.

 72% of the respondents are unmarried.

 72% of the respondents experience is 0-5 years

 66% of the respondents earning Income below 10000.

 72% of the respondents are under Customer support Category.

 72% of the respondents are UG graduates.

 56.5% of the respondents of work hour is strongly agree

 61% of the respondents leave facilities is agree

 42.5% of the respondents are feels weekend holidays are neutral .

 60% of the respondents with sanitation facilities are strongly agree.

 58% of the respondents with drinking water are neutral.

 50% of the respondents with cab facilities.

 39% of the respondents feels opportunity to develop skills are strongly agree

 61% of the respondents feels promotion handled fairly is neutral .

 60.5% of the respondents are neutral with reasonable late hours .

 65% of the respondents are strongly agree with safety of the workers is high priority

with management .

 51% of the respondents are neutral with feedback is given to performance.

 33% of the respondents are neutral with salary that is provided .

 27% of the respondents are agree with performance appraisal

 39% the respondents are neutral with ability of the qualification & experience

 40% % the respondents are neutral with treat the employees better than any other

organisation .

 48.5 % the respondents feels strongly disagree in the canteen facilities

  30% the respondents feels strongly agree in the work atmosphere is clean &

transparent .

 34.5 % the respondents feels agree in the level of happiness in high while involving in

job .

 42.5% the respondent feels neutral in the supervisor trust me fully and assign the job

42.5 % the respondents feels the judgment is given by he superior without any bias.

CORRELATION ANALYSIS

There is no relationship between Experience and judgment by superior.

WEIGHTED AVERAGE METHOD

From the analysis made age group of above 20 years are satisfied with work conditions.

3.3 SUGGESTION
1. Management provides time to time job rotation and job incentives to the employees to
improve the overall productivity of the organisation .

2. The Management can conduct meeting and awards that can be given to the employees even
if it is a small achievement .

3. Some of the Respondents feel that the salary received was not fair so the management can
take necessary step to improve the salary of the employees .

4. The management provides flexible working hours to the employees .

5. The management can use effective promotional policies to satisfy the employees .

6. The Management can improve the salaries of the employees based on experience .

7. The management can improve the following factors that affect the work environment for a
better quality of work life .

8. The management can provide reasonable late hours to the employees to give them and
back support to do working environment as good as possible .

9. It suggested to have a better to improve the performance appraisal system .

10 Management can make the work environment more adaptable to the employees .

CONCLUSION
The study on the Quality of work life at Sitel Groups India was conducted to identify the
present level of the quality of work life and various techniques for the improving the quality
of work life of the organisation . The study done with 200 Respondent showed clearly that
the employees are satisfied with Neutral and Agree of the organisation

1. Welfare activities

2. Performance Appraisal

3. Frequency work life schedule

Can play vital role in the improving the quality of work life in the organisation
 A STUDY ON QUALITY OF WORK LIFE WITH REFERENCE TO SITEL
GROUPS, INDIA

PART - A

PERSONAL DATA

Name of the employee :

1 . Age : below 20yrs (21-30) yrs (31-40)yrs (above

40yr)

2. Gender : Male Female

3 . Marital Status : Married Unmarried

4. Educational Qualification : 10th 12th UG PG

5 . Monthly Income : below 10000 10001-20000 20001-30000

above30000

6 . Work experience : less than 1 yr 1-3 yrs 3-5 yrs more than 5 yrs

7. Occupation : customer support Trainer Team leader

Manager above

STRONGLY AGREE : ( SA)

AGREE : (A)

NEUTRAL : (N)

DISAGREE : (DA)

STRONGLY DISAGREE: (SDA)

 PART - B

PARTICULAR SA A N DA SDA

To study about the welfare activities carried out in

organisation

1. The company provide flexible working hour

2 . Leave facilities offered by the management are

satisfactory

3 . Sufficient weekend holidays are given .

4 . Company provide proper sanitation facilities

5. Drinking water arrangement are good

6 .The company provide cab facility for night shift

To analysis the factors that the quality of work life

and away to improve it

7. I have good opportunity to develop my own skill

and abilities .

8. Promotion are handled fairly

9. Company allow reasonable late hours

To study the existing work life among the

employees in the organisation

10. The safety of the workers is a high priority with

management where I work

11. Proper feed back is given to my performance

12. I am satisfied with the salary that is provided

13 . Continuous performance appraisal is done by the

superior .

14. My present job is as per my ability qualification

& Experience

15. does you’re the organisation treats the employees

better than any other organisation .

16. I am satisfied with the canteen facilities provided

in my organisation .

17. The work atmosphere is clean & transparent .

18. My level of happiness is high while involving in

job .

19. My supervisor trust me fully and assign the job to

me .

20. Judgment is given by the superior without any

bias .