CHAPTER - I

INTRODUCTION

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INTRODUCTION OF THE STUDY
QUALITY OF WORK LIFE

The study is conduct to find out “A STUDY ON QUALITY OF WORK LIFE, WITH
SPECIAL REFRENCE TO K.P NAMBOODIRIS AYURVEDIC‟S , VADAKKEKAD,
THRISSUR” and to study various determinants of quality of work life and the perceptions of
the respondents regarding the working environment and other factors affecting quality of work
life and suggest suitable measures to improve employee satisfactory.

The term quality of work life refers to the favorableness and un favorableness of a total job
environment for people.” QUALITY OF WORK LIFE” programs are another way in which
organizations recognize their responsibility to develop jobs and working conditions that are
excellent for people as well as for economic health of the organization.

The element in a typical “QUALITY OF WORK LIFE” program include open

communications, equitable reward systems, a concern for employee job security and satisfying
careers and participations in decisions making. Many early “QUALITY OF WORK LIFE”
focus on job enrichment. In additions to improving the work system, “QUALITY OF WORK
LIFE” program usually emphasize development of employee skills, the reduction of
occupational stress and the development of more co-operative labor management relations.

This approach satisfying not only their economic needs also include their social and
psychological ones. To motivate the new generation‟s work force, organizations need to
concentrate on job design and organization of work. Further today‟s work force is realizing the
importance of relationships and is trying to strike a balance between career and personal lives.
Successful organizations support and provide facilities to their people to balance the scales. In
this process, organizations are coming up with new and innovative ideas to improve the quality
of work and quality of every individual in the organizations. Various programs like false time,
alternative work schedules, compressed work weeks, communicating etc. are being adopted by
these organization. The future work world will also have more women entrepreneurs and they
encourage and adopt quality of work programs.

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Stress at work is often considered in isolation, where in it is assessed on the basis that
attentions to an individual‟s stress management skills on the sources of stress will improve to
provide a good enough basis for affective interventions. Alternatively, job satisfactory may be
assessed, so that actions can be taken which will enhance an individual‟s performance.
Somewhere in all this, there is often an awareness of the greater context, where up on the home
work context is considered, for example, and other factors, such as an individual‟s personal
characteristics, and the broader economic or cultural climate, might be seen as relevant. In this
context, subjective well-beginning seen as drawing
Upon both work and non-work aspects of life.
However more complex models of an individual‟s experience in the workplace often appear to
be set aside in an endeavor to simplify the process of trying to measuring „stress‟ or some
similarly apparently discrete entity. It may be however, that the consideration of the bigger
more complex picture is essential, if targeted, affective actions is to be taken to address quality
of work life or any of its sub-components in such a way as to produce real benefits , to they
benefit for the individual or the organization.
Quality of life has been more widely studied, quality of working life, remains relatively
unexplored and unexplained. A review of the literature reveals relatively little on quality of
work life, where quality of working life has been explored, written differ in their views on its
core constituents.

A clear understanding of the inter-relationship of the various facts of quality of working life
offers the opportunity for improved analysis of cause and effect in the work place. This
consideration of “QUALITY OF WORK LIFE” as the greater context for various factors in
the workplace, such as job satisfactory and stress, may often opportunity for more cost –
effective interventions in the workplace.

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1.1 ABOUT THE INDUSTRY
K.P.Namboodiri's Ayurvedics is a fast growing company based on Thrissur district
of Kerala state. It's branded product “Dantadhavanachoornam” .Traces its beginning to some
eight decades back, when its founder K.Pothayan Namboodiri (K.P.Namboodiri) obtained a
unique ayurvedic formulation from an erstwhile royal family. After his demise in 1957,
1.Rannan Namboodiri, his second son, steered the company and established the business in
whole of Kerala by competing with multinationals. Sri. K.Bavadasan, the third generation of
the family, had to lake over the company in the year 2000 in his early thirties, on the
unexpected and early demise of his father Sri.RamanNamboodiri.
The first task of Sri, Bavadasan was to undertake automation to cater the increasing
need of the customers. With the view to meet the challenges of the future, the company builds
a state of the art factory with computer controlled machinery.
Now K.P.Namboodiri's has grown to a corporate level under able leadership of Sri.
Bavadasan, ICs managing director. Presently K.P.N group comprises of the following:-
A. K.P.Namboodiri's Ayurvedics
B. K.P.N. Products
C. K.P Namboodiri's Auditorium
D. Devaragam Resort Pvt.Ltd
E. Ramco Herbals Pvt.Ltd
F. PothayanNamboodiri charitable trust
After 82 years of business in single product viz. “Dantadhavanachoornam”, in variant
and different packing‟s K.P.Namboodiri‟s add one more oral product with the name
“K.P.Namboodiri‟sayurvedic tooth paste” during 2007, marked under the same popular brand
name of K.P.Namboodir‟s, the tooth paste also comes in different programs with revamped
logo under the concept of “stronger, by nature”, reflecting the company‟s new vision. Knowing
the pulse of younger generation the company launched another quality product in tooth paste
with the brand name “K.P.Namboodiri‟s Ayurvedic Gel tooth paste”. These products were
accepted in the market in a very short time.

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1.2 ABOUT THE COMPANY
K.P.Namboodiri‟s Ayurvedic was started as sole proprietorship concern by
KOLATHPPALLY POTHAYAN NAMBOODIRI in 1925 at Vadakkekad in Kerala with an
initial investment of RS.200 located in Thrissur district. In 1986 it becomes partnership
becomes dissolved and Sri.K. Bhavadasan the managing director of K.P.Namboodiri‟s
Ayurvedic‟s taken over the responsibility as sole proprietor.
The firm produce dental care products, hair care products, skin products, generic care
product etc. The mission of K.P.Namboodiri‟s is to cater the needs general public in the field
of oral, skin and hair products with ayurvedic rates and keeping the concept of back to nature.
It also aims to fulfill the needs of tourism development in Kerala.
The company believes that the account of dedication of employees, the trust reposed by
generation of customers, and the uncompromising standards of quality followed all along. It
could gain wide acceptability in the competitive market. The companies present turnover is
double of that relating to six years ago. With a definition vision to make the turnover to reduce
the company is working to introduce new products, projects and to expand the areas of
operation geographically.

PRESENT DETAILS OF K.P.NAMBOODIRI’S DANTADHAVANA CHOORNAM

Register Name : K.P.Namboodiri‟sAyurvedics
Address : K.P.Namboodiri‟sAyurvedicsVadakkekad, Thrissur (Dis)
Registerd corporate
Office : K.P.Namboori‟sAyurvedic K.P.N‟S shopping complex
Shornur road, Thrissur.
Managing Director : Mr.K.Bhavadasan
Bank : Union bank
Branch : Coimbatore, Bangalore& Chennai.
The company‟s flagship brand “Dantadhavanachoornam” is the largest selling brand in
Kerala‟s tooth powder market with 75 to 80% share. It has strong presence in Tamil nadu and
Karnataka with encouraging acceptance in other state of the country. The product is also being
exported to Middle-East countries. We are exploring the scope of extending the export to
Europe and other Countries.

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ORGANIZATION STRUCTURE OF THE COMPANY

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PRODUCT PROFILE
After 82 years of business in single product viz. “danatadhavanachoornam”, in variant
and different pickings, K.P.Namboodiri‟s added one more oral product with the name
“K.P.Namboodir‟sAyurvedic Tooth paste” during 2007. Marked under the same popular brand
name of K.P.Namboodiri‟s, the tooth paste also comes in different gramages with revamped
logo under the concept of “stronger, by Nature”, reflecting the company‟s new vision.
Knowing the pulse of younger generation the company launched another quality product in
tooth paste with the brand name “K.P.Namboodiri‟sAyurvedic GEL Tooth Paste”. These
products were well accepted in the market in a very short time.
Our tooth paste contain inter alia natural extracts of black pepper which is clinically
proven for its anti-bacterial powers; Amla-a rich sources of vitamin C with natural astringent
properties; Clove-the time-tested remedy for toothache etc. K.P.Namboodiri‟s also came out
with generic products like “Dahamukthi”, a health drink, and “VasanaBhasmam” (scented
vibhoothi).
The company was anxious to extent its service in the areas of hair case and skin care
products. In this process it launched Ayurveda based shampoo (both regular and anti-dandruff)
and hair oil during July, 2010. These products also stood for quality with reasonable pricing
and were well accepted in the market in a very short time.
Company‟s desire to enter into skin care products was full-filled in October, 2010 when
it launched “K.P.Namboodiri‟sAyurvedic Soap” in three different variants like sandal, sandal
+ Turmeric, and Sandal + Ramacham. Customers distinguished these products also by its
quality and price.
The major products are;

1. ORAL PRODUCTS :

Gel Tooth Paste Tooth Powder Tooth Paste

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2. GENERIC PRODUCTS:

Dahamukthi Karpoor (Camphor) Bhasma (Vibhoothi)

3. HAIR CARE PRODUCTS

Hair Care Oil Anti Dandruff shampoo Hair Care Shampoo

4. SKIN CARE PRODUCTS:

Turmeric + Sandal Soap Turmeric Fairness Cream

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CURRENT PICTURE OF THE COMPANY
Ayurvedic personal & health care company, K P Namboodiri‟s, has unveiled new and refined
brand identity with the vision of getting closer towards consumers.
The 95-year-old enterprise has also improved its‟ entire product portfolio with new and fresh
packaging, emphasizing product benefits and highlighting the ayurvedic herbal ingredients
used.
The new brand logo has an interesting balance between the colours of red and green. While
red symbolises energy and action, green stands for the company‟s strong and enduring
connection with nature. The green leaf in the logo further emphasizes this connect. The
company founder‟s logo now appears on every product as a clear & bold testimony to the
longevity, trust and quality that are the hallmarks of the brand
“With this simple, yet empowering change, K P Namboodiri‟s has taken an important step
towards being a brand that is contemporary, thoughtful, inspiring and vibrant,” said K
Bhavadasan, Managing Director, K P Namboodiri‟sAyurvedics.
He added. “The changes we are making on our brand will help to bring the younger age group
to our brand franchise. The new packs are already reaching out and are now available in the
retail stores. Our secondary sellouts and off take are seeing a growing trend which is very
heartening and promising.”
According to the company, their toothpastes, toothpowders, are now available in Kerala and
Tamil Nadu, rest of the products in new packaging will hit the market by the first quarter of the
coming financial year. K P Namboodiri‟s is planning to strengthen its oral, skin and hair care
categories in Kerala, Tamil Nadu and Karnataka markets. The company believes that the
increasing acceptance of ayurvedic herbal-based products, especially among the nation‟s
young consumers will support the brand‟s growth.
The company is also releasing a new communication for its‟ flagship K P Namboodiri‟s Herbal
Toothpaste, stressing its‟ story of „right ingredients in the right proportions‟ and its legacy.
K P Namboodiri‟s has three factories in Kerala and a wide distribution network across Kerala,
Tamil Nadu and Karnataka and other key cities in India as also in the GCC countries.

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1.3 STATEMENT OF THE PROBLEM
Quality of work life is important for every organization to improve the employee satisfactory
by providing good working environment. It helps in overall improvement of the organization.

1.4 OBJECTIVE OF THE STUDY

 To study and analyze the QWL at KP Namboodiri‟s
 To study the factory determinants of QWL

1.5 SCOPE OF THE STUDY

The team quality of work life in its broader sense conversa various aspects of
employment and non-employment conditions at work. The study aims at understanding various
factors determining quality of work life at KP Namboodiri‟s Ayurvedics. The study is
department of the opinion collected from respondent through questionnaire.
 The title of the study is “ A STUDY ON QUALITY OF WORK LIFE WITH SPECIAL
REFERENCE TO KP NAMBOODIRI’S AYURVEDICS
 The research is taken up 70 samples for study
 The factors life work life balance economic factors, social factors and job content are
considered for the study.
 The study is aimed at finding out the opinions regarding quality of work life among the
employees of KP Namboodiri‟s

1.6 LIMITATION OF THE STUDY

 Both employees and managers was not ready to fully reveal the data required for the
project and the documents of the company are not open for the public security
 Result are valid for particular periods of time
 Individual perspective appears to be different.
 Responses given by the employees may be based due to fear of management.
 Some of the respondents are basitated to tell the truth, so that it may result in wrong
statistical data.

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 CHAPTER – 2
REVIEW OF LITERATURE

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 LITERATURE REVIEW
THEORETICAL BACKGROUND
Quality of work life (QWL) is be defined as “The quality of the relationship between the may
and task at workplace” QWL has gained prominence in the organizational behavior as an
indicator of the overall of human experience in the work place, QWL refers to the relationship
between a worker and his environment, adding the human dimension to the technical &
Economic dimension within which the work is normally viewed and designed. QWL focus on
the problem of creating a human working environment where employees work co-operatively
and achieve results collectively. QWL refers to the level of satisfactory, motivation,
involvement and commitment individually experience with respect to their line at work. QWL
is the degree of excellence brought about work and working conditions which contribute to the
overall satisfaction and performance primarily at the individual level but finally at the
organizational level. QWL provides a more humanized work environment. It attempts to serve
the high order needs of workers as well as their more basic needs.

THE IMPACT OF QWL ON THE WORK PLACE

The impact of QWL of the work place is manifold. QWL and it is relationship with employee
health and performance become an explicit objective for many of the human resource policies
is modern organizations, studies have revealed mental stress, absenteeism and leads to high job
performance and productivity.

MANAGEMENT PRACTICES AND QWL

Management practices in the work place have impact on the quality of the work life of he
employees. Certain management practice like lack of control on the immediate work
environment, autonomy, influence, participatory or decision attitude, lack of supervisor
support, lack of perceived organisation and general support have negative impact on the well
being on the employees.
In various cross – sectional and longitudinal studies conduct and to find out the relationship
between management practice like demand in job, employees lack of control or the immediate
work environment negatively affect health and well-being.

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BENEFITS OF QWL
Quality of work-life is an essential component of the quality of life. In order to attract to attract
and retain the employees, maintaining high levels of quality of work – life becomes inevitable
in organizations particularly when the aspiration of the employees have been round by the
spread of mans education as is the case today. Employees perception of their quality of work-
life is shown in their job. Performance and productivity. Job satisfactory is a direct result of
quality of work – life of employees. Life satisfaction also emanates from perceived quality of
work-life. Organizational and individual benefits of QWL are discussed below.

ORGANIZATIONAL BENEFITS OF QWL

QWL affects employee‟s performance and productivity identification with organization, job
satisfactory, employee engagement, job involvement and organizational commitment, people
work because they fulfill their needs through work. In fact, this need satisfaction. Is the main
spring of motivation to work. Employees have the tenancy to invest more time and effort in
work when more number of their needs is satisfied through work. Satisfaction of needs is
satisfied through organization membership associated with assertiveness and self-expression.

HIGH PERFORMANCE AND PRODUCTIVITY

Improving QWL would inevitably improve employee normal leading to improved
performance & productivity. This was the golden rule of yester years. Today, it is recognized
that enhancing QWL few improve performance under some, but yet on conditions (Markham,
2010) it QWL & productivity are found to be casually reacted organizations should give
utmost attention to improve the quality of work life of employees. Organizations should
conduct regular surveys to assess the level of perceived QWL and the extent to which
employee needs are satisfied through work.
In public sector and government departments like railways, posts & telegraphs, productivity
and profitability may take a back seat since they have social concern and employment
generation as their major objective moreover, for many jobs, productivity is difficult to
implement & measure additionally pressure to increase productivity can sometimes lead to
unanticipated negative outcomes for organizations. For eg:- increase there in job safety &
security may cost to be the organization without improvement in the bottom line. Hence, in the
long run, it is probably more beneficial for organizations to concentrate on developing a well –

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trained, loyal work force that is willing and are able to changes they to focus only or
productivity ( Keree & Booth – Kewley, 1993)

LOW ABSENTEEISM AND TURNOVER

It is a known fact that employees who are highly involved in their jobs are loss likely to quit
their jobs or be absent from the work place. Wastly (1999)karee and Booth – Kewley (1993)
conclude that alienation and anomia are expressed as withdrawal or lack of involvement, with
the primary symptoms being absenteeism and turnover. Motivation and satisfactory of needs
have consistently shown to be associated with job involvement and organizations
commitments as well as attendance and low turnover (Kerce & booth 0 Kawlay (1993).
Attandence has also been found to be related to be degree of congruence below workers needs
& the characters of the jobs ( Furnham, 1991) Hence organization should improve the quality
of work life of their employees. So that they are retained as enlightened, committed and
satisfied work force

INDIVIDUAL BENEFITS FROM IMPROVED QWL

Apart from organizational benefits, individual employees are also benefited from high quality
of work life in organizations. Studied conducted by furnham & schaefffar (1984) revealed
positive association between job satisfactory & mental health. According to Rethinam & ismail
(2008) health and well being compliment of QWL refer to the physical and psychological
aspects of an individual in the work environment. Following are the benefits individual
employees can have form a work environment characterized by high quality of work life.

WORK CLIMATE CONDUCTED TO EMPLOYEES GROWTH

QWL implies that the work environment is favorable and management takes care of all the
needs of the employees. The important of work place in an adult‟s life can never be taken
lightly because of the time and commitment involved and the economic benefits that
employment brigs to the organization & socialist at large. The costs of mental Health problems
extends from the individuals lost working time; The work place can also provide conditions &
relationships that increase well – being and mental Health, thought greater autonomy on the
job, social support from colleagues and greater income ( greenhaus and powell,2006)

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RESILIENCY
A health working environment develops resiliency in the employees and equips them with
skills needed to manage change. Resilience is a multi – dimensional construct and the efforts
to be resiliency, such as adaptive strategies to manage demands, should be considered
separately to resilient outcomes, such as better mental health over better relationships
(Kumpfar, 1999). The work place is an important component of employees‟ mental health and
provides a satiable and practical location for the delivery of reliance enhancing programs.

SELF – EFFICIENCY
Employees develop confidence in themselves and they express that confident when
challenging tasks are assigned to them only if they perceive the working environment ot be
conductive and nourishing their aspirations.
According to Bandurce, (2001) there is considerable evidence regarding the positive effects of
self – efficiency on work performance and well being in different domains such as the school,
and sports. Results of the various researches show that high levels of efficiency beliefs have
positive impact on employee wall being (Grau, Salanova and pario, 2001) and work
engagement (salanava, Liornas, cifre, Martionz and schaufali, 2003) and can reduce the
negative impact of job demands on employee burnout.

SELF –ACTUALIZATION
Maslow (1954) defined self actualization as the desire to become anything that a person is
capable of becoming. An organization characterized by high quality of work life. Takers care
of promotion and career program of the employees. Progressive compliance have protection –
form with in programs ( measmer, 2004) open positions are filled through internal mobility
whenever possible, by suitable candidates from within the company.

LOW STRAIN AND EMPLOYEE BURN OUT

Chronic stressful experiences at work adversely affect physical and mental health of
employees. Poor quality of work life is the major reason for absenteesm and employee
turnover. Demanding work, with monotonous, respective work, and other types of stressful
experiences. In organizations with high levels of quality of work life, employees experience
low steam and hence less burnout.

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MEASUREMENT OF QULAITY OF WORK LIFE
Because of the diversity in the definition of QWL, there exists widespread disagreement about
it is measurement and interpretation. Ellis (2002) and Kotze (2005) argue that the approach
adopted to measure QWL various along a continue from completely qualitative to completely
methodologies, with many variations in below.
Since many of the authors have defined QWL in terms of the experience of satisfactory
and dissatisfactory in the work place, most of the QWL surveys were concentrated on
measuring the job related perception and attitudes of employees such as job satisfaction, job
involvement, employee engagement, work commitment and organization commitment, of
which major trust of the measurement was on job satisfaction. This approach measure the
overall job satisfaction and individual is experiencing or specific factors of job satisfaction
such as pay, benefits working conditions, changes for advancement, job security, co-workers.
Physical resource and equipment, changes to develop skills, supervision, opportunity for
personal growth & development (Markham, 2010) according to Kotze (2005), it s there for a
suggested that dispositional variables probably have a greater impact and are more relevant for
managers seeking to improve the QWL of their workers. Certain organizational conditions and
practices are incorporated in the structural approach. According to this theory, high QWL
prevails in the organizations when job are enriched, supervisor in democratic, employees are
involved in their jobs and the work environment is safe.
The third approach which is based on the expectancy theories, suggest the individuals come to
the work place with different goals and needs & they soak to fulfill there through work as well
as different perceptions of characteristics. Although individuals particulars needs values and
dispositions shape their work aptitudes. This approach recognizes that a single pervasive need
structure cannot be assumed.
Researches in the field of QWL very often develop or scales by combining items form
different questionnaires meant for measuring job satisfaction, job characters, work individual
work stress, wellness at work. Employ engagement & other work refuted aspects. Two
questionnaires generally used by scholars to measures quality of work life are machigan
quality of work program which measures various work reflected concerns and the machigan
organizational assessment questionnaire (MOAQ) for measurement of group process,
supervisor behaviors. Etc..in diary method, employees are asked to keep track of work related
Events on a frequent basis. The frequency of measurement various from hourly to daily to
weakly and can be used to examine fluctuation of work stressors. Based on the loading models

16
is occupational stress research the job demand. Control support model and the machigan
model, a comprehensive quality of work questionnaires, was consider namely the laden quality
of work questionnaire. The factor structure of thus questionnaire was assessed and gross –
validated in to sub samples of 2000 man and women for a large example of the Dutch working
pollution. The questionnaires was considered to assess work characteristics from two
influential occupational stress models; the job demand control support model ( Caplan, Cobb,
French, Harrison and Pinnaacc, 1975) This questionnaire measures the key components of the
job demand control support model, normally physiological demands skill description, decision
authority and social support from supervisor and co-workers. Further this questionnaire
measures physical exertion hazardown conditions and toxic exposure, job insecurity and the
outcome variable of job satisfaction. Items from the questionnaire for organizational stress,
version detinchem (Bergers, Marealissan and Wolff, 1986) which assess the key concepts of
the Michigan model ,were include in the item proof. This questionnaire includes items on the
following work stressors: over-load, rate ambiguity, responsibility, role conflict, restless place,
lack of decision authority, lack of meaningfulness and in security , Besides items on thus work
stressors, items on the moderators, support from supervisor and support from co-workers & the
outcome variable lack of job satisfaction, were include. Items were derived from the wellness
at work interview content and organization of work (Maas, Kittal, Scholtan and Verhoavan,
1989) a quantitative version of the wellness at work method. From the above – mentioned, it is
evident that many attempts have been made to measure QWL. Definitions of what criteria are
relevant differ from the point of view of individuals, organizations and society at large.
However, the measure to be include in a QWL index are debated a lot by researchers coupled
with methodological challenges to overcome in considering sound measure to assess the
quality of work life of employees. The floor is kept open for other research who are interacted
in the field.

SPECIFIC ISSUES IN QUALITY OF WORK LIFE

Klott, mundick and schustre suggested major quality of work life issues, they are;
 Pay and stability of employment
 Occupational stresses
 Organizational stresses
 Organizational health programs
 ultimate work schedules
 Participative management & control of work.

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  Recognition
 Congenial worker – supervisor relations
 Grievances procedure
 Adequacy of resources
 Seniority and meriting promotions
 Employment on permanent basis

BARRIERS TO QUALITY OF WORK LIFE

Quality of work life suffers from various like any other view shame. Management employees
& unions fear the effect of unknown change on this parties fear that the benefits of this concept
are few though they are convinced about it is effect on personal management as a whole and
on the individual parties separately, management should develop strategies to improve quality
of work life in view of the barriers.

STRATEGIES FOR IMPROVEMENT OF QUALITY OF WORK LIFE

The strategies for improvement in quality of work life include self – management work teams,
job redesign and enrichment, effective leadership and supervisory behavior, career
development alternative work schedule, job security, administrative or organizational and
participating management.

SELF MANAGED WORK TEAMS

Thus are called autonomous work groups or integrated work teams. Thus work teams are
formed with 10/20 employees who plans. Co-ordinate and control the activities of a team with
the help of a team leader who his on a among them. Such team performs all activities including
selecting their people. Each team has authority to make decision and regulate the activates.
The group as whole is accountable for the success or failure. Salaries are fixed both on the
basis of individual and group achievement.

JOB REDESIGN AND ENRICHMENT

Narrow jobs can be combined in to large units of accomplishment. Jobs are redesigned with a
view to enriching them to satisfy higher order human needs.

EFFECTIVE LEADERSHIP AND SUPERVISORY BEHAVIOUR

For effective leadership and supervisory behavior 9-9 style of managerial grid in suitable

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CAREER DEVELOPMENT
Provision for career planning, communicating and counting the employees about the career
opportunities, career path, education and development and for second careers should be made.

ATTRACTIVE WORK SCHEDULE

Provision for flexible working hours, part time employments, job sharing and reduced work
weaks should be made.

JOB SECURITY
This tops the employees list of priorities it should be equally taken care of.

ADMINISTRATIVE OR ORGANIZATIONAL JUSTICE

The principles of justice, fair and equity should be taken care of in disciplinary, procedures
grievance procedures, emotions, transfers, demotion work assignment leave etc.

PARTICIPATING MANAGEMENT
Employees should be allowed to participate to 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.

2.2 CONCEPTUAL FRAMEWORK

To have a good understanding of the concept QWL on a must look in to the evolutionary
stages of the concept even if the expression of quality of work life is relatively view, the reality
it encompasses is not of recent origin.
In India, scholars as wells as practitioners of human resources management and industrial
relation have studied it is various aspects and development a few case studies. How no
comprehensive attempt has been made so far in India, to objectively measure the quality of
work life in that specific context.
Various authors and researchers have proposed models of quality of work life which include a
wide range of factors. Selected models are reviewed below.
The concept quality of work life was first discussed in 1972 during an international labor
relations conference on QWL at Arden house. It received more attention after united auto
workers and general motors‟ imitated QWL programs for work reforms.

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Walton (1973) suggested eight major conceptual areas for understanding quality of work life
thus ware adequate and fair compensation, staff & healthy working conditions, development of
human competencies, growth & security, social integration, constitutionality and total life
space and social reliance.

Walton (1974) attributers the of quality of work life to various phrase in history. Legislation
enacted in early twentieth century to protect employee from job injury and to ultimate hazards
working conditions, followed by the unionization movement in the 1930‟s and 1940‟s were the
initial steps in this direction. Emphasis given to job security, due process at the work place and
economic gains offer the worker. The 1980‟s and 1960„s so the development of different
theories by psychological proposing a positive relationship between morals and productivity
that improved human relations. Attempts at reform to acquire equal employment opportunity
and job enrichment schemas also were introduced. Finally in the 1970‟s the idea of quality of
work life was conceived with which according to Walton, is broader than these earlier
developments and is something that must include the value that were at the heart of these
earlier reform movements and human needs and aspirations.
Hackman and Oldham (1976) draw attractive to what they described an psychological growth
needs as relevant to the consideration of QWL. Several such needs were indentified, skill
variety, task identify Task significant, Autonomy and feedback. They suggested that such
needs have to be addressed it employees are to experience high quality of work life.

Mills (1978) probably coined the term quality of life and suggested that it had moved
permanently in to the vocabulary of unions and management, even if a lot of the people using
it were not excited sure what territory it covered. During the twentieth century, social science
conceptualizations regarding, work have been labeled scientific management, human relations
socio-technical systems theory, and now possibly holistic learning organizations.
In contrast to such theory based models, Taylor (1979) more pragmatically identified the
essential components of quality of work life as; basic extrinsic job factors of wages, hours and
work conditions, and the intrinsic job motions of the nature of the work itself. He suggested
that a number of other aspects could be added, including; individual power, employee
participation in the management, fairness and equity, social support, are of one‟s presents
skills, self-development a meaningful future at work. Social relevance of the work or product
effect on extra activities.

20
American society of Training and Development (1979) presented quality of work life as a
process of work organizations, which enables it members at all levels to participate actively
and efficiently in shaping the organizations environment, methods and outcomes. It is a value
based process, which is aimed towards meeting the twin goals of enhanced effectiveness of
organization and improved quality of life work for employees.
American society of Training and Development (1979) presented quality of work life as a
process of work organizations, which enables its members at all levels to participate activity
and efficiently in shaping the organizations environment, methods and outcomes. It is a value
based process, which is aimed towards meeting the twin goals of enhanced effectiveness of
organization and improved quality of life at work for employees.

Cochen and Rosenthal (1980) describes QWL as an intentionally designed effort to bring out
increased labor management , and co-operation to jointly solve the problem of improving
organizational performance and employees satisfaction.
In particular, Warringal, found evidence for a moderate association between total job
satisfaction and total life satisfaction and happiness, with a loss strong, but significant
association with self-rated anxiety. Thus whilst some authors have emphasized the work place
aspects in quality of work life, others have identified the relevance of personality factors,
psychological well being, and broader concepts of happiness and life satisfaction.
It has generally been agreed however that quality of work life is conceptually similar to well –
being of employees. But different from job satisfaction which society represents the work
place do main (Lawlar, 1982) However sigh (1983) states that, quality of work life is not based
on any through it is concerned with overall climate of work place.

In the opinion of jain (1991) quality of work life represent a blending of motivational factors
of work, socio technical system etc. which are of very real concerns for human values in to
days society with an awareness that all individuals devote to greater part of their mature lives
to the work, spending time energy and physical and mental resources to this endeavor,
Moreover , it recognizes that, work is the chief determinant of an individual freedom, growth
and self respect as well as his or bar standard of living. Quality of work life denotes the
experienced “goodness” of working in the organizational settings.

In the words of kumar and Tripati (1993) quality of work life is a philosophy of
management that believes that every employees has the ability and right to offer has

21
intelligence and useful inputs in to decisions at various levels in the organizations QWL is a
process to involve employee at every level of the organizations in the decision about their
work and work place.

As explained by kumar and Tripathy (1993) there are several approaches for achieving.
Quality of work life in organizations normally job design, workers participation welfare and
quality circle. Quality circle are down of the ways of involving employees at the bottom level
of the organization in decisions effecting work and work related problems. A quality circle is
essentially a small group of employees who meet voluntarily on regular basis to identify.
Analyze and find solutions to quality problems and other issues in their work environment.
The employees in a quality circle range from four to twelve. The quality circles occupy a vital
and far more specific role for wining and achieving quality of work life of workers in
organization. Quality of work life is not a unitary concept, but has been seen as incorporating a
hierarchy of perceptiveness that not only include worked based factors such as job satisfaction.
Satisfactory with pay and relationships with work colleagues, but also factors that broadly
reflect life satisfactory and general feelings of well being. There attempts at defining quality of
work life have included theoretical approaches, lists of identified factors. Co-relational factors.
Co-relational analysis, with opinions varying as to whether such definitions and explanations
can be both global or need to be specific to each work setting.
In another study is Malaysia by Mobd. Hanafah (2003) developed QWL measures for
professionals with seven dimensions, viz, growth and development participation, physical
environment supervision, pay and benefits social relevance and work place integration.

Saklani (2004) stressed that with the even changing technology and increased access to
information. The studies of organizations with respect of productivity, efficiency and quality
of service very crucial in order to improve the performance of work in India. Brooks and
Anderson (2005) developed the construct of QWL with four dimensions such as work life
home life dimension, work design dimension, work contest dimension and work world
dimension.

Rose at al., (2006) opines that QWL is a philosophy or a set of principles, which holds that
people are trust worthy, responsible and capable of making a valuable contribution to the
organization. Treating people with respect is the cornerstone of this philosophy. The elements
that are relevant to an individual‟s QWL include the task, the physical work environment and

22
the social environment within the organizations, administrative system and relationship
between life and off the job.

Rathiyam and ismail (2008) define QWL as the effective of the work environment that
transform an organization in to a meaningful one and influence personal needs is shaping the
values of employees that support and promote better health and well-being – job security, job
satisfaction competency development and balance between work and non-work life

Conell & Hanif (2009) reported three factors –(i) job content ii) working hours and work life
balance : and (iii) managerial/ supervising style and strategies. They believe key concepts tend
to include job security, reward systems, pay and opportunity for growth among other factors.
Measures of QWL according to xdhikari & Gautam (2000) are adequate pay and benefits job
security, safe and health working conditions, meaningful job and autonomy in the job.
Quality of work life refers to the level of happiness or dissatisfactory with one‟s career. These
who enjoy their careers are said to have a high quality of work life with those who are unhappy
a whose needs are otherwise unfilled are said to have a low quality of work life (indumathy
and Kalamraj – 2012)

Zero, Hamid, Haghgougan, Zolfa and Asi, Zahra Karimi (2012) under took a study on
quality of work life to identify its dimensions library method was used to gather information
on theoretical basis, literature and to indentify aspects and scales. Field study method was used
to getter information through questionnaire distributed among 30 experts. The data so collected
analyzed using analytical hierarchy process (AHP): it sis found that QWL can be explained by
four factors as given below.

1. Work life balance fair working hours, working life atmosphere, opportunity for doing
religious ceremonies, economics no physical and mental damages, distance between
work place and home.
2. Social factors:- The importance of work in the society, social integration in
organization social networks in work, respecting employees, self esteem feeling in the
organization,
3. Economic factors:- salary, Health service. Insurance, Retirement Job security

23
In this style the following conceptual frame work is used in which quality of work life is
measured using variables like work life balance. Social factors, economic factors and job
content.

QUALITY OF WORK
LIFE

Work Life Social Factors Economic Job Content

Balance Factors

Fair working Social Salary Team spirit

hours integration

Work Social Health service Independence

atmosphere networks in

Distance Meaningful
Respecting Insurance
between home work
employees
& work place

Ergonomics Good Retirement Challenging

colleagues Benefits work

No physical & Self esteem Job Ownership

mental feeling in the feeling in
changes organization work

Need for
creativity in
work

Growth
opportunities

24
 CHAPTER – 3
RESEARCH METHODOLOGY

25
3.1 RESEARCH METHODOLOGY
Research Methodology is the main way to solve problems it is the description of conducting
research. So, by forming a right methodology, it is possible to gain a deeper in sight to the
research problems and also gives a plan for carrying out the project successfully.

3.2 RESEARCH DESIGN

A research design is the conceptual structure with in which research is conducted. It constitutes
the blue print for collection, measurement and analysis of data. Collecting data from the people
through various data collection methods for analysis and interpretation. So the conducted study
is description research.

TYPE OF RESEARCH
Descriptive Research
Descriptive research is adapted for the study. Description research, also known as statistical
research, describes data and characteristic about the population or phenomenon being studied.
Descriptive research answers the question who, what where, when and how …….. The
description is used for frequencies average & other statistical calculations. Often the best
approach, prior to writing, descriptive research is to conduct a survey investigation. Qualities
research often have the aim of description and research may follow up with examinations of
why the observations exist and what the implication of the findings are in short description
research deals with everything that can be counted and studied.

3.3 RESEARCH PROBLEM

 To find out whether quality of work life exist in the organizations.
 To find out how are sense of belongings inside the organizations.

3.4 TIME PERIOD OF STUDY

The study was conducted for the period of 45 days.

26
3.5 SAMPLING UNITS
A sampling unit is typically thought of as any object that has been sampled from a given
population. In this case sampling unit is any employee of K.P Namboodiri‟s

3.6 POPULATION OF THE STUDY

Population refers to aggregate of sampling units. Here the population of the study is the
whole employees of K.P Namboodir‟s Ayurvedic.

3.7 SAMPLING SIZE

Sampling size refers to the total number of observations about a particulars event. It is the no.
of people on whom we are doing the study. In this case sample size is to employees

3.8 SAMPLING METHOD

Sampling method used for the study is purposive sampling

3.9 SOURCE OF DATA

The data are collected by the researches in two ways primary and Secondary.

PRIMARY DATA
Data observed or collected directly from first based experience is known as primary data. In
primary data collection you collect data yourself using methods such as interviews and
questionnaires the key paint have is that the data you collect is unique to you and your research
and until you publish no one also was access to it.
There are many methods of collecting primary data & the main methods used in the
research are;
 Questionnaires
 Interview
 Observations

SECONDARY DATA
Published data and the data collected in the past or other parties are called secondary data. It is
the data collected by someone other than the user. Common sources of secondary data for
social science include censuses, surveys, organization records and data collected through

27
qualitative methodology or research. Secondary data analysis saves time that would otherwise
be spent collecting data and particularly in the case of qualitative data, provides larger and
higher – quality data bases then would be unfeasible for any individual researcher to connect on
their own. It is collected through magazine magazines, records journals etc..

5.10 Tools used for analysis

 Percentage method
 Likert method

Percentage method
In this project percentage method was used. The following are the formula;

Percentage of respondent = No. of respondent × 100

Total no. of respondents

Likert method

Likert method is a statement which the respondent is asked to evaluate according to any kind
of subjective or objective
Criteria: generally the level of agreement or disagreement is measured

28
 CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

29
 TABLE 1
Opinion about working hours & shift timings

Option No. of Respondent Percentage

Strongly agree 6 18%

Agree 38 64%

Neutral 9 13%

Disagree 17 24%

Strongly Disagree 0 0%

Total 70 100%

GRAPH 1
70% 64%
60%
50%
40%
30% 24%
18%
20% 13%
10%
0%
0%
Strongly Agree Neutral Disagree Strongly
agree Disagree

INTERPRETATION:
the table shows that majority of respondents are agreed that the working hours &
shift timings and comfortable for them. But 24% of the respondents are not
comfortable with the working hours.

30
 TABLE 2
Opinion regarding level of work to be done

Option No. of Respondent Percentage

Strongly agree 13 19%

Agree 35 50%

Neutral 14 20%

Disagree 8 11%

Strongly Disagree 0 0%

Total 70 100%

GRAPH: 2

0%

11%
19%

Strongly agree

20% Agree
Neutral
Disagree
Strongly Disagree

50%

INTERPRETATION:
The table shows that most of the respondents can able to have touch with family
and friends. They show a positive response towards the questions.

31
 TABLE 3
Touch with family and friends

Option No. of Respondent Percentage

Strongly agree 20 29%

Agree 41 58%

Neutral 9 13%

Disagree 0 0%

Strongly Disagree 0 0%

Total 70 100%

GRAPH: 3

13% 0%
29%

58%

Strongly agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:
The table shows that most of the respondents can able to have touch with family
and friends. They show a positive.

32
 TABLE 4
Satisfaction of work environment

Option No. of Respondent Percentage

Strongly agree 7 10%

Agree 39 56%

Neutral 9 13%

Disagree 15 21%

Strongly Disagree 0 0%

Total 70 100%

GRAPH: 4

56%
60%

50%

40%

30%
21%
20% 13%
10%
10%
0%
0%
Strongly Agree Neutral Disagree Strongly
agree Disagree

INTERPRETATION:
56% of the respondents agreed that they are satisfied with the working
environment provided by the organization.

33
 TABLE 5
Opportunity for doing religious ceremonies

Option No. of Respondent Percentage

Strongly agree 0 0%

Agree 28 40%

Neutral 30 43%

Disagree 8 11%

Strongly Disagree 4 6%

Total 70 100%

GRAPH:5

0%

6%
11%
Strongly agree
40%
Agree
Neutral
Disagree
Strongly Disagree
43%

INTERPRETATION:
Most of the respondents neither agree nor disagree that they get opportunity for
doing religious care monies.

34
 TABLE 6
Opinion regarding distance between home and work place

Option No. of Respondent Percentage

Strongly agree 32 46%

Agree 22 31%

Neutral 0 0%

Disagree 16 23%

Strongly Disagree 0 0%

Total 70 100%

GRAPH: 6

0%

23%
Strongly agree

46% Agree
0%
Neutral
Disagree
Strongly Disagree
31%

INTERPRETATION:
The table shows that majority of the respondents are near to the organizations
and travelling is easy for them.

35
 TABLE 7
Opinion regarding exposure to dangerous tools & equipments

Option No. of Respondent Percentage

Strongly agree 0 0%

Agree 6 8%

Neutral 2 3%

Disagree 37 53%

Strongly Disagree 25 36%

Total 70 100%

GRAPH:7

0%8%
3%
36%

53%

Strongly agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:
Majority of the respondents are not exposed to dangerous tools and equipments.

36
 TABLE 8
Opinion regarding risk of mental stress in job

Option No. Of Respondent Percentage

Strongly agree 0 0%

Agree 4 6%

Neutral 7 10%

Disagree 31 44%

Strongly Disagree 28 40%

Total 70 100%

GRAPH:8
50%
44%
45%
40%
40%
35%
30%
25%
20%
15%
10%
10% 6%
5%
0%
0%
Strongly agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:
Majority of the respondents are not have any risk of mental stress in their job.
They are free from mental stress.

37
 TABLE 9
LIKERT ANALYSIS OF WORK LIFE BALANCE

Parameters Agree Strongly Neutral Disagree Strongly Total Likart

agree (5) (3) (2) Disagree value
(1) (total by
70)

Work hours 6 33 9 17 0 243 3.5

Amount of work 13 35 14 8 0 253 4

Touch with 20 41 9 0 0 291 4.2

family and
friends

Work 7 39 9 15 0 248 4
environment

Religious 0 28 30 8 4 222 3.2

ceremonies

Distance 32 22 0 16 0 280 4
between home
and work place

Exposure to 0 6 2 37 25 129 2
change raw
materials

Risk of mental 0 4 7 31 28 127 2

stress

38
 Chart Title
Series1

4 4.2 4 4
3.5
3.2

2 2

INTERPRETATION:
The table shows that working hours in the organizations are not at all satisfied by
the employees at the likert value is 3.5. They need change in that.
Amount of work done by the employees is not high as the likert value four (4) it
seems to be good.
Employees have touch with family and friends in a good manner as the value
shows it as 4.2
Employees have good opinion regarding the work environment of the
organization.
There is any average point for concluding religious ceremonies in the
organization as the value for it is 3.2
This table shows that there is a good value for distance between home & work
place.
The employees are not having mental stress in work as the likert value shows it
as 2.

39
 TABLE 10
Opinion regarding social integrations among colleagues

Option No. of Respondent Percentage

Strongly agree 6 9%

Agree 38 54%

Neutral 22 31%

Disagree 2 3%

Strongly Disagree 2 3%

Total 70 100%

Graph: 10
54%

31%
9%

3%

3%

STRONGLY AGREE NEUTRAL DISAGREE STRONGLY

AGREE DISAGREE

INTERPRETATION:
Most of the respondents agreed that they have a good social integration among
colleagues. 3% of respondents disagree this. They are not much satisfied with the
social integration.

40
 TABLE 11
Opinion regarding respect given by the supervisors

Option No. of Respondent Percentage

Strongly agree 0 0%

Agree 46 66%

Neutral 22 31%

Disagree 2 3%

Strongly Disagree 0 0%

Total 70 100%

Graph: 11
70% 66%

60%
50%
40%
31%
30%
20%
10% 3%
0% 0%
0%
Strongly agree Agree Neutral Disagree Strongly
Disagree

Series1

INTERPRETATION:
Most of the respondents are satisfied with the respect given by the superiors. It
helps them to get motivated to do the job.

41
 TABLE 12
Opinion regarding self-esteem of the employees

Option No. of Respondent Percentage

Strongly agree 0 0%

Agree 36 51%

Neutral 22 31%

Disagree 12 17%

Strongly Disagree 0 0%

Total 70 100%

Graph: 12

60%
51%
50%

40%
31%
30%
17%
20%

10%
0% 0%
0%
Strongly Agree Neutral Disagree Strongly
agree Disagree

INTERPRETATION:
The table shows that most of the respondents agree that the company is
concerned about the self-esteem of the employees in the organization. They are
getting good support from the organization.

42
 TABLE 13
Opinion regarding healthy social networks among employees

Option No. of Respondent Percentage

Strongly agree 22 31%

Agree 31 44%

Neutral 11 16%

Disagree 6 9%

Strongly Disagree 0 0%

Total 70 100%

Graph: 13
50%
44%
45%
40%
35% 31%
30%
25%
20% 16%
15%
9%
10%
5%
0%
0%
Strongly agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:
The table shows that majority of respondents are having a healthy social
networks among employees in the organization.

43
 TABLE 14
Opinion regarding approach to Boss

Option No. of Respondent Percentage

Strongly agree 4 6%

Agree 27 36%

Neutral 21 30%

Disagree 12 18%

Strongly Disagree 6 8%

Total 70 100%

Graph: 14

Chart Title

8% 6%

Strongly agree
18% Agree
36% Neutral
Disagree
Strongly Disagree
32%

INTERPRETATION:
The table shows that most of the employees have any easy approach to the boss.
They can pass information freely.

44
 TABLE 15
Opinion regarding relationship with colleagues

Option No. of Respondent Percentage

Strongly agree 12 17%

Agree 49 70%

Neutral 6 9%

Disagree 3 4%

Strongly Disagree 0 0%

Total 70 100%

Graph: 15
80%

70% 70%

60%

50%

40%

30%

20% 17%
10% 9%
4% 0%
0%
Strongly agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:
The table shows that majority of respondents are having a good relationship with
colleagues. They are happy to work with others in the organization.

45
 TABLE 16
Likert analysis on social factors

Likert
Strongly Strongly value
Parameters Agree Neutral Disagree Total
agree disagree (total
by to)

Social
integration
6 28 22 2 2 254 4
among
colleagues

Respect by the
11 35 21 3 0 264 4
superiors

Self-esteem of
0 86 22 12 0 234 3.3
the employees

Healthy social
networks
22 31 11 6 0 279 4
among
employees

Approach to
4 27 21 12 6 221 3.2
boss
Relationship
with 12 49 6 3 0 280 4
colleagues

46
Graph: 16

Chart Title
Series1

4 4 4 4
3.3 3.2

Social Respect by the Self-esteem of Healthy social Approach to Relationship

integration superiors the employees networks boss with
among among colleagues
colleagues employees

INTERPRETATION:
The likert value of social integration among colleagues is four (4). It shows a
good level of social integration in the organization.
Employees are getting respect from the superiors in a good way as the value is 4
As per that likert value the company is concerned about self esteem of the
employees.
There is a good level of social network among employees as the value shows.
As per the likert value the employees having an easy approach to Boss in an
average level.
As per the likert value shows a good level of relationships.

47
 TABLE 17
Opinion regarding approach to Salary

Option No. of Respondent Percentage

Strongly agree 0 0%

Agree 19 27%

Neutral 26 37%

Disagree 16 23%

Strongly Disagree 9 13%

Total 70 100%

Graph: 17
40% 37%
35%

30% 27%
25% 23%

20%

15% 13%

10%

5%
0%
0%
Strongly agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:
The table shows that most of the respondents are neither satisfied or dissatisfied
with their salary. 27% of the respondent agreed that they get good salary from the
organization.

48
 TABLE 18
Opinion regarding concern about health of employees

Option No. of Respondent Percentage

Strongly agree 16 21%

Agree 24 34%

Neutral 18 26%

Disagree 13 19%

Strongly Disagree 0 0%

Total 70 100%

Graph: 18

0%
19% 21%

26%
34%

Strongly agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:
The table shows that most of the respondents agreed that the company is
concerned about the health of the employees. Company is providing many safety
measures for the employees.

49
 TABLE 19
Opinion regarding insurance schemes to employees

Option No. of Respondent Percentage

Strongly agree 4 6%

Agree 27 34%

Neutral 21 30%

Disagree 12 17%

Strongly Disagree 6 8%

Total 70 100%

Graph: 19

34%
35%
30%
30%

25%

20% 17%

15%
8%
10% 6%

5%

0%
Strongly Agree Neutral Disagree Strongly
agree Disagree

INTERPRETATION:
The table shows that most of the respondents agreed the company is providing
various insurance schemes to in employees as they are the set as the organization.

50
 TABLE 20
Opinion regarding retirement benefits

Option No. of Respondent Percentage

Strongly agree 17 24%

Agree 31 44%

Neutral 13 19%

Disagree 9 13%

Strongly Disagree 0 0%

Total 70 100%

Graph: 20
50%
45%
40% 44%

35%
30%
25%
20% 24%

15% 19%

10% 13%
5%
0%
0%
Strongly agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:
The table shows that 44% of the company is ensuring adequate retirement benefit
to the employees. 13% of respondents disagree to that and 19% of the
respondents neither agree or disagree.

51
 TABLE 21
Opinion regarding job security in the organization

Option No. of Respondent Percentage

Strongly agree 14 20%

Agree 43 61%

Neutral 6 9%

Disagree 7 10%

Strongly Disagree 0 0%

Total 70 100%

Graph: 21
70%

60%
61%
50%

40%

30%

20%
20%
10%
9% 10% 0%
0%
Strongly agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:
The table shows that majority of the respondents feel their job is secure in the
organization they never four about their loss of job only 10% disagree that and
9% neither agree or disagree.

52
 TABLE 22
LIKERT ANALYSIS OF ECONOMIC FACTORS

Likert
Strongly
Strongly Agree Neutral Disagree value
Parameters disagree Total
agree (2) (4) (3) (2) (total by
70)

Salary 0 19 26 13 9 189 2.7

Concern about
health of 15 24 18 13 0 251 3.6
employees

Insurance
19 39 4 8 0 279 4
schemes

Retirement
17 31 13 9 0 266 3.8
benefits

Job security 14 43 6 7 0 274 3.9

53
Graph: 22

Chart Title
4 3.9
3.8
3.6

2.7

Salary Concern about Insurance Retirement Job security

health of schemes benefits
employees

INTERPRETATION:
Most of the employees are not satisfied with the salary as the value is 2.7. it
seems to be low.
The company is concerning about the employees as the value seems to be 3.6
The company is providing insurance schemes to the employees is a proper
manner as the likert value seems to be 4
The employees are getting retirement benefits in a satisfactory level as the value
shows.
Most of the employees are secured in their job as the value shows it as 3.9.

54
 TABLE 23
Opinion regarding team sprit

Option No. of Respondent Percentage

Strongly agree 18 26%

Agree 33 47%

Neutral 12 17%

Disagree 7 10%

Strongly Disagree 0 0%

Total 70 100%

Graph: 21

47%
50%
45%
40%
35%
30% 26%
25%
17%
20%
15% 10%
10%
5% 0%
0%
Strongly Agree Neutral Disagree Strongly
agree Disagree

INTERPRETATION:
The table shows that 47% of respondents agreed that there is a good level of team
spirit among employees in the organization.

55
 TABLE 24
Opinion regarding opportunity for independent thought and action

Option No. of Respondent Percentage

Strongly agree 2 3%

Agree 21 30%

Neutral 9 13%

Disagree 26 37%

Strongly Disagree 12 17%

Total 70 100%

Graph: 24

3%
17%

30%

37%
13%

Strongly agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:
The table shows that majority of the respondents are not getting any opportunity
for independent thought and action. They want to put their ideas in their jobs.

56
 TABLE 25
Opinion regarding work as meaningful

Option No. of Respondent Percentage

Strongly agree 6 9%

Agree 41 59%

Neutral 5 7%

Disagree 14 20%

Strongly Disagree 4 5%

Total 70 100%

Graph: 25

5% 9%
20%

7%

59%

Strongly agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:
Majority of the respondents are considering their work as meaningful. They are
enjoying their work life.

57
 TABLE 26
Opinion regarding work as challenging

Option No. of Respondent Percentage

Strongly agree 0 0%

Agree 18 26%

Neutral 13 19%

Disagree 29 41%

Strongly Disagree 10 14%

Total 70 100%

Graph: 26

14% 0%
26%

41% 19%

Strongly agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:
The table shows that majority of the respondents consider their work as not
challenging. They can‟t able show their abilities with this job.

58
 TABLE 27
Opinion regarding feeling of ownership

Option No. of Respondent Percentage

Strongly agree 2 3%

Agree 28 40%

Neutral 17 24%

Disagree 23 33%

Strongly Disagree 0 0%

Total 70 100%

Graph: 27
45%

40%
40%
35%

30% 33%

25%

20% 24%

15%

10%

5%
3% 0%
0%
Strongly agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION:
The table shows that majority of the respondents agreed that they feel ownership
towards the organization. They consider the organization as their own.

59
 TABLE 28
Opinion regarding creative of job

Option No. of Respondent Percentage

Strongly agree 5 7%

Agree 23 33%

Neutral 13 23%

Disagree 21 30%

Strongly Disagree 5 7%

Total 70 100%

Graph: 28

7% 7%

30% 33%

23%

Strongly agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:
The table shows that 33% of the respondents need creating in their job. 23% of
the respondents neither agree or disagree that they need creativity for a work.
30% of the respondents disagree that they are creativity on work.

60
 TABLE 29
Likert analysis of job content
Likert
Strongly Strongly value
Parameters Agree Neutral Disagree Total
agree disagree (total
by to)

Team sprit 18 33 12 7 0 272 3.9

Independent
thought & 2 21 9 26 12 185 2.6
action

Work as
6 41 5 14 4 241 3.4
meaning ful

Work as
0 18 13 29 10 179 3
challenging

Feeling of
ownership
2 28 17 23 0 219 3.1
among
employees

Level of
5 23 16 21 5 212 3
creativity

61
Graph: 29

3.9
3.4
3 3.1 3
2.6

Team sprit Independent Work as Work as Feeling of Level of

thought & meaning ful challenging ownership creativity
action among
employees

INTERPRETATION:
Team spirit of the organization seems to be average as it shows a likert value of
3.9. The company can try to improve the team spirit
As per the likert value the company is allowing a poor level of independent
thought and action as the value seems to be 2.6 many of the employees are
considering their work as meaningful as it shows likert value 3.4.
There is a low level of employees considering work as challenging as the value is
3.
As per the likert value an average level of employees have a feeling of ownership
towards the organization.
A low level of creativity is needed of the work as the values shows.

62
 CHAPTER – 5
FINDINGS, SUGGESTIONS & CONCLUSIONS

63
5.1FINDINGS

 The study reveals that most of the workers agreed to the comfortable of
work hours and shift timings.
 Most of the workers are satisfied to the level of work to be done.
 Most of the workers are able to have touch with family & friends.
 Majority of respondents are satisfied with the working environment
provided by the organization.
 The organization is providing opportunities for doing religious ceremonies
sometimes.
 Most of the respondents are your to the organization.
 There is not much exposure to dangerous tools & equipments.
 There is low level of risk of mental stress in the job.
 There is a high level of social integration among employees.
 Most of the employees are satisfied with the respect given by the superiors.
 The organization is caring of self esteem of the respondents.
 There is a healthy social networks among employees with is the
organization.
 Most of the employee are having an easy approach to boss.
 There is a good relationship with colleagues.
 Respondents are not much satisfied with their current salary
 The organization is concerning about the health of the employees in a good
manner.
 The company is providing various insurance schemes to the employees;.
 Majority of the employees are satisfied with the retirement benefits
providing by the organization.
 Most of the employees are secured in this job.
 There is a good level of team spirit in the organization.
64
 Majority of the employees are not getting opportunity for independent
thought & action.
 Most of the employees are secured in this job.
 There is a good level of team spirit in the organization.
 Majority of the employees are considering their work as meaningful.
 There is a low level of challenging work in the organization.
 Most of the employees feel the company as their own.
 There is not much creativity needed for the job.

65
SUGGESTIONS
 Company can review their pay scale according to the performance of
every employee.
 Company can motivate independent thought & action of the employees.
 Company can give more challenging workers to the employees as it
motivates the employees.
 Company can motivate creativity.

66
CONCLUSION
This study has been conducted to know the quality of work life at K P
Namboodir‟s Ayurvedics and to know about the various factors determining
quality of work life. This study helps to know the level of quality work life at K
P Namboodir‟s
This study indicated that work life balance, social factors, economic factors and
job content contribution towards quality of work life.
To conclude quality of work life plays the major rule in the organization.
Employee satisfaction is very important for the success of the organization. So
the organization has to review it is current quality of work life and may include
some more facilities to improve working conditions.

67
BIBLIOGRAPHY

68
BIBLIOGRAPHY
 Research Methodology methods and techniques (second revised edition)
C.R KOTHAR, New Age International Publishers.
 Human resource Management Dipak Kumar bhattahrya, excel books,
second edition.
 Essential of Human Resources Management and Industrial Relationship,
Dr. P Subba RAO, HIMALAYA PUBLISHING.

WEBLIOGRAPHY
 http://www.kpnamboodiris.com
 http://www.ambitionbox.com/reviews/kpnamboodiris-reviews?
 http://www.thehindubusinessline.com/companies/kpnamboodiris-unveils-
anew-brand-identy
 http://www.instragram.com/kpnamboodiris

69
APPENDIX

70
A STUDY ON QUALITY OF WORK LIFE WITH SPECIFIC
REFERENCE TO KP NAMBOODIRI’S AYURVEDICS

Dear Sir/Madam

I am Jasna C Joseph, a student pursuing MBA, as a part of our curriculum; I am

conducting a research among the employees of K P NAMBOODIR’S
AYURVEDICS VADAKKEKKAD.
I request your kind Co-operation in fulfilling up this questionnaire which will
help main carrying out project.

Name :…………………. Age: ………………….

Place : …………………. Gender: ………………
Marital status: ………….

You are requested to tick in any one of the attractive which you feel correct in
your opinion against each statement.
5 points scale; a) strongly agree b) Agree c) Neutral d) disagree
e) strongly disagree

Work life Strongly Strongly

A Agree Neutral Disagree
Balance agree disagree
The working
hours & shift
1
timing are
comfortable
I am not
2 asked to do
an excessive

71
 amount of
work
I am able to
have touch
3
with family
and friends
I am
satisfied
with the
work
4
environment
provided by
the
organization
I am getting
5 many
opportunities
The distance
between my
home and
6 work place is
loss so it is
easy for me
to travel
I am exposed
to dangerous
7 tools,
machinery or
equipment.
I run the risk
of mental
8
stream in my
job.
SOCIAL
B
FACTORS
I am
9 dissatisfied
with the

72
 social
integration
among my
colleague
The
employees
for our
10 company are
treated with
respect by
the superiors
Our
company is
concerned
11 about the
self esteem
of the
employees
There is
healthy
social
12 networks
among
employees in
our company
I am able to
have an easy
13
approach to
my boss
ECONOMIC
C
FACTORS
I enjoy my
relationship
14
with my
colleague
I am getting
15 salary that is
one of the

73
 best in the
industry
I am happy
that our
company is
16 concerned
about the
health of its
employees
Our
company
provides us
various
17
insurance
schemes to
its
employees
Our
company is
ensuring
adequate
18 retirement
benefits such
as P.F.,
medical card
etc.
JOB
D
CONTENT
I am happy
about the
20
team spirit of
employees
Provides
opportunity
for
21
independent
thought and
action.

74
 I feel my
22 work is
challenging
I feel my
23 work is
meaningful
There is a
feeling of
ownership
among
24
employees
towards
work and
organization
My job
requires me
25
to be more
creative

26. any others suggestions to improve working

Conditions: ……………………
……………………
……………………

Thank you for spending your valuable time for completing this questionnaire.

75