Prem Kumar project.pdf

“A STUDY ON QUALITY OF WORK LIFE TOWARDS SNP DAIRY
MILK AT DINDUGAL”
A project report submitted in partial fulfillment of the requirements
for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
of
ANNA UNIVERSITY, CHENNAI
Submitted By
P.PREM KUMAR
REG NO: 921320631066
Under the guidance of
Dr. VIJYALAKSHMI., M.com., M.B.A., M.Phil.,
DEPARTMENT OF MANAGEMENT STUDIES
PSNA COLLEGE OF ENGINEERING AND TECHNOLOGY,
DINDIGUL – 624 622, TAMILNADU
August 2022

PSNA COLLEGE OF ENGINEERING AND TECHNOLOGY,
DINDIGUL – 624 622, TAMILNADU
This is to certify that, this is a bonafide record of project
By
P.PREM KUMAR
REG NO: 921320631066
Submitted in partial fulfillment of the requirements for the award of
degree of
MASTER OF BUSINESS ADMINISTRATION
of
ANNA UNIVERSITY, CHENNAI
Place :
Date :
(Dr.S.MANIMARAN)
HOD
Department of Management Studies
Signature of the Faculty Guide : Dr. VIJYALAKSHMI., M.com., M.B.A., M.Phil.,
Examiners:

BONAFIDE CERTIFICATE
Certified that the project work report titled “A STUDY ON QUALITY OF WORK LIFE
TOWARDS SNP DAIRY MILK AT DINDUGAL” is the bonafide work of P.PREM
KUMAR, who carried out the research under my supervision. Certificate further, that to the
best myknowledge, the work reported herein does not form part of any other project report
or dissertation on the basis of which, a degree or award was conferred on an earlier occasion
on this or any other candidate.
Place : Dindigul
Date :
(Dr. VIJYALAKSHMI., M.com., M.B.A., M.Phil.,)
Department of Management Studies,
PSNA College of Engg & Tech.,
Dindigul – 624 622.
(DR.S.MANIMARAN)
HOD

DECLARATION BY THE STUDENT
I P.PREM KUMAR the undersigned hereby declare that this project work entitled
“A STUDY ON QUALITY OF WORK LIFE TOWARDS SNP DAIRY MILK AT
DINDUGAL” is my original work and submitted in partial fulfillment of the requirements
for the award of degree of MASTER OF BUSINESS ADMINISTRATION, ANNA
UNIVERSITY, CHENNAI.
Place: Dindigul (Sign of the Student)
Date : (P.PREM KUMAR)

ACKNOWLEDGEMENT
My very special gratitude and heart felt thanks to our beloved Chairperson and
Directors for their blessings and wishes to carry our project work.
I would like to express my deep gratitude to our Principal Dr. D. VASUDEVAN
for permitting me to undertake this project work.
It is my great pleasure to express my sincere gratitude and thanks to
Dr.S.Manimaran, Head of the Department , Department of Management Studies for their
valuable suggestions and support for my project work.
I am extremely thankful to my project guide Dr. VIJYALAKSHMI., M.com., M.B.A.,
M.Phil., Department of Management Studies for his kind support and guidance to complete this
project successfully.
I wish to express my sincere thanks to SNP DAIRY MILK for allowing me to
do this project in their reputed concern.
I am also thankful to all the faculty members, Department of Management Studies
for their support and co-operation during the course of my project work. I would also like
to thank my parents, friends and well wishers who encouraged me to complete this project
successfully.
Place: Dindigul
Date : (P.PREM KUMAR)

ABSTRACT
Quality of work life refers to the level of contentment or annoyance with one’s career
populace who enjoy their career are said to have a high quality of work life, while those who
are unhappy or whose needs are otherwise empty are said to have a low excellence of work
life. Quality of work life has been differentiate from the broader concept of quality of life.
Quality of work life refers to the level of contentment or displeasure with one's career. There
is an effort to look into the Quality of Work Life among Workers with special place to milk
manufacturing in Dindugal District –The research design chosen is evocative in natural
world. The sample size taken to conduct the investigate is 120 workers. For this study, the
example method chosen is convenient sampling. India is the third largest producer of milk in
the world. However in the case of inland milk production it occupies the second position.
This sector provides gainful employment to the tune of 3.8 million people which includes the
full and the part-time. The optional that such needs have to be address if employees are to
knowledge high quality of operational life. To achieve an employee high quality of work life
in the organization. To create a positive attitude to the employees in the effectiveness of the
organization.
Key words: Job Satisfaction, Work Environment, Work and Life..

CONTENT
CHAPTER
NO.
TITLE PAGE NO
I INTRODUCTION 1
II REVIEW OF LITERATURE 18
III RESEARCH METHODLOGY 22
IV DATA ANALYSIS AND INTERPRETATION 24
V
SUMMERY OF FINDINGS, SUGGESTIONS AND
CONCLUSION
77
BIBLIOGRAPHY 80
APPENDIX 81

LIST OF TABLES
S.NO TABLES PAGE
NO
4.1 AGE OF THE RESPONDENTS 24
4.2 GENDER OF THE RESPONENTS 26
4.3 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS 28
4.4 EXPERIENCE OF THE RESPONDENTS 30
4.5 TRAINING PROGRAM HELPS IMPROVE YOUR TALENT 32
4.6 LEVEL OF KNOWLEDGE AND TALENT GAINED 34
4.7 JOB INVOLVEMENT 36
4.8 POLICY REGARDING SALARY AND INCENTIVES 38
4.9 ORGANIZATION FUTURE SUCCESS 40
4.10 MENTORS TRAIN-UP FOR ENGINEERS 42
4.11 JOB ROTATION ENABLE KNOWLEDGE YOUR DEPARTMENT 44
4.12 WORKLIFE HELPS TO IMPROVE OUR TALENT 46
4.13 FESTIVAL ALLOWANCES OF COMPANY 48
4.14 REFRESHMENT DURING WORK LIFE ING HOURS IN A DAY 50
4.15 RATE OF THE SUGGESTIONS SCHEME 52
4.16 WELFARE FACILITY PROVIDED 54
4.17 FRINGE BENEFITS ARE GOOD 56
4.18 ATTITUDE LEVEL 58
4.19 SATISFACTION LEVEL OF ATTENDING THE SKILL
DEVELOPMENT
PROGRAMMES
60
4.20 FACTOR INFLUENCES OF EMPLOYEES 62
4.21 BALANCE OF FAMILY AND WORKLIFE 64
4.22 RELAXATION PROGRAM / PARTIES ORGANIZED 66
4.23 TRAINING OPPORTUNITIES HELPED IN IMPROVING 68

LIST OF CHART
S.NO CHART PAGE
NO
4.1 AGE OF THE RESPONDENTS 25
4.2 GENDER OF THE RESPONENTS 27
4.3 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS 29
4.4 EXPERIENCE OF THE RESPONDENTS 31
4.5 TRAINING PROGRAM HELPS IMPROVE YOUR TALENT 33
4.6 LEVEL OF KNOWLEDGE AND TALENT GAINED 35
4.7 JOB INVOLVEMENT 37
4.8 POLICY REGARDING SALARY AND INCENTIVES 39
4.9 ORGANIZATION FUTURE SUCCESS 41
4.10 MENTORS TRAIN-UP FOR ENGINEERS 43
4.11 JOB ROTATION ENABLE KNOWLEDGE YOUR DEPARTMENT 45
4.12 WORKLIFE HELPS TO IMPROVE OUR TALENT 47
4.13 FESTIVAL ALLOWANCES OF COMPANY 49
4.14 REFRESHMENT DURING WORK LIFE ING HOURS IN A DAY 51
4.15 RATE OF THE SUGGESTIONS SCHEME 53
4.16 WELFARE FACILITY PROVIDED 55
4.17 FRINGE BENEFITS ARE GOOD 57
4.18 ATTITUDE LEVEL 59
4.19 SATISFACTION LEVEL OF ATTENDING THE SKILL
DEVELOPMENT
PROGRAMMES
61
4.20 FACTOR INFLUENCES OF EMPLOYEES 63
4.21 BALANCE OF FAMILY AND WORKLIFE 65
4.22 RELAXATION PROGRAM / PARTIES ORGANIZED 67
4.23 TRAINING OPPORTUNITIES HELPED IN IMPROVING 69

CHAPTER – I
INTRODUCTION
1.1 INTRODUCTION OF THE STUDY
DEFINITION:
The QWL as strategy of Human Resource Management has assumed increasing
interest and importance. Many other terms have come to be used interchangeably with QWL
such as ‘humanizations of work’ ‘quality of working life, ‘industrial democracy’ and
‘participative work’.
QUALITY OF WORK LIFE INVOLVES THREE MAJOR PARTS:
1. Occupational health care:
Safe work environment provides the basis for people to enjoy his work. The work
should not pose health hazards for the employees.
2. Suitable working time:
Companies should observe the number of working hours and the standard limits on
overtime, time of vacation and taking free days before national holidays.
3. Appropriate salary:
The employee and the employer agree upon appropriate salary. The Government
establishes the rate of minimum salary; the employer should not pay less than that to the
employee. Work represents a role which a person has designated to himself. On the one hand,
work earns one’s living for the family, on the other hand, it is a self-realization that provides
enjoyment and satisfaction.
Work-Life Quality defined, as the balance between an employee’s work demands and
outside interests or pressures is a long-standing but ever-evolving area of corporate social
responsibility. Some organizations view QWL as important, but do not formally link it to
their strategic or business plans.

THE FOLLOWING ASPECTS IMPROVE THE QWL:
1. Recognition of work life issues:
Issues related to work life should be addressed by the Board and other important
officials of the company like why people are not happy, do they need training, why employee
morale is poor and numerous other issues. If these are addressed properly, they will be able to
build, “People-Centred Organisations”.
2. Commitment to improvement:
QWL can be improved if the staff is committed to improvement in productivity and
performance. This issue can be taken by the board through staff recognition and support
programmes. Board should prepare QWL reports on periodic basis to boost the system. They
can also introduce reward system which will be of help to them.
3. Quality of work life teams:
Board members should form the combined team of managers and workers and all the
issues and common themes must be identified.
Work Life Teams = Managers + Staff
All issues must be addressed like loss of morale, lack of trust, increased intensity of work,
reward, recognition etc. and commonly, managers and staff should arrive at solutions.
4. Training to facilitators:
Both the leader and staff can assess the job requirement and decide jointly what type
of training is required to improve the quality of work life
5. Conduct focus groups:
Formation of focus groups can affect the QWL and discuss the questions in a positive
way like:

(a) What brought you here today?
(b) What do you feel are the top three issues that affect your quality of work life?
(c) What do you want the organisation should do for you?
(d) Do you want company to increase the salary, etc.
6. Analyze information from focus group:
After the formation of focus groups and their discussion on different issues and
collection of information, the information should be analysed to give right direction to
organisational activities.
7. Identify and implement improvement opportunities:
It is important to identify and implement improvement opportunities like
communication, recognition and non-monetary compensation. Improving support structure,
constant review of reward and recognition system etc. would help in formulating
communication strategies, focusing on linkages between managers and staff.
8. Flexible work hours:
The diverse work force of today does not want to work for fixed hours or days. They
want flexibility in their work schedule so that professional and personal life can be managed
together.
Flexibility can improve the qwl in the following ways:
i. Work for longer hours in a day with less number of working days in a week.
ii. Going to office for fixed hours but in different time slots rather than fixed working hours.
Many companies even provide the flexibility of work from home.
9. Autonomy to work:
Delegation is an essential element of organisation structure. People want freedom to
work in their own way, in terms of forming teams and making decisions. If they are allowed
to do so, it enhances the QWL. An organisation with high quality of work life is “an
organisation that promotes and maintains a work environment that results in excellence in

everything it does – by ensuring open communication, respect, recognition, trust, support,
well being and satisfaction of its members, both, personally and professionally”.
IMPORTANCE OF QUALITY OF WORK LIFE:
Many companies find that paying attention to the needs of employees can benefit the
company in terms of productivity, employee loyalty and company reputation.
QWL is important because of the following reasons:
1. Enhance stakeholder relations and credibility:
A growing number of companies that focus on QWL improve their relationships with
the stakeholders. They can communicate their views, policies, and performance on complex
social issues; and develop interest among their key stakeholders like consumers, suppliers,
employees etc.
2. Increase productivity:
Programmes which help employees balance their work and lives outside the work can
improve productivity. A company’s recognition and support — through its stated values and
policies — of employees’ commitments, interests and pressures, can relieve employees’
external stress.
This allows them to focus on their jobs during the workday and helps to minimize
absenteeism. The result can be both enhanced productivity and strengthened employee
commitment and loyalty.
3. Attraction and retention:
Work-life strategies have become a means of attracting new skilled employees and
keeping existing ones satisfied. Many job seekers prefer flexible working hours as the benefit
they would look for in their job. They would rather have the opportunity to work flexible
hours than receive an additional increment in annual pay.
a. More employees may stay on a job, return after a break or take a job with one company
over another if they can match their needs better with those of their paid work.

b. This results in savings for the employer as it avoids the cost of losing an experienced
worker and recruiting someone new.
c. Employers who support their staff in this way often gain loyalty from the staff.
4. Reduces absenteeism:
a. Companies that have family-friendly or flexible work practices have low
absenteeism. Sickness rates fall as pressures are managed better. Employees have better
methods of dealing with work-life conflicts than taking unplanned leave.
b. Workers (including the managers) who are healthy and not over-stressed are more
efficient at work.
5. Improve the quality of working lives
a. Minimising work-life role conflict helps prevent role overload and people have a
more satisfying working life, fulfilling their potential both in paid work and outside it.
b. Work life balance can minimise stress and fatigue at work, enabling people to have
safer and healthier working lives. Workplace stress and fatigue can contribute to injuries at
work and home.
c. Self-employed people control their own work time to some extent. Most existing
information on work-life balance is targeted at those in employment relationships. However,
the self-employed too may benefit from maintaining healthy work habits and developing
strategies to manage work flows which enable them to balance one with other roles in their
lives.
6. Matches people who would not otherwise work with jobs:
a. Parents, people with disabilities and those nearing retirement may increase their
work force participation if more flexible work arrangements are made. Employment has
positive individual and social benefits beyond the financial rewards.
b. Employers may also benefit from a wider pool of talent to draw from, particularly
to their benefit when skill shortages exist.

7. Benefiting families and communities:
a. In a situation of conflict between work and family, one or other suffers. Overseas
studies have found that family life can interfere with paid work. QWL maintains balance
between work and family. At the extreme, if family life suffers, this may have wider social
costs.
b. Involvement in community, cultural, sporting or other activities can be a benefit to
community and society at large. For instance, voluntary participation in school boards of
trustees can contribute to the quality of children’s education.
While such activities are not the responsibility of individual employers, they may
choose to support them as community activities can demonstrate good corporate citizenship.
This can also develop workers’ skills which can be applied to the work place.
8. Job involvement:
Companies with QWL have employees with high degree of job involvement. People
put their best to the job and report good performance. They achieve a sense of competence
and match their skills with requirements of the job. They view their jobs as satisfying the
needs of achievement and recognition. This reduces absenteeism and turnover, thus, saving
organisational costs of recruiting and training replacements.
9. Job satisfaction:
Job involvement leads to job commitment and job satisfaction. People whose interests
are protected by their employers experience high degree of job satisfaction. This improves
job output.
10. Company reputation:
Many organizations, including Governments, NGOs, investors and the media,
consider the quality of employee experience in the work place when evaluating a company.
Socially responsible investors, including some institutional investors, pay specific attention to
QWL when making investment decisions.

1.2 STATEMENT OF THE PROBLEM
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
Female employees are running at their peak potential and free from stress and strain. The
Quality of Work Life can affect such things as employees ‘timing, 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. This being the real fact and since there was absenteeism
and lack of job satisfaction among the workers in Dindugal district, the investigator has made
an attempt in this regard and has undertaken the current study to analyze the Quality of Work
Life among workers with special reference to SNP Dairy Milk –A dairy hub and to offer
suitable suggestions for the organization to take necessary steps to improve the Quality of
Work Life among its Workers.

1.3 OBJECTIVES OF THE STUDY
• A Study on work life balance of employees to SNP Dairy Milk, Dindugal
• To study the demographic profile of the employees,
• To study the quality of work life of the employees.
• To identify the various functions of security and welfare measures.
• To suggest the recommendation of quality work manage by the firm.
• To achieve a high quality of work life, it is essential to choose a job that fulfills your
needs in dairy products.
• To identify the various functions of security and welfare with working condition by
questionnaire, tools and techniques.
1.4 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. This being the virtual fact, the current study on Quality of Work Life among workers
with special reference to SNP Dairy Milk–A dairy hub, is expected to prove extremely useful
for the organization to improve the quality of work life among its workers with the help of
the recommendations given by the investigator.

1.5 LIMITATIONS OF THE STUDY
▪ This study confined only SNP Dairy Milk and sample size is limited to 120.
▪ The Female employees and workers were interviewed during the course of their
working time, so they were in a hurry to respond to the questions, which may have
affected the quality of data.
▪ Time constraint was another limiting factor. The time available for the study was very
much limited.

1.6 INDUSTRY PROFILE
World Scenario
The annual world trade in milk products (excluding intra-EU) amounts to 33 million
tonnes, valued at US$ 10 billion. Barely 6 to 7% of the world milk production is traded
internationally. The bulk of the world dairy trade is in cheese, butter and powders. A growing
shift towards cheese is expected in the near future. Two dynamic products with a substantial
projected growth in the coming years are yoghurt and dessert.
The international dairy trade is dominated by four players - EU, New Zealand,
Australia and USA - which together account for 85% of all exports. New Zealand and
Australia export as much as 80 and 50% of their milk production respectively. The Asia-
Pacific region has been and will remain a net milk importer in the foreseeable future.
The dairy industry is regulated in most countries through various ways. Imports are
commonly restricted, and exports frequently subsidised. High dairy price supports in many
countries are put in place to stimulate production to the extent that subsidies for exports are
necessitated to maintain domestic dairy programmes. 1 2 Technology Export Potential of
Milk and Dairy Sector
In the United States, 70 per cent of the dairy industry is cooperative. Dairy
programmes are subject to more Government participation or regulation than most other
domestic agricultural industries in the USA. There are also Federal Milk Marketing Orders
and movement barriers in the USA for “orderly marketing control, which is associated with
stabilising fluid milk prices, providing secure and dependable markets for individual dairy
farmers, primarily for the fluid market and improving the balance of market power between
farmers and handlers.
In the emerging liberalised global scenario, trade-distorting agricultural policies have
been the focus of the GATT multilateral trade negotiations. With the liberalisation of
agricultural trade under the new GATT regime, the heavy subsidies prevalent in the dairy
sector in the countries of the EU as well as in the USA will have to be brought down in the
next few years.

The competitive advantages of the Indian dairy industry are then considered to be
substantial. With substantial and continued investment in building up milk production, India
can emerge as a major exporter of dairy products and technologies in the next few decades.
Indian Scenario
India has one of the largest livestock population in the world. Fifty percent of the
buffaloes and twenty percent of the cattle in the world are found in India, most of which are
milk cows and buffaloes.
Dairy development in India has been acknowledged the world over as one of modern
India’s most successful developmental programme. Today, India is the largest milk
producing country in the world.
Milk and milk products is rated as one of the most promising sectors which deserves
appreciation in a big way. When the world milk production registered a negative growth of 2
percent, India performed much better with 4 percent growth. The total milk production is
over 72 million tonnes and the demand for milk is estimated at around 80 million tonnes.
By 2005, the value of Indian dairy produce is expected to be Rs. 1,000,000 million. In
the last six years foreign investment in this sector stood at Rs. 3600 million which is about
one fourth of the total investments made in this sector. Manufacture of casein and lactose,
largely being imported presently, has good scope. Exports of milk products have been
decimalised.
The milk surplus states in India are Uttar Pradesh, Punjab, Haryana, Rajasthan,
Gujarat, Maharashtra, Andhra Pradesh, Karnataka and Tamil Nadu. The manufacturing of
milk products is concentrated in these milk surplus States. Today, India is the largest milk
producing country in the world. 4 Technology Export Potential of Milk and Dairy Sector
The production of milk products i.e. milk products including infant milk food, malted
food, condensed milk & cheese stood at 3.07 lakh tonnes in 1999-2000. Production of milk-
powder including infant milk-food had risen to 2.25 lakh tons in 1999-2000, whereas that of
malted food is at 65000 tons. The trends in production of milk products in India is given in
Annexure 1.

Cheese and condensed milk production stands at 5000 and 11000 tonnes respectively.
Some plants are coming-up for producing lactose, casein and improved cheese varieties.
Livestock Population India is rich in its livestock wealth. It accounts for nearly 15.8% of the
world cattle population, more than half of the world buffalo population. As per FAO
production year book 1998, the population of cattle, buffaloes, sheep and goats in the world
and in India is given in Annexure 2.
As per the 1992 livestock census of Ministry of Agriculture, highest cattle population
was reported in Madhya Pradesh (28.68 million nos.) followed by Uttar Pradesh (25.63
million nos.) Bihar (22.15 million nos.) Maharashtra (17.44 million nos.) and West Bengal
(17.45 million nos.). According to livestock census the highest population of buffaloes is
reported in U.P. (20.08 million nos.) followed by A.P. (9.15 million nos.), M.P. (7.97 million
nos.) and Rajasthan (7.74 million nos).
Production of Milk and Milk Products
The milk production was almost stagnant between 1947 to 1970 with an annual
growth rate of merely one percent Livestock accounts for nearly 15.8% of the world cattle
population, more than half of the world buffalo population. Technology Export Potential of
Milk and Dairy Sector 5 which has since registered a vigorous growth of over 4.5% per
annum after the year 1970. The production of milk in India has been increasing steadily as
shown in Annexure 3.
The major milk producing states are UP, Punjab, Rajasthan, M.P, Maharashtra and
Gujarat. Number of milk products manufacturing Plants has come up in these states for
Processing of milk.

ABOUT THE COMPANY
British multinational confectionery company wholly owned
by Mondale (originally Kraft Foods) since 2010 It is the second largest confectionery brand
in the world after Mars. Cadbury is internationally headquartered in Uxbridge, west London,
and operates in more than 50 countries worldwide. It is known for its Dairy Milk chocolate,
the Creme Egg and Roses selection box, and many other confectionery products. One of the
best-known British brands, in 2013 The Daily Telegraph named Cadbury among Britain's
most successful exports.
Cadbury was established in Birmingham, England in 1824, by John Cadbury,
a Quaker who sold tea, coffee and drinking chocolate. Cadbury developed the business with
his brother Benjamin, followed by his sons Richard and George. George developed
the Bournville estate, a model village designed to give the company's workers improved
living conditions. Dairy Milk chocolate, introduced in 1905, used a higher proportion of milk
within the recipe compared with rival products. By 1914, the chocolate was the company's
best-selling product. Cadbury, alongside Rowntree's and Fry's, were the big three British
confectionery manufacturers throughout much of the 19th and 20th centuries.
Cadbury was granted its first Royal Warrant from Queen Victoria in 1854. It has been
a holder of a Royal Warrant from Elizabeth II since 1955.[5]
Cadbury merged with J. S. Fry &
Sons in 1919, and Schweppes in 1969, known as Cadbury Schweppes until 2008, when the
American beverage business was split as Dr Pepper Snapple Group; the rights ownership of
the Schweppes brand had already differed between various countries since 2006. Cadbury
was a constant constituent of the FTSE 100 on the London Stock Exchange from the index's
1984 inception until the company was bought by Kraft Foods in 2010
Cadbury Dairy Milk is a brand of milk chocolate manufactured by Cadbury. It was
introduced in the United Kingdom in 1905 and now consists of a number of products. Every
product in the Dairy Milk line is made with exclusively milk chocolate. In 2014, Dairy Milk
was ranked the best-selling chocolate bar in the UK. It is manufactured and distributed by the
Hershey Company in the United States under licence from Cadbury.

SNP Dairy Milk
Commencement in the year 1996 at Madurai, Tamil Nadu, we “SNP Dairy Milk” are
Sole Proprietorship (Individual) based entity, involved as the manufacturer, wholesaler and
retailer of Organic Paneer, Organic Cheese, Organic Ghee, Pure Milk and many more. These
products are manufactured with best quality raw material with the latest technology by our
professionals. When it comes to freshness, nutrition and great taste all families know there’s
one brand they can trust without exception: SNP dairy. The company’s products are famous
for their quality. We are happy to describe ourselves as our product provider at all time, our
passion and our expertise goes into doing one simple thing, providing most delicious
products.
History:
All our products are widely served across Madurai, Dindugal , Theni , Ramnad ,
Sivagangai , Tuticorn ,Kodaikonal and Thirunelveli. The MADITSSIA-AIMO Visvesvaraya
Award has been given to us for the best small-scale manufacturing industry in southern
districts. In our domain, maintaining a well-developed warehousing unit is a requisite. Our
warehouse is voluminous enough to accommodate bulk orders.
It allows us to access our product gamut easily and deliver it within the stipulated
time-frame. This warehouse unit is functional under the ceaseless surveillance of our
storekeepers that keep this unit extremely clean and maintain hygienic conditions & regulated
temperature.
Also, we have a packaging unit in which all products are packed in optimal quality
material that preserves their taste and nutrition. Owing to our superb quality products, we
have created a brand name in the market.
About The Company
We are a renowned Madurai based entity engaged in offering superb grade Milk,
Ghee, Butter, Paneer and Palkova. The conglomerate is involved in quality and hygienic milk
processing and supply of pasteurized and standardized milk. Incorporated on 16th of
September 1996, we are the pioneer private dairy in south region in Tamil Nadu and the first
private dairy packed milk has been released in the market by us.

Warehouse & Packaging
This warehouse unit is functional under the ceaseless surveillance of our storekeepers
that keep this unit extremely clean and maintain hygienic conditions & regulated temperature.
Also, we have a packaging unit in which all products are packed in optimal quality material
that preserves their taste and nutrition.
Quality Assurance
At S N P Dairy Milk, we lay strong emphasis to provide high quality products to our
customers. Our firm has been extremely popular among the customers for its efforts to
maintain superior quality standards. Moreover, we conduct stringent checks throughout the
processing process. Due to our quality-centric approach, we are known as a most trusted
brand in the market. Our adept quality controllers test the entire array on the diverse
parameters of taste, purity, hygiene and freshness.
We S N P Dairy Milk have unified a pool of highly qualified professionals holding an
immense knowledge of their respective domains. All our team personnel have shown strong
commitment and dedication towards accomplishing the pre-set goals and targets of our firm.
These team members are capable enough to work in compliance with the changing trends of
the market. In addition, our team members use all resources judiciously and conduct
numerous quality tests as per the international parameters.
We engaged in offering superb grade milk, ghee, butter, paneer and palkova. The
conglomerate is involved in quality and hygienic milk processing and supply of pasteurized
and standardized milk. Incorporated on 16th of september 1996, we are the pioneer private
dairy in south region in tamil nadu and the first private dairy packed milk has been released
in the market by us. Our dairy has received food safety management certification from bureau
vartian iso 22000: 2005.
All our products are widely served across madurai, dindugal , theni , ramnad ,
sivagangai , tuticorn ,kodaikonal and thirunelveli. The maditssia-aimo visvesvaraya award
has been given to us for the best small-scale manufacturing industry in southern districts. In
our domain, maintaining a well-developed warehousing unit is a requisite. Our warehouse is
voluminous enough to accommodate bulk orders. It allows us access our product gamut
easily and deliver it within the stipulated time-frame. This warehouse unit is functional under
the ceaseless surveillance of our storekeepers that keep this unit extremely clean and maintain

hygienic conditions & regulated temperature. Also, we have a packaging unit in which all
products are packed in optimal quality material that preserves their taste and nutrition.
Our Infrastructure
Since the commencement of our organization, we have built a perfect infrastructure
unit at our accommodation area which is backed with advanced tools and latest technologies.
Our infrastructure is expanded over a wide area and features adequate expansion potential.
The entire unit conducted by our experienced and qualified professionals.
Our Vision
Our Vision: Our vision is to be the authoritative and trusted voice in advancing the
consumer perception and consumption of Quality milk and dairy products.
Our Mission
Our Mission: Our mission is to support dairy farmers by driving the positive position
and consumption of milk and dairy products through integrated marketing and
communications programmes, based on informed scientific evidence.
Chairman's Message
“The greatest satisfaction and joy came from the priceless reward that comes when
farmers whose lives depend on your efforts appreciate what is being done for them.” -Mr.
Rajendra Babu (Proprietor)
We have got the edge over other market players due to the following reasons mentioned
below:
• Easy payment modes
• Reasonable prices
• Competent and efficient team
• Team of expert professionals
• Vast industry experience
ADDRESS:
3/158, NH 7,

Ayyankottai, Thanichiyam PO Vadipatti Tal.
Dindugal, Tamil Nadu, India
PRODUCTS:
SNP Dairy Milk offers a wide range of products in both liquid milk and by-product
categories. The liquid milk comprises of 5 types of variants and the by-product comprises of
14 types of variants. SNP Dairy Milk offers a wide range of milk products comprising of
Fresh Milk, Butter, Ghee, Paneer, Curd, Flavoured Milk, Doodh Peda, Ice Cream and
Skimmed Milk Powder.
MILK
We procure about 1.03 Million litres of raw milk per day as of March 31st
, 2020 from
over 1,83,926 dairy farmers. Fresh milk from buffalos and cows is brought to the nearest
chilling centers and then to the nearest processing plants without breaking the cold chain. The
chilled milk is then pasteurized. This process kills pathogenic microbes that cause spoilage of
milk and any harmful bacteria.
SNP Dairy Milk milk is packed in high-quality food grade pouches which are user-
friendly. The product undergoes stringent quality checks before packing. SNP Dairy Milk
offers different types of milk in pouches as per customer requirements, such as Full Cream
Milk, Toned Milk, Standardised Milk, Double Toned Milk and UHT Milk.
GHEE
SNP Dairy Milk Ghee is extracted from cow and buffalo milk. Ghee is produced in
three variants - cow ghee, white ghee (buffalo ghee) and premium ghee (full boiled white
ghee). We collect and treat cow and buffalo milk separately and do not mix them during
processing. Both cow and buffalo ghee is sold in jars, pouches, sachet and tin.
BUTTER
SNP Dairy Milk Butter is made from the fat of cow and buffalo milk. Butter is
produced in three variants - yellow salted butter made from cow milk cream (table butter),
yellow cooking butter made from cow milk cream and white cooking butter made from
buffalo milk. Our white cooking butter is sold in boxes of 500 gms.

PANEER
SNP Dairy Milk Butter is made from the fat of cow and buffalo milk. Butter is
produced in three variants - yellow salted butter made from cow milk cream (table butter),
yellow cooking butter made from cow milk cream and white cooking butter made from
buffalo milk.
Our white cooking butter is sold in boxes of 500 gms. Our yellow salted butter is sold
in boxes of 200 gms and 500 gms and yellow cooking butter in boxes of 500 gms and 20 kgs.
Our butter is sold in the states of Andhra Pradesh, Tamil Nadu, Karnataka and Telangana.
STERILIZED FLAVOURED MILK
Our sterilized flavored milk products have a shelf life of 120 days from the date of
manufacture and are made by blending pasteurized double toned milk with other ingredients.
Our sterilized flavored milk is available in seven flavors - Badam, Strawberry, Pista, Vanilla,
Elaichi, Chocolate and Pineapple. Our sterilized flavored milk is sold in the states of
Karnataka, Tamil Nadu, Andhra Pradesh and Telangana.
BUTTER MILK/SWEET LASI
Butter milk and Sweet Lassi is sold in pouches and cups and is sold in the states of
Telangana Andhra Pradesh Karnataka and Tamil Nadu.

CHAPTER II
REVIEW OF LITERATURE
Runcie (2003),remarked that should an employee have positive perception of the quality of
work life in the milk company, he would further probably strive to further improve the
working conditions, increase production and quality products. The experiences of a fair
number of organizations indicate that a number of specific roles and structures and the
support systems, must be in place and functioning effectively in order that the quality of work
life programmes remain viable grow, involve, permeate the organizational culture and
produce long term success and benefits. The cross nation experiences amply demonstrate that
improvement in quality of work life has definite potential and scope in improving productivity
and overall organizational effectiveness as also reducing grievances, turnover and
absenteeism and industrial accidents. Yet inspire of the plethora of research on the subject, the
efforts on the part of researchers to identify the factors of quality of work life in the Indian
context have not been encouraging.
Delamotte and Walker(2004),indicated that the number of emphasis have been made in the
humanization of work including: the need to protect the worker from hazards to health and
safety, the wage work bargain, the protection of workers from hazards of illness and
unemployment. According to QWL is a multi-dimensional construct, made up of a number of
interrelated factors that need careful consideration to conceptualize and measure. It is
associated with job satisfaction, job involvement, motivation, productivity, health, safety and
well-being, job security, competence development and balance between work and non work
life and he concluded as QWL from the perspective of milk industries is challenging both to
the individuals and milk organizations.
Katzellet.Al (2005), viewed quality of work life more broadly as an individual’s evaluation of
the outcome of the work relationship. They observed that a employee may be said to enjoy a
high quality of working life when he has positive feelings towards his job and its future
prospects, is motivated to stay on the job and performs well and feels his working life fits well
with his private life to afford him a balance between the two in terms of his personal values.
Its suggested eight major conceptual areas for understanding quality of work life. These were
adequate and fair compensation, safe and healthy working conditions, development of human
competencies, growth and security, social integration, constitutionalization and total life space

and social reliance. Various other studies conducted on quality of work life include
employment conditions, employment security, income adequacy, profit sharing, equity and
other rewards, employee autonomy, employee commitment, social interaction, self- esteem,
self- expression, democracy, employee satisfaction, employee involvement, advancement,
relations with supervisors and peers and job enrichment.
Cunningham, J.B. and T. Eberle, (2008) described that, the elements that are relevant to an
individual’s quality of work life include the task, the physical work environment, social
environment within the organization, administrative system and relationship between life on
and off the job. QWL is a multi-dimensional construct, made up of a number of interrelated
factors that need careful consideration to conceptualize and measure. It is associated with job
satisfaction, job involvement motivation, productivity, health, safety, job security,
competence development and balance between work and non-work life. QWL in relation to
the interaction between work environment and personal needs. The work environment that is
able to fulfill employees’ personal needs is considered to provide a positive interaction effect,
which will lead to an excellent QWL. They emphasized that the personal needs are satisfied
when rewards from the organization, such as compensation, promotion, recognition and
development meet their expectations in this milk industry.
Seyed Mehdi Hosseini (2010) argues that career satisfaction, career achievement and career
balance are not only the significant variables to achieve good quality of work life but quality
of work life (QWL) or the quality of work system as one of the most interesting methods
creating motivation and is a major way to have job enrichment which has its roots in staff and
managers' attitude to motivation category that is more attention to fair pay, growth
opportunities and continuing promotion improves staff’s performance which in turn increases
QWL of employees.
RaduanChe Rose (2012), says QWL programs will benefit both faculty and management, By
mutually solving work-related problems, building cooperation, improving work environments,
restructuring tasks carefully and fairly managing human resource outcomes and payoffs . The
result indicates that three exogenous variables are significant: career satisfaction, career
achievement and career balance in QWL. However from the literature we can summarize that
QWL may be is viewed as a wide ranging concept, which includes satisfaction towards work,
participative management and improve work environment.

According to G NaslSaraji, and H Dargahi (2013), survey QWL is a comprehensive,
department wide program designated to improve employee satisfaction, strengthening
workplace learning and helping employees had better manage change and transition by
conducting descriptive and analytical study they showed that the majority of employees were
dissatisfied with occupational health and safety, intermediate and senior managers , their
income, balance between the time they spent working and with family and also indicated that
their work was not interesting and satisfying.
Gardon(2014),Both employers and employees now better appreciate the importance of the
Quality of work life in an organization. Quality of work life is important to organizational
performance. Quality of work life is an important factor that affects motivation at work.
Quality of work life programmes has two objectives: to enhance the productivity and the
satisfaction of employees. Quality of work life is the quality of the content of relationship
between employees and their total working environment with human dimensions added to the
usual technical and economic ones.
Indumathy.R, Kamalraj.S.(2011) Quality of work life refers to the level of contentment or
displeasure with one's career. There is an effort to look into the Quality of Work Life among
Workers with special place to milk manufacturing in Tirupur District. The research design
chosen is evocative in natural world. The sample size taken to conduct the investigate is 60
workers. For this study, the example method chosen is convenient sampling. Prearranged
interview schedule was used for primary data collection. Secondary data was collected from
earlier investigate work, various published journals, magazines, websites and online articles.
Simple Percentage Analysis, Chi – Square Analysis and Weighted standard Score
psychoanalysis are the gear used for data analysis. The study has extraordinarily pointed out
that the major factors that power and decide the Quality of Work Life are attitude,
environment, opportunity, nature of job, people, pressure level, career prospects, challenges,
growth.
DeeptiSinha and SachinSinha(2015) Quality in the context of work life is in effect a
reflection of how eagerly we look forward to going to the office every morning, how
enthusiastically we shoulder the daily jobs assign to us, how deeply we feel committed
towards the milk industries, how strong is our sense of belongingness with our workplace,
how much we value our presentation on the job and to what extent we see it as important for

our self-esteem, and, finally, how much pride we take in our work and place of work. Quality
of Work Life (QWL) is the extent to which workers enjoy their work and sense comfortable.
Dr. Yogesh Jain and RenilThomas(2016) Quality of Work Life has always gained notice of
the researchers all time, as both the words ‘Quality’ and ‘Work life’ are necessary in the
world and share a greater value to the organization. It is believed that they have optimistic
association but at times they are questioned because many factors affect their correlativity. In
this study we have surveyed 70 employees of a leading pharmaceutical company of Vadodara
district to appreciate the relation among the quadrant mention by Walton. This is evocative
study.
Robinson and Alston (2018) assert that the key determination of the quality of work life is
whether an individual feels off and a contributor to the industrial environment in which he or
she earns his/ her living. They further observed that the quality of work life is related to the
case with which people can undertake tasks they require to undertake and thus gives the
performance necessary to the economic vitality of the business. QWL is a process by which
an organisation responds to employee needs for developing mechanisms to allow them to
share fully in making the decisions that design their lives at work
Hackman and Suttle (2019) concept and practice of QWL has broad and diverse and many
use this phrase in their own way, for example, to some ,quality of work life refers to
industrial democracy, increased worker participation in corporate decision-making, or a
culmination of the goals of the human relations movement of two decades ago. To others,
especially those in management, the term suggests any of a variety of efforts to improve
productivity through improvements in the human rather than the capital or technological
inputs of production. Unions and worker representatives often view changes in the quality of
work life as leading to a more equitable sharing of the income and the resources of the
working organisation and to more humane and healthier working conditions.
Adhikari (2020) observed that jobs are less challenging and workers are less creative and
innovative in their respective field and workers are strongly in favour of opportunity for
overtime work, education, training and development, promotion and participation, and they
believe that opportunity positively links to job satisfaction of milk industry workers. The
success of QWL initiatives depends on openness and trust, information management,
organisational culture, partnership between management and workers

CHAPTER - III
3.1 RESEARCH METHODOLODY
To fulfill any task, it is necessary to follow a systematic method. Research
methodology is the main aspect of research studies. The methodology follow by research is
detailed here.
TYPES OF RESEARCH
The research was of descriptive design; aim to procure a clear, complete and accurate
description of the situation.
DATA SOURCE
Data was taken mostly through primary data. However company and product profiles
were referred too. The schedule method was opted since the method would help to concise
amount of information.
SAMPLING DESIGN
The sampling design being used for this study is simple random sampling out of 300
employees, the sample size selected was 120 employees.
SAMPLE SIZE
The study based only on the quality of work life of employee. Total number of sample
taken for the study is 120 respondents.
SAMPLING METHOD
Here the researcher used the simple random sampling method
STUDY AREA
The survey was conducted in Dindugal.
PERIOD OF STUDY
The study was held during the period of five month.

ANALYTICAL DESIGN
➢ Simple Percentage Method
➢ Chi square analysis
1. Percentage analysis
This method is used to compare two or more series of data, to describe the
relationship or the distribution of two or more series of data. Percentage analysis test is done
to find out the percentage of the response of the response of the respondent.
In this tool various percentage are identified in the analysis and they are presented by
the way of Bar Diagrams in order to have better understanding of the analysis.
Number of respondents
Percentage of respondents = ______________________ X 100
Total respondents
2. Chi-square
Chi-square was done to find out one way analysis between socio demographic variable
and various dimensions of the programme.
(O – E)2
ᵡ2
=
E
O – Observed value
E – Expected value

CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
TABLE NO 4.1
AGE OF THE RESPONDENTS
S.NO AGE NO.OF RESPONDENTS PERCENTAGE (%)
1
Below 20 years
71 59.2
2
25-30 years
25 20.8
3
30-40 years
11 9.2
4
40-50 years
8 6.7
5
Above 50 years
5 4.2
Total 120 100%
Sources: Primary Data
INTERPRETATION
The above table shows that age of the respondents, 59.2% of the
respondent’s ages are Below 20 years, 20.8% of the respondent’s age is 25-30, 9.2% of
the respondent’s age is 30-40, 6.7% of the respondent’s age is 40-50 and remaining 4.2%
of the respondent’s age is Above 50.
Majority 59.2% of the respondent’s ages are Below 20 years.

1CHART NO 4.1
AGE OF THE RESPONDENTS

TABLE NO 4.2
GENDER OF THE RESPONENTS
S.NO GENDER
NO. OF
RESPONDENTS
PERCENTAGE
(%)
1 Male
82 68.3%
2 Female
38 31.7%
Total 120 100%
INTERPRETATION
The above table shows that marital status of the respondents, 68.3% of the
respondents are Male, 31.7% of the respondents are Female.
Majority 68.3% of the respondents are Male

CHART NO 4.2
GENDER OF THE RESPONDENTS

TABLE NO 4.3
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
S.NO EDUCATIONAL
QUALIFICATION
NO. OF
RESPONDENTS
PERCENTAGE (%)
1
SSLC 64 53.3
2 HSC 10 8.3
3
Diploma 38 31.7
4 UG 5 4.2
5 PG 3 2.5
Total 120 100%
INTERPRETATION
The above table depict that educational qualification of the respondents 53.3% of the
respondents are SSLC, 8.3% of the respondents are HSC, 31.7% of the respondents are
Diploma, 4.2% of the respondents are UG, and 2.5% of the respondents are PG
Majority 53.3% of the respondents are educational qualifications on SSLC

CHART NO 4.3
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

TABLE NO 4.4
EXPERIENCE OF THE RESPONDENTS
S.NO EXPERIENCE NO. OF
RESPONDENTS
PERCENTAGE (%)
1
Less than 5 years 29 24.2
2
5-10 years 31 25.8
3
10- 15 years 26 21.7
4
15-20 years 12 10.0
5
20-25 years 22 18.3
Total 120 100%
INTERPRETATION
The above table shows that experience of the respondents, 24.2% of the
respondents experience is less than 5 years, 25.8% of the respondents experience is 5-10
years, 21.7% of the respondents experience is 10-15 years, 10.0% of the respondents
experience is 15-20 years and remaining 18.3% of the respondents experience is 20-25
years.
Majority 25.8% of the respondents experience is 5-10 years

CHART NO 4.4
EXPERIENCE OF THE RESPONDENTS

TABLE NO 4.5
TRAINING PROGRAM HELPS IMPROVE YOUR TALENT
S.NO IMPROVE YOUR
TALENT
NO. OF
RESPONDENTS
PERCENTAGE
(%)
1
Strongly Agree 32 26.7
2
Agree 34 28.3
3
Neutral 35 29.2
4
Disagree 7 5.8
5
Strongly Disagree 12 10.0
Total 120 100%
INTERPRETATION
The above table shows that training program helps improve your talent of the
respondents, 26.7% of the respondents are Strongly Agree with helps improve your talent,
28.3% of the respondents are Agree with helps improve your talent, 29.2% of the
respondents are Neutral with helps improve your talent, 5.8% of the respondents are
Disagree and remaining 10% of the respondents are Strongly Disagree with helps improve
your talent.
Maximum 28.3% of the respondents are Agree with helps improve your talent

CHART NO 4.5
TRAINING PROGRAM HELPS IMPROVE YOUR TALENT

TABLE NO 4.6
LEVEL OF KNOWLEDGE AND TALENT GAINED
S.NO
LEVEL OF
KNOWLEDGE
AND TALENT
GAINED
NO. OF
RESPONDENTS
PERCENTAGE
(%)
1
Very High 52 43.3
2 High 35 29.2
3
Neutral 19 15.8
4
Low 6 5.0
5
Very low 8 6.7
Total 120 100%
INTERPRETATION
The above table shows that level of knowledge and talent gained of the respondents,
43.3% of the respondents are Very High with talent gained, 29.2% of the respondents are
high with talent gained,, 15.8% of the respondents are Neutral with talent gained,, 5% of
the respondents are Low and remaining 6.7% of the respondents are Very low with talent
gained.
Majority 43.3% of the respondents are Very High with talent gained.

CHART NO 4.6
LEVEL OF KNOWLEDGE AND TALENT GAINED

TABLE NO 4.7
JOB INVOLVEMENT
S.NO
JOB
INVOLVEMENT
NO. OF
RESPONDENTS
PERCENTAGE (%)
1
Highly Satisfied 61 50.8
2
Satisfied 21 17.5
3
Neutral 24 20.0
4
Dissatisfied 8 6.7
5
Highly dissatisfied 6 5.0
Total 120 100%
INTERPRETATION
The above table shows that job involvement of the respondents, 50.8% of the
respondents are Highly satisfied with job involvement, 17.5% of the respondents are
Satisfied, 20.0% of the respondents are Neutral with job involvement, 6.7% of the
respondents are Dissatisfied and remaining 5% of the respondents are Highly dissatisfied
with job involvement.
Majority 50.8% of the respondents are Highly satisfied with job involvement

TABLE NO 4.8
POLICY REGARDING SALARY AND INCENTIVES
S.NO
POLICY
NO. OF
RESPONDENTS
PERCENTAGE
(%)
1 Highly Satisfied 45 37.5
2
Satisfied 37 30.8
3
Neutral 14 11.7
4
Dissatisfied 9 7.5
5
Total 120 100%
INTERPRETATION
The above table shows that policy regarding salary and incentives of the respondents,
37.5% of the respondents are Highly Satisfied with salary and incentives, 30.8% of the
respondents are Satisfied with salary and incentives, 11.7% of the respondents are Neutral,
7.5% of the respondents are Dissatisfied with salary and incentives, and remaining 12.5%
of the respondents are Highly dissatisfied with salary and incentives.
Majority 37.5% of the respondents are Highly Satisfied with salary and incentives

CHART NO 4.8
POLICY REGARDING SALARY AND INCENTIVES

TABLE NO 4.9
ORGANIZATION FUTURE SUCCESS
S.NO
ORGANIZATION
FUTURE SUCCESS
NO. OF
RESPONDENTS
PERCENTAGE
(%)
1
2
Agree 35 29.2
3
Moderate 24 20.0
4
Disagree 6 5.0
5
Total 120 100%
INTERPRETATION
The above table shows that organization future success of the respondents, 11.2% of
the respondents are Strongly Agree with future success, 29.2% of the respondents are
Agree with future success, 20% of the respondents are Moderate with future success, 5%
of the respondents are Disagree with future success and remaining 1.7% of the
respondents are Strongly Disagree with future success.
Maximum 29.2% of the respondents are Agree with future success

CHART NO 4.9
ORGANIZATION FUTURE SUCCESS

TABLE NO 4.10
MENTORS TRAIN-UP FOR ENGINEERS
S.NO
FOSTER
KNOWLEDGE
TRANSFER
NO. OF
RESPONDENTS
PERCENTAGE (%)
1 Strongly Agree 40 33.3
2 Agree 39 32.5
3 Moderate 33 27.5
4 Disagree 6 5.0
5 Strongly Disagree 2 1.7
Total 120 100%
INTERPRETATION
The above table shows that foster knowledge transfer of the respondents, 33.3% of
the respondents are Strongly Agree with foster knowledge transfer, 32.5% of the respondents
are Agree with foster knowledge transfer, 27.5% of the respondents are Moderate with foster
knowledge transfer, 5% of the respondents are Disagree and remaining 1.7% of the
respondents are Strongly Disagree with foster knowledge transfer.
Majority 33.3% of the respondents are Strongly Agree with foster knowledge
transfer

CHART NO 4.10
MENTORS TRAIN-UP FOR ENGINEERS

TABLE NO 4.11
JOB ROTATION ENABLE KNOWLEDGE YOUR DEPARTMENT
S.NO
JOB ROTATION
ENABLE
KNOWLEDGE YOUR
DEPARTMENT
NO. OF
RESPONDENTS
PERCENTAGE (%)
1
2
Agree 27 22.5
3
Moderate 22 18.3
4
Disagree 10 8.3
5
Total 120 100%
INTERPRETATION
The above table shows that job rotation enable knowledge your department of the
respondents, 40% of the respondents are enable knowledge to Strongly Agree, 22.5% of the
respondents are enable knowledge to Agree, 18.3% of the respondents are enable knowledge
to Moderate, 8.3% of the respondents are Disagree and remaining 10.8% of the respondents
are enable knowledge to Strongly Disagree.
Majority 40% of the respondents are enable knowledge to Strongly Agree.

CHART NO 4.11
JOB ROTATION ENABLE KNOWLEDGE YOUR DEPARTMENT

TABLE NO 4.12
WORKLIFE HELPS TO IMPROVE OUR TALENT
S.NO
IMPROVE OUR
TALENT
NO. OF
RESPONDENTS
PERCENTAGE
(%)
1
2
Agree 48 40.0
3
Neutral 17 14.2
4
Disagree 18 15.0
5
Total 120 100%
INTERPRETATION
The above table shows that improve your skills of the respondents, 16.7% of the
respondents are Strongly Agree with improve our talent, 40% of the respondents are Agree
with improve our talent, 14.2% of the respondents are Neutral with improve our talent,
15% of the respondents are Disagree with improve our talent, and remaining 14.2% of the
respondents are Strongly Disagree with improve our talent.
Majority 40% of the respondents are Agree with improve our talent

CHART NO 4.12
WORKLIFE HELPS TO IMPROVE OUR TALENT

TABLE NO 4.13
FESTIVAL ALLOWANCES OF COMPANY
S.NO
IMPROVE YOUR
SKILLS
NO. OF
RESPONDENTS
PERCENTAGE
(%)
1
Highly satisfied
57 47.5
2
Satisfied
21 17.5
3
Neutral
22 18.3
4
Dissatisfied
8 6.7
5
Total 120 100%
INTERPRETATION
respondents are Highly satisfied improve the skill, 17.5% of the respondents are satisfied
improve the skill, 18.3% of the respondents are Neutral improve the skill, 6.7% of the
respondents are Dissatisfied and remaining 10% of the respondents are Highly dissatisfied
improve the skill.
Majority 47.5% of the respondents are Highly satisfied improve the skill.

CHART NO 4.13
FESTIVAL ALLOWANCES OF COMPANY

TABLE NO 4.14
REFRESHMENT DURING WORK LIFE ING HOURS IN A DAY
S.NO
WORK LIFE ING
HOURS
NO. OF
RESPONDENTS
PERCENTAGE
(%)
1
Once 29 24.2
2
Twice 11 9.2
3
Thrice 39 32.5
4
Thrice and above 39 32.5
5
None 2 1.7
Total 120 100%
INTERPRETATION
The above table shows that refreshment during Work life hours in a day, 24.2%
of the respondents are refreshment during Work life hours in once a day, 9.2% of the
respondents are refreshment during Work life hours in twice a day, 32.5% of the
respondents are refreshment during Work life hours in thrice a day, 32.5% of the
respondents are refreshment during Work life hours in thrice and above a day and
remaining 1.7% of the respondents are refreshment during Work life hours in none a day.
Majority 32.5% of the respondents are refreshment during Work life hours in
Twice and Thrice a day.

CHART NO 4.14
REFRESHMENT DURING WORK LIFE ING HOURS IN A DAY

TABLE NO 4.15
RATE OF THE SUGGESTIONS SCHEME
S.NO
SUGGESTIONS
SCHEME
NO. OF
RESPONDENTS
PERCENTAGE
(%)
1
2
Agree 13 108
3
Neutral 19 15.8
4
Disagree 21 17.5
5
Total 120 100%
INTERPRETATION
respondents are Strongly Agree with improve your skills, 10.8% of the respondents are
Agree, 15.8% of the respondents are Neutral with improve your skills, 17.5% of the
respondents are Disagree with improve your skills, and remaining 8.3% of the respondents
are Strongly Disagree with improve your skills.
Majority 47.5% of the respondents are Strongly Agree with improve your skills

CHART NO 4.15
RATE OF THE SUGGESTIONS SCHEME

TABLE NO 4.16
WELFARE FACILITY PROVIDED
S.NO
WELFARE
FACILITY
NO. OF
RESPONDENTS
PERCENTAGE (%)
1
Highly satisfied 57 47.5
2
Satisfied 35 29.2
3
Neutral 10 8.3
4
Dissatisfied 8 6.7
5
Total 120 100%
INTERPRETATION
The above table shows that Welfare facility of the respondents, 47.5% of the
respondents are Highly satisfied, 29.2% of the respondents are Satisfied with Welfare
facility, 8.3% of the respondents are Neutral with Welfare facility, 6.7% of the
respondents are Dissatisfied with Welfare facility, and remaining 8.3% of the respondents
are Highly dissatisfied with Welfare facility.
Majority 47.5% of the respondents are Highly satisfied with Welfare facility

CHART NO 4.16
WELFARE FACILITY PROVIDED

TABLE NO 4.17
FRINGE BENEFITS ARE GOOD
S.NO
FRINGE BENEFITS
ARE GOOD
NO. OF
RESPONDENTS
PERCENTAGE (%)
1
Strongly Agree
44 36.7
2
Agree
31 25.8
3
Moderate
15 12.5
4
Disagree
16 13.3
5
Strongly Disagree
14 11.7
Total 120 100%
INTERPRETATION
The above table shows that, 36.7% of the respondents are Strongly Agree with
benefits of goods, 25.8% of the respondents are Agree with benefits of goods, 12.5% of
the respondents are Neutral with benefits of goods, 13.3% of the respondents are Disagree
with benefits of goods, and remaining 11.7% of the respondents are Strongly Disagree
with benefits of goods.
Majority 36.7% of the respondents are Strongly Agree with benefits of goods

CHART NO 4.17
FRINGE BENEFITS ARE GOOD

TABLE NO 4.18
ATTITUDE LEVEL
S.NO
ATTITUDE LEVEL
NO. OF
RESPONDENTS
PERCENTAGE
(%)
1
Extreme Pressure 18 15.0
2
Normal 14 11.7
3
Little Pressure 48 40.0
4
Sometimes 30 25.0
5
Not at all 10 8.3
Total 120 100%
INTERPRETATION
The above table shows that attitude level, 15% of the respondents are Extreme
Pressure, 11.7% of the respondents are Normal, 40% of the respondents are Little Pressure,
25.0% of the respondents are Sometimes and Remaining 8.3% of the respondents are Not at
all
Majority 40% of the respondents are Little Pressure

TABLE NO 4.19
SATISFACTION LEVEL OF ATTENDING THE SKILL DEVELOPMENT
PROGRAMMES
S.NO SKILL DEVELOPMENT RESPONDENTS PERCENTAGE
1 Organization production 47 39.2
2 Quality 18 15.0
3 Work life load reduction 20 16.7
4 Reduced wastage 12 10.0
5 Superior and subordinate
relationship
9 7.5
6 Job efficiency 14 11.7
Total 120 100%
Source: Primary data
INFERENCE
The above table shows that, 39.2% of the respondents are organization production,
15% of the respondents are Quality, 16.7% of the respondents are Work life load reduction,
10% of the respondents are reduced wastage, 7.5% of the respondents are Superior and
subordinate relationship and remaining 11.7% of the respondents are Job efficiency
It is Majority 39.2% of the respondents are organization production

CHART NO 4.19
SATISFACTION LEVEL OF ATTENDING THE SKILL DEVELOPMENT
PROGRAMMES

TABLE 4.20
FACTOR INFLUENCES OF EMPLOYEES
S.NO
FACTOR
INFLUENCES
NO. OF
RESPONDENTS
PERCENTAGE (%)
1
Support System 53 44.2
2
Child care 34 28.3
3
Alternative Work life
Hours
16 13.3
4
Recreation 8 6.7
5
Work life environment 9 7.5
Total 120 100%
INTERPRETATION
The above table shows that employee Work life firm, 44.2% of the respondents are
employee Work life firm of support systems, 28.3% of the respondents are employee Work
life firm of Child care, 13.3% of the respondents are employee Work life firm of Alternative
Work life Hours, 6.7% of the respondents are employee Work life firm of Recreation and
remaining 447.5 of the respondents are employee Work life firm of Work life environment.
Majority 44.2% of the respondents are employee Work life firm of support systems

CHART NO 4.20
FACTOR INFLUENCES OF EMPLOYEES

TABLE 4.21
BALANCE OF FAMILY AND WORKLIFE
S.NO GOOD WORK LIFE
ING CONDITION
NO.OF
RESPONDENTS
PERCENTAGE (%)
1 Highly satisfied 53 44.2
2 Satisfied 37 30.8
3 Neutral 15 12.5
4 Dissatisfied 11 9.2
5 Highly dissatisfied 4 3.3
Total 120 100%
INTERPRETATION
The above table on Work life condition, 44.2% of the respondents are Highly
satisfied, 30.8% of the respondents are Satisfied with Work life condition, 12.5% of the
respondents are Neutral Work life condition, 9.2% of the respondents are Dissatisfied Work
life condition and remaining 3.3% of the respondents are Highly dissatisfied Work life
condition.
Majority 44.2% of the respondents are highly satisfied Work life condition

CHART NO 4.21
BALANCE OF FAMILY AND WORKLIFE

TABLE 4.22
RELAXATION PROGRAM / PARTIES ORGANIZED
S.NO
RELAXATION
PROGRAM /
PARTIES
ORGANIZED
NO. OF
RESPONDENTS
PERCENTAGE
(%)
1
Very effective 32 26.7
2
Effective 23 19.2
3
Not effective 46 38.3
4
Ineffective 19 15.8
Total 120 100%
INTERPRETATION
The above table relaxation program / parties organized, 26.7% of the respondents are
relaxation program / parties organized Very effective, 19.2% of the respondents are
relaxation program / parties organized Effective, 38.3% of the respondents are relaxation
program / parties organized Not Effective, 15.8% of the respondents are relaxation program /
parties organized Ineffective.
Majority 26.7% of the respondents are relaxation program / parties organized Very
effective

CHART NO 4.22
RELAXATION PROGRAM / PARTIES ORGANIZED

TABLE 4.23
TRAINING OPPORTUNITIES HELPED IN IMPROVING
S.NO
TRAINING
OPPORTUNITIES
NO. OF
RESPONDENTS
PERCENTAGE
(%)
1
Strongly agree 47 39.2
2
Agree 22 18.3
3
Neutral 16 13.3
4
Disagree 11 9.2
5
Strongly disagree 24 20.0
Total 120 100%
INTERPRETATION
The above table shows that Understandable is our parents, 39.2% of the
respondents are highly satisfied in Understandable is our parents, 18.3% of the
respondents are satisfied in Understandable is our parents, 13.3% of the respondents are
neutral in Understandable is our parents, 9.2% of the respondents are dissatisfied in
Understandable is our parents and remaining 20% of the respondents are highly
dissatisfied in Understandable is our parents.
Majority 39.2% of the respondents are highly satisfied in
Understandable is our parents

CHART 4.23
TRAINING OPPORTUNITIES HELPED IN IMPROVING

CHI-SQUARE
The table shows analysis relationship between Educational qualification and Work life
helps to improve our talent
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
Educational
qualification * Work
life helps to improve
our talent
120 100.0% 0 .0% 120 100.0%
Educational qualification * Work life helps to improve our talent Crosstabulation
Count Work life helps to improve our talent
Total
1 2 3 4 5
Educational
qualification
SSLC 20 44 0 0 0 64
HSC 0 4 6 0 0 10
Diploma 0 0 11 18 9 38
UG 0 0 0 0 5 5
PG 0 0 0 0 3 3
Total 20 48 17 18 17 120
Chi-Square Tests
Value df
Asymp. Sig. (2-
sided)
Pearson Chi-Square 1.734E2a
16 .000
Likelihood Ratio 187.763 16 .000
N of Valid Cases 120
a. 15 cells (60.0%) have expected count less than 5. The minimum expected count
is .43.
RESULT
Hence the value is less than 0.05, we accept null hypothesis and reject alternate
hypothesis. So there is no significant difference between Educational qualifications and Work
life helps to improve our talent

CORRELATIONS
The table shows that the relationship between Year of experience and training
opportunities helped in improving
Correlations
Years of
experience
training
opportunities
helped in
improving
Years of experience Pearson Correlation
1 .957**
Sig. (2-tailed) .000
N 120 120
training opportunities
helped in improving
Pearson Correlation
.957**
1
Sig. (2-tailed) .000
N 120 120
Correlation is significant at the 0.01 level (2-tailed).
Correlations
Years of
experience
training
opportunities
helped in
improving
Kendall's tau_b Years of experience Correlation
Coefficient
1.000 .899**
Sig. (2-tailed) . .000
N 120 120
training opportunities
helped in improving
Correlation
Coefficient
.899**
1.000
Sig. (2-tailed) .000 .
N 120 120
Correlation is significant at the 0.01 level (2-tailed).
RESULT
This is a positive correlation. There are relationships between Year of experience and
training opportunities helped in improving
.

ANOVA
NULL HYPOTHESIS Ho:
There is no significant relationship between Age of the respondents and Factor
influences of employees.
ALTERNATIVE HYPOTHESIS H1:
There is a significant relationship between Age of the respondents and Factor
influences of employees.
ANOVA
Age
Sum of Squares df
Mean
Square F Sig.
Between Groups 135.361 4 33.840 234.009 .000
Within Groups 16.630 115 .145
Total 151.992 119
Multiple Comparisons
Dependent Variable: Age
(I) Factor influences of
employees
(J) Factor influences
of employees
Mean
Differenc
e (I-J)
Std.
Error Sig.
95% Confidence
Interval
Lower
Bound
Upper
Bound
Tukey HSD Support system Child care -.471*
.084 .000 -.70 -.24
hours
-1.438*
.108 .000 -1.74 -1.14
Recreation -2.500*
.144 .000 -2.90 -2.10
Work life
environment
-3.556*
.137 .000 -3.94 -3.18
Child care Support system .471*
.084 .000 .24 .70
hours
-.967*
.115 .000 -1.29 -.65
Recreation -2.029*
.149 .000 -2.44 -1.62
Work life
environment
-3.085*
.143 .000 -3.48 -2.69

hours
Support system 1.438*
.108 .000 1.14 1.74
Child care .967*
.115 .000 .65 1.29
Recreation -1.062*
.165 .000 -1.52 -.61
Work life
environment
-2.118*
.158 .000 -2.56 -1.68
Recreation Support system 2.500*
.144 .000 2.10 2.90
Child care 2.029*
.149 .000 1.62 2.44
hours
1.062*
.165 .000 .61 1.52
Work life
environment
-1.056*
.185 .000 -1.57 -.54
Work life environment Support system 3.556*
.137 .000 3.18 3.94
Child care 3.085*
.143 .000 2.69 3.48
hours
2.118*
.158 .000 1.68 2.56
Recreation 1.056*
.185 .000 .54 1.57
LSD Support system Child care -.471*
.084 .000 -.64 -.31
hours
-1.438*
.108 .000 -1.65 -1.22
Recreation -2.500*
.144 .000 -2.79 -2.21
Work life
environment
-3.556*
.137 .000 -3.83 -3.28
.084 .000 .31 .64
hours
-.967*
.115 .000 -1.20 -.74
Recreation -2.029*
.149 .000 -2.33 -1.73
Work life
environment
-3.085*
.143 .000 -3.37 -2.80
hours
.108 .000 1.22 1.65
Child care .967*
.115 .000 .74 1.20
Recreation -1.062*
.165 .000 -1.39 -.74
Work life
environment
-2.118*
.158 .000 -2.43 -1.80
.144 .000 2.21 2.79
Child care 2.029*
.149 .000 1.73 2.33

hours
1.062*
.165 .000 .74 1.39
Work life
environment
-1.056*
.185 .000 -1.42 -.69
.137 .000 3.28 3.83
Child care 3.085*
.143 .000 2.80 3.37
hours
2.118*
.158 .000 1.80 2.43
Recreation
1.056*
.185 .000 .69 1.42
Bonferroni Support system Child care -.471*
.084 .000 -.71 -.23
hours
-1.438*
.108 .000 -1.75 -1.13
Recreation -2.500*
.144 .000 -2.91 -2.09
Work life
environment
-3.556*
.137 .000 -3.95 -3.16
.084 .000 .23 .71
hours
-.967*
.115 .000 -1.30 -.64
Recreation -2.029*
.149 .000 -2.46 -1.60
Work life
environment
-3.085*
.143 .000 -3.49 -2.68
hours
.108 .000 1.13 1.75
Child care .967*
.115 .000 .64 1.30
Recreation -1.062*
.165 .000 -1.53 -.59
Work life
environment
-2.118*
.158 .000 -2.57 -1.66
.144 .000 2.09 2.91
Child care 2.029*
.149 .000 1.60 2.46
hours
1.062*
.165 .000 .59 1.53
Work life
environment
-1.056*
.185 .000 -1.58 -.53
.137 .000 3.16 3.95
Child care 3.085*
.143 .000 2.68 3.49
hours
2.118*
.158 .000 1.66 2.57

Recreation 1.056*
.185 .000 .53 1.58
Dunnett T3 Support system Child care -.471*
.087 .000 -.73 -.21
hours
-1.438*
.128 .000 -1.85 -1.02
Recreation -2.500*
.189 .000 -3.22 -1.78
Work life
environment
-3.556*
.176 .000 -4.20 -2.91
.087 .000 .21 .73
hours
-.967*
.155 .000 -1.43 -.50
Recreation -2.029*
.208 .000 -2.75 -1.31
Work life
environment
-3.085*
.196 .000 -3.74 -2.43
hours
.128 .000 1.02 1.85
Child care .967*
.155 .000 .50 1.43
Recreation -1.062*
.228 .004 -1.81 -.31
Work life
environment
-2.118*
.217 .000 -2.81 -1.42
.189 .000 1.78 3.22
Child care 2.029*
.208 .000 1.31 2.75
hours
1.062*
.228 .004 .31 1.81
Work life
environment
-1.056*
.258 .009 -1.89 -.22
.176 .000 2.91 4.20
Child care 3.085*
.196 .000 2.43 3.74
hours
2.118*
.217 .000 1.42 2.81
Recreation 1.056*
.258 .009 .22 1.89
The mean difference is significant at the 0.05 level.

MEANS
Significance level: 4%
RESULT
From the above analysis, we find that calculated value of the F-value is a positive
234.009 value, so H1 accept. Since the P value 0.000 is less than < 0.05 regarding there is a
significant relationship between Age of the respondents and Factor influences of employees.
The results are significant at 4 % level.

CHAPTER-V
SUMMARY OF FINDINGS SUGGESTION AND CONCLUSION
5.1 FINDINGS
• Majority 59.2% of the respondent’s ages are Below 20 years.
• Majority 68.3% of the respondents are Male
• Majority 53.3% of the respondents are educational qualifications on SSLC
• Majority 25.8% of the respondents experience is 5-10 years
• Maximum 28.3% of the respondents are Agree with helps improve your talent
• Majority 43.3% of the respondents are Very High with talent gained.
• Majority 50.8% of the respondents are Highly satisfied with job involvement
• Majority 37.5% of the respondents are Highly Satisfied with salary and incentives
• Maximum 29.2% of the respondents are Agree with future success
• Majority 33.3% of the respondents are Strongly Agree with foster knowledge transfer
Majority 40% of the respondents are enable knowledge to Strongly Agree.
• Majority 40% of the respondents are Agree with improve our talent
• Majority 47.5% of the respondents are Highly satisfied improve the skill.
• Majority 32.5% of the respondents are refreshment during Work life hours in Twice
and Thrice a day.
• Majority 47.5% of the respondents are Strongly Agree with improve your skills
• Majority 47.5% of the respondents are Highly satisfied with Welfare facility
• Majority 36.7% of the respondents are Strongly Agree with benefits of goods
• Majority 40% of the respondents are Little Pressure
• It is Majority 39.2% of the respondents are organization production
• Majority 44.2% of the respondents are employee Work life firm of support systems
• Majority 44.2% of the respondents are highly satisfied Work life condition
• Majority 26.7% of the respondents are relaxation program / parties organized Very
effective
• Majority 39.2% of the respondents are highly satisfied in Understandable is our
parents

5.2 SUGGESTIONS
➢ The compensation package must be improved further
➢ Employees should be given opportunities to develop their career
➢ Organization should give proper instruction to complete the job effectively
➢ There must be improvement in rewarding and awarding policies.
➢ Company must be introducing of promotion policy at operation level.
➢ Company needs to provide high motivation from the top management of the company.
➢ There must be mutual relationship with co workers
➢ Company needs to provide special training from the company to their job during work
period.
➢ The company should discuss with the employees in taking any important decision that
makes them to involve in their work fully.
➢ Work pressure given to employees should be at the normal.

5.3 CONCLUSION
In every organization, Human Resource is the vital resource which could raise the
productivity, goodwill and quality of standards of the company. The main purpose of QWL is
to boost them up to do their work effectively and efficiently. It is the employer’s responsibility
to provide the good environment to the employees, which could not affect them physically and
mentally. A magnificent building is strong if a foundation is strong, so also company
performance depends upon the contribution made by its employees with an esteemed and well
established name, and it is widely found obstacle such as with commitment and determination
of the organization can successfully overcome this obstacle to attain success.
This research highlights some of the small gaps in employee’s satisfaction towards the
Milk dairy. The company aims to promote the peaceful industrial relations and good
organization which is highlighted by management and the employees. Since employees are the
backbone of the company, company should satisfy them in order to improve the business in the
higher competitive market of the liberalized economy.

BIBLIOGRAPHY
1. K. Aswathappa, (2008) “Human Resource Management”, Tata McGraw Hill
publishing ltd, New Delhi. Fifth Edition.
2. Dr. C.B.Gupta, (2001) “Human Resource Management”, Sultan Chand & Sons,
New Delhi.
3. N.G. Latha Nair, (2001) “Personnel Management & Industrial Relations” Sultan
Chand & Sons Company Ltd New Delhi.
4. S.N. Murthy,Dr.V. Bhojanna (2008) “Business Research Methods” published by
Excel Books, New Delhi, Second Edition.
5. M.M. Varma, R.K.Agarwal, (2001) “Personnel Management & Industrial
Relations”, King Books New Delhi.
WEBSITES
www.snpdairy.in
www.milk.in

QUESTIONAIRE
A STUDY ON QUALITY OF WORK LIFE TOWARDS SNP DAIRY MLK AT
DINDUGAL
1. Name :
2. Age
1) Below 20 Years [ ] 2) 25-30 years [ ]
3) 30-40 years [ ] 4) 40-50 years [ ]
5) Above 50 years [ ]
3. Gender
1) Male [ ] 2) Female [ ]
4. Educations Qualification:
1) UG [ ] 2) PG [ ]
3) Diploma [ ] 4) Others [ ]
5. Year of experience
1) 0-5 [ ] 2) 5-10 [ ]
3) 10-15 [ ] 4) 15-20 [ ]
5) 20-25 [ ]
6. Do you think that the training program helps to improve your talent?
1) Strongly agree [ ] 2) Agree [ ]
3) Neutral [ ] 4) Disagree [ ]
5) Strongly disagree [ ]
7. The level of knowledge and talent gained by the training program?
1) Very high [ ] 2) High [ ]
3) Neutral [ ] 4) Low [ ]
5) Very Low [ ]
8. How for you are satisfied with job involvement?
1) Highly satisfied [ ] 2) Satisfied [ ]
3) Neutral [ ] 4) Dissatisfied [ ]
5) Highly dissatisfied [ ]

9. How for you are satisfied with company’s policy regarding your salary and
incentives?
1) Highly satisfied [ ] 2) Satisfied [ ]
3) Neutral [ ] 4) Dissatisfied [ ]
5) Highly dissatisfied. [ ]
10. How does you agree with department has identified the knowledge that is critical
for the department or organization’s future success?
1) Strongly Agree [ ] 2) Agree [ ]
3) Moderate [ ] 4) Disagree [ ]
5) Strongly Disagree [ ]
11. Our organization has enough coaches and mentors to train up engineers, in
order to Faster Knowledge transfer?
1) Strongly Agree [ ] 2) Agree [ ]
12. Job rotation is practiced to enable knowledge transfer between your
departments
1)Strongly Agree [ ] 2) Agree [ ]
13. Do you think that the Work life helps to improve your skills?
a) Strongly agree [ ] b) Agree [ ]
c) Neutral [ ] d) Disagree [ ]
e) Strongly disagree [ ]
14. Give your opinion on the festival allowances in our company employee?
a) Highly satisfied ( ) b) Satisfied ( )
c) Moderate ( ) d) Dissatisfied ( )
e) Highly Dissatisfied ( )

15. How often will you have refreshment during Work life hours in a day?
a) Once [ ] b) Twice [ ]
c) Thrice [ ] d) Thrice and above [ ]
e) None [ ]
16. How do you rate the "suggestion scheme" implemented by the company?
a. Strongly Agree ( ) b. Agree ( )
c. Neutral ( ) d. Disagree ( )
e. Strongly Disagree ( )
17. Fringe benefits are good in the organization?
18. Are you satisfied welfare facility provided by the company
a) Highly satisfied [ ] b) Satisfied [ ]
c) Neutral [ ] c) Dissatisfied [ ]
e) Highly Dissatisfied [ ]
19. What are the problems faced by family members in Work life balance?
Opinion Never Occasionally Sometimes Often Always
Spending time
with family
members
Helping at
family
Presence at
time when they
need
Understandable
is your parents
in home
20. Which factor influences the employees to do Work life firm?
a) Support system [ ] b) Child care [ ]

c) Alternative Work life hours [ ] d) Recreation [ ]
e) Work life environment [ ]
21. If you commit any mistake then what is your attitude level?
a) Extreme Pressure [ ] b) Normal [ ]
c) Little Pressure [ ] d) sometimes [ ]
e) Not at all [ ]
22. State your satisfaction level about the following factors after attending the skill
development programmes?
23. Organizations Production [ ] 2) Quality [ ]
3) Work life load reduction [ ] 4) Reduced wastage [ ]
5) Superior and subordinate relationship [ ]
6) Job efficiency [ ]
24. How do you feel about the balance of family and Work life condition?
a) Highly satisfied [ ] b) Satisfied [ ]
c) Neutral [ ] c) Dissatisfied [ ]
e) Highly Dissatisfied [ ]
25. How effective are the relaxation programs/ parties organized by your company
for the employee?
(a) Very effective [ ] (b) Effective [ ]
(c) Not effective [ ] (d) Ineffective [ ]
26. The training opportunities have really helped in improving the quality of work?
27. Suggestions
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