ACKNOWLEDGEMENT

This creation acknowledges being pillared by some patronage,

some perspiration, some guidance, some intelligence and a lot of

inspiration. I find it proper to ponder my obligations to my patrons and

peers.

First and foremost, I wish to express my gratitude to the lord

almighty for the graceful blessings to me.

I would like to express my heartful gratitude and thanks to

Mrs. R. INDRALEKHA, M.A, M.Ed, M.Phil, PGDSJMC, Principal,

Maharaja College for Women, Perundurai, permitting me to do this

project work.

I extend my sincere thanks to Mr. P. PARAMANANDHAM,

MBA, M.A (Psy), M.A. (Soc), M.A. (Eng), M.Sc., M.Ed., BLIS,

PGDHRM, PGDMM, Head of the department who encouraged me at

all level, for completion of this project.

My project guide Mr. G. R. VASANTHAKUMAR, MBA, M.Phil,

PGDEC, merits my sincere words of gratitude and praise for providing

me with privileged guidance.

I am very much thankful to Mr. ANOOP KUMAR, General

Manager, HR, and Mr. MAHIPAL NAIR, Executive, HR, who guided me

for successful completion of this training program.

Finally I thank my family and friends who have helped me in

completing my project work in every possible way.

CONTENTS

CHAPTER I

Introduction

Quality of work life – A theoretical view

CHAPTER II

Company Profile

Divisions

Human Resource Planning

Quality of work life in Malayala Manorama

Product Profile

CHAPTER III

Research Problem

Objectives of the study

Scope of the study

Research Methodology

Limitations of the study

CHAPTER IV

Analysis and Interpretations

Findings

Suggestions

Conclusion

BIBLIOGRAPHY

APPENDIX

LIST OF TABLES

S. No.

Title Page

No.

1 Responsiveness of supervisors

2 Co-operation between workgroups

3 The knowledge about the duties of an employee

4 The use of constructive feedback to improve

contribution

5 The respect of people in the organization

6 The flow of routine information in the work place

7 The forum for the exchange of important information

8 The availability of information

9 The workers contribution to the missions of the

organization

10 The participation of workers in formulating specific goals

and objectives

11 The organization’s responds towards the changes

12 The organization’s mobility in the quality of it’s products

and services

13 Organization rivalry

14 The opinion about the quality of equipments in the

organization

15 The adequacy of equipments

16 The maintenance of equipments

17 Training in the organization

18 The established training goals and objectives

19 The workers knowledge about the skills which are

expected to use their current job

20 Availability of time

21 Availability of information

22 Workers participation

23 The flexibility of policies and procedures

24 Opinion about layout

25 The reward for performance

LIST OF GRAPHS

S. No.

Title Page

No.

1 Co-operation between workgroups

2 Availability of information

3 Participation of workers in formulating specific goals and

objectives

4 Organization rivalry

5 Adequacy of equipments

6 Maintenance of equipments

7 Training in the organization

8 Availability of time for the employees

9 Workers participation

10 Reward for performance

INTRODUCTION

“A pen is mightier than the sword”, it is a proverb, which

clearly tells us, the importance of a good pen. A good pen in the sense,

a good writing, a definite focus on social problems, clear and

confidence stand on writing. Thus, newspaper plays a major role in any

country, to communicate with people. Newspapers, lead the country,

by any application or objections, at right time and at right situation. It

is a media by which people are able to know the incidents occur in any

corner of the country. Besides providing information to its readers, a

newspaper aims at educating and leading the public at large and

protecting rights and freedom of the people.

A newspaper’s success depends on,

The news mix

Communicating whatever information reader is looking for

Communicating the message in easy language.

The effective and economic distribution to have a good

reach to the good readers.

Now, Malayala Manorama is the largest selling language

newspaper in India. It is a diversified group with brand leadership in a

variety of media products. It is a highly successful multi magazine

publishing house.

Quality of Work Life

The quality of work life is the quality of the relationship between

the employees and their work environment which is such that an

employee has a significant influence in shaping the organizational

environment and the methods to increase not only to their motivation

and job satisfaction, but also the productivity and the profits of the

organization to which they belong. All employees can make significant

contribution to the organizational objectives can cope with the

changing environment and experience a feeling of satisfaction and

pride, besides, personal growth and opportunities. Hence quality of

work life is a concept leading to pragmatic action-oriented

management approach in managing people.

Quality of work life means “quality of human experience in the

work place”. It refers to the favourableness or unfavourableness of a

job environment for people. The basic purpose is to develop jobs that

are excellent for people as well as for the production. Many current

organizational experiments seek to improve both productivity for the

organisation and quality of working life for its members.

Employers had two reasons for redesigning jobs and organisation

for a better quality of work life.

Classical design originally gave inadequate attention to

human needs.

The needs and aspirations of workers themselves were

changing.

Options Available To Management

Several options for solving the problems regarding quality of

work life were available to management.

Leave the job as it is and employ only workers who like the

rigid environment and routine specialisation of classical

design. Not all workers object to this form of work. Some may

even relish it because of the security and task support that it

provides.

Leave the job as it is, but pay workers more so that they will

accept the situation better. Since classical design usually

produces economic gain, management can afford to share the

gain with workers.

Mechanize and automate routine jobs so that the labour is

unhappy with the job is no longer needed. Let machines do

the routine work.

Redesign jobs to have the attitudes desired by people, and

redesign organisations to have the environment desired by

people. This approach seeks to improve quality of work life.

Criteria for the Quality of Work Life

Eight major conceptual categories are proposed, ranging from

adequate and fair compensation for work to the social relevance of

work, they provide a framework for analyzing the salient features of

the quality of working life.

1. Adequate and Fair Compensations

Adequacy of compensation is a relative concept. There simply is

no consensus on objective or subjective standards for judging the

adequacy of compensation. Fairness in compensation has various

operational meanings. Job evaluation specifies relationship between

pay and factors such as training required, job responsibility and

noxiousness of working conditions. To judge the adequacy and the

fairness or work compensation, both factors are important

determinants of the quality of working life.

Adequate income:

Does the income from fulltime work meet socially determined

standards of sufficiency or the subjective standard of the recipient?

Fair Compensation:

Does the pay received for certain work bear an appropriate

relationship to the pay received for other work?

2. Safe and Healthy Working Conditions

Legislation, union action, and employer concern have resulted in

continually rising standards of satisfactory working conditions. Aspects

of these improvements include: reasonable hours enforced by a

standardized normal work period beyond which premium pay is

required; physical working conditions that minimize risk of illness and

injury; age limits imposed when work is potentially destructive to the

welfare of persons below (or above) a certain age.

The general improvement in the quality of working conditions

and the earlier maturation of youth may lead to a relaxation of age

limits in same areas of work.

3. Immediate Opportunity to Use and Develop Human

Capacities

Work has tended to be fractionated, deskilled, and tightly

controlled. The planning of work has been separated from its

implementations. These tendencies have progressed in varying

degrees from one job to the next; therefore job differ in how much they

enable employees to use and develop their skills and knowledge. Some

of the job qualities necessary for this development follow:

Autonomy:

Does the work permit substantial autonomy and self-control

relative to external controls?

Multiple Skills:

Does the work allow one to exercise a wide range of skills and

abilities rather than merely repeat the same narrow skill?

Information and Perspective:

Is one allowed to obtain meaningful information about the total

work process and the results of his own action, so that he can

appreciate the relevance and consequences of his actions?

Whole Tasks:

Does one’s work embrace a whole task or is it some fragment of

a meaningful task?

Planning:

Does one’s work include planning as well as implementation of

activities? These aspects of the job affect the ego involvement, self-

esteem, and challenge obtained from the work itself.

4. Future Opportunity for Continued Growth and Security:

The opportunity for self improvement through education and

hard work has been considered an American birthright, the typical

industrial job can now be completely learned within a few weeks or a

few years, after which the blue-collar worker has reached nearly the

peak of his earnings and can look forward to only minor improvements.

Many lose interest in their Professional work, no longer invest in their

career pursuits, and increase the sterility of their work lives. Thus

attention needs to be given to the following aspects of working life.

Development:

The extent to which one’s current activities contributes to

maintaining and expanding one’s capabilities rather than leading to

obsolescence.

Prospective Application:

The expectation to use expanded or newly acquired knowledge

and skills in future work assignments.

Advancement Opportunities:

The availability of opportunities to advance in organizational or

career terms recognized by press, family members or associates.

Security:

Employment or income security associated with one’s work.

5. Social Integration in the work organization

Since work and career are typically pursued within the

framework of social organisations, the nature of personal relationships

becomes another important dimension of the quality of working life.

Whether the worker has a satisfying identity and experiences self –

esteem will be influenced by the following attributes in the climate of

his work place:

Freedom from Prejudice:

Acceptance of the worker for work – related traits, skills, abilities,

and potential without regard to race, sex, creed and national origin, or

to life styles and physical appearance.

Egalitarianism:

The absence of stratification in work organisations in terms of

status symbols and / or step hierarchical structures.

Mobility:

The existence of upward mobility as reflected, for example, by

the percentage of employees at any level who potentially could qualify

for higher levels.

Supportive Primary Groups:

Membership in face–to–face work groups marked by patterns of

reciprocal help, socio economical support and affirmation of the

uniqueness of each individual.

Community:

The sense of community in work organisation that extends

beyond face – to – face work groups.

Interpersonal openness:

The way members of the work organisation relate to one another

their ideas and feelings.

6. Constitutionalism in the work organisation:

The labour unions have brought constitutionalism to the work

place to protect employees from arbitrary or capricious actions by

employers. The following aspects of constitutionalism are key elements

in providing higher quality to working life;

Privacy:

The right to personal privacy; for example, with holding from the

employer information about workers’ off – the – job behaviour or about

actions of members of his family .

Free Speech:

The right to dissent openly from the views of superiors in the

organisation without fear of reprisal.

Equity:

The right to equitable treatment in all matters including the

employee compensation scheme, symbolic rewards and job security.

Due Process:

Governance by the ‘rule of law’ rather than the rule of men in

such matters as equal opportunity in all aspects of the job, privacy,

and dissent, including procedures for due process and access to

appeals.

7. Work and the Total Life Space:

An individual’s work experience can have positive or negative

effects on other spheres of his life, such as his relations with his family.

Prolonged periods of working overtime can have a serious effect on

family life. When a person invests enormous time and energy in work

at the expense of family, it is unclear whether this pattern is a cause or

symptom of deficiencies in the family situation. Sometimes the

employing organisation is imposing demands that seriously affect the

employees’ ability to perform other life roles, such as spouse or parent.

In other cases, however, these demands are largely self – imposed to

escape the responsibilities and strains of family roles. If work did not

absorb this time and energy, the person would shift his attention to

other pursuits outside the family, such as hobbies or civic activities.

8. The Social Relevance of Work Life:

The socially beneficial roles of the employing organisation and

the socially injurious effects of its activities increasingly have become

salient issues for employees. Does the worker perceive the

organisation to be socially responsible in its products, waste disposal,

marketing techniques, employment practices, and relations to

underdeveloped countries, participation in political campaigns, etc?

Organisation which are seen to be acting in a socially irresponsible

manner will cause increasing numbers of employees to depreciate the

value of their work and careers, which in turn affects worker self –

esteem.

QWL intervention

Improved Communication Co - ordination

Improved Motivation

Improved Capabilities

Improved Productivity

Quality of Work Life as a Process

Some background on how to think about the relationship

between quality of work life practices and productivity is needed.

QWL Intervention

Employee well being & satisfaction

Attention andretention

Productivity

Productivity

The figure shows that there are three primary ways a quality of

work life intervention or practice can improve productivity; it can

improve communication / coordination, motivation and employee

performance capabilities. Then make a reasonable estimate regarding

whether the intervention will lead to improved productivity.

This figure carries the thinking about the relationship between

quality of work life interventions and productivity one step further. It

shows that if a particular quality of work life intervention improves

productivity directly, it also can influence productivity indirectly.

Productivity

Productivity

Effect of opportunity on the Quality of work and on productivity

Enhanced Quality of Work

Experience+

Productivity

Quality of W

ork

Where employee satisfaction increases, as a result of the

intervention and improved productivity, this can ultimately have a

positive influence on productivity by attracting good employees to

work for the organisation and by reducing turnover.

Opportunity to use and develop capacities

Overall, the argument here is that there are a number of ways

that a quality of work life intervention can have a positive effect on

productivity. However, improving productivity is dependent on the

degree to which the intervention increases employee satisfaction,

communication, motivation, and performance capability. Indeed, there

is reason to believe that the intervention may have to influence

motivation, communication, and capability in order to lead to improved

productivity. This rationale is based on the view that for productivity to

increase motivation, performance capability, and coordination all need

to be high in an organisation. If any one of these is low or missing, the

organisation cannot be effective.

Quality of work life refers to the favorable and in favourableness

of the job environment for people. Since people and environment have

changed, increased attention needs to be given to improving the

quality of work life. Jobs are required to fit people as well as

technology.

The psychological aspect of QWL is, what people do at work and

the way they do work.

The physical aspect of QWL is, the condition in which people

work and the management’s attitude towards safety, pollution, work

environment etc. The economical aspect of QWL is, what they are paid

for what they do and the standard of living.

The QWL programmes aim at increasing employee’s satisfaction

through improvement of work conditions and employee involvement

schemes.

QWL programmes should look for active involvement of people

so that all employees can make significant contribution to the

organizational goals and purposes. Before initiating any QWL

improvement programs, understanding of human psychology at work

is important. The companies that are the best at creating a good QWL

will be able to attract and retain the most skilled workers.

Employee Training

Every organisation needs to have well-trained and experienced

people to perform the activities that have to be done. If the current or

potential job occupant can meet this requirement, training is not

important. But when this is not the case, it is necessary to raise the

skill levels and increase the versatility and adaptability of employees.

Employee training and development is not only an activity that is

desirable but also an activity that an organisation must commit

resource to if it is to maintain a viable and knowledgeable work force.

Need for Basic Purposes of Training

1. To increase productivity

2. To improve quality

3. To help a company fulfill its future personnel needs

4. To improve organizational climate

5. To improve health and safety

6. Obsolescence prevention

7. Personal growth

Responsibility for Training

Training is the responsibility of four main groups:

The top management: which frames the training policy

The personnel department: which plans, establishes and

evaluates instructional programme

Supervisors: who implement and apply developmental

procedure.

Employees: who provide feedback, revision and suggestions for

corporate educational endeavors

Steps in Training Programmes

Training programmes are a costly affair, and a time consuming

process. Therefore, they need to be drafted very carefully. Usually in

the organisation of training programmes, the following steps are

considered necessary:

Discovering or identifying the training needs.

Getting ready for the job.

Discovering or identifying training needs (through organisational operations , manpower analysis etc)

Getting ready for the job

Preparation of the learner (Create, desire & prepare accordingly)

Presentation of operations and knowledge(Application of training techniques)

Performance try out

Follow-up (Rewards and feedback)

Preparation of the learner.

Presentation of operations and knowledge.

Performances try – out.

Follow up and evaluation of the programme

Sequence of training programme

Motivation

Motivation is a process that starts with a physiological or

physiological deficiency or need that activates behavior or a drive that

is aimed at a goal or inventive.

Where there is a strong positive motivation, the employee’s

output increases; but where it is negative or a weak positive

motivation, his performance level is low.

Motivation consists of the three interacting and interdependent

elements of needs, drives and goals.

Needs

These are the deficiencies, and created whenever there is a

physiological or psychological imbalance.

Drives or Motives

Drives or motives are set to alleviate needs. These are action

oriented and provide an energizing thrust toward goal

accomplishment. They are the very heart of motivational process.

Goals

Goals are anything which will activate a need and reduce a drive.

Factors Influencing Individual Motivation in Organisation

Attitudes

Goals Beliefs

Needs Values

Motivation

Characteristics of Motivation

Motivation is an internal feeling:- motivation is a

psychological phenomenon which generates within an individual.

Person in totality not in part is motivated:- Each individual

in the organisation is a self – contained and inseparable unit and

his all needs are inter related.

Motivation is the product of anticipated values from an action

and the perceived probability that these values will be achieved

by the action.

Importance of Motivation

Motivation is one of the most important factors determining

organisation efficiency. Diagnosing human behavior and analyzing as

to why people behave in a particular way is of prime importance in

motivating them irrespective of the nature of the organisation because

individual is the basic component of any organisation.

The importance of motivation in an organisation may be summed up as

follows,

1. High Performance Level

2. Low employee turnover and absenteeism

3. Acceptance of Organizational changes

Motivation of Managers

There are various studies conducted to show, what motivates the

managers. In a study by Lahiri and Srivastava to test applicability of

Herzberg’s two factor theory. It was found that for middle level

managers, responsibility, domestic life, accomplishment, job and the

utilization of abilities on the job were found to be motivational factors

while organizational policy and administration, promotion, salary,

superior and growth were dissatisfiers. In another study, it was found

that motivators contributed significantly more towards satisfaction

than hygiene in public sector. Whereas in the case of private sector,

motivators contributed significantly more towards the feeling of

dissatisfaction than hygiene. Thus the review of researchers based on

Herzberg’s model presents quite contrasting results. Some supporting

it fully and others supporting it partially while many others are

contradicting it. In another recent study by Kumar Singh and Varma,

it was found that managers and supervisors ranked various job factors

as job security, opportunity for advancement, pay according to merit,

working conditions, task, welfare, housing, supervisors, workgroups,

bonus and name of the company in the order. In a study of

occupational goals, the value of the managers was found that

managers had the higher preference for intrinsic job factors as

compared to extrinsic job.

Motivation of Workers

Various research studies have been conducted to analyse the

pattern of worker’s motivation. Such studies have been concerned with

the understanding of:

The characteristics of satisfied and dissatisfied workers.

The relative importance of job factors.

The influence of supervisory style on the worker’s motivation.

The various job factors in order of importance by Dixit disclosed

that, workers ranked various job factors as adequate salary, job

security, adequate personal benefits, opportunity for advancement,

suitable work, good supervision, opportunity for training and learning

and comfortable working conditions in order of importance.

EMPLOYEE SAFETY

Since the beginning of the present country, employee safety and

health problems at work have been engaging attention of the

psychologists, sociologists and industrial engineers. Psychologists are

concerned with the theoretical considerations of accident causation

and the research into accident control, through proper selection,

training and education of the employee and the social and

psychological factors that influence the individual behaviour in general.

Engineers and safety officers usually render necessary practical advice

on certain aspects of safety in industry. They look upon prevention of

accidents basically as an engineering problem to be tackled through

proper designing of mechanical safety devices.

In fact, accident prevention and safety are inter – related and

therefore, require a multi – dimensional approach. It’s importance has

increased because of large scale industrialisation in which human

beings are subject to mechanical, chemical, electrical and radiation

hazards. Besides, modern industry is characterised by complicated

mechanisms, intricate job requirements, and fast moving production

lines. One of the important consequences of all this is increased

dangers to human life, through accidents.

Industrial Accident

An industrial accident may be defined as, “an occurrence which

interrupts or interferes with the orderly progress of work in an

industrial establishment”.

Cause of Accidents

Accidents are usually the result of a combination of factors, each

one of which may vary from situation to situation. This combination

may be of unsafe acts and equipment of people factors and conditions.

It has been rightly said that an accident does not have a single cause

but a multiplicity of causes which are often closely related. According

to safety experts there are three basic causes / factors that contribute

to accidents in organisation and unsafe acts on the part of employees.

1. Unsafe conditions (Work – related causes)

Improperly guarded equipment

Defective equipment

Hazardous arrangement or procedure in and or around

machines or equipment.

Unsafe storage, congestion, overloading

Inadequate safety devices.

Wrong and faulty layout and bad location.

Improper illumination – glare, insufficient light.

Improper ventilation – insufficient air charge, impure air

source.

Poor house – keeping.

2. Unsafe Acts

These acts may be the result of lack of knowledge or skill on the

part of the employee, certain bodily defects and wrong attributes.

These acts include acts like:

Operating without authority

Failing to secure equipment or warning other employees of

possible danger.

Failing to use safe attire or personal protective equipment.

Throwing materials on the floor carelessly.

Operating or working at unsafe speeds, either too fast or too low.

Making safety devices inoperative by removing, adjusting,

disconnecting them.

Using unsafe equipment, or using equipment unsafely.

Using unsafe procedures in loading, placing, mixing, combining

Taking unsafe positions under suspended loads.

Lifting improperly.

Cleaning, adjusting, oiling, repairing etc. moving a dangerous

department.

Distracting, teasing, abusing, startling, quarreling, day –

dreaming, horseplay.

3. Other Causes

These causes arise out of unsafe situational and climatic

conditions and variations – such as bad working conditions, rough and

slippery floors, excessive glare, heat, humidity, dust and fume – laden

atmosphere, very long hours of work, unsatisfactory behaviour of

domineering supervisors, excessive noise and carelessness in the

handling of such inflammable materials such as gasoline, solvents, oil

and grease, explosives etc.

Safety Organisation

The safety director and a safety committee be set up by an

organisation. The following facts should be given due consideration in

any safety organisation programme.

Safety programme must have top management approval,

sanction and support.

Responsibility for safety must rest with the supervisory

personnel.

Safety must be given equally important consideration with

that of other factors of production.

Provision must be made for prompt action in the elimination

of mechanical and personal hazards.

A definite safety programme must be developed to educate

all employees in safety and to secure their active

cooperation in the effort to eliminate accidents.

Safety must be included in all phases of planning,

purchasing, supervisions and operation.

In a large company, it is desirable to have a full time safety

director in addition to a number of analysts, engineers, industrial

hygienists and safety inspectors. Simonds and Grimaldi suggest that,

“as a rule, one full – time safety director should be appointed for each

2,000 employers.

Appraisal of Employee Attitude to Safety Programmes

A knowledge of the attitude of the employees to the safety

programmes developed for them and the specific measures adopted

for that purpose – such as the setting up of bulletin boards, displays of

safety measures, pamphlets, booklets, posters, magazines and motion

pictures which highlight them – would help the safety director in

presenting safety information to the employees of an organisation. He

and or the safety committee may discuss the problems of safety with

the employees, get and act on their suggestions and undertake

attitude surveys.

Job Enrichment

The modern interest in QWL developed through an emphasis on

job enrichment. The term was coined by Frederick Herzberg based

on his research with motivators and maintenance factors. Strictly

speaking, job enrichment means that additional motivators are added

to a job to make it more rewarding although the term has come to

apply to almost any effort to humanize jobs. Job enrichment is an

expansion of an earlier concept of job enlargement which sought to

give workers a wider variety of duties in order to reduce monotony.

Job enrichment brings many benefits.

Employee growth and self actualization

Improved motivation.

Better job performance (quality and / or quantity)

Less turnover

Less absence

Fewer grievances

Reduced idle time

Greater job satisfaction

Greater effectiveness as a citizen in the community.

General result is, a role enrichment that encourages growth and

self – actualization. The job is built in such a way that intrinsic

motivation is encouraged. Because motivation is increased,

performance should improve, thus providing both a more human and a

more productive job. Negative effects also tend to be reduced, such as

turnover, absence, grievances and idle time. In this manner, both the

worker and society benefit, The worker performs better has more job

satisfaction, and is more self – actualized, thus being able to

participate in all life roles more effectively. Society benefits from the

more effectively functioning person as well as better job performance.

Job enrichment applies to any efforts to humanize jobs,

particularly the addition of motivators to jobs. Core dimensions of jobs

that especially provide enrichment are variety, task identity, task

significance, autonomy and feedback. It is helpful if natural work

modules and natural work teams can be built. In spite of its

desirability, job enrichment is a contingency relationship, being more

applicable in some institution than others.

Job Satisfaction

Job satisfaction is the favourableness or unfavourableness with

which employees view their work. It expresses the amount of

agreement between one’s expectations of the job and the rewards that

the job provides. Since job satisfaction involves expectations, it relates

to equality theory, the psychological contract and motivation.

Job satisfaction is part of life satisfaction. The nature of one’s

environment of the job does affect one’s feelings on the job. Similarly,

since a job is an important part of life, job satisfaction influences one’s

general life satisfaction.

Job Satisfaction and Performance

High performance leads to high job satisfaction. When people

perform well, they are likely to develop more satisfaction with their

work.

BetterPerformance

Rewards•Intrinsic•Extrinsic

Perception ofequality inrewards

Greater Satisfaction

As the figure shows, the sequence is that better performance

typically leads to higher rewards. If these rewards are seen as fair and

equitable, then improved satisfaction develops because employees

feel that they are receiving rewards in proportion to their performance.

Job Satisfaction Surveys

Management needs job satisfaction information in order to make

sound decisions. This section discusses the benefits management can

gain from the study of job satisfaction, what methods are available,

and how they are used. A typical approach is a job satisfaction survey,

also known as a morale, opinion, attitude, climate or quality – of – work

life survey. A job satisfaction survey is a procedure by which

employees collectively report their feelings about their jobs.

Benefits of Job Satisfaction Study

Job satisfaction surveys can produce neutral or negative results if

they are poorly done, but usually they bring a number of benefits. The

expected benefits are most likely to occur when the following

conditions are met.

Management is committed to the survey.

The survey is designed in terms of management and employee

needs and objectives.

The survey is properly administered.

There is management follow – up and action to communicate and

use the results.

INTRODUCTION

One bright morning, over a century, ago March 14, 1888, the

Malayala Manorama a joint stock publishing company: the first of its

kind in India, came into being. It is founded by Kandathil Varghese

Mappillai in Kottayam, a small town in Travancore-the place, which

remained as a princely state until India’s independence in 1947. In

1888, when Malayala Manorama was established, there were a few

newspapers around, mostly organs of Christian churches. As a great

majority of the people was illiterate at that time, Manorama paid

special attention for the promotion of literature and arts.

About the Founder

Kandathil Varghese Mappillai was only 31 when he founded

Malayala Manorama. He was an accomplished writer, a high thinker

and a very enterprising personality. He was held in high esteem by

everyone. The Maharaja of Travancore, His Highness Sreemoolam

Thirunal, generously offered the Royal Coat of Arms to Malayala

Manorama a true royal gift to a deserving pioneer. Today the insignia

with a slight variation adorns the newspaper logo.

Kandathil Varghese Mappillai’s enterprise and farsightedness

went far beyond Malayala Manorama. He was the inspirational force

behind many educational and literacy institutions. Notably the

Thirumoolapuram Residential High Schools for Girls. At the turn of the

century the idea of a Residential school for girls in Travancore could

occur only to a zealous pioneer. And also his contribution to the

literature of Malayalam was vast. Apart from throwing open the pages

of Manorama to the finest writers in the language, he started

“Bhashaposhini” in 1896. To date, it remains the greatest literary

journal in Malayalam.

Kandathil Varghese Mappillai steered Manorama to campaign for

the upliftment of the depressed classes, the spread of education and

culture, encouragement of pioneering literary talent and political

Justice for all, was soon able to render Manorama into a powerful forum

of criticism , and spirited discussions on social and political issues,

universally venerated in the field of Journalism and Malayalam

Kandathil Varghese Mappillai died on July 6,1904, at the prime of his

life and when his career was at the pinnacle of glory.

In course of time people grew regard of Manorama as a True

Friend, always there to count on in their hour of stress and bliss. And

Manorama grew with too from a biweekly (1901): to a tri-weekly

(1918): to a daily in 1928. Today the daily is published form nine

centres in Kerala – Kottayam, Kozhikode, Kochi, Thiruvanathapuram,

Palakkad, Kannur, Kollam, Malappuram and Thrissur – enjoying the

people’s confidence and unstinted love, every step of the way.

The most crucial years of Malayala Manorama were form 1904 to

1954. Dynamism, turbulence, oblivion and a tumultuous rebirth

marked these historical years. After the untimely demise of the

founder, in 1904, K.C. Mammen Mappillai, his nephew, was the natural

choice as the editor, And for the next 50 eventful years, he built into

Manorama the kind of grit and determination Indian Journalism had

never witnessed before. Along with editorial guts, the paper

enormously gained forms his enviable business acumen too, to grow

into one of the most successful newspaper groups in the country. The

call came naturally to K.C. Mammen Mappillai who was there with

Malayala Manorama from the very beginning.

Later in his memories he recalled fondly,” I was excited on the

day the first issue of Manorama cam out. I remember vying with others

in folding and dispatching the paper plus doing all sorts of odd jobs”.

K.C. Mammen Mappillai maintained the secular and literary

tradition of Manorama. At the same time, he added a new vigor and

zest to social, economic and political coverage. He was a true

innovator. His innovative flair covered diverse fields like agriculture,

trade, Banking, insurance and plantations etc. But for all his innovative

activities in other fields, Malayala Manorama remained his foremost

love. Under his never-say-leadership, Manorama flourished anew to go

on become the premier newspaper in the country.

The diamond Jubilee celebration of Malayala Manorama was

inaugurated by the then president of India. Dr. Rajendra Prasad, who

paid handsome tributes to the paper’s rich contribution to the people,

and country.

He said,

“ I was much pleased to have an opportunity to participate in the

Diamond Jubilee celebrations of the Malayala Manorama. It was

because I thought it was not a celebration of the paper only, but a

Diamond Jubilee celebration of the services of its soul and life, Sri

Manmmen Mappillai”.

On 31, December 1953, K.C. Mammen Mappillai breathed his

last. A vast concourse people showed up at his funeral. And rose in

memory of the departed soul, the Mammen Mappillai Memorial Hall at

Kottayam. To this day, Malayala Manorama has unflinchingly devoted

itself to uphold, in spirit and practice, the sage counsel of K.C.

Mammen Mappillai.

India’s Freedom Came on August 15, 1947, But it took Another

15 weeks for Malayalam Manorama

For nine long years, between September 1938 and November

1947, Malayala Manorama had to cease publication. By any estimate, it

was the stiffest price paid for freedom of expression in Indian

Journalism. Those were the turbulent days of India’s struggle for

freedom and Malayala Manorama not surprisingly, was in the forefront

actively involved in the civil rights agitation, the abstention movement,

formation of state congress and the unflagging flight for responsible

government. And the Editor was the intrepid K.C. Mammen Mappillai

whose unflinching stand for responsible government in Travancore

thought him trenchant columns of Malayala Manorama earned him and

his paper the undying enmity of the all-powerful Dewan of Travancore.

Soon, the matters began to boil. An exhaustive report Malayala

Manorama carried in its September 2, 1938 issue on the military

atrocities in South Travancore lift the Dewan fuming. On September

10,1938 armed police took over the Manorama office and sealed its

doors. Later K.C. Mammen Mappillai was arrested. It was a vengeful

attempt by the power made Dewan to destroy Malayala Manorama. It

was the saddest day in the life of K.C. Mammen Mappillai. Manorama

had become the symbol of the free press and Travancore was suddenly

deprived of its lone champion of public causes. The darkness reigned

for nine years.

India gained her freedom on August 15, 1947 and in less than 3

weeks, the Dewan had to beat a hasty exit and the rulers of

Travancore had to yield to the might of the people and consented to

hold an election on the basis of adult franchise to form a constituent

Assembly. And on November 29, 1947 the picture was complete:

Malayala Manorama was back.

From Travancore to National

As early as 1947 when Malayala Manorama was busying itself to

emerge form its nine year long banishment, K.C. Mammen Mappillai’s

eldest son K.M. Cherian had teamed up with his ageing father as

Managing Editor. It was K.M. Cherian’s unsparing efforts that paced the

way for Malayala Manorama to stage a splendid comeback. He took

over as the Chief Editor in1954 and set out to address himself to the

more difficult task of bringing about an emotional integration amidst

the people of the newly created Kerala state. It was a laudable effort

and he won much acclaim for it. Bearing in mind his father’s lofty

ideals and the guidelines laid down for Manorama, he took the paper

from strength to strength in an incredibly short time and also added a

few more successful publications. It was under his persevering

leadership form 1954 to 1973 that the circulation of Manorama Daily

soared form 30,000 t0 300,000 and the Manorama weekly skyrocketed

to 329,000. Encouraged by the popular success, K.M. Cherian created

a new unit in Kozhikode in 1966.

While the illustrious Kandathil Varghese Mappillai pioneered a

new movement against heavy odds and K.C. Mammen Mappillai gave

the paper an all Kerala stature, it was under K.M. Cherian that Malayala

Manorama made its mare at the national level. He died on March 14 ,

1973, at the end of an active, rich career that brought fresh laurels so

to Malayala Manorama.

The Professional Touch

“Keep the family out and bring in the professionals” is one way.

But there’s a better way: “Keep the family in but make them

professionals first.” That’s they way things are working out at Malayala

Manorama today and nobody could wish for anything better. And the

man who thought up the better way is the present Chief Editor. K.M.

Mathew who, like a true professional, joined Manorama way back in

1954 as the General Manager and proved that he could be an able

General Manager before becoming Managing Editor under his older

brother, K.M. Cherian and when the latter died in 1973, K.M. Mathew

took over.

At Manorama, talent transcends all other considerations and the

pace is set by K.M. Mathew himself. And until 1981, K.M. Mathew was

ably assisted by Mammen Marghese, his nephew, well trained and

competent, Mammen Varghese helped K.M. Mathew launch M.M.

Publications which publishes Balarama and Vanitha, the largest

circulated magazines of their kind today. And today Mammen Mathew,

eldest son of K.M. Mathew , is the Editor & Managing Director. Ably

helping him are his younger brothers, Philip Mathew, Managing Editor,

and Jacob Mathew, Executive Editor, George Jacob, grandson of K.M.

Cherian, is the Director.

All in the family may be, but each one has a proven track record

of unassailable professionalism in his assigned role. In fact, it was the

team that was responsible for the formidable modernization and the

phenomenal growth of Malayala Manorama and its allied publications

in recent times. Malayala Manorama has always used the appropriate

technology. From hand composing of cold type and treadle presses to

hot metal composing and rotary letter presses to photo type setting

and web offset presses there has been a continual adaptation to

change.

To day all 9 units of Manorama are connected on a high speed

Wide Area Network using the Fibre Optic Cable network of the D.O.T.

the first newspaper in India to be so linked. The then ultramodern

facsimile system ( in 1986) connected Kotttayam to the other units for

transmission of the newspaper pages. Today a more modern flexible

editorial system links all the centers enabling a fast response to the

ever-changing news scenario. The ubiquitous computer is visible at

almost every desk in the organisation. Manorama will continue to

adapt to technological change either in the presentation of the printed

word on paper or in the electronic media such as the Internet.

The Children’s Club

Manorama’s Akhila Kerala Balajana Sakhyam, an entirely non-

political, non-communal children’s organisation was founded in 1929

and nourished through the columns of Malayala Manorama to pre-

eminence. A farsighted project of K.C. Mammen Mappillai, the

Sakhyam over the years has grown to be the biggest democratic

institution of its kind in Asia. The motto of this organisation is ‘Service”.

The membership is open to children in the age group of 6 – 18

regardless of caste, creed or sex.

The leaders elected through well-recognized democratic

methods, conduct its affairs. In fact, the children are trained to be

disciplined in a democratic set up. Its membership runs into hundreds

of thousands and it has become a great movement, unique in every

respect. It also aims at developing the physical, mental and aesthetic

qualities of children plus involving then in good community projects.

Manorama’s Akhila Kerala Balajana Sakhyam is guiding and helping

millions of children, shaping their own and the country’s destiny.

A village of golden sunflowers

It was on Septmeber 30, 1993-the earth shook in tectonic terror

flattening over fourty Maharashtrian villages, killing thousands of

people, their cattle and their fowl. Among them lay Banegaon in Latur

in grim ruins. In that hour of inconsolable grief Malayala Manorama set

up a relief fund with Rs.10 lakhs and turned to their 8 million readers

by saying “Let us reach out and touch the frozen face of Latur” Within

45 days the fund swelled to 2.39 crores-an amount, which was more

than for any other newspaper in India, could ever collect.

Manorama could have handed over the money to the relief

agencies, but they were determined to rebuild the Banegoan village by

themselves. Renowned architects spent a grueling period in Banegaon,

studying the milieu. They visualized a holistic village. Then a team

from Manorama took over and an entire village came up in just 15

months. It’s a complete village: 163 houses, roads, a library, a hospital,

Panchayat office, an open-air theatre, a unique village parlor called

Chavady, a gymnasium, a big pond to collect water and even a

Hanuman temple. The building stands on solid foundations and they

can withstand quakes of a magnitude of 6.5 on the Richter scale.

That’s how the villagers have renamed the village as “MALAYALA

MANORAMA BANEGAON”.

A Great way to Grow

Growth…. Multifaceted and on-target, it sums up Manorama’s

progress over the years and this growth is due to its team of dedicated

professionals. Today, the daily is published from 9 centres in

Kerala :Kottayam, Kozhikode, Kochi, Thiruvanathapuram, Palakkad,

Kannur, Kollam, Malappuram, and Thrissur with a combined circulation

of 11.46 lakhs of copies per day.

The Kozhikode edition got rolling in 1996. The kochin edition cam

out on January 15, 1979. And on February 16, 1987, Manorama

become the first language daily to go facsimile, from

Thiruvanathapuram. Manorama opened its second Malabar edition at

Palakkad on April 22, 1992 and as of now Manorama is the only major

newspaper having a printing unit at palakkad. The kannur unit was

commissioned in December 1994 followed by Kollam unit in April 1995.

The Trichur unit was opened in May 1998. in 1982, Manorama

launched the first English language news weekly, “THE WEEK”. Today

its booming over 1,50,000 copies.

Today, Manorama is a highly successful, multi magazine

publishing house, bringing out immensely popular publications:

Manorama Weekly, Balarama, Manorama Annual, Karshakasree,

Vijayaveedhi, Balarama Amar Chitrakatha, Bhashaposhini, vanitha,

Kalikkuduka, Magic pot and the English news weekly. The week plus

the Manorama year books in English, Malayalam, Hindi, Tamil, and in

Bengali and also the foremast magazine Bhashaposhini - all for he

family any where in the world.

And now Manorama take off to the skies, ie., MANORAMA VISION,

the satellite telecasting division, which was formally inaugurated on

October 18, 1993.

Malayala Manorama’s Technological Edge

Malayala Manorama is always been techno savvy. It has changed

form hand composing of the cold type and treadle press to hot metal

composing and rotary letter press to photo type setting and web offset

presses, there is a continual development of the new technology.

Malayala Manorama is the first newspaper in India to be

connected on high speed WAN.

Intranet lotus mail facility

Ultra modern facsimile system

Application of SAP.

Sister Concerns of Malayala Manorama

It has two sister concerns namely. M.M. publications, which

publishes Balarama, Vanitha etc., and cochin computer system Pvt ltd.,

(CCS) which looks after the software application.

Branches and units of Malayala Manorama

Malayala Manorama has wide area coverage through out India

through its units as well as its branches. Malayala Manorama has got

nine units all around kerala. They are, Kozhikode, Kochi,

Thirvanathapuram, Palakkad, Kannur, Kollam, Kodimatha, Malappuram,

and Trissur. It has got branches at Bangalore, Delhi, Mumbai, Kolkotta

and chennai also.

DIVISIONS IN MALAYALA MANORAMA

There are several divisions in Malayala Manorama. They are

works, Finance, Human Resources, Circulation, Materials, Corporate

Publicity, Marketing, Personnel and Administration, Electronic Media,

Editorial Daily, News etc.,

1. Circulation Division

Malayala Manorama - India’s largest selling language newspaper

– has reached its circulation up to 11.46 lakhs. According to National

Readership Survey, its readership is at present 92.15 lakhs. The

circulation division performs major functions like product distribution,

promotion and pricing. The company has mainly two Distribution

Channels: They are:

Agents

Postal subscription

There are around 6000 agents who act as a link between

Manorama and its customers. Out of the 22 publications 15 are from

Manorama and the rest 7 are from its sister concern M.M. publications -

Kottyam. In the circulation division, there are 36 employees. The

despatching section at Kodimatha – where the printing is done – is also

a part of the circulation division. There are 96 employees in the

despatching section.

2. Marketing Division

The main function of the marketing department is space selling.

The strength of this division is 56. They do space selling mainly with

the help of 3 channels.

They are,

Prepaid (Direct advertisements)

Newspaper selling Agents

Agencies

The marketing department is again divided into two sections. They are

Displays

Classifieds

Advertisements to be published in the newspaper are received

by the marketing department. Then the details of the advertisement

are typed and send it to the pre-press area for further processing.

3. Finance Division

The importance of financial management in any business or

industry is undeniable. The finance department is the lifeblood of any

organisation. Malayala Manorama has a well-established Finance

Department. There are over 50 employees working in this department.

This department is divided in to two sections. They are,

Sales Account Division

Main Account Division

The sales account division manages the receivables of the

company whereas the main account division manages the payment,

payroll, funds and management of working capital, Taxation etc. The

other important functions of the Finance Department are the

preparation of Budget, Balance sheet. Etc.,

4. Materials Division

Materials management as the function is responsible for the

coordination of planning sourcing, purchasing, moving, storing, and

controlling materials in an optimum manner so as to provide a pre-

decided service to the customer at a minimum cost. In many

organisation, materials from the largest single expenditure item. So is

the case at Malayala Manorama, 70% of its revenues are spend on the

purchase of materials. The main raw material for the company is

newsprint. The company needs around 47,000 tonnes of the same

every year.

5. Works Division

This division is divided into two sections, i.e., production and

maintenance section. There are approximately 100 employees in the

production section and 18 in the maintenance section. Again under

maintenance section, Electronic Department supports the production

unit in the proper functioning of all the activities. There are two shifts,

first shift is from 8.30 a.m. to 5.30 p.m and the second shift is from

6.30 p.m to 3.30 a.m. for the employees. At Kodimatha – where the

printing press of Manorama is located – sometimes they have to work

till 5.30 a.m.

6. Editorial Division

The employees in the editorial division make the raw information

collected by the News Division in the news form. They are agents,

reporters and also part time stringers. Part time stringers, what they

do is, they buy the news form outside agencies and pay them.

7. Corporate Publicity Division

This section is in –charge of the public relations of the company.

The main objective of this department is to boost the corporate image

of the company through corporate advertisements, campaigns, etc.

8. Personnel and Administration Division

The P&A was looking after all activities regarding manpower at

Malayala Manorama till the inception of the HR division. Now it handles

only the activities like discipline, welfare, security, time office,

management information systems, automobile, travelling &

accommodation, public relations, insurance schemes and canteen.

9. Management Account Division

It prepares the analysis of financial statements by the experts. It

also prepares the budgets for the company as a whole and separately

for each division.

10. Internal Audit Division

It is headed by a senior manager and looks after auditing

activities of the company.

11. Manorama Vision

It is the duties of Manorama vision to look after all activities

regarding the electronic media product.

12. Diversification Division

It is a small division which looks forward all the diversified

activities of the company.

13. HR Division

It is well known for its activities in and around the industries, it

carries out the recruitment, selection , induction, training &

development activities.

HUMAN RESOURCE PLANNING

Human beings are the most resourceful to an organisation, Like

any other material or economic resources they represent an

investment whose development and utilization require managing, i.e.,

planning, organizing leadership and evaluation. This is a fundamental

truth in the cliché, the “People are an organization’s most important

assets”. In every organisation, human resources are a pivotal variable

without which the inanimate assets are worthless. Like cash put into a

savings account, human resources need to be understood in their

proper perspective and utilized effectively to achieve the goals of an

organisation. This requires that human resources must be managed

and management implies that work should be effectively completed

with and other people.

The management of human resources is very complicated and

challenging task for those who are ensured with the successful running

of an organisation and this implies considerable knowledge of various

aspects of human resources management. The importance of human

resources management is being increasingly realized in industrial and

non-industrial organisation both in India and abroad. This realization

has come about because of increasing complexity of the task of

managers and administrators. In most organisations the problems of

getting the competent and relevant persons, retaining them, keeping

up their motivation and morale, and helping them to both continuously

grow and contribute their best to the organisation are now viewed as

the most critical problems.

With the changes in the social climate, values and norms,

changes are also seen in the employees who join the organisation

today. Their expectations are different, they are certainly more

competent and more informed than employees were in the past. While

these can be great assets to the organization, they become problems if

the organisation is not able to manage human resources properly.

Functions of Human Resources Division

1. Manpower Requisition

2. Manpower, planning

3. Contribution Appraisal

4. Training and Developments

5. Recruitment and Selection

6. OD Activities

Human Resources Division at Malayala Manorama

Human Resource Division started its functioning on

February1st,1998. Before its commencement, all the human resource

functions of the company were handled between the top management

and personnel administration division. Within a short span of time,

human resources division has proved its excellence. The division looks

after many important functions like, analysis of manpower

requirement, manpower planning, recruitment, selection, induction,

analysis of training needs, training and development and contribution

appraisal.

Mr. Anoop Kumar, General Manger (Human Resources) heads the

division. The division portraits the picture of a beautiful family, which

comprises of 10 hardworking enthusiastic people with excellent

innovative ideas.

QUALITY OF WORK LIFE IN MALYALA MANORAMA

Quality of work life means different things to different persons.

For example, to a worker on an assembly line, it may just mean a fair

day’s pay, safe working conditions, and a supervisor who treats him

with dignity. To a young new entrant, it may mean opportunities for

advancement, creative tasks and a successful career.

Employees are the most valuable resource and it is the major

reason for the success of Malayala Manorama.

Manorama tries to pay its employees relatively higher than their

counterparts in the same industry. It is able to attract new blood and at

the same time maintaining the existing work force. Malayala

Manorama improve both productivity for the organization and the

quality of the working life for its members.

Safe and Healthy Working Conditions

It includes reasonable hours of work and rest pauses, physical

working conditions that ensure safety, minimize risk of illness and

occupational diseases and special measures for protection of women

and children.

Manorama ensures safety and convenience for the workers,

especially for those who work on night shifts. Medical facility for the

staff also available here. The annual leave can be carried forward up to

a maximum of 12 days per year.

Balance of Work and Non-work Life

It includes transfers, schedule of hours of works, travel

requirements, overtime requirements, etc.

Manorama expresses commitment to help it employees to

balance their work and non-work life. It takes immense care in

adjusting the timings of the employees according to their convenience

by introducing shifts. Manorama has conducted training programmes

like ‘Quality of life’ that helps to improve their quality besides work life.

i.e., how should they behave in a society and in the family? These

programmes were very useful for employees for molding them as

individuals with positive outlook.

Social Environment at the Workplace

The open door policy is adopted, in which, each employees is

allowed to meet and discuss with any of his superior including the

Managing Director about issues pertaining to their work life as and

when necessary. The seniors and their subordinates maintain a good

relationship. The human resources are treated in the best way and top

management ready to invest its resources for the development.

Employees are satisfied with the recreation facilities provided by

the organisation. 95% feels that as they are given the best salary and

perquisites and so there need not be any recreation facilities.

Protection of worker’s Rights

Respect for the individuals’ personnel rights, such as application

of the principles of natural justice and equity, acceptance of the right

of free speech and the right to personnel privacy in respect of worker’s

off the job behaviour.

The open door policy also serves as a mean of protection for an

employee who feels that has been unfairly treated him or she can

directly meet the top management to express and discuss the

problems.

Opportunities to develop

The employees are informed of any vacancies through the use of

notice boards. In addition, promotions and advancements for existing

employees are upon their supervisors’ recommendations, which in turn

are based on their abilities and performance records. In other words,

each position level has opportunity to move further up the hierarchy.

Malayala Manorama has offered several opportunities for the

employees to enhance their knowledge, skills and abilities.

Psychological Safety

Employees know what is expected of them and what standards

their work is measured against.

Employees are praised for what they do

Employees are encouraged to express their personality at work

and to be a person in their own right.

Employees can see that their individual effort makes a

difference.

Employees are often stretched by giving challenging tasks.

PRODUCT PROFILE

Malayala Manorama has many products under its umbrella. It is

today a highly successful. Multi magazine publishing house, bringing

about immensely popular periodicals.

Malayala Manorama Daily

The largest selling language newspaper daily in India. It has

crossed a circulation figure of 11.46 lakhs of copies per day. It had

begun as a weekly and the first issue appeared on March 22, 1890. In

1928 the newspaper became a daily. Manorama daily is published from

all the nine centres of Malayala Manorama and the medium used is

Malayalam.

Malayala Manorama Weekly

Among all the other categories, this is the largest circulated

weekly in Kerala. This is published in Malayalam and this is another

publication of Malayala Manorama which has crossed the million mark

in circulation. The main content of this product is serialized novels

written by popular novelists. There are other features like short stories,

cartoons etc. Malayala Manorama weekly was started in 1937.

The Week

The week is the fastest growing popular news magazine in

English with national presence. It is a general interest magazine that

covers the current event in all the fields like politics, entertainments,

sports, science etc. The circulation of The week is above 1, 50,000

copies.

Karshakasree

This is a magazine for farmers. Karshakasree gives them

guidance in their occupation. This is positioned for farmers and also for

those who love agriculture. The magazine is a monthly publication in

Malayalam.

Bhashaposhini

Bhashaposhini is a literary magazine aimed at the readers who

are interested in literature, cultural aspects etc. The magazine is a

monthly publication in Malayalam. Bhashaposhini was started in the

year 1892 and it celebrated the centenary on April 25, 1992.

Vijayaveedhi

Vijayaveedhi is aimed at SSLC students in Kerala, It is positioned

as a magazine that helps and guides the students in doing well in the

SSLC examination. This is a monthly publication.

Thozhilveedhi

It’s a weekly, targeted for the unemployed sections seeking

employment opportunities. This publication also provides various

features, which helps the jobless lot in preparing for different

interviews and examinations.

Year Books

Published in five languages – English, Malayalam, Hindi,Tamil

and Bengali. The year books are positioned as the “Complete Book of

knowledge”. These books give up to date information regarding all the

aspects that are happening in and around us. Few years before,

English year book had appeared in the National Best sellers list. Year

books are considered highly useful for the students of various

educational institutions and candidates appearing for various

competitive entrance examinations. The publications of Manorama

Year book was started in 1959 and the publication of the year book in

English commenced in 1965. The Tamil year book was released on

March 15, 1990 and the Bengali year book on April 18, 1996.

Vanitha

Vanitha is a magazine which features on women related subjects

like the personal problems faced by women, stories of successful

women, fashion, health child-care, cookery etc. The magazine is

positioned as the one, which provides guidance to women for their

development. Vanitha is published every fortnight in Malayalam and

Hindi. The Malayalam edition of Vanitha is the largest fortnightly

circulated women’s magazine in India.

Balarama

This is the largest circulated children’s fortnightly magazine in

India. It is aimed at children between the age group of 6 to 8 years.

Balarama contains stories, cartoons and other features for children.

Balarama Amar Chitrakatha

This is published fortnightly in Malayalam. Balarama is a treasury

of Indian illustrated classics aimed at children.

Kalikkudukka

Kalikkudukka is weekly published in Malayalam and this is aimed

at pre-primary children. It is positioned as a magazine for the overall

development of children.

Onam Annual

This magazine is published during the Onam festival. The onam

annual sells around 1,20,000 copies. The content of this publication

includes novels, short stories, poems and debate/discussions by

popular writers in Malayalam.

Manorama Vision

Manorama vision- the electronic media division of Malayala

Manorama – undertakes the production of serials and telefilms for

various television channels. It was formally launched on 18 October,

1993.

Manorama Calendars and Diaries

Manorama also brings out calendars and diaries annually.

Manorama Calendars are the largest selling calendars in Malayalam.

Magic Pot

This is a new magazine started by Malayala Manorama recently

for the pre-primary children which contains stories, jokes etc in English.

RESEARCH PROBLEM

Malayala Manorama appoints only their family members as the

top management. They won’t consider anybody from outside. Because

of this decision, there is more chance to have problems between the

top management and subordinates, especially in giving promotions to

higher level posts. If so, the quality of work life in Malayala Manorama

may suffer. In order to explore these problems and to give

suggestions, I have selected this topic.

OBJECTIVES OF THE STUDY

1. To find out the quality of work life in Malayala Manorama

2. To gather the opinion of the employees regarding their work

life.

3. To analyse the opinion of the employees and evaluate them to

see whether their response co-related with each other.

4. To study the efforts taken by the organisation to satisfy the

needs of the employees of the organisation.

5. To find out the attitude and opinion of the workers towards the

facilities provided by the company.

6. To compare quality of work life in theoretical and practical

views.

SCOPE OF THE STUDY

This study mainly attempts to provide maximum details about

the quality of work life in Malayala Manorama-Kottayam. It specifies,

1. To know the general opinion about the organisation

2. To change the training programmes if needed

3. To know the job satisfaction

4. To get an idea about the working conditions

LIMITATIONS OF THE STUDY

1. The research exercise was conducted within a limited duration.

So a detailed study could not be made.

2. The number of employees in Malayala Manorama is more. But

sample size is very low

3. The top management were not included in the sample

4. Study was conducted only among the employees of the

general shift

5. Only executives are the respondents

6. The information collected by the observation method is very

limited.

RESEARCH METHODOLOGY

Area of Study

The area of study was Malayala Manorama – Kottayam Branch

Source of Data

The primary data are collected from the respondents through

questionnaire and observation. A questionnaire consists of 25

questions printed in on order. The respondents were answering the

questions on their own. Whereas, the information obtained under

observation method related to what is presently happening.

Sample size

The sample size chosen for data collection was 100 respondents

in Malayala Manorama – Kottayam branch working in various divisions.

Sampling Procedure

There are more than 800 employees working in Malayala

Manorama – Kottayam branch and they are choosen in convenient

sampling method according to the convenience of the investigator.

Tools used for Analysis

To analyse the informations from the questionnaire method, the

tool mainly used is percentage analysis. From that, we get an idea

about the quality of work life in Malayala Manorama.

TABLE 1

Table showing Responsiveness of supervisors

Particulars No. of

Respondents

Percentage

Agree 98 98

Neutral 2 2

Disagree 0 0

Total 100 100

Source: primary data

Inference

From the table, it is clear that 98 % agree that their supervisors

are responsive. 2% are neutral and no respondents disagree with this

statement.

TABLE 2

Table showing Co-operation between work groups

Particulars No. of

Respondents

Percentag

e

Agree 95 95

Neutral 3 3

Disagree 2 2

Total 100 100

Source: primary data

Inference

From the table, it is observed that 95 % agree that is high Co-

operation between the work groups. 3 % are neutral and 2 %

respondents disagree with this statement.

TABLE 3

Table showing the knowledge about the duties of an employee

Particulars No. of

Respondents

Percentag

e

Agree 95 95

Neutral 4 4

Disagree 1 1

Total 100 100

Source: primary data

Inference

From the table, it is observed that 95 % respondents know about

their duties in the organisation. 4 % are neutral and only 1 % do not

know their duty.

TABLE 4

Table showing the use of constructive feedback to improve contribution.

Particulars No. of

Respondents

Percentage

Agree 93 93

Neutral 4 4

Disagree 3 3

Total 100 100

Source: primary data

Inference

From the table, it is clear that 93 % respondents agree that

organisation uses constructive feedback to improve contribution. 4 %

are neutral and 3 % say that the organisation does not use their

feedback.

TABLE 5

Table showing the respect of people in the organisation

Particulars No. of

Respondents

Percentag

e

Agree 92 92

Neutral 6 6

Disagree 2 2

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 92 % agree that people in the

organisation respect each other .6% say that there is no respect

between the workers and 2 % are neutral.

TABLE 6

Table showing the flow of routine information in the work place

Particulars No. of

Respondents

Percentage

Agree 94 94

Neutral 4 4

Disagree 2 2

Total 100 100

Source: primary data

Inference

From the table, 94 % agree that, routine information flow is well

co-ordinates in the work place. 4 % are neutral and 2 % of the

respondents say that the routine information flow is not in a good

manner.

TABLE 7

Table showing the forum for the exchange of important information

Particulars No. of

Respondents

Percentage

Agree 90 90

Neutral 5 5

Disagree 5 5

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 90 % of the respondents agree

that there is an appropriate forum for exchange of important

information. 5 % do not agree with this and the remaining 5 % are

neutral.

TABLE 8

Table showing the availability of information

Particulars No. of

Respondents

Percenta

ge

Agree 95 95

Neutral 3 3

Disagree 2 2

Total 100 100

Source: primary data

Inference

From the table, it is clear that 95 % of the respondents agree

that there is proper communication. They agree that the information

they need to do their job well is available in proper time. 3 % are

neutral and 2 % respondents disagree with this statement.

TABLE 9

Table showing the workers contribution to the mission of the organisation

Particulars No. of

Respondents

Percenta

ge

Agree 90 90

Neutral 6 6

Disagree 4 4

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 90 % agree that their work

contributes to the mission of the organisation. 6 % are neutral and 4 %

disagree with this statement.

TABLE 10

Table showing the participation of workers in formulating specific goals and

objectives.

Particulars No. of

Respondents

Percentag

e

Agree 95 95

Neutral 3 3

Disagree 2 2

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 95 % agree that everyone in the

organisation can participate in formulating specific goals and

objectives. 3% of respondents have no opinion about this 2 % disagree

with this statement.

TABLE 11

Table showing the organisation’s responds towards the changes

Particulars No. of

Respondents

Percentag

e

Agree 95 95

Neutral 3 3

Disagree 2 2

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 95 % of the respondents agree

that the organisation responds positively to changes in the industry. 3

% have no opinion about this and 2 % disagree with this statement.

TABLE 12

Table showing the organization’s mentality in the quality of its products and

services

Particulars No. of

Respondents

Percentage

Agree 98 98

Neutral 2 2

Disagree 0 0

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 98 % agree that their organisation

takes pride in the quality of its products and services. 2 % are neutral.

No one disagree with this statement.

TABLE 13

Table showing the organisation rivalry

Particulars No. of

Respondents

Percentage

Agree 90 90

Neutral 5 5

Disagree 5 5

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 90 % of the respondents know

what sets the organisation apart from the competition. 5 % have no

opinion and the remaining 5 % disagree with this statement.

TABLE 14

Table showing the opinion about quality of the equipments in the organisation.

Particulars No. of

Respondents

Percentage

Agree 94 94

Neutral 6 6

Disagree 0 0

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 94 % agree that the equipments

in the organisation are the state of the art. 6 % are neutral. Nobody

disagree with this because equipments in the organisation are state of

the art.

TABLE 15

Table showing the adequacy of equipments

Particulars No. of

Respondents

Percentage

Agree 97 97

Neutral 2 2

Disagree 1 1

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 97 % of the respondents agree

that the equipment they use is adequate to accomplish their work. 2 %

have no opinion and 1 % disagrees with this statement.

TABLE 16

Table showing the maintenance of equipments

Particulars No. of

Respondents

Percentage

Agree 92 97

Neutral 4 4

Disagree 4 4

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 92 % agree that the equipments

in the organisation are well maintained. 4% have no opinion about the

maintenance and remaining 4 % disagree with this statement.

TABLE 17

Table showing the training in the organisation

Particulars No. of

Respondents

Percentage

Agree 90 90

Neutral 6 6

Disagree 4 4

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 90 % agree that the members in

the organisation are trained and developed for additional duties and

responsibilities. 6 % are neutral, and they have no opinion about

training. Remaining 4 % say that there is no proper training in the

organisation.

TABLE 18

Table showing the established training goals and objectives

Particulars No. of

Respondents

Percentage

Agree 92 92

Neutral 7 7

Disagree 1 1

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 92 % agree that the workers are

asked to participate in establishing training goals and objectives for

themselves. 7 % are neutral and 1 % disagrees with this statement.

TABLE 19

Table showing the workers knowledge about the skills, which are expected to use

their current job.

Particulars No. of

Respondents

Percentage

Agree 93 93

Neutral 6 6

Disagree 1 1

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 93 % respondents know the skills

they are expected to use for their current job. 6 % have no opinion and

1 % disagrees with this statement.

TABLE 20

Table showing the availability of time for the employees

Particulars No. of

Respondents

Percentage

Agree 90 90

Neutral 5 5

Disagree 5 5

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 90 % of the respondents agree

that time is available for the employees to learn what is expected of

them to be successful in their current job. 5 % disagreed and 5 % have

no opinion.

TABLE 21

Table showing the availability of information

Particulars No. of

Respondents

Percentage

Agree 95 95

Neutral 3 3

Disagree 2 2

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 95 % of the respondents agree

that the employees in the organisation can easily find the information

they need to solve the problems. 3% have no opinion and 2 %

disagreed.

TABLE 22

Table showing the workers participation

Particulars No. of

Respondents

Percentage

Agree 90 90

Neutral 8 8

Disagree 2 2

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 90 % of the respondents agree

that the employees are collaborating to improve written policies and

procedures. 8 % are neutral and 2 % disagree with this.

TABLE 23

Table showing the flexibility of policies and procedures

Particulars No. of

Respondents

Percentage

Agree 92 92

Neutral 7 7

Disagree 1 1

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 92 % agree that the changes are

quality made in the formal polices and procedures of the organisation

when appropriate 7 % have no opinion about this. 1 % disagreed.

TABLE 24

Table showing the opinion about layout

Particulars No. of

Respondents

Percentage

Agree 94 94

Neutral 4 4

Disagree 2 2

Total 100 100

Source: primary data

Inference

From the table, it is clear that, 94 % agree that the layout of

their work facility is conducive to the work required of them. 4 % have

no opinion and 2 % disagree with this statement.

TABLE 25

Table showing the reward for performance

Particulars No. of

Respondents

Percentage

Agree 98 98

Neutral 1 1

Disagree 1 1

Total 100 100

Source: Primary data

Inference

From the table, it is clear that 98 % pf the respondents agree

that employees in the organisation are rewarded appropriately for high

performance. 1 % disagrees and 1 % has no opinion about this.

COMPARISON PROCESS

Sl No

Theoretical aspect of quality of work life Presumed as 100%

Practically followed quality of work life in

Malayala Manorama

1 Co-operation between work groups 95 %

2 Availability of information 95 %

3 Quality of products and services 98 %

4 Quality of equipments 94 %

5 Adequacy of equipments 97 %

6 Maintenance of equipments 92 %

7 Training in the Organisation 90 %

8 Availability of time 90 %

9 Availability of information 95 %

10 Worker’s participation 90 %

11 Opinion about layout 94 %

12 Safe and healthy working conditions High

13 Balance of work and non-work life Normal position

14 Protection of worker’s rights Highly considered

15 Social environment at the work place Good

FINDINGS

1. Employees are confident that their supervisors are responsive to

fulfill their needs

2. There is high Co-operation between work groups in the

organisation.

3. Employees have an idea about their duties in the organisation

4. People in the organisation use constructive feedback to improve

contribution

5. People in the organisation treat each other with dignity and

respect

6. Routine information flow is well coordinated in the work place.

7. There is an appropriate forum for the exchange of important

information.

8. Information needed for the job is available to the employees.

9. Employees work contributes to the missions of the organisation

10. Every one in the organisation can participate in formulating

specific goals and objectives.

11. Organisation responds positively to change in the industry

12. Organisation takes pride in the quality of its products and

services

13. Employees know what sets the organisation apart from the

competition.

14. Equipments in the organisation are state-of-the-art.

15. The equipments used are adequate to accomplish the work.

16. Equipments in the organisation are well maintained

17. Members of the organisation are trained and developed for

additional duties and increased responsibilities.

18. Employees are asked to participate in establishing training goals

and objectives for themselves

19. All employees know the skills they are expected to use for their

current job.

20. Time is available for employees to learn what is expected of

them to be successful in their current job.

21. Employees in the organisation can easily find the information

they need to solve problems

22. Employees collaborate to improve written policies and

procedures.

23. Changes are quickly made in the formal policies and procedures

of the organisation when appropriate

24. The layout of the work facility is conducive to the work required

of the employees

25. Employees in the organisation are recorded appropriately for

high performance

SUGGESTIONS

1. Now-a-days Manorama newspaper is published only in

Malayalam. But they can bring out the paper in other languages

like English & Tamil.

2. Manorama should provide conveyance facility to the workers.

3. They should provide canteen facility to the trainees also

4. Improve the quality of the paper while preparing the Manorama

year book.

CONCLUSION

In Malayala Manorama, employees are the most valuable

resources. It is the major reason for the success of Malayala

Manorama. It improves the productivity for the organisation and also

the quality of working life for its members. i.e., the increase in the

circulation of the daily newspaper.

Due to the excellent working conditions prevailing in this

organisation, the job satisfaction of each individual seems to be the

maximum.

I do believe that, the job satisfaction obtained by the employees

has helped Malayala Manorama to be at the forefront of the newspaper

industry in India.

BIBLIOGRAPHY

1. HRD News letter - JUNE 1991

2. Human Behaviour at work - KEITH DAVIS

3. Human Capital - MAY 2001

4. Management of

organisational behaviour

- PAUL HERSEY & KENNETH

H. BLANCHARD

5. News paper Management - GULAB KOTHARI

6. Organisational Behaviour - LUTHANS

7. Organisational behaviour - ROBBINS

8. Organisation Development - FRENCH, BELL & ZAWACKI.

9. Organisational theory and

behaviour

- R.A. SHARMA

10. Personnel Management - DR. C.B. MAMORIA

11. Personnel Management

and Industrial Relations

- P.C.TRIPATHI

12. Research Methodology - C.R. KOTHARI

APPENDIX

QUESTIONNAIRE ON QUALITY OF WORKLIFE IN MALAYALA

MANORAMA COMPANY LIMITED

1. If I go to my supervisor with a concern, I am confident he/she will be

responsive

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

2. There is high co-operation between work groups in my organisation

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

3. I am clear about who does what in my organisation

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

4. People in my organisation use constructive feedback to improve

contribution

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

5. People in my organisation treat each other with dignity and respect

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

6. Routine information flow is well co-ordained in my work place

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

7. There is an appropriate forum for the exchange of important

information where I work.

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

8. The information I need to do my job well is available to me

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

9. What I do every day contributes to the missions of my organisation

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

10. Every one in my organisation can participate in formulating specific

goals and objectives.

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

11. My organisation responds positively to changes in the industry

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

12. My organisation takes pride in the quality of its products and

services

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

13. Employees know what sets my organisation apart form the

“competition”

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

14. Equipment in my organisation is state-of-the –art.

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

15. The equipment I use is adequate to accomplish my work

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

16. Equipment in my organisation is well maintained

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

17. Members of my organisation are trained and developed for

additional duties and increased responsibilities.

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

18. I am asked to participate in establishing training goals and

objectives for myself.

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

19. All employees know the skills they are expected to use for their

current job.

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

20. Time is available for employees to learn what is expected of them

to be successful in their current job.

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

21. Employees in my organisation can easily find the information they

need to solve problems

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

22. Employees collaborate to improve written policies and procedures

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

23.Changes are quickly made in the formal policies and procedures of

the organisation when appropriate.

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

24. The layout of my work facility is conductive to the work required of

me

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

25. Employees in my organisation are rewarded appropriately for high

performance

a. Disagree [ ] b. Neutral [ ] c. Agree [ ]

ORGANISATIONAL CHART

Chief Editor

Editor & Managing Director

Managing Editor& Director

Executive Editor& Director

Director

Kochi UnitKozhikode UnitResident Editor

ThiruvananthapuramUnit

Resident Editor

Kannur UnitManager

Palakkad UnitResident Editor

Kollam UnitManager

Kodimatha UnitManager, Operation

Thrissur UnitCo-ordinating

Editor

General Manager

Works

General ManagerFinance

General Manager

Personnel & Admn.

General ManagerHuman

Resources

General Manager

Circulation

General ManagerMaterials

General Manager

Corporate Publicity & Electronic

Media

General ManagerMarketing

Resident GMBombayRegionalGeneral

Manager (Marketing)

Chennai

Editor-in-chargeThe Week

Copy EditorThe Week

News Editor

Editor-in-chargeMalayalam

Weekly

Editor-in-chargeYear Book &

Bhashaposhini

Editor-in-chargeKarshakasree

Corporate Planning

Cell Director TrainingGeneral Manager

ManagementAccounts

Leader Writer

News DivisionAssociate EditorResident EditorResident Editor,

KozhikodeChief News Editor,

KottayamNews Editor,

Kottayam,News Editor, Kochi,

News Editor,Tiruvananthapuram

News Editor, Kozhikode

Resident Editor, Palakkad

Coordinating Editor,Kollam

Coordinating Editor,Kannur

Coordinating Editor,Thrissur

MalappuramUnit