model-project-11.pdf

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QUALITY OF WORKLIFE OF EMPLOYEES IN PUBLIC AND
PRIVATE SECTOR BANKS
A Project report submitted to the University of Calicut in partial
fulfillment of the requirement for the award of the degree of Master
of commerce
PROJECT REPORT
BY
DIVYA S
REG.NO.CHANMCM002
Under the supervision and guidance of
Dr LAKSHMANAN M P
(Assistant Professor of commerce)
DEPARTMENT OF COMMERCE
GOVERNMENT COLLEGE, CHITTUR
JULY 2015

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CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION
Banking Sectors in India play a significant role in the development of the Indian economy
and it is one of the fastest growing economies in the world. Evidence from across the world
suggests that a sound and evolved banking system is required for sustained economic

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development. India has a better banking system than other developing countries, but there are
several issues that need to be ironed out. Banking is a sector that reached out to almost all
sections of the society. It is the life-blood of economic progress.
The process of creating public sector banks has started with the nationalization of Imperial
Bank of India in 1921. The base of the Public Sector has widened with the formation of State
Bank of India (SBI). As a part of reorganization of rural credit structure, the Imperial Bank of
India was renamed as State Bank of India on July 1, 1955. The SBI was charged with the
responsibility of expanding its rural branch network within a timeframe. This epoch making
event marks the beginning of inducting the banks into the field of rural credit which was
formerly reserved for cooperatives.
As a part of progress of geographical expansion of banking facilities to meet the credit needs
of co-operatives, eight banking companies functioning in former princely states were
converted into subsidiary of SBI, later came to be known as ‘Associate Banks of SBI’.
The Public Sector in the Indian Banking sector has further expanded with two rounds of
nationalization – first in July 1969 of 14 major Private Sector Banks with deposits of _50
crore or more, and thereafter in April, 1980, six more banks with deposits of not less than _
two crore each. With the merger of New Bank of India with Punjab National Bank in 1993,
the number of nationalized banks reduced to 19 and number of public sector banks totaled at
27. Hence, the Public Sector Banking in India comprises of the State Bank of India (SBI), its
seven Associate Banks (ABs) – together called State Bank Group (SBG) and the 19
Nationalized Banks (NBs). Although the Public Sector Banks are a little less than 1/3 in total
number of Scheduled Commercial Banks, their market share in assets, deposits, advances and
investments are 72.3 per cent, 75 per cent, 72.9 per cent and 73.1 per cent respectively in
2006. Public Sector Banks thus hold dominant place in the Indian Commercial Banking
structure, their achievements and developments shape the overall performance of the Indian
Banking Structure.
Public sector banks play a significant role in the Indian economy in terms of both investment
and employment. In recent years, there has been an increasing awareness in India of the need
to tone up the performance of public sector banks in order to achieve the twin objectives of
rapid national development and greater productivity.

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Since the public sector banks are service organizations, their productivity and performance
depend on the performance of its personnel. The increasing pace of technological change is
making manpower the key ingredient to the nation's wellbeing and growth. Capital and
natural resource endowments are undoubtedly vital factors that help to create a large national
product, but it is the labourer- the human resource – who contributes most to the
contemporary "Wealth of Nations". Thus expansion and improvement of the labour force are
the sine qua non of continued increase in the output of the organizations. Labour is a major
beneficiary of, as well as chief contributor to the prosperity and growth of the organization.
Public sector banks enroll a large number of employees, both men and women. Prosperity of
these banks depends on the performance of the employees, which in turn depends on their
satisfaction with their jobs. Job satisfaction is linked to productivity, motivation, mental and
physical health and general satisfaction in life. Lack of it accounts for absenteeism, tardiness,
accidents and the like.
Man power was once considered as one of the factors of production and no special attention
was paid to them. There is growing awareness that individual development is the key to
organizational development. Hence in the fast changing business environment, the
organization realizes that human resources are the most precious resource and HRM is the
key factor enhancing the capabilities of the organization to deal with all emerging challenges.
Change is the law of nature and Indian banking is not an exception. Indian Banking Industry
which is more than of one century, passed through many phases in the last 100 years like
social control, nationalization, liberalization, privatization, globalization and finally
computerization. To keep the pace with the competitiveness derived from the above changes
the banking industry, which is the area of concern being manpower intensive, must consider
the role of human resource as the most significant key to enhance the profitability, efficiency
and overall organizational effectiveness.
1.2 QUALITY OF WORK LIFE
Quality of work life (QWL) has become one of the most important issues these days in every
organization. Employees are the force behind every successful organization. No organization

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can become successful with technology only, because for the use of technology also,
organizations need to have strong work force. Quality of work life was the term actually
introduced in the late 1960’s. From that period till now the term is gaining more and more
importance everywhere, at every work place. Initially quality of work life was focusing on
the effects of employment on the general well being and the health of the workers. But now
its focus has been changed. Every organization needs to give good environment to their
workers including all financial and non financial incentives so that they can retain their
employees for the longer period and for the achievement of the organizational goals. The
factors that influence and decide the quality of work life are attitude, environment,
opportunities, nature of job, people, stress level, career prospects, challenges, growth and
development and risk involved and reward.
Quality of work life is defined as the employee perceptions of their physical and mental well
being at work. These perceptions can be favorable or unfavorable. Productivity and quality of
work life are important because monetary benefits, improved labour relations, fewer
grievances, lower absenteeism, reduced turnover and reduced strikes are achieved. High
quality of work life has been associated with high job performance.
1.3 STATEMENT OF THE PROBLEM
One of the major problems of the developing and developed countries is quality of work life.
The issue is not just one of achieving greater human satisfaction but it also aims at improving
productivity, adaptability and overall effectiveness of the organization. Although government
have shown their concern about the quality of human asset and the prevailing problems in the
human resource areas, very little initiative has been taken in the last few years in this crucial
but significant area. As the demands on the banking system are increasing and its priorities
are re-focused to create sustainability and profitability, it is time to restructure HR policies,
which have generally remained static and adhoc so far. In a highly competitive environment,
banks have to address to the changes in same critical area.
The banking sectors today offer more prospects for jobs for women both quantitatively and
qualitatively. However there are some common problems faced by managers, officers and

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clerical staff of the banks. These include the work is overburdened, poor cooperation,
discrimination among employees, lack of career development opportunities etc.
The quality of work life refers to a relationship between the worker and work environment. It
is intimately connected with the concept of “Industrial Democracy”. So far no attempt has
been made to raise industrial democracy for making workers happy with their work situation
and for ensuring their “sense of participation”.
Quality of work life is a generic phrase that covers a person’s feelings about every dimension
of work, including economic rewards and benefits, security, safe and healthy working
conditions, organizational and interpersonal relationships and intrinsic meaning in the
person’s life. To sustain and progress in such an environment, skills and competencies of the
employees should be multifaceted, upgraded and attuned to specific needs. When there is
lack of quality of work life there will be job dissatisfaction among the employees which leads
to stress. Hence, the present study is an attempt to evaluate the quality of work life of
employees in the public sector and private sector banks in Chittur village. The examining of
the dimensions of quality of work life and the common problems faced by the employees at
work place are undertaken in the present study.
1.4 SCOPE OF THE STUDY
This study is exclusively made to understand, analyze and measure quality of Work Life
among the bank employees in Chittur. Two kinds of banks – Public sector, Private sector are
concerned. The present study take into consider only public and private sector bank
employees. To measure quality of work life in these banks eight dimensions were undertaken.
They are economic aspect, working condition aspect, opportunity for career growth and
personal development, nature of work atmosphere, work and total life space, social
integration, superior subordinate relationship and welfare facilities.
1.5 SIGNIFICANCE OF THE STUDY
A country aiming at development should make full and effective use of factors of production.
The contribution of factors like machinery, raw material, and marketing is undoubtedly

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substantial, but the role and importance of human resources on which the productivity
critically depends cannot be under-rated. The full extent of development in the developing
economies can be achieved only if the human resources are utilized to the optimum level.
Increased QWL might also result in building up of physically and psychologically healthier,
productive, adaptable and motivated employees. The society as a whole might gain from
QWL. Enhancement in QWL might help government combat, certain social problems such as
unrest in society, mental and health problems, drug and alcohol abuse and inequitable
distribution of national income.
The changing economic scenario has necessitated the significance of improving the
performance of work organizations. Globalization of the economy and the resultant
competitive environment demands, new work culture, high levels of commitment to job, and
organizational goals among the employees. This cannot be attained unless adequate measures
are taken to improve QWL in organization in India.
Quality of work life in a developing country like India has gained momentum and has now
become both “ends and means”. It is the end in itself as it is the key of all development. It is a
means as the decision-making involves workers’ participation and job redesign, which
improve the productivity and overall performance namely skills, and competencies of the
workers. It aims at healthier, more satisfied, more productive more adaptive and more
efficient employees and thus profitable to the organization. Therefore this study throws
adequate light on QWL.
1.6 OBJECTIVES OF THE STUDY
1. To examine the perception level of bank employees relating to the quality of work life
2. To identify the problems of bank employees in the work place.
1.7 PERIOD OF THE STUDY

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The study was conducted for a period of 21 days from 20th
April to 10th
May 2015
1.8 RESEARCH METHODOLOGY
1.8.1 RESEARCH DESIGN
The study is descriptive in nature. Descriptive studies are more than just a collection of data;
that involves measurements, classifications, analysis, comparison and interpretation. It tells
about what exists at present by determining the nature and degree of existing conditions.
1.8.2 SAMPLING FRAME
For the purpose of the study only one village in palakkad district is selected. Here, bank
employees of “Chittur” taluk are selected.
1.8.3 SAMPLING UNITS
Sampling units consists of 80 employees from eight banks consisting of four public sectors
and four private sector bank in “Chittur” taluk of Palakkad district.
1.8.4 SAMPLING TECHNIQUE
Random sampling technique or probability sampling technique is used for the study.
1.9 SOURCES OF DATA
1.9.1 PRIMARY DATA
The primary data are collected with the help of employees consisting of managers,
probationary officers and clerks of public and private sector banks through questionnaire.

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1.9.2 SECONDARY DATA
Secondary data is collected from websites, Newspapers and Publication for the study.
1.10 TOOLS OF DATA ANALYSIS
Data analysis refers to the computation of certain measures along with searching for
pattern of relationships that exist among data groups. Two – Way ANOVA and K sample
Freidman test are used for the analysis of data in this study.
1.10.1 TWO- WAY ANOVA
In statistics, the two way analysis of variance (two way ANOVA test is an extension of the
one way ANOVA test that examines the influence of different categorical independent
variables on one dependent variable. While the one way ANOVA measures the significant
effect of one independent variable, the two way ANOVA is used when there are more than
one independent variables and multiple observation for each independent variable. The two
way ANOVA can, not only determine the main effect of contributions of each independent
variable but also identify if there is a significant interaction effect between the independent
variables. In this study, this ANOVA model is applied to test the experience and educational
qualification on the perception of bank employees on eight dimensions of quality of work
life.
1.10.2 K Sample Freidman Test
Friedman test is a non-parametric test that compares two or more variables. This test first
ranks the values in each from low to high. The ranks assigned by the respondents for the
variables are averaged and tested to find out whether the mean rank is significant or not. In
this study¸ this non-parametric test is applied for testing the variation of the rank preferences
of the employees towards the factors behind the motivating of satisfaction.

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1.11 LIMITATION OF THE STUDY
1. The study is limited to public sector and private sector banks in Chittur.
2. Samples selected are limited to eight banks in Chittur.
3. The attitude of the employees may change from time to time.

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CHAPTER – 2
REVIEW OF LITERATURE
Losocco and Rochelle (1970), in their study, stated that the most common assessment of
QWL is the individual attitudes. This is because individual work attitudes are important
indicators of QWL. The ways that people respond to their jobs have consequences for their
personal happiness, the effectiveness of their work organizations and even the stability of
society.
Louis Davis (1972), in his study entitled “Quality of work life” (QWL) states that it is an
attempt to establish that performance is linked to involvement and satisfaction of employees

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at work places. QWL is the overall quality of human experience in the work place. It
measures the way participants in a system respond to the socio-technical aspect of that
system.
Katzell et.al., (1975), in their extensive literature review viewed quality of work life more
broadly as an individual’s evaluation of the outcome of the work relationship. They observed
that an 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.
Suttle (1977), the quality of working life aims at healthier, more satisfied and more
productive employees and more efficient, adaptive and profitable organizations.
Taylor (1979) more pragmatically identified the essential components of Quality of working
life as; basic extrinsic job factors of wages, hours and working conditions, and the intrinsic
job notions of the nature of the work itself. He suggested that relevant Quality of working life
concepts may vary according to organization and employee group.
Guest (1979), He says that quality of working life is a generic phrase that covers a person’s
feelings about every dimension of work including economic rewards, benefits, security,
working conditions, organizational and interpersonal relations, and their intrinsic meaning.
Mehta (1982), who had put in considerable research in the field of QWL, discussed in his
paper on ‘Rising Aspirations, Quality of life and Work Organization’ QWL from the point of
view of workers and tries to match QWL to their changing attitudes.
Thorsrud (1982), brings out comprehensive comparison between QWL in the first and the
third World countries in his paper on ‘QWL in the first and the third world’
Singh (1983), states that QWL is not based on any theory. It is concerned with overall
climate of work place. Reduced supervision, increased self regulation and Self management
are pillars of quality of work life, as:

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Safe work environment
Equitable wages
Equal employment opportunities and
Opportunities for advancement
Mirvis and Lawler (1984) suggested that Quality of working life was associated with
satisfaction with wages, hours and working conditions, describing the ―basic elements of a
good quality of work life‖ as; safe work environment, equitable wages, equal employment
opportunities and opportunities for advancement.
Gardon (1984), in his study stated that 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.
Heckscher (1984), in his study “QWL” suggested that it has been well recognized as a multi
dimensional construct and it may not be universal. The key concepts captured and discussed
in the existing literature include Job security, Better reward systems, and higher pay,
Opportunity for growth and Participative groups.
Maecoby (1984), on the other hand extends the preview of QWL to management also. In his
article on ‘Helping Labour and Management Set-up Quality of work life programme’ he
makes various suggestions to both the workers and management for practice of QWL.
Straw and Heckscher (1984), states that Quality of work life is a philosophy, a set of
principles, which holds that people are the most important resource in the organization as
they are trustworthy, responsible and capable of making valuable contribution and they
should be treated with dignity and respect.
Sekharan (1985), observes that historically the concept of Quality of Work Life had
originally included only the issues of Wages, Working Hours, and working conditions.
However, the concept has now been expanded to include such factors as the extent of workers
involvement in the job, their levels of satisfaction with various aspects in the work
environment, their perceived job competence, accomplishment on the job etc.

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Beukema (1987) suggested QWL is the extent to which employees are able to shape their
jobs actively, in accordance with their options, interests and needs. It is the measure of power
given by management to its employees to reshape their work. In other words, an employee
has the full freedom to design his job functions commensurate with his personal needs and
interests. This definition focuses upon the individual’s choice of interest in carrying out the
task.
Baba and Jamal (1991) listed what they described as typical indicators of quality of working
life, including: job satisfaction, job involvement, work role ambiguity, work role conflict,
work role overload, job stress, organizational commitment and turn-over intentions.
Bertrand and Scott (1992) in their study ―Designing Quality into Work Life‖ found that
improvements in the quality of work life are achieved not only through external or structural
modifications, but more importantly through improved relations between supervisors and
subordinates.
Gain (1993), in his study stated that the core of the QWL concepts is the value of treating the
worker as a human being and emphasizing changes in the socio technical system of thorough
improvement, in physical and psychological working environment, design and redesign of
work practices, hierarchical structure and the production process brought with the active
involvement of workers in decision making.
Johnson (1993), stated that the Quality of work life is more than simply a concept means or
an end. It embodies the following inter related sets of ideas.
Ideas dealing with a body of knowledge, concept, and experience related to the nature of
meaning and structure of work
Ideas dealing with the nature and process of introducing and managing organization
change
Ideas dealing with outcomes of results of the change process.
The concept of Quality of Work life views work as a process of interaction and joint problem
solving by working people-managers, supervisors, and workers.
Nordenfelt (1993), is of the opinion that by quality of life is meant something that has to do
with the values of welfare or well-being. A distinction can be made between external welfare,
that is, those phenomena which surround us and continuously affect us, and, on the other

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hand, our inner well-being, in other words, our reactions to the external world and our
experiences in general so that it is an interaction rather than a one way influence of external
factors.
Heskett, Sasser and Schlesinger (1997), suggested QWL as the feelings that employees
have about their jobs, co-workers and organization in general that act as a catalyst resulting in
the organizations’ growth and profitability. A positive feeling towards their job reflects that
the employees are happy doing work and a satisfying work environment increases
productivity. This definition indicates that the satisfying work environment is one of the
factors responsible for better QWL.
Datta (1999) in his study ―Quality of Work Life: A Human Values Approach‖ say that in a
deeper sense, quality of work life refers to the quality of life of individuals in their working
organizations—commercial, educational, cultural, religious, philanthropic or whatever they
are. Modern society is organizational society. Individuals spend much of their lives in
organizations. Hence, the importance of quality of work life is unquestionable.
Lau, Wong, Chan and Law (2001), defined QWL as the favorable working conditions that
support and enhance satisfaction by providing employees with rewards, job security and
career growth opportunities. Indirectly the definition reflects that an employee who is not
satisfied with reward may be satisfied with the job security and may be possibly enjoying the
career growth opportunity available in the organization for personal as well as professional
growth.
CBSR Seshu (2004), in his article titled “Quality of work life as HR strategy” has stated that
today’s work force consists of literature workers who expect more than just money for their
work. The article analyzes the concept of QWL and presents the concept as an effective
strategy for increasing employee’s productivity.
In modern scenario, QWL as a strategy of HRM is being recognized as an ultimate key for
development among all the work systems, not merely as a concession, which is integral to
any organization towards its wholesome growth. This is attempted on par with improved
strategies of customer Relation Management.

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Mruduka and VRP Kashyap (Sep 2004), in their study titled “QWL” is a flexible work
options. “Flexible work” offers different work styles and employment practices. It
encompasses all types of employment practices other than the conventional ‘9 am to 5 pm’
jobs. Flexible work options after creative approaches for completing work while promoting
balance between work and personal commitments. Employees may choose a different work
schedule to meet personal commitments. Alternatively, employers may initiate an altered
schedule to meet their customer needs.
Serey (2006), observed in his research on QWL, that career growth opportunity is a crucial
factor determining constructs of QWL. He concluded that QWL includes
(i) An opportunity to realize one’s potential and utilize one’s talents, to excel in challenging
situations that require decision making, taking initiative and self-direction;
(ii) A meaningful activity perceived worthwhile by the individuals involved;
(iii) An activity in which one has clarity of role necessary for the achievement of some
overall goals; and
(iv) a feeling of belongingness and pride associated with what one is doing and moreover
doing it well. This aspect of meaningful and satisfying work is generally integrated with
aspects of career related variables, and assumed to be more favorable to QWL.
Eurofound (2006), stated that the QWL refers to that better jobs and more balanced ways of
combining working life with personal life. As the concept of QWL is multi dimensional it
may not, of course, be universal. It includes job security, reward systems, pay and
opportunity for growth among other factors.
Radnan Che Rose, Loosee Bah, Jagak Ali and Khairuddin Idris (2006), in their study
states that the most important predictor of QWL is organizational climate followed by career
achievement, career satisfaction and career balance.
Rishu Roy (2006) stated that managing people by talents and improving QWL seems to be
the new mantra on the Indian corporate landscape. Every organization has an invisible quality
– a certain style, a certain mode or way of performing things. QWL has emerged as an
elucidation for the performance in the job.

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Normala and Daud (2010) in their study ―Investigating the Relationship between Quality
of Work Life and Organizational Commitment Amongst Employees in Malaysian Firms‖ say
that the quality of work life of employees is an important consideration for employers
interested in improving employees ‘job satisfaction and commitment.

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CHAPTER 3
THEORETICAL FRAME WORK
3.1 QUALITY OF WORK LIFE
The term Quality of Work life (QWL) refers to the favorableness or unfavorableness of a
total job environment for employees. QWL programmes are another way in which
organizations recognize their responsibility to develop jobs and working conditions that are
excellent for people as well as for economic health of the organization. The elements in
typical QWL programme include open communication, equitable reward systems, a concern
for employee’s job security and satisfying careers and participation in decision making. Many
early QWL efforts focus on job enrichment. In addition to improve the work system, QWL
programmes usually emphasis development of employee skills, the reduction of occupational
stress and development of more co-operative labour-management relations.

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Vigorous domestic and international competitions drive organizations to be more productive.
Proactive managers and human resource departments respond to this challenge by finding
new ways to improve productivity. Some strategies rely heavily upon new capital investment
and technology. Others seek changes in employee relation practices.
Human resource departments are involved with efforts to improve productivity through
changes in employee relations. QWL means having good supervision, good working
conditions, good pay and benefits and highly interesting, challenging and rewarding job.
High QWL is sought through an employee relations philosophy that encourages the use of
QWL efforts, which are systematic attempts by an organization to give workers greater
opportunities to perform their jobs and their contributions to the organization’s overall
effectiveness. That is, a proactive human resource department finds ways to empower
employees so that they draw on their “brains and wits”, usually by getting the employees
more involved in the decision –making process.
3.2 DEVELOPMENT OF THE CONCEPT OF QWL
Like other concepts, evolution of QWL is also traced back to various phases in history. One
such tracing is done by Walton89 by turning the pages of history of last century. He reported
that, in early 20th century, legislation was enacted to protect employees from job-injury and
to eliminate hazardous working conditions on the one hand and inauguration of unionization
movement on the other. Emphasis was given to work related conditions such as job-security,
due progress at the work place and economic gains for the worker. This was followed by
propounding different theories by psychologists proposing a positive relationship between
morale and productivity. They also tried to prove with research findings that harmonious
human relations foster both morale and productivity. They also proposed reforms to acquire
equal employment opportunities and job enrichment schemes.
It was against the above background that finally in the 1970’s the idea of QWL was
conceived. QWL was quite broader in sense and scope than stray developments made earlier.
Human values, needs and aspirations were at the heart of the concept of QWL.
The theories of motivation and leadership propounded by the behavioural scientists also
served as the seed –bed for the development of the concept of QWL. To quote, Maslow90

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depicted in his well-known theory, ‘Need Hierarchy Theory of Motivation’, the complexity
of human nature with regard to needs and their satisfaction. He says that no sooner the lower-
order needs are satisfied, people start seeking satisfaction for higher-order needs of their
need-hierarchy. Herzberg91, in his two-factor theory, maintained that it is ‘hygiene factors’
that motivate employees to improve their performance. Hygiene factors, in a way, refer to
better working conditions. While lying assumptions for his “Theory Y’, McGregor92 also
views that under proper conditions and in a better work environment, people have a tendency
to exploit their potentials to a larger extent.
Thus, it becomes clear that the basic concept underlying the QWL is what has come by now
to be recognized as ‘humanization of work’93. It gave genesis to the need for developing an
overall work environment that stimulates the creative abilities of the workers, generates co-
operation, and interest in self-growth. As a matter of fact, with growing awareness of work
force, the realization and application of ‘humanization of work’ is increasing. Truthfully
speaking, it is this widespread realization of humanization of work that has made QWL a
buzzword of the time.
3.3 EVOLUTION OF THE CONCEPT OF QWL
Elizur indicated that since a number of approaches have been taken to define QWL,
discrepancies exist in the use of the term. He pointed out that earlier QWL was seen in terms
of available job training and mobility, job security and earnings. Then QWL was perceived to
include working conditions, equitable compensation and job opportunity, and more recently,
QWL is viewed as involving autonomy, accomplishment, challenge, personal responsibility,
freedom to make decisions, and develop interests and abilities.
QWL is used in the context of certain environmental and humanistic values, which got
neglected in the process of excessive concern for economic development and materialism
during the major part of the twentieth century. Emergence of concern for QWL can be traced
to the revival of interest in the larger area of quality of work life in most countries of the
world. Life at work place is an integral part of total life space. Various researches in the area
of human resources have identified a number of factors responsible for growing concern
about improvement of QWL. The factors so identified include changing composition of work

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force, altered attitude towards work, increasing expectations by employees for larger voice in
decisions affecting their
work lives, a prevailing incentive system, the over values of economic rewards and under
values of quality of life motivations, underutilization of work force, declining job
satisfaction, worker withdrawal, lower performance, exclusive absenteeism, turnover and
declining productivity.
Every organization has an invisible quality, a certain style, a certain mode or way of
performing things. This invisible quality decides how effective the organization is in the
market place. Achieving heights in today’s cut throat competition, when business is trying to
occupy the prime condition in market place; quality of work life has emerged as an
elucidation for the performance in the job. Performance can neither be achieved by external
motivation nor by financial and nonfinancial rewards; rather it comes from the workers and
thus from the work environment. The focus is not only on how people can do better work but
also how work may cause people to do better.
3.4 CRITERIA TO MEASURE QUALITY OF WORK LIFE (QWL)
Following factors are considered as most comprehensive criteria for measurement of QWL.
3.4.1 ADEQUATE AND FAIR COMPENSATION
Remuneration is the compensation an employee receives in return for his or her contribution
to the organization. It occupies an important place in the life of an employee. His or her
standard of living, status in the society, motivation, loyalty, and productivity depend upon the
remuneration he or she receives. To be specific, typical remuneration of an employee
comprises wages and salary, incentives, fringe benefits, perquisites and non - monetary
benefits. One of the biggest factors affecting industrial relations is the salary or wage an
employee receives for a fair day’s work. A majority of union management disputes relate to
remuneration.

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A fair and equitable remuneration will attract competent personnel, help to retain present
employees, improve productivity, improve union management relations, and also improve
public image of the company. No organization can expect to attract and retain qualified and
motivated employees unless it pays fair compensation. For employees, pay is more than a
means of satisfying their physical needs. It provides them a sense of recognition and
determines their social status.
3.4.2 SAFE AND HEALTHY WORKING CONDITIONS
Employees who spend a lot of time in their workplace consider the physical working
conditions as an important factor. Unsafe and hazardous working conditions cause problem to
both employers and employees. Especially chemical industries, engineering industries,
fertilizer industries etc., where potential possibility of danger exists, the management has to
take extra care to protect its employees.
But apart from above mentioned industries, others also have to take step to maintain proper
physical conditions. Proper seating arrangement, water facility, fresh air and good sanitary
conditions are important to the employees who engage themselves in desk work. Absence of
such good conditions may result in ailments like back pain and romantic pains which in turn
frustrates the employees who may develop stress. A healthy/good physical condition at work
places which is second home for employees is thus an important factor in measuring QWL.
3.4.3 OPPORTUNITY FOR GROWTH AND DEVELOPMENT
This is related to career aspects of employees. Meaningful career paths must be laid down
and career mapping of employees is to be followed. The provisions of advancement
opportunities play a central role in QWL. An employee is most satisfied, given an
opportunity to use and develop his capabilities. According to Maslow, people want to satisfy
their higher needs once they satisfy their basic needs like fair pay and good physical
condition. These higher orders needs include recognition and social status.
More regulations and control mechanism by the management may dissatisfy the employees.
This was the very reason why Taylor was criticized. An employee, provided optimum degree

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of freedom in work, can improve himself on the job which gives him immense satisfaction.
Periodic discussions with the employees, calling for their suggestion, and framing work
groups like Quality Circles helps employees in improving their capabilities on job. Proper
training through various methods helps an employee to improve his capabilities which in turn
satisfy him.
The employees seek career growth more and more recently. Job security ceased to satisfy
employees. Employees tend to drift from jobs which do not promise career growth. More and
more organizations are helping employees in this direction by helping them to draw their
career paths. The organization has a counselor for this purpose, which helps the employees.
Prolonged employment in the same position may cause employee to develop stress. Care is to
be taken to chart proper career charts for employees at some level so as a balance of human
resource in the organization is maintained.
3.4.4 SOCIAL INTEGRATION IN THE WORK FORCE
Relationships between and among the employees is an indicator of healthy work
organization. Therefore, opportunities must be provided for formal and informal interactions.
All kind of religions, races, crafts, and designations must be treated equally on a social
platform. According to Walton, a satisfying identifies and self-esteem is influenced by five
characteristics of the work place: freedom from prejudice, egalitarianism, upward mobility,
supportive work groups and community of feeling and interpersonal openness (Klatt).
Freedom from prejudice, egalitarianism and upward mobility are the steps to be necessarily
taken by the management whereas supportive work groups and committees of feeling and
interpersonal openness are the result of effort from both management and workers. Though
the initiative is to be from management, the employees also should give their complete
support and co-operation to make the efforts of management a success.
An organization can possess supportive work groups and interpersonal openness. In other
words, Industrial democracy’ through establishing ‘work committees’-which intend to
“promote measures for securing and preserving amity between employer and workmen and to
that end to comment upon matter of their common interest or concern and endeavor to settle
any material differences of opinion in respect of such matters’(Baldev R Sharma).

24
3.4.5 CONSTITUTIONALISM IN THE BANKS
This is related to organizational norms that affect the freedom of an individual employee.
Efforts must be made to see whether right norms are formed in the organization. It means
norms that accommodate the privacy of an individual employee, freedom of speech, equity
and freedom to dissent on some aspects.
Bias on the part of the management, lack of privacy, improper process of discipline etc.,
tamper the constitutionalism of an organization. The constitutionalism can be considered as a
hygiene factor i.e., though it may satisfy or motivate the employees considerably. The
absence of it is definitely felt by the employees and may have adverse effects.
Though employees consider work place as their second home they may not want to disclose
or discuss their private lives at work place. As such management should take steps to
maintain its employee’s privacy unless, he himself comes out with his problems, where the
management can offer some counseling or any other help. So as in case of bias, it is most
dissatisfying to an employee to find out that his colleague is being treated differently from
him, which will have an adverse effect on his QWL.
3.4.6 OCCUPATIONAL STRESS
Occupational stress is becoming increasingly globalized and affects all countries, all
professions and all categories of workers, as well as families and society in general (Ahmad
and Ahmad, 1992). Stress has become a part and parcel of human life and is more
pronounced in corporate life. Stephen P Robbins (2006) defined it as: “Stress is a dynamic
condition in which an individual is confronted with an opportunity, constraint, or demand
related to what he or she desires and for which the outcome is perceived to be both uncertain
and important.” In short, it is nothing but what we feel when we think we have lost control of
events. Stress has been spoken of as the plague of the 21st century.

25
Stress is necessary to keep one going, but overstress kills one’s ability and creativity.
Overstress can cause a number of health-related problems like migraines, insomnia, high
blood pressure, depression, burnout, nervousness, sleeplessness and the like.
The main factors of stress in bank employees are role factor, role overload, role conflict, role
ambiguity, lack of support, new technology, increased competition, handling with cash and
outsourcing etc. It is the need of the hour that the management of bank must provide a stress-
free work environment for enhancing the productivity and well-being of its employees.
3.4.7 PARTICIPATION IN MANAGEMENT
Participative (or participatory) management, otherwise known as employee involvement or
participative decision making, encourages the involvement of stakeholders at all levels of an
organization in the analysis of problems, development of strategies, and implementation of
solutions. Employees are invited to share in the decision-making process of the firm by
participating in activities such as setting goals, determining work schedules, and making
suggestions. Other forms of participative management include increasing the responsibility of
employees (job enrichment); forming self-managed teams, quality circles, or quality-of-work-
life committees; and soliciting survey feedback. Participative management, however,
involves more than allowing employees to take part in making decisions. It also involves
management treating the ideas and suggestions of employees with consideration and respect.
The most extensive form of participative management is direct employee ownership of a
company. Four processes influence participation. These processes create employee
involvement as they are pushed down to the lowest levels in an organization. The farther
down these processes move, the higher the level of involvement by employees.
3.4.8 GRIEVANCE HANDLING
Grievance may be any genuine or imaginary feeling of dissatisfaction or injustice which an
employee experiences about his job and it’s nature, about the management policies and
procedures. It must be expressed by the employee and brought to the notice of the
management and the organization. Grievances take the form of collective disputes when they
are not resolved. Also they will then lower the morale and efficiency of the employees.
Unattended grievances result in frustration, dissatisfaction, low productivity, lack of interest

26
in work, absenteeism, etc. In short, grievance arises when employees’ expectations are not
fulfilled from the organization as a result of which a feeling of discontentment and
dissatisfaction arises.
3.5 BASIC PRINCIPLES
1. The Principle of Security: One of the preconditions of humanization of work is that,
work should be free from anxiety, fear, and the loss of future employment. Such safe
and secured working conditions help foster skills and ideas.
2. The Principle of Equity: This implies fair reward for the efforts of the workers.
Profit sharing between the owner and workers is one such example of following
principle of equity. This reflects the humanization of work.
3. The Principle of Individulation: Individulation refers to freedom and autonomy to
workers so as to encourage them to develop themselves to their utmost competence.
4. The Principle of Democracy: The principle of democracy implies right to personal
privacy, freedom of speech, and equitable treatment. Ongoing participative
management in business organization symbolizes the principle of democracy
3.6 ASPECTS OF QWL
3.6.1 ECONOMIC ASPECTS OF QUALITY OF WORK LIFE
Quality of work life is basically the quality of life that an employee experiences at his work
place. Unless good quality of work life is provided to an employee, he cannot be motivated
towards work. Quality of work life covers all aspects of employee’s work life like economic
aspects occupy first place. Walton, promoter of QWL, also gives first place to the monetary
benefits in his eight-point criteria measure QWL. The importances of monetary benefits
prevail in both manufacturing as well as service oriented industries like banks.
Economic aspects of employee’s work life play a very important role in motivating the
employees. It is so especially in countries like India, where most of the population is still
under poverty line and most of the middle level employees are still striving for fair standard
of living. But the other aspects like social and work culture are rapidly gaining importance.
However, the monetary benefits still occupy first place in the list of employee’s preference.

27
3.6.2 WORKING CONDITIONS
Quality of work life also depends on various aspects of employee’s work life. The first and
the most important among them is the economical aspect. The second important aspect is the
employment conditions. This order can be compared to Maslow’s hierarchy of work
motivation. Abraham Maslow arranged a person’s motivational needs in a hierarchical
manner. He believed that once a given level of need is satisfied, the next higher level of need
has to be activated in order to motivate the individual (Fred Luthans). In physiological needs
again which are explained as basic and primary needs of employee by Maslow, once the
employee is satisfied with the monetary benefits, he aspires for a higher level of needs i.e.,
good working/employment conditions.
Working conditions come under ‘Hygiene factors’ of Herzberg’s two-factor theory of
motivation (Frid Luthans). As such, though they do not motivate an employee but non-
existence of good conditions do dissatisfy them. Physical Working conditions are for e.g.,
lighting, water, sitting facility etc. at the outset they may seem negligible, but bad working-
conditions assumes importance as an employee spends 8 hours of the day at his work-place.
Hence, providing good working conditions play an important role in reducing employee
dissatisfaction about the job. An impressive building with good furniture and other facilities
impress employee more than anything else.
Employment conditions play more important role in service-oriented organizations like
banks. The employee here has to constantly deal with customers of varying types. As such lot
of patience and good reasoning is required. Comfortable sitting position, good lighting and
ventilation, sufficient rest duration to relax are all the factors which keep the employee in
good sprit throughout the day. With inadequate facilities an employee gets tired soon and
cannot concentrate on his work.
3.6.3 OPPORTUNITY FOR CAREER GROWTH AND DEVELOPMENT

28
This is related to career aspects of employees. Meaningful career paths must be laid down
and career mapping of employees is to be followed. The provisions of advancement
opportunities play a central role in QWL. An employee is most satisfied, given an
opportunity to use and develop his capabilities. According to Maslow, people want to satisfy
their higher needs once they satisfy their basic needs like fair pay and good physical
condition. These higher orders needs include recognition and social status.
The employees seek career growth more and more recently. Job security ceased to satisfy
employees. Employees tend to drift from jobs which do not promise career growth. More and
more organizations are helping employees in this direction by helping them to draw their
career paths. The organization has a counselor for this purpose, which helps the employees.
Prolonged employment in the same position may cause employee to develop stress. Care is to
be taken to chart proper career charts for employees at some level so as a balance of human
resource in the organization is maintained.
3.6.4 NATURE OF WORK
Organization change such as downsizing, rightsizing and outsourcing have adversely affected
employees’ loyalty, morale, motivation and perceived job security. Job security, the central
aspect of QWL represents strength of the organizations to provide permanent and stable
employment regardless of the changes in work environment. Later, cognitive and behavioural
components were added to this definition. The cognitive aspect represents an employee’s
belief about his job or job situation. This means an employee may believe that his or her job
is interesting, stimulating, or otherwise.
The behavioural component represents an employee’s behavioural tendencies toward his or
her job. The action of attending work regularly, working hard and intending to stay in the
organization for long period of time shows the positive behavior which indicates job
satisfaction.
In contrast, negative behavioural outcomes reveal dissatisfaction in job. Job satisfaction of an
employee differs in meaning and importance in relations to the facets of work. Some may feel
pay and fringe benefits that meet his expectations to be extremely important; To another, it
may be essential to have a job that provides an opportunity for a challenging assignment.

29
3.6.5 WORK AND TOTAL LIFE SPACE
The demands of the work like, late hours, frequent travel and quick transfers occurring on
regular basis depress the employees or their family and QWL. There should be proper
balance between work life and personal life of employees. The demands of work such as late
hours, frequent travel, and quick transfers are both psychologically and socially very costly
and detrimental to quality of work life. In other words family life and social life should not be
strained by working hours including overtime work, work during inconvenient hours,
business travel, transfers, vacations, etc. QWL provides for the balanced relationship among
work, non-work and family aspect of life.
3.6.6 SOCIAL INTEGRATION
Relationships between and among the employees is an indicator of healthy work
organization. Therefore, opportunities must be provided for formal and informal interactions.
All kind of religions, races, crafts, and designations must be treated equally on a social
platform. According to Walton, a satisfying identifies and self-esteem is influenced by five
characteristics of the work place: freedom from prejudice, egalitarianism, upward mobility,
supportive work groups and community of feeling and interpersonal openness (Klatt).
Freedom from prejudice, egalitarianism and upward mobility are the steps to be necessarily
taken by the management whereas supportive work groups and committees of feeling and
interpersonal openness are the result of effort from both management and workers. Though
the initiative is to be from management, the employees also should give their complete
support and co-operation to make the efforts of management a success.
An organization can possess supportive work groups and interpersonal openness. In other
words, Industrial democracy’ through establishing ‘work committees’-which intend to
“promote measures for securing and preserving amity between employer and workmen and to
that end to comment upon matter of their common interest or concern and endeavor to settle
any material differences of opinion in respect of such matters’(Baldev R Sharma).
3.6.7 SUPERIOR SUBORDINATE RELATIONSHIP

30
Harmonious superior - subordinate relations give the employee a sense of social association,
belongingness, achievement of work results, etc. This in turn leads to better QWL. So there
should be freedom from excessive supervision and control and that implies owners or
supervisors do not use unreasonable pressure on employees to attain the scheduled target
without considering their health and ability constraints. An equitable treatment to all workers
within the organization and sound cooperation among coworkers and supervisors will help in
shaping better quality of work life.
3.6.8 WELFARE FACILITIES
Welfare means faring or doing well. It is a comprehensive term, and refers to the physical,
mental, moral and emotional well being of an individual. According to the Oxford dictionary,
employee welfare means “the efforts to make life worth living for workmen”. Labour welfare
refers to taking care of the well being of workers by employers, trade unions, governmental
and Non - governmental agencies.
3.7 QWL IN THE INDIAN CONTEXT
It will not be less than correct to mention that, of late, QWL in India has emerged as a
movement. It is the V.V.Giri, National Institute of Labour, which took an active lead in
familiarizing the concept of QWL in India.
Available evidences indicate that the changing profile of the Indian workers from an illiterate,
rural, low caste individual to educated, urban and essentially belonging to upper strata of
caste structure has made him or her possess more concern for own hopes and aspirations. The
blue-collar worker, for example, seems a more committed one, duly molded to fit in the
emergent social structure of the day.
The worker is not just like other factors of production such as machinery, land and capital but
a human being with feelings and emotions and has made organizations behave with workers
accordingly. The establishment of a separate ministry of Human Resources Development by
the Government of India is a testimony to such a realization. The Indian workers are so far

31
deprived of such a position as reported by Sen. Gupta. Indian worker’s wish has yet to be
duly recognized and rewarded accordingly.
In India, around 10 per cent of workers in organized sector are unionized. The past records
relating to labour unions lend enough evidence that the unionized work force has been much
vocal for demands of one and /or other. These usually relate to their better working
conditions.
The human behaviour is highly unpredictable and complex which underlines the need for the
study of organizational behaviour. QWL is one of the newer concepts experimenting how to
make effective utilization of human resources. QWL in India seems in practice in a variety of
operational systems like workers participation, job enrichment and quality circles.

32
CHAPTER 4
ANALYSIS AND INTERPRETATIONS
The analysis is presented in three parts.
1. Demographic profile of sample employees
2. The perception level of selected respondents
3. The problems faced by employees in banks
4.1 Demographic profile of sample employees
The profile of sample explaining the demographic and occupational features of employees in
banks is presented in Table given below.

33
Categories Frequency Percent Cumulative percent

34
Table4.1 sample profile
Source: Primary data
The above Table 4.1 shows the sample profile of respondents selected for the study. The
majority of the respondents (78.8 per cent) belong to the age group of 31 to 40. The monthly
income of the respondents reveals that 77.5 percent of the employees have monthly income
up to 43000. The classification of the sample based on their working experience shows that
the majority of the respondents (76.3 per cent) have experience of less than or equal to 7
years. The gender wise classification shows that out of the 80 selected respondents, male
constitutes 56.3 percent. As to educational qualification 75 percent are post graduate and 25
percent are under graduate. The designation wise classification reveals that 40 percent of
employees are clerk, 30 percent of employees are probationary officers, 20 percent are
assistant managers and 10 percent are general managers. The marital status reveals that
majority of respondents are married (66.3 percent). As per type of residence majority of
respondents belongs to their own house.
Age Less than/=26 20 25.0 25.0
27 to 30 25 31.3 56.3
31 to 40 18 22.5 78.8
Greater than/=41 17 21.3 100.0
Income Less than/=30000 18 22.5 22.5
30001 to 40000 30 37.5 60.0
40001 to 43000 14 17.5 77.5
Greater than/=43001 18 22.5 100.0
Experience One year 16 20.0 20.0
Two year 23 28.8 48.8
3 to 7 years 22 27.5 76.3
Greater than 8 years 19 23.8 100.0
Gender Male 45 56.3 56.3
Female 35 43.8 100.0
Educational
qualification
Under graduate 20 25.2 25.0
Post graduate 40 50.0 75.0
Professional degree 20 25.0 100.0
Designation General manager 8 10.0 10.0
Assistant manager 16 20.0 30.0
Probationary officer 24 30.0 60.0
clerk 32 40.0 100.0
Marital status Married 53 66.3 66.3
Unmarried 27 33.8 100.0
Type of residence Own 51 63.8 63.8
Rented 19 23.8 87.5
Staff quarters 2 2.5 90.0
Others 8 10.0 100.0

35
4.2 The Perception Level of the Selected Respondents
Two way ANOVA is used here to identify the level of perception of employees. The sample
respondents were asked to give a score of 5 represent strongly agree¸ to 1 representing
strongly disagree depending upon the degree of usefulness felt by them.
4.2.1 Two-way ANOVA of Economic aspect of quality of work life by Experience and
Educational qualification
The variation of economic aspect is analyzed with two-way ANOVA by the categories
experience and educational qualification and the output is presented in table 4.2.1.1, 4.2.1.2,
and 4.2.1.3.
Table 4.2.1.1 Experience
Dependent Variable: Economic Aspect
Experience Mean Std.
Error
95% Confidence Interval
Lower Bound Upper Bound
One year 4.040 .115 3.811 4.270
Two year 3.946 .099 3.748 4.144
3 to 7 years 3.910 .091 3.729 4.092
Greater than 8 years 4.136 .114 3.908 4.363
Table 4.2.1.2 Educational Qualification
Educational
qualification
Mean Std.
Error
95% Confidence Interval
Under graduate 3.885 .119 3.647 4.123
Post graduate 4.148 .069 4.010 4.286
Professional degree 3.991 .100 3.792 4.191
Table 4.2.1.3 Tests of Between-Subjects Effects
Source Type I Sum of Squares Df Mean Square F Sig.
Experience 1302.841 4 325.710 1890.984 0.000**
Educational
qualification
.733 2 .367 2.128 .126
**significant at 5 per cent level of significance

36
The mean variations of the scores on perception of respondents on economic aspect of quality
of work life are tested using two way ANOVA by experience and educational qualification
and it is found that experience wise variations of the mean score are statistically significant at
5 per cent level of significance (value of F 1890.984, Df 4 with p= 0.000<0.05). The mean
score variation as to educational qualification is found to be not statistically significant at 5
per cent level of significance (value of F 2.128, Df 2 with p= 0.26>0.05).Therefore it may be
concluded that the selected employees with an experience of more than 8 years are having
better perception on the economic aspect of quality of work life being its mean value 4.136
highest among the four categories.
4.2.2 Two-way ANOVA of Working condition aspect of quality of work life by
Experience and Educational qualification
The variation of working condition is analyzed by the categories experience and educational
qualification and the output is presented in table 4.2.2.1, 4.2.2.2 and 4.2.2.3
Dependent Variable: Working condition
Experience Mean Std. Error 95% Confidence Interval
One year 3.929 .154 3.622 4.237
Two year 4.042 .153 3.737 4.347
3 to 7 years 3.908 .122 3.665 4.151
Table 4.2.2.2 Educational qualification
Educational
qualification
Mean Std. Error 95% Confidence Interval
Under graduate 3.809 .160 3.491 4.128
Post graduate 4.027 .093 3.842 4.211

37
Experience 1277.436 4 319.359 1032.322 0.000**
Educational qualification .531 2 .265 .858 .428
Source: primary data
The mean variations of the scores on perception of respondents on working condition aspect of
quality of work life are tested using two way ANOVA by experience and educational qualification
and it is found that experience wise variations of the mean score are statistically significant at 5 per
cent level of significance (value of F 1032.322, Df 4 with p= 0.000<0.05). The mean score variation
as to educational qualification is found to be not statistically significant at 5 per cent level of
significance (value of F 0.858, Df 2 with p= 0.428>0.05).Therefore it may be concluded that the
selected employees with an experience of more than 8 years are having better perception on the
working condition aspect of quality of work life being its mean value 4.045 highest among the four
categories.
4.2.3 Two-way ANOVA of Opportunity for career growth and personal development aspect of
quality of work life by Experience and Educational qualification
The variation of opportunity for career growth and personal development is analyzed by the
categories experience and educational qualification and the output is presented in the table 4.2.3.1,
4.2.3.2 and 4.2.3.3.
Dependent Variable: Opportunity for career growth and personal development
Lower Upper Bound
One year 3.785 .104 3.578 3.993
Two year 3.896 .090 3.717 4.075
3 to 7 years 3.981 .082 3.817 4.145

38
Educational
qualification
Lower
Bound
Upper Bound
Under graduate 3.939 .108 3.724 4.154
Post graduate 4.008 .063 3.884 4.133
Experience 1248.849 4 312.212 2214.927 0.000**
Educational qualification .460 2 .230 1.631 .203
The mean variations of the scores on perception of respondents on opportunity for career
growth and personal development aspect of quality of work life are tested using two way
ANOVA by experience and educational qualification and it is found that experience wise
variations of the mean score are statistically significant at 5 per cent level of significance
(value of F 2214.927, Df 4 with p= 0.000<0.05). The mean score variation as to educational
qualification is found to be not statistically significant at 5 per cent level of significance
(value of F 1.631, Df 2 with p= 0.203>0.05).Therefore it may be concluded that the selected
employees with an experience of more than 8 years are having better perception on the
opportunity for career growth and personal development aspect of quality of work life being
its mean value 4.028 highest among the four categories.
4.2.4 Two-way ANOVA of Nature of work atmosphere of quality of work life by
The variation of nature of work atmosphere is analyzed by the categories experience and
educational qualification and the output is presented in table 4.2.4.1, 4.2.4.2 and 4.2.4.3

39
Dependent Variable: Nature of work atmosphere
One year 3.106 .082 2.943 3.268
Two year 3.002 .070 2.862 3.143
3 to 7 years 3.159 .064 3.031 3.288
Educational
qualification
Under graduate 3.071 .085 2.903 3.240
Post graduate 3.127 .049 3.029 3.225
Experience 769.690 4 192.422 2223.025 0.000**
Educational
qualification
.035 2 .017 .202 .818
** Significant at 5 per cent level of significance
The mean variations of the scores on perception of respondents on nature of work atmosphere
aspect of quality of work life are tested using two way ANOVA by experience and
educational qualification and it is found that experience wise variations of the mean score are
statistically significant at 5 per cent level of significance (value of F 2223.025, Df 4 with p=
0.000<0.05). The mean score variation as to educational qualification is found to be not
statistically significant at 5 per cent level of significance (value of F 0.202, Df 2 with p=
0.818>0.05). Therefore it may be concluded that the selected employees with an experience
of 3 to 7 years are having better perception on the nature of work atmosphere aspect of
quality of work life being its mean value 3.159 highest among the four categories.

40
4.2.5 Two-way ANOVA of Work and total life space of quality of work life by Experience and
The variation of nature of work atmosphere are analyzed by the categories experience and
educational qualification and the output is presented in table 4.2.5.1, 4.2.5.2 and 4.2.5.3
TABLE 4.2.5.1 Experience
Dependent Variable: Work and total life space
Lower
Bound
Upper Bound
One year 3.777 .095 3.588 3.966
Two year 3.978 .103 3.772 4.185
3 to 7 years 3.854 .119 3.617 4.090
Educational
qualification
Under graduate 3.997 .124 3.750 4.245
Post graduate 3.861 .072 3.718 4.005
Experience 1207.845 4 301.961 1616.406 0.000**
Educational
qualification
.171 2 .086 .458 .634
The mean variations of the scores on perception of respondents on work and total life space
aspect of quality of work life are tested using two way ANOVA by experience and educational
qualification and it is found that experience wise variations of the mean score are statistically
significant at 5 per cent level of significance (value of F 1616.406, Df 4 with p= 0.000<0.05).
The mean score variation as to educational qualification is found to be not statistically

41
significant at 5 per cent level of significance (value of F 0.458, Df 2 with p= 0.634>0.05).
Therefore it may be concluded that the selected employees with an experience of more than 8
years are having better perception on the work and total life space aspect of quality of work
life being its mean value 3.982 highest among the four categories.
4.2.6 Two-way ANOVA of work and Social integration of quality of work life by
The variation of social integration are analyzed by the categories experience and educational
qualification and the output is presented in table 4.2.6.1, 4.2.6.2 and 4.2.6.3
Dependent Variable: Social integration
One year 3.992 .100 3.793 4.191
Two year 3.995 .086 3.823 4.166
3 to 7 years 4.054 .079 3.897 4.211
Dependent Variable: SOCIALINTEGRATION
Educational
qualification
Under graduate 3.959 .103 3.753 4.165
Post graduate 4.021 .060 3.902 4.141
Dependent Variable: Social integration
Experience 1288.109 4 322.027 2490.073 0.000**
Educational
qualification
.041 2 .021 .160 .852

42
The mean variations of the scores on perception of respondents on social integration aspect
of quality of work life are tested using two way ANOVA by experience and educational
significant at 5 per cent level of significance (value of F 2490,073 Df 4 with p= 0.000<0.05).
years are having better perception on the social integration aspect of quality of work life being
4.2.7 Two-way ANOVA of Superior subordinate relationship of quality of work life by
The variation of superior subordinate relationship are analyzed by the categories experience
and educational qualification and the output is presented in the table 4.2.7.1, 4.2.7.2 and
4.2.7.3
Dependent Variable: Superior subordinate relationship
One year 4.014 .076 3.861 4.166
Two year 3.837 .066 3.705 3.968
3 to 7 years 4.017 .060 3.897 4.138
Educational
qualification
Under graduate 3.899 .079 3.741 4.056
Post graduate 3.995 .046 3.903 4.086

43
Source
Type I Sum of Squares
Df
Mean
Square
F Sig.
Experience 1271.607 4 317.902 4186.255 0.000**
Educational qualification .223 2 .112 1.471 .236
The mean variations of the scores on perception of respondents on superior subordinate
relationship aspect of quality of work life are tested using two way ANOVA by experience and
educational qualification and it is found that experience wise variations of the mean score are
statistically significant at 5 per cent level of significance (value of F 4186.255 Df 4 with p=
0.000<0.05). The mean score variation as to educational qualification is found to be not statistically
Therefore it may be concluded that the selected employees with an experience of more than 8 years
are having better perception on the superior subordinate relationship aspect of quality of work life
being its mean value 4.107 highest among the four categories.

44
4.2.8 Two-way ANOVA of welfare facilities of quality of work life by Experience and
The variation of superior subordinate relationship are analyzed by the categories experience and
educational qualification and the output is presented in the table 4.2.8.1, 4.2.8.2 and 4.2.8.3
Dependent Variable: Welfare facilities
Lower
Bound
Upper Bound
One year 3.893 .115 3.663 4.123
Two year 3.929 .116 3.697 4.161
3 to 7 years 3.948 .092 3.765 4.131
Educational
qualification
Lower
Bound
Upper Bound
Under graduate 3.938 .121 3.698 4.178
Post graduate 3.893 .070 3.754 4.032
Experience 1229.333 4 307.333 1747.456 0.000**
Educational
qualification
.052 2 .026 .147 .863
The mean variations of the scores on perception of respondents on welfare facilities aspect
of quality of work life are tested using two way ANOVA by experience and educational
significant at 5 per cent level of significance (value of F 1747.456 Df 4 with p= 0.000<0.05).

45
years are having better perception on the welfare facilities aspect of quality of work life being
4.3 Problems faced by the employees in banks
These are the common problems faced by the employees in banks
1. Work is over burdened
2. Absence of team work
3. Poor cooperation
4. Lack of career development opportunities
5. Discrimination among employees
4.3.1 Mean ranks obtained for the motive behind problems faced by employees in
banks
TABLE 4.3.1 Descriptive Statistics
N Mean Std. Deviation Minimum Maximum
Work is over burdened 80 1.96 1.037 1 5
Absence of team work 80 2.60 1.165 1 5
Poor cooperation 80 3.36 1.265 1 5
Lack of career development
opportunities
80 3.25 1.634 1 5
Discrimination among employees 80 3.81 1.137 1 5
Friedman test is used for the following hypothesis.
H0: There is no significant difference in the perception on the problems faced by the
employees in selected banks.
H1: There is significant difference in the perception on the problems faced by the employees
in selected banks.
The test result are presented in the following table

46
TABLE 4.3.2 RANK
Mean Rank Rank
Work is over burdened 1.97
1
Absence of team work 2.61 2
Poor cooperation 3.37 4
Lack of career development opportunities 3.24 3
Discrimination among employees 3.82 5
The mean rank obtained for the five motives behind selection of employees are stated above.
The lower the rank higher will be the preference. As per table 4.3.2 given above, the highest
preference is given to work is over burdened (mean rank1.97), followed by absence of team
work (mean rank 2.61) and lack of career development opportunities (mean rank 3.24).
Table 4.3.3 Test Statistics
N 80
Chi-Square 66.767
Df 4
Asymp. Sig. 0.000**
The X2
statistic provides a value of 66.767, which is significant at 5 per cent level of
significance (p=0.000<0.05). Therefore, the null hypothesis of “no difference in the problems
faced by the employees in banks” is rejected. This indicates the variation in the problems
faced by the employees in banks.

47
CHAPTER 6
FINDINGS¸ RECOMMENTATIONS AND
CONCLUSION

48
6.1 FINDINGS OF THE STUDY
6.1.1 Demographic Profile of the Selected Employees
A majority of the employees (78.8 percent) belong to the age group of 31-40. The monthly
income status of respondents reveals that a higher percent of (77.5 percent) are earning less
than or equal to RS 43000. The classification of the sample based on working experience
(total years) shows that the majority of the selected respondents (76.3 percent) have
experience of less than or equal to 7 years. The gender wise classification shows a higher
percent of males over females. The educational status indicates that 50 percent are post
graduates¸ and 25 percent are graduates and professional degree. As per designation majority
of the employees are clerk (40 per cent), 30 per cent are probationary officers, 20 per cent are
assistant manager and 10 per cent are general managers. With regard to marital status¸ 66.3
percent are married. Considering type of residence¸63.8 percent are having own house and
23.8 have rented.
6.1.2 The Level of perception of the Selected Respondents
It is ascertained from the two way ANOVA table that there is a significant variance between
economic aspect and experience of the respondents and it is also found that there is high level
of perception on economic aspect to the respondents whose experience is more than 8 years.
The two way ANOVA results indicate that there is a significant variance between working
condition aspect and experience of the respondents and it is also found that there is high level
of perception on working condition aspect to the respondents whose experience is more than
8 years.
With the help of two way ANOVA it is found that there is a significant variance between
opportunity for career growth and personal development aspect and experience of the
respondents and it is also found that there is high level of perception on opportunity for career
growth and personal development aspect to the respondents whose experience is more than 8
years.

49
It is analyzed from the two way ANOVA that there is a significant variance between nature
of work atmosphere aspect and experience of the respondents and it is found that there is high
level of perception on nature of work atmosphere aspect to the respondents whose experience
is in between 3 to 7 years.
It is ascertained from the two way ANOVA table that there is a significant variance between
work and total life space aspect and experience of the respondents and it is also found that
there is high level of perception on work and total life space aspect to the respondents whose
experience is more than 8 years.
The two way ANOVA results indicate that there is a significant variance between social
integration aspect and experience of the respondents and it is also found that there is high
level of perception on social integration aspect to the respondents whose experience is in
between 3 to 7 years.
With the help of two way ANOVA it is found that there is a significant variance between
superior subordinate relationship aspect and experience of the respondents and it is also
found that there is high level of perception on superior subordinate relationship aspect to the
respondents whose experience is more than 8 years.
It is analyzed from the two way ANOVA that there is a significant variance between welfare
facilities aspect and experience of the respondents and it is found that there is high level of
perception on welfare facilities aspect to the respondents whose experience is in between 3 to
7 years.
6.1.3 The common problems faced by the employees
With the help of Friedman test it is found that the highest preference is given to work is over
burdened (mean rank 1.97), followed by absence of team work (mean rank 2.61) and lack of
career development opportunities (mean rank 3.24). The X2
statistic provides a value of
66.767, which is significant at 5 percent level of significance (p=0.000<0.05).

50
6.2 RECOMMENDATIONS
The univariate analysis indicates that the employees with experience less than 3 years have
low perception on the various aspects of quality of work life. So the bank should take
necessary steps to improve the perception level of employees on QWL by providing adequate
benefits.
The Friedman test reveals that majority of the employees are facing the problem of work is
over burdened. In order to improve the efficiency of the organization the employees can be
motivated by introducing courses on effective stress management and training by banks.
Typically they can create awareness and demonstrate techniques to reduce the stress and
proper yoga and meditation training can be given to the employees to cope with stress.
Employees should be given a challenging job because it motivates them and influences their
quality of work life. Challenging job gives life to the work, utilizes human capabilities to the
fullest extent and provides opportunity for intellectual satisfaction. It should be kept in mind
that the workload should be in line with employees’ capabilities and resources.
Bank employees are usually very busy during bank hours. Banks do not maintain canteen at
their branches. There are no lunch rooms provided by banks. Employees have to have any
refreshments at their seat. Many employees pointed out in informal discussions that they
cannot relax during bank hours until lunch breaks. If canteen or lunch room facility is
provided they can take a short break to relax and they can start their work afresh. Hence it is
suggested that the banks should provide at least lunch room facility in all their offices.
Air cooler or air conditioner is another physical condition which gains more importance in
hot places because it is hard to spend 7–8 hours dealing with customers without cooling
facility.
Banks should have HRD cell at corporate and regional/divisional offices, which carry on
various functions of HRD.

51
Adequate number of staff should be recruited. Vacant posts should be filled up as soon as
possible. While recruiting the ratio of male and female staff should be even. There should be
no reservation for selection of employees. Only competent persons should be selected.
There should be permanent and clear policies of promotion and transfer. Employees’ personal
problems and preferences and constraints must be considered now and then by management
before transferring any employee.
Before introduction of new technologies adequate training has to be given to the employees
to cope up with the new task. Even after introduction, continuous job support should be given
to the employees to solve their difficulties.
Banks can provide seminars and lectures to improve human capabilities which will help for
career advancement.
Sound interpersonal relations result in organizational efficiency. Good cooperation and
contact between management and employees ensures QWL. Team spirit leads to greater
efficiency.
Today the concept of employee involvement is getting boosted up. The employees should be
given participation in decision making process. This will certainly develop a sense of
belongingness in them. Employees may be encouraged to offer suggestions while taking
decisions and framing policies. This makes them feel their importance in the company.
Banks are entering various innovative areas of service of their customers. This expansion of
jobs needs enhancement of capabilities and potentials of employees. Finally improved
performance of bank through enhanced capabilities of its employees also leads to the
improved social image of the banks. This in turn satisfies the social needs of employees.
An important phase of HRD is career growth and development. Each and every employee
aspires for an even and fair career graph. Banks should assist the employees in reaching
higher positions. Banks can help the employees by providing counseling facilities right from
planning stage.

52
Fixed working hours, flexible working hours (flextime), staggered hours, reduced work, job
sharing, part time employment and other types of alternative work schedules provide freedom
to employees in scheduling their work.
Banks can also arrange picnics and tours for employees which not only recreate them but also
help in the interaction among employees. Involving all employees in such recreational
programmes helps in building inter - personal relations among the entire staff. As such any
kind of effort from either management or trade unions towards improvement of working
conditions will be much appreciated by employees.
6.3 CONCLUSION
QWL is the need of the hour. Quality of working life is not a concept, that deals with one
area but it has been observed as incorporating a hierarchy of concepts that not only include
work based factors such as job satisfaction, satisfaction with par and relationships with work
colleagues, but also factors that broadly focuses on life satisfaction and general feelings of
well being. To retain a good talent in the organization it is important for the organization to
have high QWL and low stress level. There is considerable evidence from this study that
bank employees of both public and private are truly empowered.
We can deduce from the study that majority of the respondents have agreed with the
statements of QWL dimensions. Among eight dimensions considered for the study working
experience of has a significant influence on economic aspect, safe and healthy working
conditions, opportunity for growth and development, nature of work atmosphere, work and
total life space, superior subordinate relationship, social integration in the work force and
welfare facilities.
Stress level was found to be very high among the employees. It is also concluded that
occupational stress is significantly different among the respondents based on age, educational
qualification, salary, designation and span of service of the respondents. Respondents of all
categories have comparatively agreed more with the factors affecting work life balance. They
prefer ‘flexible working hours and job sharing’ to balance their work and family. Similarly
respondents of all categories have positive attitude with the impact of quality of work life.

53
BIBLIOGRAPHY
1. Anitha, B. and Subba Rao, P. (1998), “Quality of Work life in Commercial Banks”,
Discovery Publishing House, New Delhi.
2. Arthur Lewis. (1965), “The History of Economic growth”, George Allen & Urwin
Ltd, London, pp.ii.
3. AT & T, (1983), “QWL Experiment – A practical Case Study”, Management Review
Summer, pp.12–16.
4. Basant Mehta and Pragya Jain (2003), “Role of banks in women development”,
Discovery Publishing house, New Delhi, ISBN 81 – 7141 – 641 -1
5. Bhatnagar, D.(1988), “HRD for women employees in banks”.
6. Blumberg, R.L. and Dwaraki.L.(1980),“India’s educated women: Options and
Constraints”, Hindustan Publishing Corporation, New Delhi..
7. Buekema, L. (1987), “Quality of reduction of working hour”, Groningen, Karstapel.
8. Burke, R.J. and Mattis, M.(2005), “Supporting Women’s Career Advancement”,
Edward Elgar, Cheltenham.
9. CBSR Seshu. (2004), “Quality of work life” on Human Resource Management
strategy and Employee productivity, pp.53.
10. Chawla, A.S.(1987), “Nationalization and Growth of Indian Banking”, Deep and
Deep Publications, New Delhi.
11. Cherans, A. (1979), “Using the Social Sciences”, London: Rovlledge and Vegan
Paul.
12. Cohen and Rosenthal. (1980), “Why Quality of work life doesn’t always mean
Quality” in K.Davis and J.W.Nostrum (Eds.) Organizational behavior: Reading and
exercise pp.252-256.

55
QUESTIONNAIRE
PART 1
1. Age: …………………………Years
2. Gender: Male Female
3. Educational Qualification:
Under graduate Post graduate Professional degree
4. Designation: ……………….
5. Average annual income (last year): ………………………
6. Experience: ……………….Years
7. Marital Status:
Married Unmarried
8. Type of residence:
Rented Leased Own Staff quarters

56
PART 2
9. I am going to examine the perception level of employees relating to the quality of work life
so please put a tick mark on the appropriate answers (5-Strongly agree, 4-Agree, 3-Neutral,
2-Disagree, 1-Strongly disagree), please tick
9.1 Economic aspect 5 4 3 2 1
9.1.1 Salary is appropriate for the skill and experience.
9.1.2 Salary is sufficient to accommodate the cost of living.
9.1.3 Salary reflects the present market rates.
9.1.4 Basic pay, DA and HRA as paid as per industry norms.
9.1.5 Annual increment is given as per the standards.
9.1.6 Provident fund, gratuity and pension plan facility are
adequate.
9.1.7 Insurance coverage, leave travel concession facilities are
reasonable.
9.1.8 Adequate fringe benefits are provided.
9.1.9 Leave encashment benefits are satisfactory.
9.1.10 Amount of flexibility in advance salary option is satisfactory.
9.2 Working condition 5 4 3 2 1
9.2.1 Drinking water facility.
9.2.2 Latest technological facility.
9.2.3 Adequate rest time.
9.2.4 Comfort seating system.
9.2.5 Safety and protection measures.
9.2.6 Cleanliness initiatives.
9.2.7 Lighting and ventilation.
9.2.8 Rest rooms.
9.2.9 Recreational activities.
9.2.10 Work space is well designed.

57
9.3 Opportunity for career growth and personal
development
5 4 3 2 1
9.3.1 Supports career planning and growth
9.3.2 Recognition and reward for efforts and hard work
9.3.3 Reward for innovative ideas and suggestions
9.3.4 Satisfied with periodic and effective training programmes
9.3.5 Promotion policies of my organization is fair
9.3.6 Organization encourages me in pursuing higher education
9.3.7 Receive enough help, equipment and information
9.3.8 Opportunity provided for develop my abilities and potentials
9.3.9 Provided appreciation for better performance
9.3.10 Highlights outstanding individual contribution
9.4 Nature of work atmosphere 5 4 3 2 1
9.4.1 Full liberty to choose my work and assignment
9.4.2 Duration of working hours is not reasonable
9.4.3 Work is overburdened
9.4.4 Job is highly repetitive and boredom
9.4.5 Job is too much stress
9.4.6 I feel no discrimination in terms of age, sex and religion
9.4.7 Satisfied with job rotation and varieties in job
9.4.8 Satisfied with job enlargement and enrichment policy
9.4.9 Providing job security for me
9.4.10 Grievance redressal procedure is effective
9.5 Work and total life space 5 4 3 2 1
9.5.1 Enjoy flexible work options
9.5.2 Able to balance work and family life
9.5.3 Organization supports in achieving aspirations and ambitions
9.5.4 I have sufficient time to spend with family members
9.5.5 I have good friends at work who can understand and help

58
9.6 Social integration 5 4 3 2 1
9.6.1 Equal respect is given in the work place
9.6.2 Employees are recognized as individuals
9.6.3 I have enough opportunity to interact with others
9.6.4 Organization encourages involvement in community and
cultural activities
9.6.5 Have a good social status in the organization.
9.7 Superior subordinate relationship 5 4 3 2 1
9.7.1 The supervisory relationship is satisfactory
9.7.2 Satisfied with the subordinate relationship
9.7.3 The colleague/peer relationship is satisfactory
9.7.4 Get enough encouragement from the superior for the
achievement
9.7.5 Management considers me as a member of of the organization
9.7.6 Comfortable with delegation of responsibility among
subordinates
9.7.7 Trade union function is highly satisfied
9.7.8 Frank and fair discussions are allowed in meetings
9.7.9 Management maintains open channels for communication
9.7.10 Guidelines issued are in a simplified manner
9.8 Welfare facilities 5 4 3 2 1
9.8.1 Housing, education and transportation facilities encourage
me to continue the job
9.8.2 The medical facility available in the organization is
satisfactory
9.8.3 Recreational facilities available helps me to reduce stress
9.8..4 Toilets, washrooms is available
9.8.5 Education of employees children is systematically designed

59
10. Given below are the problems faced by the employees in the work place so please rank according
to its severity
SL.NO PROBLEMS RANK
10.1 Work is over burdened
10.2 Absence of team work
10.3 Poor cooperation
10.4 Lack of career development opportunities
10.5 Discrimination among employees

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