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8/2/2019 Project Shivani
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INTRODUCTION TO HRM
Evolution of HRM
Earlier references: In western countries HRM had its primitive beginning in 1930s. Not much
thought was given on this subject in particular and no written records or documents interesting
to note HRM concepts was available, in ancient philosophies of Greek, Indian and Chinese.
This is not to suggest that industrial establishment and factories system, as it is known today,
existed in ancient Greece, India or china. The philosophy of managing human being, as a
concept was found developed in ancient literatures in general and in Indian philosophy in
particular.
Personnel functions: Till 1930s, it was not felt necessary to have a separate discipline of
management called “Personnel management”. In fact, this job was assigned as part of the
factory manager. Adam Smith’s concept of factory was that it consists of three resources, land,
labour and capital. This factory manager is expected to “procure, Process and peddle” labour as
one of the resources. The first time when such a specialist “person” was used; it was to
maintain a “buffer” between employer and employee to meet the “legitimate need” of
employees. However, it is the employer who decided what is “legitimate need” of employees.
In fact, the specialist “person” was more needed to prevent “unionization” of employees. This
was the case before 1930-s all over the world.
Environmental Influences on HRM: Since 1930s, certain developments took place, which
greatly contributed, to the evolution and growth of Human Resources Management (HRM).
These developments are given below:
1. Scientific Management
2. Labour Movements
3. Government Regulations
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Objectives of the HRM
1. Industrial peace: This is secured by excellent union management relations, healthy inter-
personal relationships, and promoting participative management style and good industrial and
labour relations.
2. Achieve High Productivity: The underlying objective brings to increase the “quantity or
volume” of the product or service for a given input, productivity improvement programme is
very significant in a competitive environment.
3. Better quality of working life of employees: This involves both intrinsic and extrinsic
factors connected with work.
4. Obtain and sustain competitive advantage through empowerment : continuous
improvement and innovative steps being the two essential ingredients to achieve and sustaincompetitive advantage, today’s industries are “knowledge based” and “skill intensive”.
5. Cordial relationship between the employer and employees.
6. Personnel research functions.
7. Proper orientation and introduction to the new employees.
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INTRODUCTION TO PROJECT
QUALITY OF WORK LIFE
The term refers to the favourableness or unfavourableness of a total job environment for
people. QWL programs are another way in which organisations recognise their responsibility to
develop jobs and working conditions that are excellent for people as well as for economic
health of the organisation. The elements in a typical QWL program include – open
communications, equitable reward systems, a concern for employee job security and satisfying
careers and participation in decision making. Many early QWL efforts focus on job enrichment.
In addition to improving the work system, QWL programs usually emphasise development of
employee skills, the reduction of occupational stress and the development of more co-operative
labour-management relations.
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 an interesting, challenging and rewarding job. High
QWL is sought through an are systematic attempts by an organisation to give workers greater
employee relations philosophy that encourages the use of QWL efforts, which opportunities to
affect their jobs and their contributions to the organisation’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
The best way of approaching quality of life measurement is to measure the extent to which
people's 'happiness requirements' are met - ie those requirements which are a necessary
(although not sufficient) condition of anyone's happiness - those 'without which no member of
the human race can be happy.
QWL may be defined as subjective well-being. Recognising the subjectivity of QWL is a key
to understanding this construct. QWL reflects the difference, the gap, between the hopes and
expectations of a person and their present experience. Human adaptation is such that life
expectations are usually adjusted so as to lie within the realm of what the individual perceives
to be possible. This enables people who have difficult life circumstances to maintain a
reasonable QWL.
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Industry Profile
The Indian telecom sector has continued its robust growth with the wireless market growing at
9.91 percent and churning revenues worth Rs.371 billion (Rs.37, 196 crore) every quarter. A
total of 28.44 million subscribers were added in the past four months, as per the Telecom
Regulatory Authority of India (TRAI).The adjusted gross revenue (AGR) for the quarter is
placed at Rs.273 billion (Rs.27, 357 crore) as against Rs.26, 990 crore (Rs.269 billion) for the
previous quarter, thereby showing an increase of 1.36 percent.
“The total subscriber base of the wire line and wireless services reached 353.66 million as
against 325.79 million previously, thus registering an increase of 8.55 percent in four
months .The tele-density too reached 30.64 Though the wireless subscribers increased from
286.87 million to 315.31 million, the wire line subscriber base decreased for the quarter to
38.35 million from 38.92 million in the past four months .however, the average revenue per
user (ARPU) for GSM subscribers, all India segment, decreased 7.53 percent from Rs.239 inMarch to Rs.221 in July .ARPU for postpaid service showed a decline of 2.8 percent from
Rs.600 to Rs.584 during the quarter. Prepaid service also showed a 7.5 percent decline in
ARPU from Rs.204 in March to Rs.189.As regards the CDMA segment, all India blended
ARPU (per month) for the second quarter is Rs.122 as compared to Rs.139 for the previous
quarter.
The internet wire line subscribers witnessed a growth of 12.24 million for the quarter against
11.66 million during the previous quarter registering a growth of 4.97 percent. State-run
telecom operator Bharat Sanchar Nigam Ltd (BSNL) retained its top position and reported a
subscriber base of nearly 6.38 million internet subscribers against 5.94 million at the end of last
quarter, TRAI said. An 11.87 percent growth was registered in the number of broadband
subscribers in this quarter. Though the telecom industry saw various ups and downs, the sector
witnessed international investor community betting on the Indian market.
Norway-based Telenor, the world’s seventh largest telecom operator, bought a new-generationtelecom company Unitech Wireless by paying $1.29 billion for a 60 percent stake. Similarly,
another start-up, Swan Telecom, which did not have a single subscriber, sold a 45 percent stake
to the UAE’s Etisalat for $900 million, taking the company’s book value to $2 billion.
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Market Shareof Major Telecom Players in India (As on D ecember 31st, 2008)
Telecom Company Market Share
Bharti AirtelLtd. 24.3%
Vodafone 17.8%
Reliance Communications 18.8%
Idea Cellular 11.1%
Tata Teleservices 9.1%
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INTRODUCTION TO COMPANY
HFCL Group profile
HFCL's vision is to provide cost effective futuristic telecom solutions. HFCL is focused on
developing the state-of-art technologies and intellectual property to maintain a competitive
leadership and a sustained long-term growth.
Established in the year 1987, Himachal Futuristic Communications Ltd. has developed a vast
base for indigenous telecom equipment manufacturing in India. It started with manufacturing
transmission Equipment and soon expanded its product portfolio to manufacture Access
Equipment, Optical Fibre Cable, Accessories and Terminal Equipment.
The Group companies and Associates companies of Himachal Futuristic Communications Ltd.-
HFCL Infotel Ltd., HFCL Satellite Communications Ltd. and Microwave Communications
Ltd. which offer Basic Telephony and Internet services, V-sat Services and Paging services
respectively have also made a name for themselves. HFCL Infotel Ltd. became the first basic
service provider in Punjab.
HFCL Satellite Communications Ltd. is catering to a number of channels like Aaj Tak by
providing customized DSNG vans. Himachal Futuristic Communications Lets.' Pagelink,
together with Page point, is one of the leading players in field of paging services. HTL, a major
telecom equipment supplier, which was recently acquired by HFCL, is not only be an extension
of the manufacturing aspect of HFCL but also synergises and value adds to the already existing
product range of HFCL.
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HFCL Infotel Ltd
The first basic telephony services provider for Punjab launched its basic telephony services on
16th October, 2000. Today CONNECT has added a milestone to the rich economy of Punjab
by providing world-class telephony and data services in the state.
CONNECT is a business venture of Himachal Futuristic Communications Ltd., India's leading
telecommunications giant. CONNECT is further supported by the expertise of Lucent
Technologies USA, IIT Chennai, Compaq, Cisco, CGI, Bell Nexxia and Cincom. Lucent is a
Fortune 40 company and the world leader in design, development and manufacture of
communication systems.
With an investment of over Rs.1200 Crores HFCL Infotel, has set up a state-of-the-art network
in over 66 towns and cities in Punjab. The average revenue per line (ARPL) for CONNECTsubscribers is already amongst the highest in the country. With a clear focus on acquiring
quality subscriber through targeted roll out and by using revenue oriented marketing plans we
intend to maintain this trend in the future. The wide array of innovative products and services
in the data and broadband segment has further allowed the Company in maximizing its revenue
drive.
The Technology
CONNECT is in the process of constructing both Wireline ( WLN) and Wireless in Local Loop
(WLL) access networks in the major cities and towns of Punjab by using technologies such as
CDMA (used for limited mobility, supports voice only), CorDect (supports data, voice,
multimedia), Copper & Optical Fibre.
CONNECT is further supported by the expertise of Lucent Technologies USA(CDMA switch,
High end platform), IIT Chennai (CorDect technology), Compaq( PC Hardware/High end
Server), Cisco( networking partner), CGI & Bell Nexxia ( advisory services) and Cincom
( Spectra). Lucent is a Fortune 40 company and the world leader in design, development and
manufacture of communication systems. Through convergence of information, communication
and entertainment technologies we will provide the optimal business solutions.
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Network Coverage across Punjab
Network Coverage across Punjab
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SERVICE/ PRODUCT PORTFOLIO
LANDLINE
TELEPHONY
CONNECT provides world-class landline telephone service to
people of Punjab & Chandigarh.
MOBILE
TELEPHONY
CONNECT provides state-of-the-art CDMA based WLL mobile
service in Chandigarh, Ludhiana, Jalandhar and Amritsar
CENTREX CONNECT Centrex offers individual telephone lines with the
facility of intercom dialing 3-4 digit-numbering plans.
PHONE CARDS CONNECT phone card is a pre-paid card that allows you make
local and STD/ISD calls from any CONNECT phone even if the
phone doesn’t have STD/ISD facility.
TELEMEET CONNECT Tele Meet is an audio conference service that
enables the subscriber to conduct a telephonic meeting with as
many participants as one wants in a single conference, located
anywhere in the world.
LEASED LINE CONNECT Leased lines are available indenominations of 64 Kbps, n X 64 Kbps and n X2 Mbps.
INTERNET LEASED
LINES
CONNECT provides Internet leased lines invarious bandwidths ranging from 64 Kbpsonwards
ISDN CONNECT offers ISDN, a fully digital servicethat allows the subscriber to transfer voice, dataand image simultaneously at high speeds.
VIDEO
CONFERENCING
CONNECT videoconference service allowssubscriber to undertake virtual meeting without
physically present at one location
HFCL Infotel Ltd. (Infotel) is a business venture of the HFCL Group, is a "Total Telecom
Solutions Provider" offering Fixed Line telephony (Telephone Services), Mobile telephony,
Broadband Services, Customized Data Services and Value Added Services.
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HFCL Infotel Ltd. Is the first basic telephony services provider in Punjab and was launched on
16 October, 2000 under the brand name “CONNECT” with an investment of Rs. 1400 crores.
It provides world class experience – Technology, Products, Customer service etc. Infotel has
set up state-of-the-art networks with coverage in over 136 towns of Punjab with extensive
optical fibre network coverage of over 3,500 km. Infotel Broadband network supports
interactive multimedia services and can handle high quality content, high speed internet access
and a large number of interactive applications including B2B and B2C e-commerce.
PRODUCT AND SERVICES
• Landline telephony Connect mobile
•
Net ready• STD Facility
• Bill Enquiry
• Centrex
• Telemeet
• PCO Services
• Public Access Terminals
• Phone Cards
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DEPARTMENTS IN HITL
• Operations
• Business Planning and analysis
• Marketing
• Sales-Post-paid
• Sales-Prepaid
• Enterprise & Data
• BRAC
•
Business process and Provisioning
• Customer Care
• CRM
• Finance, accounts and commercial
• Legal 7 secretarial
• Administration
• Human resources
• People & OD
• IT
• Technical
• OSP
•
ISP
• Technical Procurement
• Quality
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ACHIEVEMENTS AND MILESTONES
HFCL Infotel Ltd. launched commercial services in Chandigarh on the 16th of October 2000
under the brand name ‘CONNECT’. All the services are provided under the brand name of
"CONNECT". .
HFCL Infotel Ltd. (Infotel) is one of Punjab's leading private sector providers of
telecommunication services with more then 330,000 customers as on March 31, 2007. and
its services are available over 130 towns of Punjab.
Connect has positioned itself as a 'Total Telecommunication Solution Provider' and offers a
complete portfolio of telecom services that include Fixed-line telephony, Fixed wireless
phone, Mobile telephony and Broadband services and a host of value added services that
include video and audio conferencing, besides exciting lifestyle services.
Connect offers extremely innovative products and tariff options to its subscribers, enjoy
excellent brand equity and has also been rated as the NO. 1 basic telephony operation in
Punjab by TRAI.
Launched ‘Planet Connect’, a one-stop shop for all telecom needs of a subscriber. Besidessubscribing to any Connect service, a customer can also buy mobile phones, personal
computer, surf the internet @ 512kbps and video conference with anyone across the world
at the Planet Connect.
Connect was the first telecom operator to launch broadband internet in Punjab and set new
benchmark of services excellence in this domain. The brand is market leader in broadband
segment in Punjab.
Pioneered the concept of Public Access Terminal (PAT’s). a virtual automatic Pay Phonerunning on Intelligent Network that can be used by a customer by using Calling Card to
make a call to any local, STD or ISD destination. More than 100 such PAT’s have been
installed in high traffic location across Punjab.
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Organization structure of the company
Page 13
O p e r a
L u d h iG M
O p e r a
C h a n d
O p e r a t
O p e r a
P a t i a l
O p e r a t
O p e r a
B a t h i n
D y . O p e
O p e r a
A m r i t
D y . O p e
O p e r a
J a l a n dD y O p e
C a l l C e
D G M
C o l l e c
D G M
B u s i n e sD G M
S a l e s -
A V P
S a l e s -
D G M
S a l e s -
A V P
C i r c l e
G M
A d m i
H e a d
O p e r a
V P
N e t w o r
G M
N e t w o r k
D G M
T e c h n
A V P
D a t a S
A V P
M a r k e
I T ( A p p
D G M
I T ( I n f r a
D G M
I T ( D e v
D G M
I S P
G M
C O O Q u a l i t y
C V O &
C o r p o r
V P
C o m m
G M
A c c o
H e a d
F i n a n
D G M
B i l l i n g &
D G M
L e g a l
S r . M a
F i n a n c e
A V P
C E O
C h a i r
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Organization Structure of the company
ORGANISATION CHART-HR (H.O)
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Organization chart-HR
MARKETING DEPARTMENT
Page 15
G D
Singh
(COO)
D.K Verma
(AVP)
Surinder
Kohli
(DGM)
S.C.Katoch
(Manager)
(Manager)Rajesh K
Kashyap
(Dy.Manager)
J P Singh
(Sr.Officer
)
V S Shiva
Rao
(Dy.Manage
r)
Meenakshi
Aggarwal
(MT)
Balwinde
r
(Associat
e)
Arun
Mishra
(Sr.Officer
)
SudhaSingh
(Sr.Officer)
Prateek
Bhatnagar
(Officer)
A s s t t
M A R
A s s t t
V A S
A s s t t
O u t D
S r O
P R &
V A SS r . O
B r o a d b
E n t e r p
M T
G S M
M a n a
P C O B
P r e - P
G S M
H e a
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SALES DEPARTMENT
Page 16
O f f i c S r . O
S r . O J r . O
A s t t . M
C h a n n e
E x e c
O f f i c
A s t t . M
D i r e c t
M a n a
S a l e s
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TECHNICAL DEPARTMENT
Page 17
E n g
J r E n
J r . E
R o l l
E n g S r E
E n g E n g
J E G E
A M
O &
A E S r E
S r . T T e c h
J E O f f i
D M
O S
S a n j e e
S r M a
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FINANCE DEPARTMENT
Page 18
D y . M a
S r . O f f i
o f f i c e
J r . O f f
E x e c u
D G M
F i n a n
S r . O
L o g i s t i
J r . O f
J a l a n
E x e c
B T D
M a n a
O f f i c
S r . O f f
S r . O
T a x a
S r . M a
T a x a t i
S r . O f
I n s u r
A s t t . M
W H / L S A
E x e c u
G M
H e a d - A
S r . O f
P a y r
S r . O
O p e
S r . O
E m p l .
A s t t . M
P a y r o l l
S r . M a
P a y r o l l
A V P
F i n a n c e , A c c
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HUMAN RESOURCES DEPARTMENT
Page 19
D y . S r .
S r . A s s
M a
A V
D y . S r .
M T O f f
D G
C O
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HFCL Vision
Reaching out to meet the challenge of creating a smaller world through leadership, innovation,
dedication and excellence.
HFCL Mission
• To provide cost effective yet futuristic telecom solutions.
• To be a leader in the Tele-solutions business on the strength of Core Competencies.
• To be a home of Excellence.
•
To be the first choice of investors, customers, vendors, professionals and employees.• To be a good corporate citizen.
HFCL Core Values
•
Belief in being a good corporate citizen by strict adherence to all statutory compliancesand working towards a better society at large.
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• Honesty and integrity in business and personal dealings.
• Respect for individual dignity and no biases based on religion, caste or creed.
• Belief in all round development of all employees for greater success and individualsatisfaction.
• Motivate employees to reach out for their full potential and growth.
• Belief in team work, as an individual contribution, however brilliant, cannot promoteorganizational interests, unless it is made within the framework of the team goal.
• Effective two way communication for dissemination of management’s objectives andfor employee’s feedback on company’s activities, suggestions and grievances/problems.
• Courtesy and prompt attention to customers, vendors the public and others.
• Emphasis on discipline, commitment to work, attention to details and due care indischarge of duties.
Chapter No.-2
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OBJECTIVES, NEED, SIGNIFICANCE & SCOPE OF STUDY
OBJECTIVES OF STUDY
To know the quality of work life in HFCL Infotel ltd., Mohali.
To give suggestions and recommendations to improve the quality of work life on the
basis of the findings.
To find out effects of quality of work life initiatives on employees.
To find out way to improve quality of work life.
To find the human resource strategies.
To gain an insight into current working life policies and practices, as well as work-life
balance issues.
To study cordial relationship between employer and employees.
To enhance research, knowledge & expertise in this field.
NEED & SIGNIFICANCE
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Improvement in the working conditions of HFCL connect ,Mohali that can satisfy
employees.
Developing an organisational culture so that employees can effectively do their job.
Increase individual /organisational effectiveness.
There is great need to improve the facilities and other welfare scheme for employees.
Better quality of working life of employees this involves both external and internal
factors connected with work.
SCOPE
It is limited within one company.
It does not put light on financial aspects of the company.
The study is intended to evaluate quality of work life of employees in
the organization.
Chapter No.-3
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LITERATURE REVIEW
REVIEW OF LITERATURE
ACCORDING TO RESEARCHER D. S. Cohan: the quality of work life movement
training,” HRD, JAN. 1979, P 24
He defines quality of working life as “a process of joint decision making, collaboration and
building mutual respect between management and employee.”
ACCORDING TO AMERICAN SOCIETY OF TRAINING AND DEVELOPMENT - D.
Skrovan.
It is “a process of work organisation which enables its members at all level to actively
participate in shaping the organisation’s environment, methods and outcomes. This value based
process is aimed towards meeting the twin goals of enhanced effectiveness of organisation and
improved quality of life at work for employees.
ACCORDING TO J.R. Hackman and J.L. Suttle
Quality of work life is concerned with some questions. They are as follows-
1- How to develop careers that allow employees to realise their full capabilities and
interests?
2- How to design jobs to provide meaningful, interesting and challenging work
experience?
3- How to utilise group dynamics and participative management to improve the quality of
life at the work place?
4- What supervisory strategies help to improve the quality of work life?
5- How can the desired organisational changes be carried out?
ACCORDING TO ROBBINS (1989)
Robbins (1989) defined QWL as "a process by which an organization responds to employee
needs by developing mechanisms to allow them to share fully in making the decisions that
design their lives at work".
Greenspace and quality of life – a critical literature review
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This major review of research published by greenspace Scotland and the Quality of Life
partnership relates to the links between green space and a range of quality of life issues.
It is hoped that the review will help disseminate existing research findings and to inform the
need for future research. The areas reviewed were: health and wellbeing; social and community
value of green spaces; economic value/impacts of green spaces; environmental value of green
spaces and planning and design. Robust search criteria were applied so that this was a critical
literature review with a strong emphasis on quality research.
In today's high tech, fast-paced world, the work environment is very different than it was a
generation ago. According to the Institute of Industrial Engineers, it is not uncommon for a
person to change careers an average of six times in his or her lifetime. It is now rare for a
person to stay with a single company his or her entire working life. Because employees are
often willing to leave a company for better opportunities, companies need to find ways not only
to hire qualified people, but also to retain them.
Unfortunately, many employees these days feel they are working harder, faster, and longer
hours than ever before. Job-related employee stress can lead to lack of commitment to the
corporation, poor productivity, and even leaving the company; all of which are of serious
concern to management. Many employees bring work home with them on a regular basis,
especially now that it is so easy for them to do that. With the wide availability of cell phones,
pagers, personal digital assistants (PDAs), and computers, employees find it harder to get away
from the office.
One of the more stressful professions today is in the Information Technology (IT) field. Not
long ago, IT professionals were extremely well respected and in demand. As technology
advanced rapidly, there was a high demand for programmers and engineers. Most had their
choice of high-paying jobs as technology companies competed to recruit the best of them.
This is not the case today. In June 2004, Meta Group, Inc. surveyed 650 companies and foundthat nearly 75 percent of the companies acknowledged morale problems among their IT staffs.
This number was up from the year before, which showed that two-thirds cited poor worker
morale as an issue. Perhaps this is because the U.S. technology sector experienced widespread
layoffs during the third quarter of 2004. In general, when layoffs happen the remaining
employees are forced to pick up the workload of those who were laid off. This leads to added
responsibility and longer work hours, often without additional compensation. This in turn leads
to stress, burnout, and resentment. Other causes of employee dissatisfaction include low wages,
lack of challenges, insufficient resources, unrealistic expectations, Pressure to produce,
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willfully blind management, unreasonable policies and procedures, difficulty balancing family
and work, and increased health benefit costs.
As employers try to address employee turnover and job satisfaction issues, they must first
determine what the issues are. Several companies have convened focus groups and conducted
employee-satisfaction surveys to find out how their employees feel and to determine what they
can do to make their employees happy.
There are also a number of independent organizations that conduct employee surveys to gather
this information. One such organization is the Families and Work Institute
(www.familiesandwork.org), a nonprofit research center "that provides data to inform
decision-making on the changing workforce and workplace, changing family and changing
community. Founded in 1989, FWI is known for ahead of the curve, non-partisan research into
emerging work-life issues; for solutions-oriented studies addressing topics of vital importance
to all sectors of society; and for fostering connections among workplaces, families, and
communities."
Every five years FWI conducts the National Study of the Changing Workforce (NSCW), a
nationally representative sample of employed workers designed to collect and compile
information on the work and personal/family lives of the U.S. workforce. The study is widely
used by policy makers, employers, the media, and all those interested in the widespread
impacts of the changing conditions of work and home life.
The 2002 NSCW showed a slight increase from 1992 in the number of companies that offer
work-life supports on the job—both specific benefit entitlements and less formal policies and
practices. Despite this, the survey showed a large increase in the number of employees with
families who felt there was interference between their jobs and their family lives, than
employees 25 years ago. The NSCW also found "the importance of supportive work-life
policies and practices, such as flexible work arrangements, is clear—when they are available,
employees exhibit more positive work outcomes, such as job satisfaction, commitment to
employer, and retention, as well as more positive life outcomes, such as less interference
between job and family life, less negative spillover from job to home, greater life satisfaction,
and better mental health."
What does this mean to the employer? As more companies start to realize that a happy
employee is a productive employee, they have started to look for ways to improve the work
environment. Many have implemented various work-life programs to help employees,
including alternate work arrangements, onsite childcare, exercise facilities, relaxed dress codes,
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and more. Quality-of-work life programs go beyond work/life programs by focusing attention
less on employee needs outside of work and realizing that job stress and the quality of life at
work is even more direct bearing on worker satisfaction. Open communications, mentoring
programs, and fostering more amicable relationships among workers are some of the ways
employers are improving the quality of work life.
ADRIENNE E. EATON, MICHAEL E. GORDON, and JEFFREY H. KEEFE:-
Based on an analysis of data from a 1987 survey of four different bargaining units within the
same local union, the authors conclude that union members who participated in Quality of
Work Life (QWL) programs were less likely than nonparticipants to view QWL as a threat
to the union and also more loyal to the union. Another finding, however, is that the perceived
effectiveness of the grievance procedure was a much stronger determinant of attitudes toward
the union than was participation in QWL programs—leading the authors to speculate that
one way for unions to strengthen their ties with their members might be to improve the
effectiveness of the grievance procedure.
Mirvis and Lawler (1984) suggested that Quality of working life was associated with
satisfaction with wages, hours and working conditions, describing the “basic elements of a
good quality of work life” as; safe work environment, equitable wages, equal employment
opportunities and opportunities for advancement.
Baba and Jamal (1991) listed what they described as typical indicators of quality of working
life, including: job satisfaction, job involvement, work role ambiguity, work role conflict, work
role overload, job stress, organisational commitment and turn-over intentions. Baba and Jamal
also explored routinisation of job content, suggesting that this facet should be investigated as
part of the concept of quality of working life.
Chapter No. - 4
THEORETICAL FRAME
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QUALITY OF WORK LIFE
It is almost impossible today to pick up a newspaper of news-magazine without finding a
reference to quality of work/working life. In the search for improved productivity, manager and
executives alike are discovering the important contribution of QWL. QWL entails the design of
work systems that enhance the working life experiences of organizational members, thereby
improving commitment to and motivation for achieving organizational goals. Most, often, thishas been implemented through the design of jobs that afford workers more direct control over
their immediate work environment.
According to J.L Ioyd Suttle Quality of work life is the degree to which members of a work
organization are able to satisfy important personal needs through their experiences in the
organization. More specifically, QWL may be set into operation in terms of employees
perceptions of their physical and psychological well-being at work. It includes virtually every
major issue that labor has fought for during the last two decades.
The Human Resource Department’s Role
The role of human resource department in QWL efforts varies widely. In some organizations,
top management appoints an executive to ensure that QWL and productivity efforts occur
throughout the organization. In most cases, these executives have a small staff and must rely on
the human resource department for help with employee training, communications, attitude
survey feedback, and similar assistance. In other organizations, the department is responsible
for initiating and directing the firm’s QWL and productivity efforts. Perhaps the most crucial
role of the department is winning the support of key managers. Management support –
particularly top management support appears to be an almost universal prerequisite for
successful QWL programs. By substantiating employee satisfaction and bottom-line benefits,
which range from lower absenteeism and turnover to higher productivity and fewer accidents,
the department can help convince doubting managers. Sometimes documentation of QWL can
result from studies of performance before and after a QWL effort. Without documentation of
these results, top management might not have continued its strong support.
The department also has both a direct and indirect influence on employee motivation and
satisfaction.
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Humanised Work through QWL
One option was to re-design jobs to have the attributes desired by people, and re-design
organisations to have the environment desired by the people. This approach seeks to improve
QWL. There is a need to give workers more of a challenge, more of a whole task, more
opportunity to use their ideas. Close attention to QWL provides a more humanised work
environment . It attempts to serve the higher-order needs of workers as well as their more basic
needs. It seeks to employ the higher skills of workers and to provide an environment that
encourages them to improve their skills. The idea is that human resources should be developed
and not simply used. Further, the work should not have excessively negative conditions. It
should not put workers under undue stress. It should not damage or degrade their humanness. It
should not be threatening or unduly dangerous. Finally, it should contribute to, or at least leave
unimpaired, workers’ abilities to perform in other life roles, such as citizen, spouse and parent.
That is, work should contribute to general social advancement.
Major Issues in QWL
Jerome M Rosow, president of the Work in American Institute, has identified seven critical
factors which will affect the quality of work life during the years ahead. These are pay,
employee benefits, job security, alternative work schedules, occupational stress, participation
and democracy in the workplace.
Pay
QWL must be built around an equitable pay programs. In future more workers may want to
participate in the profits of the firm.
Benefits
Since workers are now better organized, educated and vociferous, they demand more from the
employers all over the world-apart from the pay-in the form of social security and welfare
benefits as matter of right which were once considered a part of the bargaining process.
Job Security
Conditions in the work environment must be created by the employer which will give all theemployees freedom from fear of losing their jobs. A system must be created in which there are
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healthy working conditions with optimum financial security. The points stressed above are
essential to improve the QWL in organizations.
Alternative Work Schedules
With a view to tackle job boredom, modern organizations have been experimenting with
several forms of alternate work schedules such as four-day work week, flexi-time and part-time
work. Compressed work week is a work schedule in which a trade is made between the number
of hours worked per day, and the number of days worked per week, or order to work the
standard length hours-four days, 10 hours each day or three days, 12 hours each day are
examples of the QWL schedule. In India this is being implemented by a few companies
successfully. Managers of large manufacturing organizations report substantial savings by
reducing start-up time and increasing energy conservation as well as the savings typically
gained from increased employee morale, where the four-day work week, the oldest alternative
work schedule, is utilized. With the condensed workweek, the employees gain no control over
when he will work. In contrast, flexible working hours or a flexi- time schedule gives such
control to an employee. Typically, the organization defines a core time (10 a.m-3p.m) during
which all employees are expected to work, and then allows a range of time before and after this
core period from which employees can decide their own arrival and quitting times, thus
offering a real opportunity to reconcile personal and organizational demands. The reported
success rate of flexi-time programs is impressive. Increased productivity, lower unit labor
costs, and improved morale have been attributed to flexi-time. In the past decade, part-time
work-especially in developed countries-has become a very popular innovative work scheduling
alternative. The tremendous influx of women into the job market has increased the supply of
part-timers as have family members looking for second incomes to keep pace with inflation. At
the same time, managers have begun to realize the benefits-higher enthusiasm and lack of
boredom which part-time employees bring to specialized jobs.
DIMENSIONS OF QWL AND CRITERIA FOR MEASURING QWL
(i) Adequate and Fair Compensation
There are different opinions about the adequate compensation. The committee on Fair Wagesdefined fair wage as “ the wage which is above the minimum wage but below the living age.”
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(ii) Safe and Healthy Working Conditions
Most of the organisations provide safe and healthy working conditions due to humanitarian
requirements and/or legal requirements. In fact, these conditions are a matter of enlightened
self-interest.
(iii) Opportunity to Use and Develop Human Capabilities
Contrary to the traditional assumptions, QWL is improved the extent that the worker can
exercise more control over his or her work, and the degree to which the job embraces an entire
meaningful task “but not a part of it. Further, QWL provides for opportunities like autonomy in
work and participation in planning in order to use human capabilities.
(iv) Opportunity for Career Growth
Opportunities for promotions are limited in case of all categories of employees either due to
educational barriers or due to limited openings at the higher level. QWL provides future
opportunity for continued growth and security by expanding one’s capabilities, knowledge and
qualifications.
(v) Social Integration in the Work Force
Social integration in the work force can be established by creating freedom from prejudice,
supporting primary work grq a sense of community and inter-personnel openness, legalitariani
and upward mobility.
(vi) Constitutionalism in the Work Organisation
QWL provides constitutional protection to the employees only to the level of desirability as it
hampers workers. It happens because the management’s action is challenged in every action
and bureaucratic procedures need to be followed at that level. Constitutional protection is
provided to employees on such matters as privacy, free speech, equity and due process.
(vii) Work and Quality of Life
QWL provides for the balanced relationship among work, non- work and family aspects of 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.
(viii) Social Relevance of Work
QWL is concerned about the establishment of social relevance to work in a socially beneficial
manner. The workers’ self-esteem would be high if his work is useful to the society and the
vice versa is also true.
SPECIFIC ISSUES AND STRATEGIES IN QWL
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Trade unions claim that they are responsible for the improvement in various facilities to
workers whereas management takes credit for improved salaries, benefits and facilities.
However, P/HR manager has (identified) specific issues in QWL besides normal wages,
salaries, fringe benefits, etc. and takes lead in providing them so as to maintain higher order
QWL. IKlott, Mundick and Schuster suggested 11 major QWL issues. They are:
(I) Pay and Stability of Employment
Good pay still dominates most of the other factors in employee satisfaction. Various alternative
means for providing wages should be developed in view of increase in cost of living index,
increase in levels and rates of income tax and profession tax. Stability to a greater extent can be
provided by enhancing the facilities for human resource development.
(II) Occupational Stress
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Is a condition of strain on one’s emotions, thought process and physical condition. Stress is
determined by the nature of work, working conditions, working hours, pause in the work
schedule, worker’s abilities and nature and match with the job requirements. Stress is caused
due to irritability, hyper excitation or depression, unstable behaviour, fatigue, uttering,
trembling psychometric pains, smoking and drug abuse. Stress adversely affects employee
productivity. The P/HR manager, in order to minimize the stress, has identify , prevent and
tackle the problem. He may arrange the treatment of the problem with the health unit of the
company.
(iii) Organisational Health Programmes
Organisational health programmes aim at educating employees about health problems, means
of maintaining and improving of health, etc. These programmes cover drinking and smoking
cessation, hypertension control, other forms of cardiovascular risk reduction, family planning,
etc. Effective implementation of these programmes result in reduction in absenteeism,
hospitalization, disability, excessive job turnover and premature death. This programme should
also cover relaxation, physical exercise, diet control, etc.
(iv) Alternative Work Schedules Alternative work schedules including work at home, flexible
working hours, staggered hours, reduced work week, part-time employment which may be
introduced for the convenience and comfort of the workers which offers the individual the
leisure time, flexible hours of work is preferred.
(v) Participative Management and Control of Work
Trade unions and workers believe that workers’ participation in management and 1e improves
WL. Workers also feel that they have control their work, use their skills and make a real
contribution to the job if they are allowed participate in creative and decision-making process.
(vi) Recognition
Recognising the employee as a human being rather than as a labourer increases the QWL
Participative management, awarding the rewarding systems, congratulating the employees for
their achievement, job enrichment, offering prestigious designations to the jobs, providing
well-furnished and decent work places, offering membership in clubs or association, providing
vehicles, offering vacation trips are some means to recognise the employees.
(vii) Congenial Worker-Supervisor Relations
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Harmonious supervisor-worker relations gives the worker a sense of social association,
belongingness, achieve of work results, etc. This in turn leads to better QWL.
(viii) Grievance Procedure
Workers have a sense of fair treatment’ when the company gives them the opportunity to
ventilate their grievances and represent their case succinctly rather than settling the problems
arbitrarily.
(ix) Adequacy of Resources
Resources should match with st4ted objectives, otherwise, employees will not be able to attain
the Objectives. This results in employee dissatisfaction and lower QWL.
(x) Seniority and Merit in Promotions
Seniority is generally taken as the basis for promotion in case of operating employees. Merit is
considered as the basis for advancement for managerial people whereas seniority is preferredfor promotion of ministerial employees. The promotional policies and activities should be fair
and just in order to ensure higher QWL.
(xi) Employment on Permanent Basis
Employment of workers on casual, the probationary basis gives them a sense of insecurity. On
the Other hand, employment on permanent basis gives them security and leads to higher order
QWL.
(xii) Self-managed Work Teams
These are also called autonomous work groups or integrated work teams. These work teams are
formed with 10 to 20 employees who plan, co-ordinate and control the activities of the
Team with the help of a team leader who is one among them. Each team performs all activities
including selecting their people. Each team has authority to make decisions and regulate the
activities. The group as a whole is accountable for the success or failure. Salaries are fixed both
on the basis of individual and group achievement.
STRATEGIES FOR IMPROVEMENT OF QWL
The strategies for improvement in quality of work life include self-managed work teams,
redesign and enrichment, effective leadership and supervisory behaviour, career development,
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alternative work schedules, job security, administrative orgastisational and participating
management.
(i) Self-managed Work Teams
These are also called autonomous work groups or integrated work teams. These work teams are
formed with 10 to 20 employees who plan, co-ordinate and control the activities of the team
with the help of a team leader who is one among them. Each team performs all activities
including selecting their people. Each team has authority to make decisions and regulate the
activities. The group as a whole is accountable for the success or failure. Salaries are fixed both
on the basis of individual and group achievement.
(ii) Job Redesign and Enrichment
Narrow jobs can be combined into larger units of accomplishment. Jobs are redesigned with a
view to enriching them to satisfy higher order human needs.
(iii) Effective Leadership and Supervisory Behaviour
For effective leadership and supervisory behaviour ‘9-9’ style of managerial grid is suitable.
(iv) Career Development
Provision for career planning, communicating and counselling $he employees about the career
opportunities, career path, education and development and for second careers should be made.
(v) Alternative Work Schedules
Provision for flexible working hours, part-time employments, job- sharing and reduced work
week should be made.
(vi) Job Security
This tops the employees’ list of priorities. It should be adequately taken care of.
(vii) Administrative or Organisational Justice
The principles of justice, fair and equity should be taken care of in disciplinary procedure,
grievance procedures, promotions, transfers, demotion, work assignment, leave, etc.
(viii) Participative Management
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Employees should be allowed to participate in management participative schemes which may
be of several types. The most sophisticated among them is quality circle. Implementation of
these strategies ensures higher level of quality of work life.
QUALITY OF WORK LIFE AS HR STARTEGY – AN ANALYSIS
Today’s workforce consists of literate workers who expect more than just money from
their work.
In the modern scenario, QWL as a strategy of Human Resource Management is being
recognised as the ultimate key for development among all the work systems, not merely as a
concession. This is integral to any organization towards its wholesome growth. This is
attempted on par with strategies of Customer Relation Management.
Strategy and Tactics
Over the years, since industrial revolution, much experimentation has gone into exploiting
potential of human capital in work areas either explicitly or implicitly. Thanks to the revolution
in advanced technology, the imperative need to look into QWL in a new perspective is felt and
deliberated upon. Major companies are tirelessly implementing this paradigm in Human
Resources Development (some call it People’s Excellence). Globalisation has lowered national
boundaries, creating a knowledge-based economy that spins and spans the world. Major
economies are converging technologically and economically, and are highly connected at
present moment. The new global workplace demands certain prerequisites such as higher order
of thinking skills like abstraction system thinking and experimental inquiry, problem-solving
and team work. The needs are greater in the new systems, which are participative ventures
involving workers managed by so-called fictional proprietors.
Men Counted
In simple terms, all the above requirements can be easily achieved by providing improved
quality of work life to the workers available on rolls. Workers are often referred to as teams or
groups in general parlance and whatever the do go to the credit of the teamwork. The concept
of teamwork has evolved from the organized toil that has its own social dimensions. Good
teams can hardly be imported from outside. They usually occur as an indigenous incidence at
the workplace and nurturing the same over time is the responsibility of management. Here, it
may also be discerned that the composition of available workers in no more a local
phenomenon as in the past. Mobility is caused by migration beyond culture barriers and
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isolation, relocation and globalizes deployment. This phenomenon has become universal and is
causing great changes in the work environment at factories as well as offices. The new influx
of skilled workers seeking greener pastures is even questioning the skills of new employers and
thereby restructuring the new environs on par with those of best in the world, unwittingly
though.
Money Matters
For good QWL, cash is not the only answer. Today, the workers are aware of the job
requirements of job as also the fact that the performance of the same is measured against the
basic goals and objectives of the organization and more importantly, wages are paid according
to the larger picture specific to the industry and the employer’s place in the same. The
increased share of workers in wages and benefits through legislation as well as competitive
interplay of superior managements in various fields of industry and business on extensive
levels has reshaped the worker’s idea of quality of work life. Moreover, other things beingequal, the employers are increasingly vying with their rivals in providing better working
conditions and emoluments. This may be owing to many reasons besides the concern for the
human angle of workers, like the employer’s tendency to climb on the bandwagon, to reap to
the desired dividends or to woo better talent into their fold as skill base addition and other non-
economic inputs like knowledge bases. Doubtlessly, the increased tendency of recruiting
knowledge bases is giving the modern managements payoffs in myriad ways. Some of them
are intended potentials for product innovations and cost cuttings. Talking of product, it may
appear far-fetched to some that product is being assessed in the market for its quality and price
by the environment created in the areas where workers and customers are dealt and transact,
like ambience in facilities / amenities as also the company’s pay scales. This goes to prove that
QWL of manufacturer / service provider is synonymous with the quality of product.
Non-economic – ‘Job Security’
The changing workforce consists of literate workers who expect more than just money from
their work life. Their idea of salvation lies in the respect they obtain in the work environment,
like how they are individually dealt and communicated with by other members in the team as
well as the employer, what kind of work he is entrusted with, etc. Some of these non-economic
aspect are: Self-respect, satisfaction, recognition, merit compensation in job allocation,
incompatibility of work conditions affecting health, bullying by older peers and boss, physical
constraints like distance to work, lack of flexible working hours, work-life imbalances,
invasion of privacy in case of certain cultural groups and gender discrimination and drug
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addiction. One or more of the problems like above can cast a ‘job-insecurity’ question, for no
direct and visible fault of the employer. Yet, the employer has to identify the source of workers
problems and try to mitigate the conditions and take supportive steps in the organization so that
the workers will be easily retained and motivated and earn ROI. The loss of man-hours to the
national income due to the above factors is simply overwhelming.
Employer should install in the worker the feeling of trust and confidence by creating
appropriate channels and systems to alleviate the above shortcomings so that the workers use
their best mental faculties on the achievement of goals and objectives of the employer. To cite
some examples, employers in certain software companies have provided infrastructure to train
the children of workers in vocational activities including computer education, so that the
workers need not engage their attention on this aspect. Employee care initiatives taken by
certain companies include creation of Hobby clubs, Fun and Leisure Clubs for the physical and
psychological well-being of workers and their families. After all, the workers are inexorably
linked to the welfare of their families, as it is their primary concern. Dual income workers,
meaning both spouses working are the order of the day. The work life balance differs in this
category and greater understanding and flexibility are required with respect to leave,
compensation and working hours in the larger framework.
Teamwork
Teamwork is the new mantra of modern day people’s excellence strategy. Today’s teams are
self-propelled ones. The modern manager has to strive at the group coherence for commoncause of the project. The ideal team has wider discretion and sense of responsibility than
before as how best to go about with its business. Here, each member can find a new sense of
belonging to each other in the unit and concentrate on the group’s new responsibility towards
employer’s goals. This will boost the coziness and morale of members in the positive
environment created by each other’s trust. Positive energies, free of workplace
Anxiety, will garner better working results. Involvement in teamwork deters deserters and
employer need not bother himself over the detention exercises and save money on motivation
and campaigns.
Boss Factor
Gone are the days when employers controlled workers by suppressing the initiative and
independence by berating their brilliance and skills, by designing and entrusting arduous and
monotonous jobs and offer mere sops in terms of wages and weekly off. Trust develops whenmanagers pay some attention to the welfare of the workers and treat them well by being honest
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in their relations. The employer should keep in mind that every unpaid hour of overtime the
worker spends on work is an hour less spent with the family. New performance appraisals are
put into vogue to assess a worker’s contribution vis-à-vis on employer’s objectives and to find
out the training and updating needs and levels of motivation and commitment. As observed in
some advanced companies, the workers themselves are drawing their benefits by filing
appraisal forms and drawing simultaneously the appropriate benefits by the click of the mouse
directly from their drawing rooms, courtesy e-HR systems. In addition, there are quite a
number of channels for informal reviews. Feedback on worker’s performance, if well
interpreted and analyzed, could go a long way in improving ethics at workplace.
Involvement and Communication
Multi- skilling and exposing workers to different lines of activity in the unit indirectly leads to
the greater involvement and better job security of worker in the organization. The employer
too, can make use of the varied skills to any altered situations of restructuring and other marketadaptations. Thus, the monotony of work life can be alleviated. The employer, armed with the
depth of cross-trained human resources, need not go hunting for new talent and thus save on the
unspent pay packets, which can be spent usefully on the amenities for workers. No doubt,
rivals should be envying him for this edge. The change should be apparent in mutual trust and
confidence towards effective understanding of the needs of worker and employer. The new
knowledge-based workers are mostly young in the fields of technology and management. They
are more forthcoming in trusting the boss and older peers. Now, all modern managements are
cognizant of the innate desire of workers to be accepted as part of the organization for identity
and other social reasons. Effective dialogue is put into play between management and those
who execute through well-organized communication channels paving the way for improved co-
operation and participation on emotional level. The decision making level is nose diving to the
floor level manager, where The poor guy has to think of n number of quick decisions on behalf
of the organization. Unless the team is behind and involved with commitment, the manager
cannot implement the new tasks in production, distribution, people’s excellence, customer
relations, etc., thanks to the ‘e’ factor prefixed to the names of majority of departments.
Logically, harmony plays its part in cost efficiency. Successful managers are those who listen
to their workers.
Influences
Overwork is tolerated in emerging industries unlike government departments as part of the
game and work culture. This is so, what with the soaring competition among the tightly
contested players. The point is empowerment of workforce in the area of involvement. All said
and one, the workers are considered as the invisible branch ambassadors and internal customers
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in certain industries. It is evident that most of the managements are increasingly realizing that
quality alone stands to gain in the ultimate analysis. Restructuring the industrial relations in
work area is the key for improving the quality of product and the price of the stock. Without
creating supportive environment in restructured environment, higher quality of work cannot be
extracted. It is already high time the older theories of industrial relations should be unlearnt.
BALANCING THE WORK AND LIFE OF YOUR EMPLOYEES:-
Researches indicate that balanced work-life can lead to greater employee productivity. With
the progressive shift of the economy towards a knowledge economy, the meaning and
Importance of tile quality of work life is also assuming a new significance. The article details
the factors that should be tuned to attain balance between work and life of an employee.
You must have both love and work in your life to make you healthy. Don't you agree? Well,
this is what Sigmund Freud had said decades ago for healthy workers. Family is an essential
ingredient for the love that exists in the life of the employees. But are the corporates structuring
the work patterns so as to ensure the necessary balances? Are the corporates providing
opportunities to their employees to spend quality time in their personal lives? Many researchers
indicate that maintaining a good balance in work and life has become a priority for the
corporates in the developed nations. At the dawn of industrialisation, the needs and priorities
of employees were at the lower end of Maslow’s need hierarchy pyramid. The priority was
given more to physical and material security. However, with rapid cultural
And economic developments, the priorities outside job became very different. Employees
started looking for higher and meaningful quality of life as a result of the outcomes of their
work. After all, what are they working for? A good happy and a decent life. With the
increasing shift of the economy towards knowledge economy, the meaning and importance of
the quality of work life is also assuming a new significance. Today, the connotation of the term
'work' has also become different. It has more to do with the intellectual exercise than physical
labour. As a result, the corporates need to streamline and restructure their work schedules in
order to bring about a balance in work life of their employees. Understanding and managing the
levels and complexities of diverse motivational needs is another area, which requires careful
attention from the corporates to bring about work-life balance. Benefits of improving
work-life balance
Aiding employee recruitment and retention
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More employees may stay on in a job, return after a break or take a job with one company
over another if they can match their other needs better with those of their paid work.
This results in savings for the employer – avoiding the cost of losing an experienced worker
and recruiting someone new.
Employers who support their staff in this way often gain the bonus of loyalty from those
staff.
The British Work-Life Balance Study 2000, including a representative survey of 2500
workplaces, found that 58 per cent of employers thought that work-life balance practices
had improved staff motivation and commitment, and 52 per cent thought labour turnover
and absenteeism were lower, and that they helped retain female employees. The Australian
2002 Benchmarking Study found that organisations implementing work-life strategies and
evaluating them observed reduced turnover, absenteeism, and increased return from
parental leave.
Reducing absenteeism
Many companies that have introduced family-friendly or flexible working practices have
seen benefits through reductions in absenteeism. Sickness rates may fall as pressures are
managed better, while employees may have better methods of dealing with work-life
conflicts than taking unplanned leave.
Workers (including their managers) who are healthy and not over-stressed may be more
efficient.
Improving the quality of people's working lives
Minimising work-life role conflict can help prevent role overload and help people have a
more satisfying working life, fulfilling their potential both in paid work and outside it.
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 at home.
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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 work with other
roles in their lives.
Matching people who wouldn’t otherwise work with jobs
Parents and carers, people with disabilities and those nearing retirement are among those
who may increase their workforce participation if more flexible work arrangements are
possible. Employment has positive individual and social benefits beyond the financial
rewards.
Employers may also benefit from a wider pool of talent to draw from – this is particularly
to their benefit when skill shortages exist.
The Baseline Study of Work-Life Balance Practices in Great Britain found that there was
strong demand amongst lone parents, carers and disabled people for flexible working time
arrangements.
Benefiting families and communities
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, and the reverse. At the extreme, if
family life suffers this may have wider social costs.
Involvement in community, cultural, sporting or other activities can be a benefit to
community and civil society at large. For instance, voluntary participation in school boards
of trustees can contribute to the quality of our children's education. While such activities
are not the responsibility of individual employers, they may choose to support them
actively, since community activities can demonstrate good corporate citizenship, as well ashelping develop workers' skills which can be applied to the workplace.
The benefits gained by organisations who have introduced flexible employment
practices include:
- An edge over rivals in recruiting the best people;
- Lower staff turnover;
- Improved reputation and corporate image;
- Increased numbers returning to work after maternity leave;- A wider pool of talent from which to promote;
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- Flexibility to meet emergencies, crises or unpredictable demand;
- Tasks organised around work rather than work around rigid job
definition and processes;
- Strengthened loyalty;
- A more satisfied, happier team;
- Reduced stress levels;
- Less sickness and unscheduled absence;
- Improved time keeping;
- Better return on investment in training.
Universally adopted policies and practices of work life balance
1. Part Time Working
Usually defined as less than 30 hours per week. Hours may be worked over any number of
days.
Benefits Points to consider
Allows cover for busy periods
part-time working regulations
extend the rights of part-timeworkers more in line with those of
full time staff
popular option for women
returning from maternity leave
can increase overall staff numbers
and therefore training costs and
fixed overheads
negative associations with low
pay/low status
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2. Flexi-time
Workers choose the hours they work within defined limits. Usually there are set 'core' times for
attendance and controls over the maximum credit or debit hours which can be built up and
carried over a period of time
Benefits Points to consider
can help with travel difficultiesneeds to be well
Organized/managed
can help reduce absencerequires a degree of self
management
enables company to extend the
hours when a service can be
provided
working times can be adjusted
to meet peaks/troughs
Improved time keeping
3. Annualised Hours
Agreed weekly hours are replaced by an annual hour’s arrangement and a forward working
pattern of rostered and reserve hours. By agreement, reserve hours may be triggered at short
notice. Pay is usually set at a regular, guaranteed monthly sum.
Benefits Points to consider
1Increases flexibility to handle
seasonal fluctuations in demand
administratively complex to
design and operate
2allows parents and carers toarrange their working hours
around term time/school
holidays
implications of national
minimum wage legislation
3allows parents and carers to take
advantage of off peak holidays
4.Shift Swap
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Simple working arrangements which allow employees to cover for colleagues and to take time
off without using up holiday allowance.
Benefits Points to consider
1 reduces absenteeism requires central administration
2reduces time taken off for
sickness
5. Tele-working or Flexi place
An arrangement in which employees work from home or an external location and may
communicate via a computer link.
6. Job Share
Two, or more, people divide responsibility for one full time job.
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Benefits Points to consider
1 reduces overheads issues of supervision
2 better retention of staff with
caring responsibilitiesissues of communication
3 higher productivity requires self management
4Increases pool of potential
recruits
implications of national minimum
wage legislation
Benefits Points to consider
1` adds to the expertise available
may add to management
responsibilities
2Improves information sharing
and joint workingincreases training/fixed costs
3can sustain higher productivity
over a shorter working week
requires good communication
between sharers and their
managers
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7. Family Leave
Arrangements which support new parents through enhanced maternity leave allowance,
paternity leave, adoption leave, family emergency. May include time off for moving home,
family marriage, and bereavement.
8. Workplace Childcare Facilities
Arrangements which may include on site nursery, out of school 'club', or holiday play scheme
offering places to employees. Baby feeding/changing stations may be provided.
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Benefits Points to consider
1helps recruitment and retention
of key employees
arrangements must take account
of rights to parental leave
2 Increases loyalty
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Benefits Points to consider
1 can utilise redundant premises
a viable option only for large
organisations or as part of a
partnership
2can simplify the journey to
childcare/work
many employees prefer childcare
near to home if work is at a
distance
3
can enable breast feeding to
continue after a mother has
returned to work
schemes must be registered with
local authorities and meet
statutory requirements
4highly visible symbol of
employer commitment
childcare providers are exempt
from VAT and cannot reclaim
VAT paid to their suppliers
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Chapter No.5
Quality of Work Life in HFCL
TECHNIQUES USED BY HFCL TO IMPROVE QWL :-
Rewards and Recognition
The reward system is department wise, groups rewards are offered to the employees, which are
performance linked. These rewards are generally non-monetary such as picnics, vouchers etc.
The employee referrals are also linked to rewards i.e. when the candidates referred by the
employee joins the organization he is entitled to a certain amount of money as reward for
contributing the talent base of the organization. Employee of the month is declared, based on
the performance and the contribution of the employee towards the organization. The name and
details are put on the online site of HR.
Performance Appraisal system
Performance Appraisal (PA) refers to all those procedures that are used to evaluate the
personality, performance, potential, of its group members The company conducts quarterly
performance appraisals, which may not be linked with, raise in either salary or level. The 180-
degree appraisals are followed here.
Midterm appraisals for the purpose of raise are also conducted, but these are rare. The raise isgenerally given on an annual basis. The feedback from these appraisals, after the performance
and feedback discussions between the appraiser and appraise, is used as a tool to design
trainings and development programs for the employees.
Revised Designations and Bands at HFCL (Connect)
Designation Bands
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CEO UC
COO G-1
VP/AVP G-2
GM/Head/DGM G-3
Sr.Manager G-4
Manager G-4
DY. Manager G-5
Assistant Manager G-5
Senior Executive G-6
Executive G-6
MT/GET G-6A
Sr.Technician/Technician/Jr.Technician T
Retention Policies
The company offers the Long-term service awards after the completion of five years of service
on the condition of an additional year of service. These awards are in form of cheque
depending upon the designation of the employee.
Exit Interviews
Exit interviews are taken by the Human Resource department after the form filling is done. The
main purpose of these interviews is to look out the room for development and improvement and
to basically finding the issues that concern people and drive them to take such drastic step.
RELATION & CO-OPERATION
Employee Engagement
A positive attitude held by the employee towards the organization and its values. An engaged
employee works with colleagues to improve performance within the job for the benefit of the
organization. The organization must work to develop and nurture engagement, which requires a
two-way relationship between employer and employee.
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Employee engagement is a partnership between a company and its employees
Most organizations today realize that a satisfied employee is not necessarily the best employee
in terms of loyalty and productivity. It is only an ENGAGED EMPLOYEE who is
intellectually and emotionally bound with the organization who feels passionate about its Goals
and is committed towards its values thus he goes the extra mile beyond the basic job. Employee
engagement is a powerful retention strategy. An engaged employee gives his company his 100
percent. When employees are effectively and positively engaged with their organization, they
form an emotional connection with the company. Employee engagement is a barometer that
determines the association of a person with the organization. It is about creating the passion
among associates to do things beyond what is expected from him.
Mentor-Mentee relationship
In continuation of the HR initiatives to promote learning and provide the opportunity to
develop and encourage employees by enhancing their knowledge through learning, and ensure
the best practices of HR in the Company, the mentor policy has been designed in order to
ensure:
1. To assign the role as mentor to guide the new joinee to support him to his needs and
aspiration, encourage him to accept the new environment/challenge and overcome difficulties
and inspire him to reach his full potential of work & Job.
2. To design mentor program at functional level for further progression of the individual and
bring him to the expected role in the organization.
3. Create positive counselling relationship and climate of open communication, helps the
mentee to identify the problems and solution, Offer constructive feedback in a supportive way,
solicit feedback from mentee.
4. Making process to achieve the best learning and for development of individual to achieve
personal goal along with the growth of the organization.
Employee Engagement Activities at HFCL (Connect)-The employee Engagement activities
are undertaken at HFCL (Connect) to de-stress the employees and to get them together at a
common platform so that the employees feel a sense of belongingness to the company. The
Expense incurred on an activity at an average is Rs.4500 depending on the activity undertaken.
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Fun Filled Activities
• Arm Wrestling – Arm Wrestling is a fun activity undertaken every month to de-stress
the employees. It has categories based on the gender and the weight of the individual.
There is no prize given to the winner but the participants are provided with the
refreshments like a banana and milk.
• Squeeze the Lemon – This Activity involves the participants to squeeze the maximum
lemons in a minute. The winner is awarded with a prize.
• Karaoke-Karaoke is aimed at letting people forget their inhibitions and sing with all
their heart in the presence of an audience of around hundred.
• Shooting Competition (Bull’s Eye)-This competition is held every two months and the
participants are challenged to aim at the Bull’s Eye. The winner is provided with a
trophy.
• Connect-i-Quest and Fun Train -Quiz contest involves 6 teams having two members
each .It tests participants on their general awareness. The winning is team is awarded
with a trophy.
• Birthday Bash – The Birthday Bash is thrown at the end of each month for all those
employees who had their birthday in that month.
Project Pustak
Under the ‘Project Pustak’, a self-help book is chosen and its review is E- mailed to all
the employees. Those interested in reading the book can request the soft copy of the book
from the ‘People and OD Team’.
Know your Management
This is an initiative to connect the employees with their top management. An E-mail
containing the likes and dislikes of the CEO, COO, VP and AVPs is sent to all the
employees, thus helping them to know their management better.
Connect Women Employees Network
This network has been created to deal with the problems faced by the women employees in
the organization .The female employees meet every month to discuss their issues and the
common issues faced by all female employees is taken to the higher management .For
instance, the need for flexi-timings was felt by most of the women in the organization and
the suggestion to introduce it was taken up to the HR Head.The main aim of the group will
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make the first move in attracting ,developing and retaining women employees.CWEN
includes:
1. Create a balance work environment, thereby making connect as an employer of choice to
work with.
2. Help woman in their career lifecycle through support, group and policy thereby
enhancing retention.
3.Development and growth in terms of career enhancement in managerial and key
leadership roles, thereby maintaining their position at all level in the organization.
Orientation Programme
Orientation Programmes are designed to provide a new employee with the information he
or she needs to function comfortably and effectively in the organization .At HFCL,
orientation programmes are conducted every two months for the new employees to convey
them general information about the daily work routine ,a review of the history ,founding
fathers ,objectives, operations and product and services and a detailed brochure is handed
over to the employees of the organization’s policies ,work rules and employee benefits .The
Functional heads and the HR Heads meet and interact with the new hires to make the
employees feel ‘at home’ in the new environment.
Training and Development
Training and Development offer competitive advantage to a firm by removing performance
deficiencies, making employees stay long and meeting future employee needs.At HFCL,
training and developments programmes are organized to meet the training needs of the
employees. The functional heads request training for their employees in the area which
needs improvement. The training programmes are organized by the ‘People and OD Team’
with the help of the functional heads .External Faculty is invited in case the requirement is
not met by the internal resources.
Corporate Social Responsibility
Prayaas is the name given to the CSR activities undertaken by the Company.
The Company is involved in the following activities: -
• Blood Donation Camps are organized at each zone as a part of the CSR activities.
• Employees donate their old clothes for the needy.
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Chapter No.-6
RESEARCH METHODOLGY
RESEARCH METHODOLOGY
Research is defined as human activity based on intellectual application in the investigation of
matter . The primary purpose for applied research is discovering, interpreting, and the
development of methods and systems for the advancement of human knowledge on a wide
variety of scientific matters of our world and the universe. Research can use the scientific
method, but need not do so.
Research Methodology is defined as highly intellectual human activity used in the
investigation of nature and matter and deals specifically in manner in which data is collected,
analysed and interpreted.
• Sample unit: - individual.
• Sampling type: - random sampling.
• Sample size: - 30 respondents.
• Area of study: - HFCL INFOTEL LTD., Mohali
METHODS OF DATA COLLECTION
There are mainly two types of sources of data: -
1) Primary data.2) Secondary data
PRIMARY DATA: Primary data are those, which are collected afresh and for the first time,
and happen to be original in character. It is basically the live data, which is collected on fieldwhile doing calls with the customers and shown them list of question for which responses arerequired.
SOURCES: Main sources for the primary data are questionnaires, experiments, surveys and
interviews.
SECONDARY DATA: Secondary data are those, which have already been collected by
someone else and which have already been passed through the statistical process.
SOURCES: Books, magazines, newspapers, Internet from different websites and brochures.
For my project I have used both primary and secondary source of data from Internet.
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TOOLS AND TECHNIQUES
As no study could be successfully completed without proper tools and techniques, same with
my project. For the better presentation and right explanation I used tools of statistics and
computer very frequently. Basic tools, which I used for project are:
• Bar Charts.
• Pie charts.
• Tables.
• MS-Word
• MS-Excel
STATISTICAL TOOLS
I have used bar graphs and percentage method for data analysis in my project.
Chapter No.-7DATA ANALYSIS
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WORK ENVIRONMENTTotal no. of respondents =30 1. Are you satisfied with your work environment?
WORKING
ENVIRONMENT
No. of Respondents Percentage
SATISFIED 15 50
UNSATISFIED 5 16.7
NO RESPONSE 10 33.3
Total 30 100
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Out of 30 respondents, 50% said that they are satisfied with their work place environment,
16.7% were unsatisfied, and rest did not respond. It shows that approximate 50 % of the
respondents are satisfied with their working environment.
2. How motivating is the work environment?
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MOTIVATINGENVIRONMENT No. of Respondents Percentage
Extremely motivating 18 60
Fairly motivating 7 23.3
Neither motivating nor
demotivating
5 16.7
TOTAL 30 100
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Out of 30 respondents, 60% said that the working environment is extremely motivating,
23.3% said the working environment is fairly motivating, and for 16.7%respondents itis neither motivating nor demotivating .
Organization culture and climate
3. Do the other departments in the company cooperate with each other?
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Departments cooperate No. of Respondents Percentage
Yes 30 100
No 0 0
Total 30 100
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This is one question on which all the respondents agree that other departments in the
company cooperate with each other.
Relation and co-operation
4. There is a harmonious relationship with our colleagues in HFCL
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RELATIONSHIP No. of Respondents Percentage
Strongly Agree 8 26.7
Agree 18 60
Disagree 4 13.3
Strongly Disagree 0 0
Total 30 100
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The above chart shows that only 26.7% respondents are strongly agree with that there isa harmonious relationship with their colleagues in HFCL. 60% respondents are agree,13.3% respondents are disagree.
5. Sense of belongingness increase with the cooperation.
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BELONGINGNESS No. of Respondents Percentage
Strongly Agree 16 53.3
Agree 7 23.3
Disagree 5 16.7
Strongly Disagree 2 6.7
Total 30 100
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53.3% respondents said that they are strongly agree that sense of belongingnessincrease with the cooperation,23.3% respondents are agree,16.7% respondents are
disagree,6.7% are respondents are strongly disagree.
Training and development6 .How far training programmers helps an employee to achieve the required skill for
performing the job efficiently?
TRAINING
PROGRAMMES
No. of Respondents Percentage
To great extent 20 66.7
To some extent 7 23.3
Rarely 3 10
Total 30 100
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66.7% respondents feel that to great extent training programmes helps an employee toachieve the required skill for performing the job efficiently 23.3% feel that to someextent it helps an employee and for 10% respondents it rarely helps.
7. Do you think the training programmes helps in improving relationship among
employees?
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TRAINING
PROGRAMMES
No. of Respondents Percentage
Yes 23 76.7
No 7 23.3
Total 30 100
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76.7% respondents think that training programmes helps in improving relationship among
employees but 7% do not think so.
Compensation and Rewards:
8. Do you feel my organization will pay salary by considering responsibilities at work ?
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Salary No. of Respondents Percentage
Strongly Agree 17 56.7
Agree 7 23.3
Disagree 6 20
Strongly Disagree 0 0
Total 30 100
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The above chart shows that 56.7% respondents are strongly agree that their organization
will pay salary by considering responsibilities at work ,23.3% respondents are agree , 20% are
disagree.
9. HFCL does a good job of linking rewards to job performance
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Linking Rewards No. of Respondents Percentage
Strongly Agree 8 26.7
Agree 15 50
Disagree 5 16.7
Strongly Disagree 2 6.7
Total 30 100
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26.7% respondents are strongly agree , 50% respondents are agree, 16.7% aredisagree,6.7% are strongly disagree that HFCL does a good job of linking rewards to
job performance .
Facilities:
10. Fringe benefits provided to you
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Fringe Benefits No. of Respondents Percentage
Insurance 0 0
Retirement Benefit 0 0
Health check-up 0 0
All the above 30 100
Total 30 100
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100% respondents said that all the Fringe benefits provided to themby the company.
11. Does the HFCL provide you the social security benefits?
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Social Security No. of Respondents Percentage
Yes 25 83.3
No 5 16.7
Total 30 100
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83.3% respondents are agree that HFCL provide them the social Security benefits rest are not
agree with this.
Job satisfaction and job security:
12. Do you feel comfortable and satisfied with your job?
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Job No. of Respondents Percentage
Satisfied 18 60
Neutral 9 30
Dissatisfied 3 10
Total 30 100
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60% respondents feel satisfied,10% dissatisfied,30% respondents shows the neutralresponse towards job satisfaction.
Freedom of work:
13. I feel that my work allows me to do in a particular area where I can do best.
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Particular Area No. of Respondents Percentage
Strongly Agree 10 33.3
Agree 14 46.7
Disagree 6 20
Strongly Disagree 0 0
Total 30 100
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33.3% respondents are strongly agree that their work allows them to do in a particular
area where they can do best,46.7% are agree,20% are disagree.
Chapter No.-8FINDINGS OF THE STUDY
FINDINGS
1. Almost employees are well satisfied with the working conditions and thefacilities provided.
2. There is Connect Women Employees Network created to deal with the
problems faced by the women employees in the organisation which is one of the greatest
achievements by HFCL.
3. Large no. of employees feels comfortable and satisfied with their job.
4. I have found that HFCL fulfil almost all the needs of their employees.
5. Fringe benefits like insurance, retirement benefits and health check-up are also being
provided by the company for the betterment of their employees.
6. I found that this company has many positive aspects such as very open work culture,
transparency; knowledge centre etc. and some areas of improvement also exist.
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Chapter No.-9
SUGGESTIONS & RECOMMENDATIONS
CONCLUSION
LIMITATIONS
SUGGESTIONS & RECOMMENDATIONS
1. After analyzing the data I have come to the conclusion that employers need to handle
employees in such a manner that employees don’t get frustrated with the stress and
overburdened of the work.
2. Facilities like food and transportation to be provided free, company has to provide more
growth opportunities to the workers.
3. Time to time job rotations and job incentives has to be provided.
4. Facilities like Health and yoga camps to provide on regular basis to make their worker
get rid of stress of work load.
5. Minimize unnecessary utilization of air condition, lightning and other item which in turn
help in cost reduction.
6. There should be harmonious relationship with employees and management .
7. Social responsibility should have to increase at professional level.
8. There can be some Organization Awareness programs that will help facilitate the
sentiment of belongingness among the employees towards the organization.
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9.The Reward and Recognition system should be more structured. The
rewards and recognition offered to the employees are another way to motivate the employees
and increase their morale so as to improve the quality of work life.
10. The company must conduct an Employee Satisfaction Survey to gauge the expectations
from the job and the company and also to take his feedback on the existing policies and
practices.
CONCLUSION
The study concludes that quality of work life at HFCL can be improved with the
following:-
It is found that if the employees are provided with the better facilities and working
conditions then they can do their job effectively.
After analyzing the data I have come to the conclusion that employers need to handle
employees in such a manner that employees don’t get frustrated with the stress and
overburdened of the work.
The study was conducted among 30 employees and collected information through
structured questionnaire. The management showing their full efforts for the growth.
There is still some distance to go for the organizations. There is need for a greater emphasis
on career management and in managing employee expectations to improve the quality of
work life.
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LIMITATIONS
1. The information provided by the employees is not definitely true.
2. The samples of employees are not representative of the total workforce.
3. The employees hesitate disclosing the true facts in order to secure their Job.
4. There is no measure to check out whether the information provided by the workers arecorrect or not.
5. The data was collected through questionnaire. The responds from the respondents maynot be accurate.
6. Since the organization has strict control, it acts as another barrier for getting data.
7. Another difficulty was very limited time-span of the project.
8. Lack of experience of Researcher.
BIBLIOGRAPHY
WEBSITES
www.google.com
www.hfclconnect.com
http://www.chrmglobal.com
www.ask.com
www.siescoms.edu
www.wikepidea.com
www.flipkart.com
BOOKS
Research Methodology- C.R Kothari
Personnel Management- C.B. Marmora and S.V. Gankar.
Human Resource and Personnel Management -K.Aswathappa
Company manual joining kit
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Annexure &Questionnaire
QUESTIONNAIRE ON “QUALITY OF WORK LIFE”
Respected Madam/Sir,
As a part of my project I would like to gather some information from you which will
help me in an in-depth study of project. I would be obliged if you co-operate with me in
filling the questionnaire.
Please ‘Tick’ your choice
Work environment
1.Are you satisfied with your work environment?
a) Satisfied b) Dissatisfied
c) No Response
2. How motivating is the work environment?
b) Extremely motivating b) Fairly motivating
c) Neither motivating nor demotivating
Organization culture and climate:
3. Do the other departments in the company cooperate with each other?
a) Yes b) No
Relation and co-operation:
4. There is a harmonious relationship with our colleagues in HFCL.
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
5. Sense of belongingness increase with the cooperation.
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
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Training and development:
6. How far training programmes helps an employee to achieve the required skill
for performing the job efficiently?
a)To great extent b) To some extent c) Rarely
7. Do you think the training programmes helps in improving relationship among
employees?
a) Yes b)No
Compensation and Rewards:
Do you feel...
8. My organization will pay salary by considering responsibilities at work
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
9. HFCL does a good job of linking rewards to job performance
a) Strongly agree b) Agree
c) Disagree d) Strongly disagree
Facilities:
10. Fringe benefits provided to you….
a) Insurance b) Retirement benefit
c) Health checkup d) All the above
11. Does the HFCL provide you the social security benefits?
a) Yes b)No
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Job satisfaction and job security:
12. Do you feel comfortable and satisfied with your job?
a) Satisfied b) Neutral b) Dissatisfied
Freedom of work :
13. I feel that my work allows me to do in a particular area where I can do best.
a) Strongly agree b) Agree
b) Disagree d) Strongly disagree
Thank you for your kind co-operation