A

PROJECT REPORT

ON

QUALITY OF WORK LIFE

AT

BIG BAZAAR

A Project report submitted to Osmania University In partial fulfillment for the Award of

the Degree of
MASTER OF BUSINESS ADMINISTRATION

Submitted by

K.MOUNIKA HT NO: 2121-19-672-081

UNDER THE GUIDANCE OF

ARISTOTLE PG COLLEGE

(Affliated To Osmania University,Hyderabad) Recognized By UGC under section

2(f) of UGC Act 1956 Beside Moinabad Police Station,

Chilkur, Moinabad ,Ranga Reddy District, Telangana. 2019-2021

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 CHAPTER-I
INTRODUCTON

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INTRODUCTION
Employees at the grass root level experience a sense of frustration because of low level of wages, pool working conditions unfavorable Teens of
employment, by their superiors And the like where as managerial personnel feel frustrated because Of alienation over their conditions of
employment, inter personnel Conflicts, role Conflicts, job pressures, lack of freedom in work, Absence of challenging work etc....

Job discontent and job pressures have their substantial effect on employees health in the form of reduction in general happiness increase in
smoking drinking and putting on excuse body weight etc....Frustration weight also be due to absence of recognition , tedious work, unsound
relations.

With co-workers, poor working conditions, low self esteem, occupational stress, work heavy load , monotony, Fatigue, time pressures, lack of
stability and security etc. in view of the contemporary managerial problems, the present day employees are much concerned about high wages,
better benefits, challenging jobs etc...
MEANING

In the recent past, the tense “quality of work life “has appeared in research journals and the press with remarkable regularity. Despite this, there
is no general definition of the concept it has become a casual phrase encompassing what ever improvement in general organization climate the
practitioner or researcher has observed.

However some attempts were made to describe the tense QWL.It refers to the favorableness or unfavorable ness of a job environment for
people. QWL means different things to different people J. Richard and. LOY defines QWL as “the degree to which members of a work
organization are able to satisfy important personal needs through their experience in the organization.

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DEFINITION
QWL improvements are defined as any activity, which take place at every level of and organization, which seeks great organizational
effectiveness through enhancement of human
degree and growth........ a process through which stake hold ness in the organization -
management ,unions and employees learn how to work together better.... to determine for themselves what actions ,changes and improvements
are desirable and workable in order to achieve the twin and simultaneously goal both the company and the unions.

There are some benefits by enriching jobs they are ■ Growth of the individual.

■
And they have better job satisfaction.

■
Self actualization of the individual.

■
Better employee performance for the organization.

■
Organization gets intrinsically motivated employees.

■
Less absenteeism, turnover and grievances for the organization.

■
Full use of human resource for society.

■ QWL shows the effectiveness of the employees interpersonal communication skills, career counseling
In which both organization and employees are benefited through this adoption of quality of work life.

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 CHAPTER-II

REVIEW OF LITERATURE

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Lau & Mina.Petal 2019
Studied on Quality of work life and performance to provide ad hoc analysis of two key elements of the service profit chain and find out the
relation between in growth and QWL. This research evaluated the performances, in terms of growth and profitability, based on a sample of
QWL and S&P 500 companies. 29 QWL companies remained for the purpose of this study. The control group consisted of 208 service
companies selected from the list of S&P 500. The results showed QWL companies have a higher growth rate, measured by the five-year trends
of sales growth and asset growth than that of the S&P 500 companies.

David lewis & indumathy 2018

Studied on the extrinsic and intrinsic determinants of quality of work life. The objective of the research was to test whether extrinsic or
intrinsic or prior traits test predict satisfaction with QWL in health care. The variables used extrinsic traits: salary or other tangible, intrinsic
traits: skills, level, autonomy and challenge, prior traits: gender and employment traits, coworkers, support, supervisor, treatment and
communication. Survey was conducted in 7 different health care and respondents was 1,819/5486 staff (33%). Data was gatheredfrom the
circulate questionnaire and test applied for data analysis was regression method and factor analysis..

Md. Zohurul Islam & Arushi 2017

studied on working Environment Factors that Affect QWL among Attendants in Petrol Stations in Kitale Town in Kenya. The objective was to
identify working environment affect QWL.The method used was exploratory survey with coefficient of co-relation test for data analysis.
Findings showed that positive co-relation between work environment and mode of QWL job enrichment, job rotation, autonomous,flexible
workingtime,workgroups,career growth and development, relation with supervisor. The result showed that there is no significance relation
between experience, career growth and development.

Linda & K. Johnsrud 2016

Studied on Quality of faculty work life: the University of Hawaii to describe the changes in QWL from 1998 to now. The objective of the
study was to find out the current level of satisfaction. Variables were used Relations with the department chair, campus service,

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community service, faculty relation, salary and demographic factor. The study included all 3,490 members of the UH faculty and /marks the
first time that this survey was conducted entirely online and yielded 1,340 responses for a 38% return rate and to analyse the data T-test was
used by the researcher. The result showed that salary was the main variable for satisfaction from year 1998 to 2006. Faculty relations and
community services is the most positive elements in faculty work life and other finding was campuses’faculty are generally more satisfied than
others.

J.Gnanayudam & Ajantha Dharmasiri 2015

Studied Influence of quality of work life on organizational commitment by investigated on unsatisfactory level of commitment among workers
in medium and large organizations in the apparel industry in Sri Lanka. A convenient sampling technique was adopted for the research. The
sample size was limited to 87 workers and Pearson correlation used for data analysis. The result showed that QWL has a positively significant
relation with the commitment and moderator effect of HRDC on the relationship between QWL and Commitment.

Rumi and Daud 2014

Investigated the relation between QWL and Organizational Commitmentamongst employees in Malaysian firms. The objective was to
investigate the relationship between QWL and Organizational Commitment and to identify the extent of QWL of employees. A random sample
of 500 employees was taken at the supervisory and executives’ levels in various firms in Malaysia received the questionnaire. Of these, 360
useable responses were returned and analysed, which represented a 72% response rate. Research based on the Quantitative approach and random
sampling method used for data collection..

Thalang & Ferris 2013

Studied on quality of work life indicators as a corporate social responsibility of electrical and electronics private Organizations in Thailand.
Objective of the research was find out the quality of Work Life Indicators as a Corporate Social Responsibility. It is a documentary research and
data was collected from the in-depth interview with experts and specialist and multiple research method. Health environment, total life span,
work life balance, adequate and fair compensation, social integration support used as dimensions of QWL and four major

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dimensions of CSR, namely: economic, environmental, social and ethics used as a parameters.

T. Ayesha & Srinivasan 2012

They worked on QWL among male and female employees of private commercial banks in Bangladesh to find out there is any significant
difference among male and female bank employee’s perception over QWL issues. Researcher adopted convenient sampling to data gathering
over a sample 192 employees and factor analysis and consistency Wilcoxon analysis, Mann -Whitney- U test and Bartlett test for analyzed data.
The dimensions of QWL used job design, employee relation, working environment, socialization efforts, adequate and fair compensation,
opportunities to develop human, growth and development, flexible work schedule, job assignment, work and total life span and in demographic
factor age , gender and experience was used..

D.Chitra & Niharika 2011

Researched on the Relationship between Quality of Work Life and Demographic Characteristics of Information Technology Staffs Relationship
b/w QWL and demographic characteristics of IT staff with objective Measure the relation b/w QWL and demographics. The dimensions of
QWL used as fair compensation, safe and healthy environment, growth and security, social relevance, life span, social integration, development
of human capacities and age, gender, work experience income has taken as demographic factors. Data gathered from the 5 IT companies over
292 employees and ANNOVA one way used for the data analysis. Result showed there is no significant relation found between gender and
QWL but positive.

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QUALITY OF WORK LIFE
Work is an integral part of everyday life, as it is livelihood or career or business. On an average they spend around twelve
hours daily in the work place, that is one third of their entire life; it does influence the overall quality of their life. It should
yield job satisfaction, give peace of mind, a fulfillment of having done a task, as it is expected, without any flaw and having
spent the time fruitfully, constructively and purposefully. Even if it is a small step towards their lifetime goal, at the end of
the day it gives satisfaction and eagerness to look forward to the next day.
The factors that influence and decide the Quality of work life are:

1. Attitude
2. Environment
3. Opportunities
4. Nature of Job
5. People
6. Stress Level
7. Career Prospects
8. Challenges
9. Growth and Development
10. Risk Involved and Reward

Attitude: The person who is entrusted with a particular job needs to have sufficient knowledge, required skill and expertise,
enough experience, enthusiasm, energy level, willingness to learn new things, dynamism, sense of belongingness in the
organization, involvement in the job, inter personnel relations, adaptability to changes in the situation, openness for
innovative ideas, competitiveness, zeal, ability to work under pressure, leadership qualities and team-spirit.

Environment: The job may involve dealing with customers who have varied tolerance level, preferences, behavioral pattern,
level of understanding; or it may involve working9 with dangerous machines like drilling pipes, cranes, lathe machines,
welding and soldering machines, or even with animals where maximum safety precautions have to be observed which needs
involuntary actions, synchronization of eyes, hands and body, sometimes high level of patience, tactfulness, empathy and compassion and
control over emotions.

Opportunities: Some jobs offer opportunities for learning, research, discovery, selfdevelopment, enhancement of skills, room for innovation,
public recognition, exploration, celebrity-status and loads and loads of fame. Others are monotonous, repetitive, dull, routine, no room for
improvement and in every sense boring. Naturally the former ones are interesting and very much rewarding also.

Nature of Job: For example, a driller in the oil drilling unit, a diver, a fire-fighter, traffic policeman, train engine driver, construction laborers,
welder, miner, lathe mechanic have to do dangerous jobs and have to be more alert in order to avoid any loss of limb, or loss of life which is
irreparable; whereas a pilot, doctor, judge, journalist have to be more prudent and tactful in handling the situation; a CEO, a professor, a teacher
have more responsibility and accountability but safe working environment; a cashier or a security guard cannot afford to be careless in his job as
it involves loss of money, property and wealth; a politician or a public figure cannot afford to be careless, for his reputation and goodwill is at
stake. Some jobs need soft skills, leadership qualities, intelligence, decision making abilities, abilities to train and extract work from others;
other jobs need forethought, vision and yet other jobs need motor skills, perfection and extreme carefulness.

People: Almost everyone has to deal with three set of people in the work place. Those are namely boss, co-workers in the same level and
subordinates. Apart from this, some professions need interaction with people like patients, media persons, public, customers, thieves, robbers,
physically disabled people, mentally challenged, children, foreign delegates, gangsters, politicians, public figures and celebrities. These
situations demand high level of prudence, cool temper, tactfulness, humor, kindness, diplomacy and sensitiveness.

Stress Level: All these above mentioned factors are inter-related and inter-dependant. Stress level need not be directly proportional to the
compensation. Stress is of different types - mental stress/physical stress and psychological or emotional stress. A Managing Director of a
company will have mental stress, a laborer will have physical stress, a psychiatrist will have emotional stress. Mental stress and Emotional stress
cause more damage than physical stress.

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 Career Prospects: Every job should offer career development. That is an important factor which decides the quality of work life. Status
improvement, more recognition from the Management, appreciations are the motivating factors for anyone to take keen interest in his job. The
work atmosphere should be conducive to achieve organizational goal as well as individual development. It is a win-win situation for both the
parties; an employee should be rewarded appropriately for his good work, extra efforts, sincerity and at the same time a lethargic and careless
employee should be penalized suitably; this will motivate the former to work with more zeal and deter the latter from being so, and strive for
better performance.

Challenges: The job should offer some challenges at least to make it interesting; That enables an employee to upgrade his knowledge
and skill and capabilities; whereas the monotony of the job makes a person dull, non-enthusiastic, dissatisfied, frustrating, complacent, initiative
- less and uninteresting. Challenge is the fire that keeps the innovation and thrill alive. A well-accomplished challenging job yields greater
satisfaction than a monetary perk; it boosts the self-confidence also.

Growth and Development: If an organization does not give chance for growth and personal development it is very difficult to retain
the talented
personnel and also to find new talent with experience and skill.
Risk Involved and Reward: Generally reward or compensation is directly proportional to the quantum of work, man-hours, nature and
extent of responsibility, accountability, delegated powers, authority of position in the organizational chart, risk involved, level of expected
commitment, deadlines and targets, industry, country, demand and supply of skilled manpower and even political stability and economic
policies of a nation. Although risk is involved in every job its nature and degree varies in them; All said and done, reward is a key criteria to lure
a prospective worker to accept the offer.

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 Conclusion: A happy and healthy employee will give better turnover, make good decisions and positively contribute to the
organizational goal. An assured good quality of work life will not only attract young and new talent but also retain the existing experienced
talent.

Quality of Working Life

Quality of working life has been differentiated from the broader concept of quality of life. To some degree, this may be overly
simplistic, as Elizur and Shye,(1990) concluded that quality of work performance is affected by quality of life as well as quality of working life.
However, it will be argued here that the specific attention to work-related aspects of quality of life is valid.

Whilst 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 working life. Where quality of working life has been explored, writers differ in their views on
its’ core constituents.

It is argued that the whole is greater than the sum of the parts as regards quality of working Life, and, therefore, the failure to attend to
the bigger picture may lead to the failure
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of interventions which tackle only one aspect. A clearer understanding of the interrelationship of the various facets of quality of working life
offers the opportunity for improved analysis of cause and effect in the workplace.

This consideration of quality of working Life as the greater context for various factors in the workplace, such as job satisfaction and stress, may
offer opportunity for more cost-effective interventions in the workplace. The effective targeting of stress reduction, for example, may otherwise
prove a hopeless task for employers pressured to take action to meet governmental requirements.

Models and components of quality of working life

Various authors and researchers have proposed models of quality of working life which include a wide range of factors. Selected models are
reviewed below.

Hackman and Oldham (1976) drew attention to what they described as psychological growth needs as relevant to the consideration of Quality of
working life. Several such needs were identified:

• Skill variety,
• Task Identity,
• Task significance,
• Autonomy and
• Feedback.

They suggested that such needs have to be addressed if employees are to experience high quality of working life.

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

• individual power,
• employee participation in the management,
• fairness and equity, 13
• social support,
• use of one’s present skills,
• self development,
• a meaningful future at work,
• social relevance of the work or product,
• effect on extra work activities.

Taylor suggested that relevant quality of working life concepts may vary according to organisation and employee group.

Warr and colleagues (1979), in an investigation of quality of working life, considered a range of apparently relevant factors, including :

• work involvement,
• intrinsic job motivation,
• higher order need strength,
• perceived intrinsic job characteristics,
• job satisfaction,
• life satisfaction,
• happiness, and
• self-rated anxiety.

They discussed a range of correlations derived from their work, such as those between work involvement and job satisfaction, intrinsic job motivation and
job satisfaction, and perceived intrinsic job characteristics and job satisfaction. In particular, Warr et al. found evidence for a moderate association between
total job satisfaction and total life satisfaction and happiness, with a less strong, but significant association with self-rated anxiety.

Thus, whilst some authors have emphasized the workplace aspects in quality of working life, others have identified the relevance of personality factors,
psychological well being, and broader concepts of happiness and life satisfaction.

Factors more obviously and directly affecting work have, however, served as the main focus of attention, as researchers have tried to tease out the important
influences on quality of working life in the workplace.
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 Mirvis and Lawler (1984) suggested that quality of working life was associated with satisfaction with wages, hours and working conditions, describing the “basic
elements of a good quality of work life” as :

• safe work environment,

• equitable wages,
• equal employment opportunities and
• opportunities for advancement.

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

• job satisfaction,
• job involvement,
• work role ambiguity,
• work role conflict,
• work role overload,
• job stress,
• organizational commitment and
• turn-over intentions.

Baba and Jamal also explored routinisation of job content, suggesting that this facet should be investigated as part of the concept of quality of working life.

Some have argued that quality of working life might vary between groups of workers. For example, Ellis and Pompli (2002) identified a number of factors
contributing to job dissatisfaction and quality of working life in nurses, including:

• poor working environments,

• resident aggression,
• workload, inability to deliver quality of care preferred,
• balance of work and family,
• shift work,
• lack of involvement in decision making,
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• professional isolation,
• lack of recognition,
• poor relationships with supervisor/peers,
• role conflict,
• Lack of opportunity to learn new skills.
Sirgy et al. (2001) suggested that the key factors in quality of working life are:

• need satisfaction based on job requirements,

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

They defined quality of working life as satisfaction of these key needs through resources, activities, and outcomes stemming from
participation in the workplace. Needs as defined by the psychologist, Abraham Maslow, were seen as relevant in underpinning this model,
covering health & safety, economic and family, social, esteem, actualization, knowledge and aesthetics, although the relevance of non-work
aspects is play down as attention is focused on quality of work life rather than the broader concept of quality of life.

These attempts at defining quality of working life have included theoretical approaches, lists of identified factors, correlation analyses, with
opinions varying as to whether such definitions and explanations can be both global, or need to be specific to each work setting.

Bearfield, (2003) used 16 questions to examine quality of working life, and distinguished between causes of dissatisfaction in professionals,
intermediate clerical, sales and service workers, indicating that different concerns might have to be addressed for different groups.

The distinction made between job satisfaction and dissatisfaction in quality of working life reflects the influence of job satisfaction theories.
Herzberg at al., (1959) used “Hygiene factors” and “Motivator factors” to distinguish between the separate causes of job satisfaction and job
dissatisfaction. It has been suggested that Motivator factors are intrinsic to the job, that is; job content, the work itself, responsibility and
advancement. The Hygiene
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factors or dissatisfaction-avoidance factors include aspects of the job environment such as interpersonal relationships, salary, working
conditions and security. Of these latter, the most common cause of job dissatisfaction can be company policy and administration, whilst
achievement can be the greatest sourrce of extreme satisfaction.

An individual’s experience of satisfaction or dissatisfaction can be substantially rooted in their perception, rather than simply reflecting their
“real world”. Further, an individual’s perception can be affected by relative comparison - am I paid as much as that person - and comparisons of
internalized ideals, aspirations, and expectations, for example, with the individual’s current state (Lawler and Porter, 1966).

In summary, where it has been considered, authors differ in their views on the core constituents of Quality of Working Life (e.g. Sirgy, Efraty,
Siegel & Lee, 2001 and Warr, Cook & Wall, 1979).

It has generally been agreed however that Quality of Working Life is conceptually similar to well-being of employees but differs from job
satisfaction which solely represents the workplace domain (Lawler, 1982).

Quality of Working Life is not a unitary concept, but has been seen as incorporating a hierarchy of perspectives that not only include work-
based factors such as job satisfaction, satisfaction with pay and relationships with work colleagues, but also factors that broadly reflect life
satisfaction and general feelings of well-being (Danna & Griffin, 1999). More recently, work-related stress and the relationship between work
and non-work life domains (Loscocco & Roschelle, 1991) have also been identified as factors that should conceptually be included in Quality of
Working Life.

Measurement

There are few recognized measures of quality of working life, and of those that exist few have evidence of validity and reliability, that is, there
is a very limited literature based on peer reviewed evaluations of available assessments. A recent statistical analysis of a new measure, the
Work-Related Quality of Life scale (WRQoL) indicates that this assessment device should prove to be a useful instrument, although further
evaluation would be useful. The WRQoWL measure uses six core factors to explain most of the variation in an

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individual’s quality of working life: Job and Career Satisfaction; Working Conditions; General Well-Being; Home-Work Interface; Stress at
Work and Control at Work.

The Job & Career Satisfaction (JCS) scale of the Work-Related Quality of Life scale (WRQoL) is said to reflect an employee’s feelings about,
or evaluation of, their satisfaction or contentment with their job and career and the training they receive to do it. Within the WRQoL measure,
JCS is reflected by questions asking how satisfied people feel about their work. It has been proposed that this Positive Job Satisfaction factor is
influenced by various issues including clarity of goals and role ambiguity, appraisal, recognition and reward, personal development career
benefits and enhancement and training needs.

The General well-being (GWB) scale of the Work-Related Quality of Life scale (WRQoL) aims to assess the extent to which an individual feels
good or content in themselves, in a way which may be independent of their work situation. It is suggested that general well-being both
influences, and is influenced by work. Mental health problems, predominantly depression and anxiety disorders, are common, and may have a
major impact on the general well-being of the population. The WRQoL GWB factor assesses issues of mood, depression and anxiety, life
satisfaction, general quality of life, optimism and happiness.

The WRQoL Stress at Work sub-scale (SAW) reflects the extent to which an individual perceives they have excessive pressures, and feel
stressed at work. The WRQoL SAW factor is assessed through items dealing with demand and perception of stress and actual demand overload.
Whilst it is possible to be pressured at work and not be stressed at work, in general, high stress is associated with high pressure.

The Control at Work (CAW) subscale of the WRQoL scale addresses how much employees feel they can control their work through the freedom
to express their opinions and being involved in decisions at work. Perceived control at work as measured by the Work-Related Quality of Life
scale (WRQoL) is recognized as a central concept in the understanding of relationships between stressful experiences, behavior and health.
Control at work, within the theoretical model underpinning the WRQoL, is influenced by issues of communication at work, decision making and
decision control.

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 The WRQoL Home-Work Interface scale (HWI) measures the extent to which an employer is perceived to support the family and home
life of employees. This factor explores the interrelationship between home and work life domains. Issues that appear to influence employee HWI
include adequate facilities at work, flexible working hours and the understanding of managers.

The Working Conditions scale of the WRQoL assesses the extent to which the employee is satisfied with the fundamental resources,
working conditions and security necessary to do their job effectively. Physical working conditions influence employee health and safety and thus
employee Quality of working life. This scale also taps into satisfaction with the resources provided to help people do their jobs.

Applications

Regular assessment of Quality of Working Life can potentially provide organisations with important information about the welfare of
their employees, such as job satisfaction, general well-being, work-related stress and the home-work interface. Studies in the UK University
sector have shown a valid measure of Quality of Working Life exists and can be used as a basis for effective interventions.

Worrall and Cooper (2006) recently reported that a low level of well-being at work is estimated to cost about 5-10% of Gross National
Product per annum, yet Quality of Working Life as a theoretical construct remains relatively unexplored and unexplained within the
organizational psychology research literature.

A large chunk of most peoples’ lives will be spent at work. Most people recognize the importance of sleeping well, and actively try to
enjoy the leisure time that they can snatch. But all too often, people tend to see work as something they just have to put up with, or even
something they don’t even expect to enjoy.

Some of the factors used to measure quality of working life pick up on things that don’t actually make people feel good, but which seem
to make people feel bad about work if those things are absent. For example, noise - if the place where someone works is too noisy, they might
get frequent headaches, or find they cannot concentrate, and so feel dissatisfied.

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But when it is quiet enough they don’t feel pleased or happy - they just don’t feel bad. This can apply to a range of factors that affect someone's
working conditions.

Other things seem to be more likely to make people feel good about work and themselves once the basics are OK at work. Challenging work
(not too little, not too much) can make them feel good. Similarly, opportunities for career progression and using their abilities can contribute to
someone's quality of working life.

A recent publication of the National Institute of Clinical Excellence (NICE) emphasizes the core role of assessment and understanding of the
way working environments pose risks for psychological wellbeing through lack of control and excessive demand. The emphasis placed by NICE
on assessment and monitoring wellbeing springs from the fact that these processes are the key first step in identifying areas for improving
quality of working life and addressing risks at work.

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 CHAPTER-III

RESEARCH METHODOLOGY

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NEED FOR THE STUDY
Employee performance is needed in order to Provide information about the performance ranks basing on which decision regarding alary
fixation, confirmation, promotion, transfer and demotion are taken. Provide feedback information about the level of achievement and behaviour
of the subordinate. This information helps to review the performance of the subordinate. Rectifying performance deficiencies and setting new
standards of work, if necessary .Provide information that may help to counsel the subordinate Provide information to diagnose deficiency in
employee regarding skills, knowledge, to determine training and developmental needs and to prescribe the means for employee growth and
provide information for correct placement.

OBJECTIVES

These are the Objectives which I have been thought from the Company:

■ To understand core values of BIG BAZAARwith respect to HR.

■
To study about the Company History, Mission, Vision, and Objectives.

■
To understand HR Department.

■ To know what company contributing for the QWL.

■ To evaluate the effectiveness and understand the perception of employees towards the QWL.
■ To suggest measures for further improvement of QWL.

■
To gauge the effectiveness of QWL with respective employee’s satisfaction.

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SCOPE OF THE STUDY
The study with the prime objectives of ascertaining the employers Towards the quality of work life program, which are required to
perform Their jobs effectively, in BIG BAZAAR. Hyderabad. The studies include managers and programmers.

DATA COLLECTION
In dealing with any problem it is often found that data at hand are inadequate, and there fore it becomes necessary to collect data that
are appropriate. These are several ways of collecting the appropriate data, which defer considerably in context of time and other resources. Here
for the purpose of study two kinds of data has been used.

1. Primary Data
The primary data are those, which are collected afresh for the first time, and thus happens to be original in character, with reference to
this study, data is collected through.

A) Questionnaire
B) Interview method

A) Questionnaire Method
Data is gathered by distributing Questionnaire to managers and employees. Questionnaire in prepared and pre tested before using it for
data collection. Questionnaire is a structured one consisting of questions, which are close, ended having fixed response pattern
b) Interview method with multiple answers.
The study also includes obtaining information from knowledgeable persons. This interview is an informal or unstructured one with competent
and articulate individuals, employees and professionals of the organization.
2 . Secondary data
The secondary data are those that are already available, i.e. they refer to the data, which have already been collected and analyzed by some one
else. Secondary data is gathered from the organization catalogues, journals and books.

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Research
Research is common refers to a search for knowledge we can also define research as a scientific and systematic search for patent information
on a specific topic D. SLESINGER and M .STEPHENSON define research as the “manipulation of things, concepts or symbols for the purpose
of generalizing to extend ,correct or verify knowledge ,whether that the practice of an act”
Research methodology

Research methodology is a way to systematically salve the research problem. The steps adopted by the research to solve the research problem.
Research process

Research process consists of series of actions or steps necessary to effectively carry out research.
The various steps, which provide useful guideline regarding research process.

1. Formulating research problem

2. Extensive literature survey
3. Determining sample design
4. Collecting the data
5. Execution of the project
6. Analysis of the data
7. Interpretation & suggestion
8. Conclusion
9. Preparation of the report Nature of study
The study was totally a fact -finding study. The main aim of this is to identity and evaluates the training and development program given to the
employees working in BIG BAZAAR. Study Area
The study has been conducted in BIG BAZAAR.

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Sample Design
A sample design is definite plan determined before data was actually collected for obtaining a sample from given population. In this study
random sampling is used. This sampling method involves purposive or deliberate selection of particular units of the population for
constituting a sample, which represents the population.
Sample size
The sample size taken for survey includes 100 employees. The sample takes into consideration / constitutes all the managers and employers in
organization.

LIMITATIONS OF THE STUDY

1. Firstly the respondents were not available readily and the data were collected as per the convenience of the respondents.

2. Secondly the sample of 100 respondents was given by the organization hence appropriate sample technique was not applied for selecting the
respondents.

3. Thirdly, time is also one of constraints. Duration of 45 days is not sufficient to cover all the aspects of the study.

For the above limitation the study conducted may not give the true representation of the entire organization.

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