A Study On Quality Of Work Life Of Employees at ITI, B'lore

A STUDY ON QUALITY OF WORK LIFE AT ITI
PALLAGATTI ADAVAPPA FIRST GRADE ARTS& COMMERCE COLLEGE, TIPTUR 1
CHAPTER 1
INTRODUCTION
Human Resource Management is an art of managing people at work in
such a manner that they give their best to the organization. In simple word
human resource management refers to the quantitative aspects of employees
working in an organization.
Human Resource Management is also a management function concerned
with hiring, motivating, and maintains people in an organization. It focuses on
people in organization.
Organizations are not mere bricks, mortar, machineries or inventories.
They are people. It is the one who staff and manage organizations.
HRM involves the application of management functions and principles.
The functions and principles are applied to acquisitioning, developing, maintain,
and remunerating employees in organizations.
Decisions relating to employees must be integrated. Decision on different
aspects of employees must be consistent with other human resource decisions.
Decision made must influence the effectiveness of organization.
Effectiveness of an organization must result in betterment of services to
customers in the form of high-quality product supplied at reasonable costs.
HRM function is not confined to business establishment only. They are
applicable to non-business organizations, too such as education, health care,
recreation etc.
The scope of HRM is indeed vast. All major activities in the working life
of his or her entry into an organization until he or she leaves-come under the
previews of HRM.
1.1 INTRODUCTIONTO HRM:

Specifically, the activities included are HR planning, job analysis,
recruitment and selection, orientation and placement, training and development,
performance appraisal and job evaluation, employee and executive
remuneration, motivation and communication, welfare, safety and health.
HRM is a broad concept Personnel management and human resource
development is a part of HRM.
Before we define “Human Resource Management”, it seems good to first
define heterogeneous in the sense that they differ in personality, perception,
emotions, values, attitudes, motives, and modes of thoughts.
Human resource management plays an important role in the development
process of modern economy. In fact it is said that all the development comes
from the human mind.
“Human Resource Management is a process of producing development,
maintaining and controlling human resources for effective achievement of
organization goals.”
OBJECTIVES OF HUMAN RESOURCE MANAGEMENT:
Objectives are pre-determined goals to which individuals or group activity in an
organisation is directed. So objectives of HRM are influenced by organisational
objectives and individual as well social goals.
1. To help the organisation reach its goal.
2. To ensure effective utilization and maximum development of human
resource.
3. To identify and satisfy the needs of individuals.
4. To ensure reconciliation of individual goals with those of the
organisation.
5. To achieve and maintain high morale among employees.
6. To provide the organisation with well-trained and well-motivated
employees.
7. To increase to the fullest the employees job satisfaction and self-
actualization.
8. To develop and maintain a quality of work life.
9. To be ethically and socially responsive to the need of society.

10. To develop overall personality of each employee in its multidimensional
aspects.
11. To enhance employees capabilities to perform the present job.
12. To equip the employees with precession and clarity in transaction of
business.
NATURE OF HUMAN RESOURCE MANAGEMENT:
Human resource management is a process of bringing people and
organization together so that the goal of each are met. The various features of
HRM include:
1. It is pervasive in nature as it is present in all present.
2. Its focus is on results rather than on rules. It tries to help employees
develop their potential fully.
3. It encourages employees to give their best to organization
4. It is all about people at work, both as individuals and groups.
5. It tries to put people on assigned jobs in order to produce good results.
6. It helps an organization meet its goal in the future by providing for
competent and well-motivated employees.
7. It tries to build and maintain cordial relations between people working at
various levels in the organization.
8. It is a multidisciplinary activity, utilizing knowledge and inputs drawn
from psychology, economics etc.
IMPORTANCE OF H.R.M:
Human resource management helps in creating a better understanding
between employees and management. It helps workers in accomplishing
individual and organizational goals. This approach has been attracting the
attention of management professionals in the last decade or so. HRM is
considered essential due to following reasons:
1. Better Industrial Relations: There is widespread unrest, stained worker-
management relations, lack of confidence in each other, rising
expectations of workers, emergence of militancy in trade unions etc. these
factors have created a gap among workers and management. Both sides
are talking of exploitation by the other side. In the absence of cordiality in
an organization the performance of workers is adversely affected,.

HRM approach is required to create proper understanding among
workers and management. The workers are developed to meet their
individual and organizational objectives. The workers are convinced that
various managerial actions will help them in accomplishing their motive
besides helping the organization.
2. Develop Organizational Committee: There is humanization of work
environment in industrialized countries like Japan, U.S.A and Germany
etc. Globalization of economy has exposed Indian industries to
international competition. An improvement in efficiency and quality of
work can come only when workers develop organizational commitment.
HRM approach helps in creating a sense of pride for the work force.
3. Coping with Changing Environment: The business environment is rapidly
changing Technological improvements have revolutionized production
procedures. Automation has been introduced in office operations. Better
communication channels have revolutionized vital areas of business.
There is a need to cope with new and changing situation. The operational
efficiency of employees must improve to face the new situation. The
operational efficiency of employees must improve to face the new
situation. There is a need for new approach to manpower.
4. Change in Political Philosophy: Political Philosophy has undergone
change all over the world. The new approach is to develop human
resource properly for making its better use. In India, central government
has named a ministry as Human Resource Development and put it under a
Senior Minister. This development shows the importance given to Human
Resource.
5. Increased Pressure on Employees: The technological changes have
necessitated the use of sophisticated machines. The installation,
monitoring of machines, maintenance and controlling of operations need
trained and skillful people. There is a regular need for training and
development of people for coping with the emerging situations. Human
Resource Development has become essential for every organization.
Research and fresh initiatives in industry require new policy of human
resource development.

SCOPE OF HUMAN RESOURCE MANAGEMENT:
According to Dale Yoder, the scope of human resource management is
very wide. It consists of the following activities:
1. Setting general and specific management policy for organisational
relationship and establishing and maintaining a suitable organisation for
leadership and cooperation.
2. Collective bargaining, contract negotiation, contract administration, and
grievance handling.
3. Staffing the organisation, finding getting and holding prescribed types
and number of workers.
4. Aiding in the self development of employees at all levels providing
opportunities. If personal development and growth as well as for
acquiring requisite skill and experience.
5. Developing and maintaining motivation for workers by providing
incentives.
6. Reviewing and auditing manpower management in the organisation.
7. Industrial relations research-carrying out studies designed to explain
employee behaviour and thereby effecting improvement in manpower
management.
The scope of HRM is very wide and vast. All major activities in the
working life of an employee come under preview of HRM. The activities can be
broadly divided into three groups.
1. Personnel aspect:
This is concerned with manpower planning, recruitment, selection,
placement, transfer, promotion, training and development, layoff and
retrenchment, remuneration, incentives, productivity etc.
2. Welfare aspect:
It deals with working conditions and amenities such as canteens, crèches,
rest and lunch rooms, housing, transport, medical assistance, education, health
and safety, recreation facilities, etc.
3. Industrial relations aspect:
This covers union-management relations, joint consultation, collective
bargaining, grievance and disciplinary procedures, settlement of disputes etc.

All the above aspects are concerned with the human element in industry
as distinct from the mechanical element.
HRM has a crucial role to play in the organisations. So following
functions can be associated with HRM:
1. Indentifying the Developing Persons: The success of every organisation
depends upon the quality of persons it employs. HRM helps in spotting
right person for right jobs. Persons are prepared for taking up different
jobs. Every person may not be suitable for certain jobs. Persons are
assigned jobs as per the aptitudes. Persons are given right type of training
so that they are able to develop their potentialities to the maximum. They
are also motivated to give their maximum to the organization.
2. Retaining Suitable Persons: The raoid development of technology is
throwing new challenges every day. Modernisation of various techniques,
computerisation of data processing, introduction of micro-process
controlled machines, revolution in communication techniques have
resulted in a demand for trained and highly skilled persons. HRM not
only helps in procuring suitable persons but is also useful in retaining
them. There may be a redundant workforce because of various
developments, efforts be made to offer golden hand shake to them.
3. Creating Work Culture: HRM approaches emphasises the development of
employees potential and using it for achieving organisation goals. The
aims and priorities of individual workers are given due weightage in the
schemes of the organization. Human resource policy is backed by human
values, understanding and concern for the welfare of people. Persons in
the organization will reciprocate by improving their efficiency,
motivation, self co-ordination and greater co-operation. The work culture
in the organisation improves; people feel satisfied and enjoy their work.
4. Educating Managerial Personnel: HRM approaches will succeed only
when managerial personnel change their attitude towards workforce.
There is a need to educate executives, managers and top management
regarding various aspects of the human resource approaches adopted in
the organisation.
5. Conducting Research: HRM will be successful only if we know the
aspirations and expectations of various persons working in the
organisation. The framing of human resource policies, strategies and
approaches depend upon the information collected through research.

6. Developing a Communication System: There is a need to develop
downward, upward and lateral communication in the organisation. HRM
develops a system of communication where policies of the management
are properly communicated to the lowest level of hierarchy and feedback
from the view points of each other and taking up remedial steps, if
needed.
PROCESS OF HRM:
HRM is a staff function. HRM managers advise line managers throughout the
organization. Furthermore, the company may need more or fewer employees
and managers from time to time. The HRM process is an ongoing procedure
that tries to keep the organization supplied with the right people in the right
positions, when they are needed.
HRM PROCESS
SELECTION
SOCIALIZATION
TRAINING& DEVELOPMENT
PERFORMANCEAPPRAISAL
PROMOTION,TRANSFER,DEMOTION & SEPERATION

The HRM process includes seven basic activities:
1. Human resource planning is designed to ensure that personnel needs
will be constantly and appropriately met. It is accomplished through
analysis of internal factors, such as current and expected skill needs,
vacancies, and departmental exam.. The use of computers to build and
maintain information about all employees has enabled organizations to be
much more efficient in their planning of human resources.
2. Recruitment is concerned with developing a pool of job candidates in
line with the human resource plan. Candidates are usually located through
newspaper and professional journal advertisements, employment
agencies, word of mouth, and visits to college and university campuses.
3. Selection involves using application forms, resumes, interviews,
employment and skills tests, and reference checks to evaluate and screen
job candidates for the managers who will ultimately select and hire a
candidate.
4. Socialization (orientation) is designed to help the selected individuals
fit smoothly into the organization. Newcomers are introduced to their
colleagues, acquainted with their responsibilities, and informed about the
organization's culture, policies, and expectations regarding employee
behaviour.
5. Training and development both aim to increase employees' abilities
to contribute to organizational effectiveness. Training is designed to
improve skills in the present job; development programs are designed to
prepare employees for promotion.
6. Performance appraisal compares an individual's job performance to
standards or objectives developed for the individual's position. Low
performance may prompt corrective action, such as additional training, a
demotion, or separation, while high performance may merit a reward,
such as raise, bonus, or promotion. Although an employee's immediate
supervisor performs the appraisal, the HRM department is responsible for
working with upper management to establish the policies that guide all
performance appraisals.

7. Promotions, transfers, demotions, and separations reflect an
employee's value to the organization. High performers may be promoted
or transferred to help them develop their skills, while low performers may
be demoted, transferred to less important positions, or even separated.
Any of these options will, in turn, affect human resource planning.
RECENT TRENDS OF HRM IN INDIA:
Human resource management is a process of bringing people and
organizations together so that the goals of each other are met. The
role of HR manager is shifting from that of a protector and screener
to the role of a planner and change agent. Personnel directors are the new
corporate heroes. The name of the game today in business is personnel. Now
days it is not possible to show a good financial or operating report unless your
personnel relations are in order.
Over the years, highly skilled and knowledge based jobs are increasing
while low skilled jobs are decreasing. This calls for future skill mapping
through proper HRM initiatives.
Indian organizations are also witnessing a change in systems,
management cultures and philosophy due to the global alignment of Indian
organizations. There is a need for multi skill development. Role of HRM is
becoming all the more important.
Someoftherecenttrends that are being observed areas follows:
1. The recent quality management standards ISO 9001 and ISO 9004 of
2000 focus more on people centric organizations. Organizations
now need to prepare themselves in order to address people centred
issues with commitment from the top management, with renewed thrust on
HR issues, moreparticularly ontraining.
2. Charles Handy also advocated future organizational models like
Shamrock, Federal and Triple I. Such organizational models also refocus
on people centric issues and call for redefining the future role of HR
professionals.
3. With the increase of global job mobility, recruiting
competent people is also increasingly becoming difficult, especially
in India. Therefore by creating an enabling culture, organizations are
also required to work out a retention strategy for the existing
skilled manpower.

FUNCTIONS OF HRM:
HRM involves two categories of function, those are:
(a) Operative function
(b)Managerial function
OPERATIVE FUNCTION:
The operative function belongs to such activities concerned with
procuring, developing, compensating, utilizing, and maintaining an efficient
workforce. The managerial functions are common to all managers and those are
planning, organizing, coordinating, directing and controlling. One function
cannot work without the other and they are interrelated. So the important
functions of HRM can be listed below:
1. Staffing:
Manpower or Human Resource Planning
•Job analysis: competency matrix
•Job description / position description
•Job evaluation
•Determination of actual number of employees needed
Recruitment and selection of people
•Attracting talent
•Selection process
•Motivating the talent to join the organization
2. Training and Development
Induction:
•Acclimatization process for new employees

Training:
•Competency mapping and gap analysis
•Appraisal
•Training need assessment
•Training process
Development:
•Potential assessment
•Development process
Career planning
• Fast track (talent management)
•Normal career path management
3. Motivation
Appraisal
•Appropriate appraisal system
•Appraisal process
Competition and benefits
•Determination of salary and benefit packages
Rewards
•Recognition motivation
•Monetary motivation
4. Maintenance
Communication
•Installing and maintaining two way communication
Health
•Design / selection and implementation of health schemes

Safety
•Awareness creation
•System for safe working condition
Employee relations
•Establishing fairness
•Designing and implementing employee relations
Legalities
•Dispute
•Grievances
•Unions
•Employment related legalities
•Health and safety related legalities
LIMITATIONS OF HRM:
1. Recent Origin: HRM of recent origin. So it lacks universally approved
academic base. Different people try to define the term differently.
Some thinkers consider it as name to personnel management. Some
organisations has named their traditional personnel management
department as human resource management department. With the
passage of time an acceptable approach will be developed.
2. Improper Implementation: Human resource management should be
implemented by assessing the training and development needs of
employees. The needs and aspirations of people should be taken into
account while framing resource policies. HRM is implemented half-
heartedly. The organising of some training programmes is considered
as the implementation of HRM. Management’s productivity and
profitability approach remains undisturbed in many organisations.

3. Lack of Top Management Support:HRM must have the supportof top
level management. The change in attitude at the top can bring good
results while implementing HRM. Because of passive attitudes at the
top, this work is handled by personnel management people. Unless
otherwise there is a change in approach and attitude nothing
spectacular is going to happen
4. Inadequate development programmes: Human resource management
requires implementation of programmes such as career planning, on
the job training, development programmes, counselling etc. There is a
need to create an atmosphere of learning in the organisation. In reality
HRM programmes are confined to class room lectures and expected
results are not coming out from this approach.
5. Inadequate Information: some organisations don’t have requisite
information about their employees. In the absence of adequate
information and data base this system cannot be properly
implemented. There is a need to collect, store and retrieval of
information before implementing HRM.
The liberalisation of economy, entry of multinationals in Indian
markets, rising of quality standards of Indian goods, growing
competition will all put pressure on human resource of every
organisation. Management will be required to constantly assess and
reassess competence levels of their employees. Training and
development programmes will be needed to motivate personnel to
cope with the new requirements. Human resource management will
have a pivotal role in managing the business in near future.

Quality of work life (QWL) is viewed as an alternative to the control
approachof managing people. The QWL approachconsiders people as an 'asset'
to the organization rather than as ‘costs'. It believes that people perform better
when they are allowed to participate in managing their work and make
decisions. This approach motivates people by satisfying not only their economic
needs but also their social and psychological ones. To satisfy the new
generation workforce, organizations need to concentrate on job designs and
organization of work. Further, today's workforce is realizing the importance of
relationships and is trying to strike a balance between career and personal lives.
Successful organizations support and provide facilities to their people to
help them 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
work life of every individual in the organization. Various programs like flex
time, alternative work schedules, compressed work weeks, telecommuting etc.,
are being adopted by these organizations. Technological advances further help
organizations to implement these programs successfully. Organizations are
enjoying the fruits of implementing QWL programs in the form of increased
productivity, and an efficient, satisfied, and committed workforce which aims to
achieve organizational objectives.
The future work world will also have more women entrepreneurs and
they will encourage and adopt QWL programs. Quality of Working Life is a
term that had been used to describe the broader job-related experience an
individual has. Whilst there has, for many years, been much research into job
satisfaction and more recently, an interest has arisen into the broader concepts
of stress and subjective well-being, the precise nature of the relationship
between these concepts has still been little explored. Stress at work is often
considered in isolation, where in it is assessed on the basis that attention to an
individual’s stress management skills or the sources of stress will prove to
provide a good enough basis for effective intervention.
1.2 INTRODUCTIONTO QUALITY OF WORK LIFE

Alternatively, job satisfaction may be assessed, so that action can be
taken which will enhance an individual’s performance. Somewhere in all this,
there is often an awareness of the greater context, whereupon 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-being is 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
endeavour 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, effective action is to be taken to address quality
of working life or any of its sub-components in such a way as to produce real
benefits, be they for the individual or the organisation. 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, 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 of interventions which tackle only one
aspect.
A clearer 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 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.

OBJECTIVES OF THE STUDY:
1. To evaluate and analyse the Quality of work life.
2. To study the factors and analyse the Quality of work life.
3. To examine the impact of welfare measures on quality of work life.
4. To evaluate the aspects of quality of work life and suggest measures in
improving quality of work life.
Walton proposed eight conceptualcategories that together make up the
quality of work life.
 Adequate and fair compensation
 Safe and healthy working conditions
 Immediate opportunity to use and develop human capacities
 Social integration in the work organization
 Constitutionalisation
 Work and total life space
 Social relevance of work life
 Promotion and career planning
THE CONCEPT OF QUALITY OF WORKING LIFE (QWL):
Quality of working life refers to the favourableness or unfavourableness
of the job environment of an organisation for its employees. It is generic term
which covers a person’s feeling about every dimension of his work e.g.
economic incentives and rewards, job security, working conditions,
organizational and interpersonal relationship etc. The term QWL has different
meaning for different people. A few important definitions of QWL are as
follows:
According to Harrison “QWL is the degree to which work in an
organisation contributes to material and psychological well being of its
members”
According to D.S Cohan “QWL is a process of joint decision making,
collaborations and building mutual respect between management and
employees”

SCOPE OF QWL:
Quality of working life is a multi dimensional aspect. The workers expect
the following needs to be fulfilled by the organization:
1. Compensation: The reward for work should be above a minimum
standard for life and should be a just an equitable balance between the
effort and the reward.
2. Health and Safety: The working environment should be free from all
hazards detrimental to the health and safety of the employees. The main
elements of a good physical environment for work should be reasonable
hours of work, cleanliness, pollution free atmosphere, risk free work etc.
3. Job Security: The organization should offer security of employment.
Employees should not have to work under a constant concern future
stability of work and income.
4. Job Design: The design of jobs should be such which is capable of
meeting the organization for production and the individual for satisfying
and interesting work. QWL can be improved if the job allows sufficient
autonomy and control, provides timely feedback on performance and uses
a wide range of skills.
5. Social Integration: The workers should be able to feel a sense of identity
with the organisation and develop a feeling of self esteem. This includes
the elimination of discrimination and individualism, whilst encouraging
teams and social groups to form.
PRINCIPLES OF QWL:
According to N.Q Herrick and M. Maccoby there are four basic
principles, which will humanise work and improve the QWL:
1. The Principle of Security: Quality of work cannot be improved until
employees are relieved of the anxiety, fear and loss of future
employment. The working conditions must be safe and fear of economic
want should be eliminated. Job security and safety against occupational
hazards is essential precondition of humanisation of work.

2. The Principle of Equity: There should be a direct and positive relation
between effort and reward. All types of discrimination between people
doing similar work and with same level of performance must be
eliminated. Equity also requires sharing the profits of the organisation.
3. The Principle of Individualism: Employees differ in terms of their
attitudes, skills, potential. Humanisation of work requires that employees
are able to decide their own pace of activities and design of work
operation.
4. The Principle of Democracy: This mean greater authority and
responsibility to employees. Meaningful preparation in decision making
process improves the quality of work life.
TECHNIQUES FOR IMPROVING QWL:
The quality of work life movement is of recent origin and has a long way
to go. Individual as well as organised efforts are required to improve quality of
work life for millions of workers in the country. Some of the techniques used to
improve the QWL are given below:
1. Flexible Work Schedule: There should be flexibility in the work
schedules of the employees. Alternative work schedules for the
employees can be flexitime, staggered hours, compressed work week etc.
Flexitime is a system of flexible working hours, staggered hours schedule
means that different groups of employees begin and end work at different
intervals. Compressed work week involves longer hours of work per day
for fewer days as per week.
2. Job Redesign: Job redesign or job enrichment improves the quality of the
jobs. It attempts to provide a person with existing, interesting, stimulating
and challenging work. It helps to satisfy the higher level of employees.
3. Opportunity for Development: Career development is very important for
ambitious and achievement oriented employees. If the employees are
provided with the opportunities for their advancement and growth, they
will be highly motivated and their commitment to the organisation will
increase.

4. Autonomous Work Groups: Autonomous work groups are also called self
managed work teams. In such groups the employees are given freedom of
decision making. They are themselves responsible for planning,
organising, and controlling the activities of their groups. The groups are
also responsible for their success or failures.
5. Employee’s Participation in Management: People in the organization
should be allowed to participate in the management decisions affecting
their lives. Quality circles, management by objectives, suggestion
systems and other forms of employee’s participation in management help
to improve QWL.
6. Job Security: Employees want stability of employment. Adequate job
security provides to the employees will improve the QWL to a larger
extent.
7. Equitable Justice: The principle of equitable administrative justice should
be applied in disciplinary actions, grievance procedures, transfers, work
assignments etc. Practicality and biasness at any stage can discourage the
workers and affect the QWL.
NEED AND IMPORTANCE OF THE STUDY:
Quality of work life includes the following features:
 Voluntary involvement on the part of employees.
 Assurance of no loss of jobs as a result of the programs.
 Training of employees in team problem solving.
 The use of Quality circles where employees discuss problems
affecting the Performance of the work and job environment.
 Encouragement of skill development.
 Skill training.
 Responsiveness to employee concerns.

APPROACHTOQUALITY OFWORKLIFE:
The Quality of work life involvement traditionally has been closely
identified with the job redesign efforts based on socio-technical systems
approach. However during the 1980’s the concept of Quality of work life
has been broadened to include a number of approaches aimed at join
decision making. Collaboration and mutual respect between management and
employees, increased autonomy at work place, and self management.

CHAPTER 2
RESEARCH DESIGN
2.1 MEANING AND DEFINITION:
Research is a systematic and logical study of an issue or problem or
phenomena through scientific method.
Kerlinger defines Research as “Systematic control, empirical and critical
investigation of hypothetical proportions about the presumed relation among
natural phenomena.
Research refers to the scientific and systematic search for pertinent
information on specific topic scientific process generally refers to the methods
used to achieve certain result and systematic process refers to the specifications
to steps by which a proper research is done.
RESEARCH DESIGN MEANING AND DEFINITION:
A research design is a logical and systematic plan prepared for directing
as research study.
A research design is the program that guides the investigations and the
process of collecting analyzing and interpreting observation.
Research design is a conceptual structure of the research project. It is the
arrangement of condition and analyze of data in a manner that aims to combine
relevant to that research project.
It is the arrangement of condition and analyze of data in a manner that
aims to combine relevant to that research process with clarity in procedure.

2.2 TITLE OF THE STUDY:
“A Study on Quality of Work Life of Employees At ITI, Bangalore”
2.3 STATEMENT OF THE STUDY:
Quality of Work Life in an organization is essential for the smooth
running and success of its employees. The work-life balance must be
maintained effectively to ensure that all employees are running at their peak
potential and free from stress and strain. The Quality of Work Life can affect
such things as employees timings, his or her work output, his or her available
leaves, etc. Quality of Work Life helps the employees to feel secure and like
they are being thought of and cared for by the organization in which they work.
An organization‘s HR department assumes responsibility for the effective
running of the Quality of Work Life for their employees.
2.4 SCOPE OF THE STUDY:
Work is an integral part of our everyday life, be it our livelihood or career
or business. On an average we spend around twelve hours daily in the work
place, that is one third of our entire life; it does influence the overall quality of
our life. It should yield job satisfaction, give peace of mind, a fulfilment 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 our
lifetime goal, at the end of the day it gives satisfaction and eagerness to look
forward for the next day. A happy and a 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.

2.5 OBJECTIVES OF THE STUDY:
1. To evaluate and analyze the Quality of Work Life at ITI.
2. To study the factors of Quality of Work Life.
3. To examine the impact of welfare measures on Quality of Work Life.
4. To evaluate the aspects of Quality of Work Life and suggest in improving
Quality of Work Life
2 .6 METHODS OF DATA COLLECTION:
PrimaryData:
The primary data has been collected through the Questionnaire.
The Questionnaire has been properly prepared in order to cover all the
Information required for the study. The primary data has been obtained by
interaction with the officials and staff in the division in the organization and
also obtained through the Questionnaire distributed to the person’s indifferent
departments in that particular division.
Secondary Data:
Through the Annual reports of the corporatio n, from the
Manuals and also from records available in the organization. Some
other data also collected from the reports, registers and books and from the
files available in the organization.
2.7 SAMPLE UNIT:
This project is carried out in all the units of the organization.
2.8 SAMPLE SIZE:
The researcher has allowed doing the project in particular division in the
organization. The study is limited to only that particular division and sample of
50 employees.

Keeping in view of the above objectives of the study, an objective type
Questionnaires prepared and distributed to 50 persons for the sample and
collected opinions.
2.9 LIMITATIONS OF THE STUDY:
Though adequate care has been taken while doing the project, this Project
still suffers from certain limitations, they are:
1. The Quality of work life involves a wider range. The
present study examines it from identified and selected
dimensions only. However it is possible that there may
be other factors which might not have been covered in this
study.
2. Some respondents did not respond properly to the
Questionnaire; thus to eliminate this aspect the researcher has
also conducted some personal interviews.
3. The Management allowed the researcher to collect the
data from the limited respondents only.
2.10 CHAPTER SCHEME
Chapter scheme of the project report is classified as follows.
Chapter 1: It deals with the introduction to the HR and Quality of Work Life.
Chapter 2: It deals with the research design of the study.
Chapter 3: It deals with the profile of the Industry and the Company.
Chapter 4: It deals with the Analysis and Interpretation of the
collected data.
Chapter 5: It deals with the Findings, suggestion and conclusion.

CHAPTER 3
INDUSTRY & COMPANY PROFILE
Telecommunication is so vital to our lives, to our ability to complete in
business. The telecommunication industry is a system of switches & lines that
interconnected to provide communication between multiple parties. The concept
of universal service has thus far only been applied to basic telephone services.
Today homeowners expect their homes to accommodate.
 Multiple phone lines
 Internet services
 Video distribution & other entertainment services
 Data & security services
 Fax machine & the list goes on.
Thus, telephone plays a major role in communication in this area. The
telephones are of multipurpose & are restricted to just communicate anymore.
Alexander graham bell patented telephone in 1876, & formed bell
telephone which licensed local telephone exchange in major US cities. AT & T
formed in 1885to connects the local bell companies. When the telephone was
first invented, not everyone appreciated its importance. In fact, western union
was at first offered that patent to this invention but they refused it.
It is expensive to maintain local telephone services with all the wiring &
plant that must be maintained. Long distance with all the wiring & plant that
must be maintained, Long distance services, on the other hand, are must less
expensive to operate. So, a number of public policy issues emerge with regard
to subsidization, supposed competition, & telephone rates.
3.1 INDUSTRYPROFILE

The Asian telecom market is of large scale and great investment potential.
Four markets are developing fastest in Asia. They are in China, Indonesia, India
and Vietnam. Meanwhile in the markets of Japan, South Korea, Hong Kong and
Singapore, handsets have a high market penetration. India has a mere 1.2
telephones for every 100 of its people. This is way below international
standards and is not becoming of a country aspiring to be major player in the
global economy of the 21st century.
The telecom industry is developing the faster among all sectors in India.
Meanwhile, GSM mobile communication is in the leading position in the
developing of telecom markets. In the next few years, handset subscribers will
be expanding dramatically with the expected growth rate of more than 50
percent. The figure will add up to 200million in 2008, accounting for 7percent
of all telecom subscribers. In the next the past five years, the number of GSM
handset users increase ten times. In virtue of great market potentials, it will take
a shorter time than expected for consumers to exceed 100 million.

a) BACKGROUND AND INCEPTION OF THE COMPANY:
India’s first Public Sector Units (PSU) Ltd, was established in 1948. Ever
since as a pioneering venture in the field of telecommunication, it has
contributed to 50% of the present national telecom network. With state-of-the-
art-manufacturing facilities spread across six locations and a countrywide
network of marketing/service outlets, the company offers a complete range of
telecom products and total solution covering the whole spectrum of switching.
Transmission, access and subscribers premise equipments ITI Ltd joined
the league of world class vendors of Global System for Mobile (GSM)
technology with the inauguration of mobile equipments production in the
country. These two facilities supply more than nine million lines per annum to
both domestic as well as export markets. The company is consolidating its
diversification into information and communication technology (ICT) to its
competitive edge in the convergence market by developing its rich telecom
expertise and vast infrastructure. Network Management System, Encryption and
Networking Solution for internet connectivity are some of the major initiative
taken by the company. Secure communication is the company’s forte with a
proven record of engineering strategies communication network for India’s
defence force. Extensive in-house R&D work is devoted towards specialized
areas of encryption, NMS, IT and Access products to provide complete
customized solution to various customers.
ITI joined the league of world class vendors of Global System for Mobile
(GSM) technology with the inauguration of mobile equipment manufacturing
facilities at its Mankapur and Rae Bareli Plants in 2005-2006. This ushered in a
new era of indigenous mobile equipment production in the country. These two
facilities supply more than nine million lines per annum to both domestic as
well as export markets.
3.2 COMPANYPROFILE

The company is consolidating its diversification into Information and
Communication Technology (ICT) to hone its competitive edge in the
convergence market by deploying its rich telecom expertise and vast
infrastructure. Network Management System, Encryption and Networking
Solutions for Internet Connectivity are some of the major initiative taken by the
company.
Secure communication is the company’s forte with a proven record of
engineering strategic communication networks for India’s Defence Forces.
Extensive in-house R&D work is devoted towards specialized areas of
Encryption, NMS, IT and access products to provide complete customized
solution to various customers.

BASIC INFORMATION ABOUT ITI:
Name : ITI LIMITED
Established : 1948
Corporate office : Doorvani Nagar, Bengaluru
Manufacturing Plants : Six
Core R&D : Bengaluru
Installation and maintenance : Bengaluru
Regional office : Nine
Area office : Forty two
Quality system : ISO 9000
ISO accreditation : 10 Divisions
Joint venture :Three (Indian Sitcom Ltd., ITI Com. Pvt.
Fibcom)

ORGANISATION STRUTURE OF ITI:
CMD
K.L Dhingra
CMD
Director-P
kk Gupta
KK kkGupta
KK Gupta
AGM-B
Ramesh.K.Murthy
GM-B
AGM-BAGM-I&C
T.L Sridhar
DGM (IMM) TDP
S. Padmanabhan
AGM-TDP/CS
K. Alagesan
AGM-SAS
K. Shridhara Rao
DGM-CS
Chandrahas
DGM
H.S Siddaraju
DGM-P
(SAS)Sheena
Naik
DGM- S
(SAP)T.R
Kalemeghan
DGM-F
S.V.R. Murthy
DGM-SD
Keshavaraju
DGM-EDP/IT
Y. MurulidharDGM-HR&V
Alphonse kurian
B.P Gupta
Director – F
DGM-SP
P. Mohan Kumar
CHIEF MANAGERS
MANAGERS
DEPUTY MANAGERS
ASST.MANAGER
ENGINEERS
WORKERS
CHIEF MANAGERS
MANAGERS
DEPUTY MANAGERS
ASST.MANAGER
ENGINEERS
WORKERS
CHIEF MANAGERS
MANAGERS
DEPUTY MANAGERS
ASST.MANAGER
ENGINEERS
WORKERS
CHIEF MANAGERS
MANAGERS
DEPUTY MANAGERS
ASST.MANAGER
ENGINEERS
WORKERS
CHIEF MANAGERS
MANAGERS
DEPUTY MANAGERS
ASST.MANAGER
ENGINEERS
WORKERS
DGM-C.S
T.N.S Raghavan
DGM-QA
Subodh Kumar
DGM-I&C
S.S Roy
DGM-AMC
A.K Ghosh

b) NATURE OF THE BUSSINESS CARRIED:
 Manufacturing of telephones.
 Defence products like secrecy & Encryption.
 Railways-SCADA & PCM-Muxes.
 Police & Internal Security.
 Bharat Sanchar Nigam Limited (BSNL) using the products like ocb and
smps.
 Indian Space Research Organization (ISRO).
 Mahanagar Telephone Nigam Limited (MTNL).
C) VISION, MISSION AND QUALITY POLICY:
VISION:
 ITI will be perceived by their customers as the leading business partner
for providing total network solutions.
 It will offer innovative solutions using leading technologies in a cost
competitive manner, to help customer achieve their business objectives
.It will pursue new opportunities arising from the convergence of
information ,Communications and
 It will enhance shareholder value and will move up the value chain by
expanding knowledge-based and service based businesses while
simultaneously leveraging over manufacturing business.
 It will leverage our telecom domain knowledge to build a telecom
software business in India and overseas markets.
 It will apply R & D efforts in focused areas.
 It target customers will primarily be large organizations (both
Government and private sector) in India and overseas markets..
 It will build a customers will primarily be large organizations and will
invest in regular training and development of our manpower for achieving
the same.

MISSION:
 “To establish leadership in manufacturing and supply of new technology
telecom products and also to retain status of top turnkey solution
provider.
 To be the leader in the domestic market and an important global players
in voice ,data and image communication by providing total solutions to
customers ,on core competencies to enter new business areas.”
QUALITY POLICY:
 ITI is committed to providing products and services of consistent
quality that will lead to customer delight.
 ITI will maintain leadership in the competitive prices and
professional excellence through:
(i) Implementation of sound quality management system.
(ii) Continuous innovation.
(iii) Continual improvement in every activity.
(iv)Involvement of people at all levels internally and externally.
d) PRODUCTS PROFILE/SERVICE PROFILE:
ITI’s products range includes a wide variety of telecommunication equipment
from telephone instrument to fiber optical system the entire range of its
products is enumerated below.
SAP (Switching Access Product)
1. 1000e-large exchange switches ISDN capability facility for remote for
level line concentration.
2. OCB 283 Large New Technology Switches
3. E 10 B exchanges 10,000 to 40,000 line capability facility for remote for
the line limit concentration
4. CDOT S 12 PQT medium size exchanges expandable to 1400 lines
5. CDOT MAX large exchange expandable to 10000 lines

6. MAXS-XL 40000 line capacity
7. 64,128,256 port Rural Automatic Exchange (RAX)
TRANSMISSION EQUIPMENT:
 Optic fiber line terminating equipment 8 MBSS 140 MBS (PDH
& SDH)
 SATCOM equipment consisting of GCB, INA, modem etc.
 Digital microwave equipment.
 Multiple access rural (analog/digital UHF)
 3/8 channel open wire equipment.
TELEPHONE:
 Electronic, push button, DTMF, switchable fortune phone, hand free
phone, executive (for Railways)
 Secretary phone, field telephone (for defense) and magneto telephone
(for Railways)
SERVICE OFFERED:
1. Turnkey project including installation and commission of telecom
equipment.
2. Customized software development.
3. Developed of ASICs
4. Repair of PCS’s
5. V-SAT service licensable by department of telecommunication (DOT)
government of India
6. Maintenance of External Plant
7. Mobile radio trunked service
8. Packing service through joint venture (under formation).

OTHER EQUIPMENT:
Long distance carries equipment for overhead lines, paired & coaxial cables
 Pulse coded modulation equipment
 Ground control equipment for defense
 Equipment for railways electrification
 Electronic measuring instrument
 Supervisory Remote Control & Data Acquision (SCADA) system
e) AREA OF OPERATION:
 INTERNATIONAL PRESENCE AND EXPORTS :( GLOBAL)
ITI has exported products such as ADPCM,C-DOT MBM / SBM Switches
SMPS power plant, VLRA batteries, CDMA WLL Equipments, FWTs DG sets
,Shelters ,Towers MW Radios, Rural Exchanges, Telephones of different types,
spare cards for E-10b exchanges Single channel VHF Radio,Multi Access Rural
Radio (Analog and Digital both)and ASICs to countries in Afghanistan, Asia,
Africa and Europe. Besides various projects in India, ITI has successfully
executed turkey projects overseas.
GEOGRAPHICAL LOCATION OF THE ITI:
ITI is consisting 700 acre of land Bangalore plant.
VARIOUS UNITS OF ITI LTD IN INDIA:
1) NAINI UNIT:
This plant was setup in 1971 for the manufacture of transmission equipment the
major products are optic fiber system of both PDH & SHD and telephone
instruments of various types. It has R&D center and testing with surface mount
technology. Environment lab, mental parts manufacturing facilities and PCB
plant are part of the modern.

2)RAEBARALI:
Raebareli manufacturing unit was set up n 1973 and boasts a world class
infrastructure presently this unit manufactures GSM network equipment G-PON
& WIMEX. This units India’s first lot of G-PON equipment.
3)MANKAPUR UNIT:
Mankapur unit was established in 1983. The plant manufacture large digital
switches & digital trunk exchange in technical collaboration with MIS of
ALCATEL the unit also products state-of the art technology of BTS (Based
trans receiver Stations for GSOY).
A lean and highly productive plant virtue of its structure has the most modern
facility for PCB manufacturing assembly and automatic testing facilities with
SMT line and environment test labs.
4) PALAKKAD UNIT:
This plant was set up in 1976, as the Nation’s First Electronic Switching system
Manufacturing Unit, to manufacture large digital switches & digital trunk
exchanges, in collaboration with ALCATEL. Today, they are the leading
Switching Equipment Manufacturers for the National Telecom Network with a
capacity of producing over one million lines of fixes lines switches per annum.
5) SRINAGAR UNIT:
Srinagar plant was setup in 1969 with 5 employees as an Ancillary to
Bangalore complex for the supply of components parts different kinds of
Braided cords to the main plant in the year 1981.The status of plant was
upgraded to that of a capacity of 1 lakh to telephone instruments.
6) BANGALORE UNIT:
ITI consists of 700 acre land in Bangalore plant. This plant was set up in 1948.
With its vertically integrated, state-of-the-art infrastructure, a vast range of
telecom products are manufactured. They include digital switches (large,
medium, and small), Access, Digital microwave, Optic fiber, Satellite
communication and Terminal equipments.

f) OWNERSHIP PATTERN:
ITI is a public sector company where government provides 50% of share to the
shareholders. It welcomes co- operation in the areas of
1. Joint venture like Three (Indian Sitcom Ltd., ITI Comm. Pvt. Ltd.,
Fibcom Ltd.)
2. Transfer of technology from one country to the country
3. Consultancy
4. Training to be provided to the people (buyer and seller)
5. Turnkey Projects
6. Integrated Logistics Support
7. External cable plant.
g)COMPETITORS INFORMATION:
1. Nokia-is a private limited it is very popular in wireless technology in INDIA
2. Samsung-is a electronic private limited it is popular in communication
network and other electric products.ele
3. L.G-company is produced products like television and mobile phones
4. Siemens-it is a one of most and it has good professional technology to
produced in electric products
5. Motorola-it is a one most electrical company in INDIA
6. Ericson - it is a foreign which produced new technical equipment
7. Reliance-it is a most popular in communication network
8. HCL-it has more popular in INDIA, which produced new software
technology
9. Bharathi Telecom-this company is competitor with ITI Limited in the
communication equipments
10.BEL -Bharath electronics Iimited is top most company in INDIA in
electronic productions

h) INFRASTRUCTURAL FACILITIES:
1. In house Research & Development
2. Network System Unit capable of undertaking turnkey jobs
3. Self contained component evaluation centre
4. Fully automated assembly lines
5. In circuit tester (ICT)
6. Modern Chemical, Metallurgical Labs
7. Moldings & Die casting
8. Fully fledged state of the art tool rooms
9. SMT (Surface mount technology)
10.Environmental testing
11.Component approval centre approved by BSNL
12.PCB manufacturing facilities
13.Mechanical Fabrication / Machine shop with CNC machines and
Finishing shop
14.Card assembly and Testing including in circuit tester
15.SMT Line
16.Plastic Injection Technology
17.Through-Hole Component Assembly
18.Manufacturing facilities for Mechanical items.
i) ACHIEVEMENT/AWARD:
1. Three plants of ITI (Raebarali, Palakkad and Bengaluru) have won the
National Safety Awards for outstanding performance in industrial safety
during the year 2004.
2. Energy conservation Award: ITI Mankapur plant which saved energy to
the tone of Rs.384 lakhs during the last 3 years has won the National
Energy Conservation Award 2004.
3. ITI has received the prestigious ISO 9001-2000 certificate for its
excellence in product quality.
4. ITI has also won ‘ASCON’ award which was presented by Shri P.V
Narasimha Rao.
5. Awards won by ITI quality circle.
6. ITI annual quality circle convention 1966, Bangalore plant won the 1st
prize.
7. ITI won the third prize in fifth annual quality circle convention 1991.

SWOT ANALYSIS
MEANING:
SWOT analysis measures a business unit, a proposition or idea. SWOT
analysis is a subjective assessment of data which is organized into SWOT
format in a logical order that helps understanding, presenting, discussion &
decision-making. ITI has significantly been able to corner around 3 million
lines order on GSM network during the year, the secured projection from the
customers have enabled the company to set up a capacity for 1 million lines at
Mankapur & another 3 million lines at Rae Bareli in addition to it, the capacity
for 1 million lines at Bangalore on CDMA has been planned. These 3
manufacturing facilities would enable the company to achieve a turnover more
than Rs.2000 crore. Thus ITI has various strengths to its credit & also
opportunities, weaknesses & threats.
1) STRENGTH:
Strength is something a company is good at doing or an attribute that enhances
its competiveness.
The various strengths of ITI are as follows:-
 India’s first telecom equipment manufacturer and 60 years of
experience in telecommunication
 Over 60% of contribution to the existing national telecom network.
 Total telecom solutions provider and top turnkey services company
 Multi-location state-of-art manufacturing facilities with ISO
9001:2000.

 Multi-location ISO 14001:2004 Environmental Management
System certified plants
 Complete range of telecom products, value added services,
strategic alliances with global telecom/IT majors.
 Large work force with technical expertise and large market share.
 Excellent infrastructure, R & D facilities and good marketing
research.
 In-house R&D for absorptionof technology, indigenous
development of products for in-house manufacturing.
2) WEAKNESS:
Weakness is something a company lacks or a condition that prevent it at an
advantage in the market place.
The various weaknesses of ITI are as follows:-
 Surplus manpower.
 Resistance to changes by some group of employees.
 Products are priced very less due to competition.
 Having monopoly in the telecom manufacturing field, ITI is very
poor in marketing. It did not have marketing department concept
itself before 1991.
 Age profile of the employee is very high and hence difficult to
train them latest technology.
 Lack of managerial control and political interference is more
 Retention of quality personnel is very difficult, because of MNCs

3) OPPORTUNITIES:
Market opportunities are a big factor in shaping a company strategy. Indeed
managers cannot properly tailor strategy to the company’s situation without
identifying its opportunities and appraising the growth and profit potential it
holds.
The various opportunities of ITI are as follows:-
 Bangalore R&D has developed a Programmable Primary
Multiplexer. With this development, ITI can participate in
Railways tenders for Programmable Primary MUX and supply and
provide maintenance and AMC without depending on other
vendors.
 Countrywide dedicated network system centres to provide
comprehensive network solutions and marketing and customer care
centres.
 ITI's Regional office, Bangalore, in conjunction with its
consortium partner Ojus Healthcare Pvt. Ltd. of Bangalore has
made forays into telemedicine field.
 Huge capital investment is available to introduce a new product
which can beat competitors’ products.
 Deployment of GPON equipment in BSNL Network by Rae Bareli
Plant will be a big opportunity for Broadband Mission to rural
level.
 R&D, Bangalore developed Supervisory Control And Data
Acquisition (SCADA) required for Indian Railways. R&D has
taken up to develop SCADA for Power Sector.

4) THREATS:
A threat is any unfavourable situation in the organization’s environment that is
potentially damaging to its strategy.
In the changing environment, the Company has identified the following threats:
 Private Participation in the industry.
 Disinvestment & Economic policies of the government.
 Frequent fluctuations in the global competitive market.
 There is a chance of huge executive turnover.
 Promotional opportunities are unwelcoming.
 Keeping Pace with Technology change
 Exorbitant cost for sourcing of Technology

CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
4.1 TABLE SHOWING OPINION ABOUT THE JOB
ENVIRONMENT AND WORKING CONDITIONS.
Sl. No PARTICULARS No. Of
RESPONDENTS
PERCENTAGE
1. EXCELLENT 28 56%
2. GOOD 9 18%
3. AVERAGE 8 16%
4. POOR 5 10%
TOTAL 50 100%
ANALYSIS:
The above table shows that out of 50 respondents 28(56%) of
respondents feel that job environment and working conditions in the
organization is excellent, 9(18%) of respondents opted good, 8(16%)
of respondents opted average, 5(10%) of respondents opted working
conditions are poor.

4.1 CHART SHOWING OPINION ABOUT THE JOB
ENVIRONMENT AND WORKING CONDITIONS.
INTERPRETATION:
The above chart shows that majority of the respondents are
satisfied with the job environment and working conditions.
56%
18%
16%
10%
0
10
20
30
40
50
60
EXCELLENT GOOD AVERAGE POOR

4.2 TABLE SHOWING OPINION ABOUT THE GROWTH AND
SECURITY OPPORTUNITIES IN THE COMPANY.
RESPONDENTS
PERCENTAGE
1. EXCELLENT 19 38%
2. GOOD 18 36%
3. AVERAGE 10 20%
4. POOR 03 06%
TOTAL 50 100%
ANALYSIS:
respondents feel growth and security opportunities in the company is
excellent, 18(36%) of respondents feel good, 10(20%) of respondents
feel average, 03(06%) of respondents feel poor.

4.2 CHART SHOWING OPINION ABOUT THE GROWTH AND
SECURITY OPPORTUNITIES IN THE COMPANY.
INTERPRETATION:
The above chart shows the opinion about the growth and
security opportunities in the organization. Here most of the employees
have positive opinion about and very few have negative opinion.
38%
36%
20%
6%
0
5
10
15
20
25
30
35
40

4.3 TABLE SHOWING OPINION ABOUT THE CAREER-
PLANNING PROGRAM IN THE ORGANIZATION.
RESPONDENTS
PERCENTAGE
1. EXCELLENT 4 8%
2. GOOD 10 20%
3. AVERAGE 8 16%
4. POOR 28 56%
TOTAL 50 100%
ANALYSIS:
The above table shows that out of 50 respondents 4(8%) say
career-planning program in the organization is excellent, 10(20%) of
them say good, 8(16%) say it is average, 28(56%) of them say is is
poor.

4.3 CHART SHOWING OPINION ABOUT THE CAREER-
PLANNING PROGRAM IN THE ORGANIZATION.
INTERPRETATION:
The above chart shows the opinion about the career-
planning program in the organization, majority of the respondents say
that career-planning programme in the organization is poor.
8%
20%
16%
56%
0
10
20
30
40
50
60

4.4 TABLE SHOWING SATISFACTION WITH THE PAY
STRUCTURE IN THE ORGANIZATION.
RESPONDENTS
PERCENTAGE
1. SATISFIED 4 8%
2. HIGHLY
SATISFIED
7 14%
3. DISSATISFIED 28 56%
4. HIGHLY
DISSATISFIED
11 22%
TOTAL 50 100%
ANALYSIS:
The above table shows that out 50 respondents 4(8%) of them
are satisfied with the pay structure, 7(14%) of them are highly
satisfied, 28(56%) of them are dissatisfied, 11(22%) of them are
highly dissatisfied.

4.4 CHART SHOWING SATISFACTION WITH THE PAY
STRUCTURE IN THE ORGANIZATION.
INTERPRETATION:
The above chart shows the satisfaction of the employees
with pay structure in the organization. Majority of them are
dissatisfied and very few are satisfied with the pay structure.
8% 14%
56%
22%
SATISFIED
HIGHLY SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED

4.5 TABLE SHOWING OPINION ABOUT THE PROMOTION
SYSTEM.
RESPONDENTS
PERCENTAGE
1. EXCELLENT 7 14%
2. GOOD 6 12%
3. AVERAGE 10 20%
4. POOR 27 54%
TOTAL 50 100%
ANALYSIS:
them feel promotion system is excellent, 6(12%) feel good, 10(20%)
of them feel average, whereas 27(54%) of them feel poor.

4.5 CHART SHOWING OPINION ABOUT THE PROMOTION
SYSTEM.
INTERPRETATION:
The above chart shows the opinion of employees about the
promotion system in the organization. Majority of them feel
promotion system is poor.
14%
12%
20%
54%
EXCELLENT
GOOD
AVERAGE
POOR

4.6 TABLE SHOWING STEPS TAKEN FOR JOB ENRICHMENT
OF EMPLOYEES.
Sl.
No
PARTICULARS No. Of
RESPONDENTS
% Of
RESPONDENTS
1. Deliberate upgrading of
responsibility
3 6%
2. Widening the scope of
activities
15 30%
3. Setting the challenges in
work
24 48%
4. Giving exposure to jobs 8 16%
TOTAL 50 100%
ANALYSIS:
respondents say that the step taken for job enrichment of employees is
deliberate upgrading of responsibility, 15(30%) of them say that it is
widening the scope of activities, 24(48%) of them say that the step is
setting the challenges in work, 8(16%) of them say its giving exposure
to jobs.

4.6 CHART SHOWING STEPS TAKEN FOR JOB ENRICHMENT
OF EMPLOYEES.
INTERPRETATION:
The above chart shows the step taken for job enrichment of
employees, majority of the employees feel that the step taken for job enrichment
of employees is setting the challenge in work.
6%
30%
48%
16%
Deliberate upgrading of
responsibility
Widening the scope of activities
Setting the challenges in work
Giving exposure to jobs

4.7 TABLE SHOWING THE PURPOSE OF JOB DESIGN AND GOAL
SETTING IN THE ORGANIZATION.
RESPONDENTS
PERCENTAGE
1. It facilitates work flow 10 20%
2. Effective co-ordination &
integration
14 28%
3. Positive Impact on employees 20 40%
4. Self Motivation 6 12%
TOTAL 50 100%
ANALYSIS:
The above table shows the purpose of job design and goal setting in the
organization. Out of 50 respondents 10(20%) of them feel it facilitates the work,
14(28%) of them feel it’s purpose is effective co-ordination & integration,
20(40%) of them of them feel its purpose is positive impact on employees and
6(12%) of them feel its purpose is to motivate.

4.7 CHART SHOWING THE PURPOSE OF JOB DESIGN AND GOAL
SETTING IN THE ORGANIZATION.
INTERPRETATION:
The above chart shows the purpose of job design and goal
setting in the organization, majority of them responded that it results
in positive impact on employees.
20%
28%
40%
12%
0
5
10
15
20
25
30
35
40
45
It facilitates work flow Effective co-ordination &
integration
Positive Impact on employees Self Motivation

4.8 TABLE SHOWING SATISFACTION WITH JOB, CAREER,
FAMILY LIFE AND LEISURE TIME.
RESPONDENTS
% Of
RESPONDENTS
1. SATISFIED 20 40%
2. HIGHLY SATISFIED 25 50%
4. HIGHLY DISSATISFIED - -
TOTAL 50 100%
ANALYSIS:
The above table reveals that 40% of the employees feel that the
integration of job, career, family life and leisure time are excellent that is they
are absolutely satisfied. 50% of the employees feel that the integration of job,
career, family life and leisure time are good that is they are highly satisfied.
10% of the employees feel that the integration of job, career, family life and
leisure time are average that is they are partially dissatisfied, 0% i.e. none of
the employees feel that the integration of job, career, family life and
leisure time are poor.

4.8 CHART SHOWING SATISFACTION WITH JOB, CAREER,
FAMILY LIFE AND LEISURE TIME.
ANALYSIS:
The above chart shows that majority of the employees are
satisfied with the job, career, family life and leisure, none of them are
highly dissatisfied.
40%
50%
10%
SATISFIED
HIGHLY SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED

4.9 TABLE SHOWING SATISFACTION WITH THE LEAVE
PROVIDED BY THE ORGANIZATION.
RESPONDENTS
% Of
RESPONDENTS
1. SATISFIED 10 20%
4. HIGHLY DISSATISFIED - -
TOTAL 50 100%
ANALYSIS:
The above table reveals that 20% of the employees are satisfied with the
leaves provided by the organization, 70% of the employees feel that the leaves
provided by the organization are good that is they are highly satisfied, 10%
of the employees are dissatisfied, none of the employees are highly dissatisfied
with the leaves provided by the organization.

4.9 CHART SHOWING SATISFACTION WITH THE LEAVE
PROVIDED BY THE ORGANIZATION.
INTERPRETATION:
The above chart clearly reveals that majority of the
employees are highly satisfied with the leave provided by the
organization.
20%
70%
10%
0
10
20
30
40
50
60
70
80
SATISFIED HIGHLY SATISFIED DISSATISFIED HIGHLY DISSATISFIED

4.10 TABLE SHOWING OPINION ABOUT THE CANTEEN
FACILITIES.
RESPONDENTS
% Of
RESPONDENTS
1. SATISFIED 11 22%
4. HIGHLY
DISSATISFIED
2 4%
TOTAL 50 100%
ANALYSIS:
them are satisfied with canteen facilities, 30(60%) of them are highly
satisfied, 7(14%) of them are dissatisfied, 2(4%) of them are highly
dissatisfied.

4.10 CHART SHOWING OPINION ABOUT THE CANTEEN
FACILITIES.
INTERPRETATION:
The above chart shows that majority of the employees are satisfied with
the canteen facility in the organization.
22%
60%
14%
4%
SATISFIED
HIGHLY SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED

4.11 TABLE SHOWING OPINION ABOUT TRANSPORTATION
FACILITIES.
RESPONDENTS
% Of
RESPONDENTS
1. EXCELLENT 13 26%
2. GOOD 27 54%
3. AVERAGE 10 20%
4. POOR 0 0
TOTAL 50 100%
ANALYSIS:
The above table shows that out of 50 respondents 13(26%) of the
employees feel that the transport facilities provided by the organization are
excellent that is they are absolutely satisfied.27(54%) of the
employees feel that the transport facilities provided by the
organization are good that is they are satisfied.10% of the employees
feel that the transport facilities provided by the organization are
average that is they are partially satisfied.0% i.e. none of the
employees feel that the transport facilities provided by the organization are
poor.

4.11 CHART SHOWING OPINION ABOUT TRANSPORTATION
FACILITIES.
INTERPRETATION:
The above chart shows that majority of the employees are happy
with the transportation facilities provided to them.
0
10
20
30
40
50
60
26%
54%
20%
0%

4.12 TABLE SHOWING OPINION ABOUT THE SANITATION AND
CLEANLY MEASURES.
RESPONDENTS
% Of
RESPONDENTS
1. EXCELLENT 15 30%
2. GOOD 20 40%
3. AVERAGE 10 20%
4. POOR 5 10%
TOTAL 50 100%
ANALYSIS:
employees feel that the sanitation and cleanly measures in organization are
excellent that is they are absolutely satisfied, 20(40%) of the employees feel
that the sanitation and cleanly measures in organization are good that is they
are satisfied, 10(20%) of the employees feel that the sanitation and
cleanly measures in organization are average that is they are partially
satisfied, 5(10%) of the employees feel that the sanitation and cleanly measures
in organization are poor.

4.12 CHART SHOWING OPINION ABOUT THE SANITATION AND
CLEANLY MEASURES.
INTERPRETATION:
The above chart shows that majority of the employees feel that
sanitation and cleanly facilities in the organization are good and they
are satisfied with it.
30%
40%
20%
10%
0
5
10
15
20
25
30
35
40
45

4.13 TABLE SHOWING OPINION ABOUT THE TRAINING GIVEN
BY THE ORGANIZATION.
RESPONDENTS
% Of
RESPONDENTS
1. EXCELLENT 26 52%
2. GOOD 20 40%
3. AVERAGE 4 8%
4. POOR 0 0
TOTAL 50 100%
ANALYSIS:
the employees feel that the training in organization is excellent that is they
are absolutely satisfied, 20(40%) of the employees feel that the training in
organization is good that is they are satisfied, 4(8%) of the employees feel that
the training in organization is average that is they are partially satisfied, 0% that
is none of the employees feel that the training in organization is poor.

4.13 CHART SHOWING OPINION ABOUT THE TRAINING GIVEN BY
THE ORGANIZATION.
INTERPRETATION:
the training provided by the organization is satisfactory.
52%
40%
8%
EXCELLENT
GOOD
AVERAGE
POOR

4.14 TABLE SHOWING OPINION THAT THE MANAGEMENT HAS
ADEQUATE COMMUNICATION WITH THE EMPLOYEES.
RESPONDENTS
% Of
RESPONDENTS
1. EXCELLENT 8 16%
2. GOOD 10 20%
3. AVERAGE 30 60%
4. POOR 12 24%
TOTAL 50 100%
ANALYSIS:
employees feel that the management have adequate communication with the
employees in the organization are excellent that is they are absolutely
satisfied, 10(20%) of the employees feel that the management have
adequate communication with the employees in the organization is
good that is they are satisfied, 30(60%) of the employees feel that the
management have adequate communication with the employees in the
organization are average that is they are partially satisfied, 12(24%) of the
employees feel that the management have adequate
communication with the employees in the organization is poor.

4.14 CHART SHOWING OPINION THAT THE MANAGEMENT HAS
ADEQUATE COMMUNICATION WITH THE EMPLOYEES.
INTERPRETATION:
management has adequate communication with the employees about the
happenings in the organization.
16%
20%
60%
24%
0
10
20
30
40
50
60
70

4.15 TABLE SHOWING OPINION ABOUT THE WORK AUTONOMY
IN THE ORGANIZATION.
RESPONDENTS
% Of
RESPONDENTS
1. EXCELLENT 13 26%
2. GOOD 20 40%
3. AVERAGE 12 24%
4. POOR 15 30%
TOTAL 50 100%
ANALYSIS:
employees feel that work autonomy in the organization are excellent that
is they are absolutely satisfied, 20(40%) of the employees feel that
work autonomy in the organization are good that is they are satisfied,
12(24%) of the employees feel that work autonomy in the organization are
average that is they are partially satisfied, 15(30%) of the employees feel that
work autonomy in the organization are poor.

4.15 CHART SHOWING OPINION ABOUT THE WORK AUTONOMY
IN THE ORGANIZATION.
INTERPRETATION:
The above chart shows that maximum numbers of respondents are
satisfied with the work autonomy in the organization.
0
5
10
15
20
25
30
35
40
26%
40%
28%
6%

4.16 TABLE SHOWING OPINION ABOUT THE QUALITY OF
WORK LIFE at ITI.
RESPONDENTS
% Of
RESPONDENTS
1. EXCELLENT 7 14%
2. GOOD 25 50%
3. AVERAGE 15 30%
4. POOR 3 6%
TOTAL 50 100%
ANALYSIS:
them feel that quality of work life is excellent at ITI, 25(50%) feel is
good, 15(30%) feel its average and only 3(6%) of respondents say
quality of work life at ITI is poor.

4.16 CHART SHOWING OPINION ABOUT THE QUALITY OF
WORK LIFE at ITI.
INTERPRETATION:
The above chart clearly shows that majority of respondents are
satisfied with the quality of work life at ITI.
14%
50%
30%
6%
0
10
20
30
40
50
60

CHAPTER 5
SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSION
FINDINGS:
In ITI almost all the employees are satisfied with the job environment and
working conditions.
Some of the employees are partially satisfied with the pay
structure in the Organization.
Some of the employees are partially satisfied with the promotion system
in the Organization.
Majority of the employees are satisfied with the leaves provided in the
organization.
Almost all employees are satisfied with the canteen facilities in the
organization
Almost all the employees are satisfied with the transport facilities
provided by the Organization.
Almost all the employees are having job security in the Organization.
Almost all the employees are having job satisfaction.
Many of the employees have positive opinion towards the quality of work
life in the organization.

SUGGESTIONS:
Based on the analysis conducted in the organization the following are the
recommendations made to the organization.
Some of the employees are not satisfied with the job environment and
working conditions. Job environment and working conditions. Job
environment and working conditions play a vital role in motivating the
employees. So the organization has to take some more steps to improve
the job environment and working conditions.
Some of the employees are not satisfied with the career-planning
programme. If an organization wants to retain its employees it must
satisfy their innovate aspirations for growth and development of
advancement in their career
Some of the employees are not satisfied with scope of creativity. If the
job is creative then only the employees get more interest on their job.
They can innovate new things in their job and their creativity will be
improved.
Some of the employees are not satisfied with the labour welfare measures
provided by the company. Labour welfare measures will improve
the morale and increases the feeling of security that will in turn
affect the personnel effectiveness in organization

CONCLUSSION:
Every organization to sustain in the industry has to satisfy some of the
basic needs and demands of its employees. Satisfied and motivated employees
are the source of achieving the organizational goals and objectives.
In order to use the maximum potential of the human resource, the
organization has to provide them with the best quality of their working life.
Therefore every organization needs to update and improve the quality of
work life of the employees who make better contribution to production, quality
and productivity.
ITI has proved itself to be the number one in the telecommunication
industry. It has pioneered in many new areas because of its inventory of
professional and skilled employees. This was only possible by providing its
employees, good working conditions.
ITI is recognized as the organization with negligible employee
turnover. This is because it gives its employees adequate and fair
compensation and the employees have no reason to quit the company. This can
be supported by the fact that the employees in ITI have a service more than 30
years on an average.
There is cordial atmosphere of co-operation and co-ordination between
the employees and employers. The flow of communication is flexible and clear
the career prospects of ITI are considered to be the best in the public
sector. They plan for the career development of the employees since they
join.
Therefore they give the potential employees permanent
employment and give them enhance to grow both internally and externally.

The employees are given reasonable autonomy for their job. This makes
them feel more responsible and challenging and work hard for achieving it.
There exists a strong bond among the employees, which helps them to work as
team and make group accomplishments.
Though there are some limitations like office layout, seating
arrangements and lack of seriousness of workers, it has sustained in the industry
and is challenging the competition.
ITI is striving hard to reduce the limitations by practicing better QWL
interventions and make it even better place to work .It is in the process of
updating and modernizing the working conditions in tune with the private
organizations. Finally, we can conclude that ITI is providing its employees
best Quality of Work Life, which influence their performance and
productivity.

A Study On Quality Of Work Life Of Employees at ITI, B'lore

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