QUALITY OF WORKLIFE OF EMPLOYEES IN PUBLIC...

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QUALITY OF WORKLIFE OF EMPLOYEES IN PUBLIC AND

PRIVATE SECTOR BANKS

A Project report submitted to the University of Calicut in partial

fulfillment of the requirement for the award of the degree of Master

of commerce

PROJECT REPORT

BY

DIVYA S

REG.NO.CHANMCM002

Under the supervision and guidance of

Dr LAKSHMANAN M P

(Assistant Professor of commerce)

DEPARTMENT OF COMMERCE

GOVERNMENT COLLEGE, CHITTUR

JULY 2015

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CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION

Banking Sectors in India play a significant role in the development of the Indian economy

and it is one of the fastest growing economies in the world. Evidence from across the world

suggests that a sound and evolved banking system is required for sustained economic

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development. India has a better banking system than other developing countries, but there are

several issues that need to be ironed out. Banking is a sector that reached out to almost all

sections of the society. It is the life-blood of economic progress.

The process of creating public sector banks has started with the nationalization of Imperial

Bank of India in 1921. The base of the Public Sector has widened with the formation of State

Bank of India (SBI). As a part of reorganization of rural credit structure, the Imperial Bank of

India was renamed as State Bank of India on July 1, 1955. The SBI was charged with the

responsibility of expanding its rural branch network within a timeframe. This epoch making

event marks the beginning of inducting the banks into the field of rural credit which was

formerly reserved for cooperatives.

As a part of progress of geographical expansion of banking facilities to meet the credit needs

of co-operatives, eight banking companies functioning in former princely states were

converted into subsidiary of SBI, later came to be known as ‘Associate Banks of SBI’.

The Public Sector in the Indian Banking sector has further expanded with two rounds of

nationalization – first in July 1969 of 14 major Private Sector Banks with deposits of _50

crore or more, and thereafter in April, 1980, six more banks with deposits of not less than _

two crore each. With the merger of New Bank of India with Punjab National Bank in 1993,

the number of nationalized banks reduced to 19 and number of public sector banks totaled at

27. Hence, the Public Sector Banking in India comprises of the State Bank of India (SBI), its

seven Associate Banks (ABs) – together called State Bank Group (SBG) and the 19

Nationalized Banks (NBs). Although the Public Sector Banks are a little less than 1/3 in total

number of Scheduled Commercial Banks, their market share in assets, deposits, advances and

investments are 72.3 per cent, 75 per cent, 72.9 per cent and 73.1 per cent respectively in

2006. Public Sector Banks thus hold dominant place in the Indian Commercial Banking

structure, their achievements and developments shape the overall performance of the Indian

Banking Structure.

Public sector banks play a significant role in the Indian economy in terms of both investment

and employment. In recent years, there has been an increasing awareness in India of the need

to tone up the performance of public sector banks in order to achieve the twin objectives of

rapid national development and greater productivity.

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Since the public sector banks are service organizations, their productivity and performance

depend on the performance of its personnel. The increasing pace of technological change is

making manpower the key ingredient to the nation's wellbeing and growth. Capital and

natural resource endowments are undoubtedly vital factors that help to create a large national

product, but it is the labourer- the human resource – who contributes most to the

contemporary "Wealth of Nations". Thus expansion and improvement of the labour force are

the sine qua non of continued increase in the output of the organizations. Labour is a major

beneficiary of, as well as chief contributor to the prosperity and growth of the organization.

Public sector banks enroll a large number of employees, both men and women. Prosperity of

these banks depends on the performance of the employees, which in turn depends on their

satisfaction with their jobs. Job satisfaction is linked to productivity, motivation, mental and

physical health and general satisfaction in life. Lack of it accounts for absenteeism, tardiness,

accidents and the like.

Man power was once considered as one of the factors of production and no special attention

was paid to them. There is growing awareness that individual development is the key to

organizational development. Hence in the fast changing business environment, the

organization realizes that human resources are the most precious resource and HRM is the

key factor enhancing the capabilities of the organization to deal with all emerging challenges.

Change is the law of nature and Indian banking is not an exception. Indian Banking Industry

which is more than of one century, passed through many phases in the last 100 years like

social control, nationalization, liberalization, privatization, globalization and finally

computerization. To keep the pace with the competitiveness derived from the above changes

the banking industry, which is the area of concern being manpower intensive, must consider

the role of human resource as the most significant key to enhance the profitability, efficiency

and overall organizational effectiveness.

1.2 QUALITY OF WORK LIFE

Quality of work life (QWL) has become one of the most important issues these days in every

organization. Employees are the force behind every successful organization. No organization

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can become successful with technology only, because for the use of technology also,

organizations need to have strong work force. Quality of work life was the term actually

introduced in the late 1960’s. From that period till now the term is gaining more and more

importance everywhere, at every work place. Initially quality of work life was focusing on

the effects of employment on the general well being and the health of the workers. But now

its focus has been changed. Every organization needs to give good environment to their

workers including all financial and non financial incentives so that they can retain their

employees for the longer period and for the achievement of the organizational goals. The

factors that influence and decide the quality of work life are attitude, environment,

opportunities, nature of job, people, stress level, career prospects, challenges, growth and

development and risk involved and reward.

Quality of work life is defined as the employee perceptions of their physical and mental well

being at work. These perceptions can be favorable or unfavorable. Productivity and quality of

work life are important because monetary benefits, improved labour relations, fewer

grievances, lower absenteeism, reduced turnover and reduced strikes are achieved. High

quality of work life has been associated with high job performance.

1.3 STATEMENT OF THE PROBLEM

One of the major problems of the developing and developed countries is quality of work life.

The issue is not just one of achieving greater human satisfaction but it also aims at improving

productivity, adaptability and overall effectiveness of the organization. Although government

have shown their concern about the quality of human asset and the prevailing problems in the

human resource areas, very little initiative has been taken in the last few years in this crucial

but significant area. As the demands on the banking system are increasing and its priorities

are re-focused to create sustainability and profitability, it is time to restructure HR policies,

which have generally remained static and adhoc so far. In a highly competitive environment,

banks have to address to the changes in same critical area.

The banking sectors today offer more prospects for jobs for women both quantitatively and

qualitatively. However there are some common problems faced by managers, officers and

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clerical staff of the banks. These include the work is overburdened, poor cooperation,

discrimination among employees, lack of career development opportunities etc.

The quality of work life refers to a relationship between the worker and work environment. It

is intimately connected with the concept of “Industrial Democracy”. So far no attempt has

been made to raise industrial democracy for making workers happy with their work situation

and for ensuring their “sense of participation”.

Quality of work life is a generic phrase that covers a person’s feelings about every dimension

of work, including economic rewards and benefits, security, safe and healthy working

conditions, organizational and interpersonal relationships and intrinsic meaning in the

person’s life. To sustain and progress in such an environment, skills and competencies of the

employees should be multifaceted, upgraded and attuned to specific needs. When there is

lack of quality of work life there will be job dissatisfaction among the employees which leads

to stress. Hence, the present study is an attempt to evaluate the quality of work life of

employees in the public sector and private sector banks in Chittur village. The examining of

the dimensions of quality of work life and the common problems faced by the employees at

work place are undertaken in the present study.

1.4 SCOPE OF THE STUDY

This study is exclusively made to understand, analyze and measure quality of Work Life

among the bank employees in Chittur. Two kinds of banks – Public sector, Private sector are

concerned. The present study take into consider only public and private sector bank

employees. To measure quality of work life in these banks eight dimensions were undertaken.

They are economic aspect, working condition aspect, opportunity for career growth and

personal development, nature of work atmosphere, work and total life space, social

integration, superior subordinate relationship and welfare facilities.

1.5 SIGNIFICANCE OF THE STUDY

A country aiming at development should make full and effective use of factors of production.

The contribution of factors like machinery, raw material, and marketing is undoubtedly

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substantial, but the role and importance of human resources on which the productivity

critically depends cannot be under-rated. The full extent of development in the developing

economies can be achieved only if the human resources are utilized to the optimum level.

Increased QWL might also result in building up of physically and psychologically healthier,

productive, adaptable and motivated employees. The society as a whole might gain from

QWL. Enhancement in QWL might help government combat, certain social problems such as

unrest in society, mental and health problems, drug and alcohol abuse and inequitable

distribution of national income.

The changing economic scenario has necessitated the significance of improving the

performance of work organizations. Globalization of the economy and the resultant

competitive environment demands, new work culture, high levels of commitment to job, and

organizational goals among the employees. This cannot be attained unless adequate measures

are taken to improve QWL in organization in India.

Quality of work life in a developing country like India has gained momentum and has now

become both “ends and means”. It is the end in itself as it is the key of all development. It is a

means as the decision-making involves workers’ participation and job redesign, which

improve the productivity and overall performance namely skills, and competencies of the

workers. It aims at healthier, more satisfied, more productive more adaptive and more

efficient employees and thus profitable to the organization. Therefore this study throws

adequate light on QWL.

1.6 OBJECTIVES OF THE STUDY

1. To examine the perception level of bank employees relating to the quality of work life

2. To identify the problems of bank employees in the work place.

1.7 PERIOD OF THE STUDY

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The study was conducted for a period of 21 days from 20th

April to 10th

May 2015

1.8 RESEARCH METHODOLOGY

1.8.1 RESEARCH DESIGN

The study is descriptive in nature. Descriptive studies are more than just a collection of data;

that involves measurements, classifications, analysis, comparison and interpretation. It tells

about what exists at present by determining the nature and degree of existing conditions.

1.8.2 SAMPLING FRAME

For the purpose of the study only one village in palakkad district is selected. Here, bank

employees of “Chittur” taluk are selected.

1.8.3 SAMPLING UNITS

Sampling units consists of 80 employees from eight banks consisting of four public sectors

and four private sector bank in “Chittur” taluk of Palakkad district.

1.8.4 SAMPLING TECHNIQUE

Random sampling technique or probability sampling technique is used for the study.

1.9 SOURCES OF DATA

1.9.1 PRIMARY DATA

The primary data are collected with the help of employees consisting of managers,

probationary officers and clerks of public and private sector banks through questionnaire.

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1.9.2 SECONDARY DATA

Secondary data is collected from websites, Newspapers and Publication for the study.

1.10 TOOLS OF DATA ANALYSIS

Data analysis refers to the computation of certain measures along with searching for

pattern of relationships that exist among data groups. Two – Way ANOVA and K sample

Freidman test are used for the analysis of data in this study.

1.10.1 TWO- WAY ANOVA

In statistics, the two way analysis of variance (two way ANOVA test is an extension of the

one way ANOVA test that examines the influence of different categorical independent

variables on one dependent variable. While the one way ANOVA measures the significant

effect of one independent variable, the two way ANOVA is used when there are more than

one independent variables and multiple observation for each independent variable. The two

way ANOVA can, not only determine the main effect of contributions of each independent

variable but also identify if there is a significant interaction effect between the independent

variables. In this study, this ANOVA model is applied to test the experience and educational

qualification on the perception of bank employees on eight dimensions of quality of work

life.

1.10.2 K Sample Freidman Test

Friedman test is a non-parametric test that compares two or more variables. This test first

ranks the values in each from low to high. The ranks assigned by the respondents for the

variables are averaged and tested to find out whether the mean rank is significant or not. In

this study¸ this non-parametric test is applied for testing the variation of the rank preferences

of the employees towards the factors behind the motivating of satisfaction.

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1.11 LIMITATION OF THE STUDY

1. The study is limited to public sector and private sector banks in Chittur.

2. Samples selected are limited to eight banks in Chittur.

3. The attitude of the employees may change from time to time.

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CHAPTER – 2

REVIEW OF LITERATURE

Losocco and Rochelle (1970), in their study, stated that the most common assessment of

QWL is the individual attitudes. This is because individual work attitudes are important

indicators of QWL. The ways that people respond to their jobs have consequences for their

personal happiness, the effectiveness of their work organizations and even the stability of

society.

Louis Davis (1972), in his study entitled “Quality of work life” (QWL) states that it is an

attempt to establish that performance is linked to involvement and satisfaction of employees

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at work places. QWL is the overall quality of human experience in the work place. It

measures the way participants in a system respond to the socio-technical aspect of that

system.

Katzell et.al., (1975), in their extensive literature review viewed quality of work life more

broadly as an individual’s evaluation of the outcome of the work relationship. They observed

that an employee may be said to enjoy a high quality of working life when he has positive

feelings towards his job and its future prospects, is motivated to stay on the job and performs

well and feels his working life fits well with his private life to afford him a balance between

the two in terms of his personal values.

Suttle (1977), the quality of working life aims at healthier, more satisfied and more

productive employees and more efficient, adaptive and profitable organizations.

Taylor (1979) more pragmatically identified the essential components of Quality of working

life as; basic extrinsic job factors of wages, hours and working conditions, and the intrinsic

job notions of the nature of the work itself. He suggested that relevant Quality of working life

concepts may vary according to organization and employee group.

Guest (1979), He says that quality of working life is a generic phrase that covers a person’s

feelings about every dimension of work including economic rewards, benefits, security,

working conditions, organizational and interpersonal relations, and their intrinsic meaning.

Mehta (1982), who had put in considerable research in the field of QWL, discussed in his

paper on ‘Rising Aspirations, Quality of life and Work Organization’ QWL from the point of

view of workers and tries to match QWL to their changing attitudes.

Thorsrud (1982), brings out comprehensive comparison between QWL in the first and the

third World countries in his paper on ‘QWL in the first and the third world’

Singh (1983), states that QWL is not based on any theory. It is concerned with overall

climate of work place. Reduced supervision, increased self regulation and Self management

are pillars of quality of work life, as:

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Safe work environment

Equitable wages

Equal employment opportunities and

Opportunities for advancement

Mirvis and Lawler (1984) suggested that Quality of working life was associated with

satisfaction with wages, hours and working conditions, describing the ―basic elements of a

good quality of work life‖ as; safe work environment, equitable wages, equal employment

opportunities and opportunities for advancement.

Gardon (1984), in his study stated that Quality of work life programmes has two objectives:

to enhance the productivity and the satisfaction of employees. Quality of work life is the

quality of the content of relationship between employees and their total working environment

with human dimensions added to the usual technical and economic ones.

Heckscher (1984), in his study “QWL” suggested that it has been well recognized as a multi

dimensional construct and it may not be universal. The key concepts captured and discussed

in the existing literature include Job security, Better reward systems, and higher pay,

Opportunity for growth and Participative groups.

Maecoby (1984), on the other hand extends the preview of QWL to management also. In his

article on ‘Helping Labour and Management Set-up Quality of work life programme’ he

makes various suggestions to both the workers and management for practice of QWL.

Straw and Heckscher (1984), states that Quality of work life is a philosophy, a set of

principles, which holds that people are the most important resource in the organization as

they are trustworthy, responsible and capable of making valuable contribution and they

should be treated with dignity and respect.

Sekharan (1985), observes that historically the concept of Quality of Work Life had

originally included only the issues of Wages, Working Hours, and working conditions.

However, the concept has now been expanded to include such factors as the extent of workers

involvement in the job, their levels of satisfaction with various aspects in the work

environment, their perceived job competence, accomplishment on the job etc.

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Beukema (1987) suggested QWL is the extent to which employees are able to shape their

jobs actively, in accordance with their options, interests and needs. It is the measure of power

given by management to its employees to reshape their work. In other words, an employee

has the full freedom to design his job functions commensurate with his personal needs and

interests. This definition focuses upon the individual’s choice of interest in carrying out the

task.

Baba and Jamal (1991) listed what they described as typical indicators of quality of working

life, including: job satisfaction, job involvement, work role ambiguity, work role conflict,

work role overload, job stress, organizational commitment and turn-over intentions.

Bertrand and Scott (1992) in their study ―Designing Quality into Work Life‖ found that

improvements in the quality of work life are achieved not only through external or structural

modifications, but more importantly through improved relations between supervisors and

subordinates.

Gain (1993), in his study stated that the core of the QWL concepts is the value of treating the

worker as a human being and emphasizing changes in the socio technical system of thorough

improvement, in physical and psychological working environment, design and redesign of

work practices, hierarchical structure and the production process brought with the active

involvement of workers in decision making.

Johnson (1993), stated that the Quality of work life is more than simply a concept means or

an end. It embodies the following inter related sets of ideas.

Ideas dealing with a body of knowledge, concept, and experience related to the nature of

meaning and structure of work

Ideas dealing with the nature and process of introducing and managing organization

change

Ideas dealing with outcomes of results of the change process.

The concept of Quality of Work life views work as a process of interaction and joint problem

solving by working people-managers, supervisors, and workers.

Nordenfelt (1993), is of the opinion that by quality of life is meant something that has to do

with the values of welfare or well-being. A distinction can be made between external welfare,

that is, those phenomena which surround us and continuously affect us, and, on the other

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hand, our inner well-being, in other words, our reactions to the external world and our

experiences in general so that it is an interaction rather than a one way influence of external

factors.

Heskett, Sasser and Schlesinger (1997), suggested QWL as the feelings that employees

have about their jobs, co-workers and organization in general that act as a catalyst resulting in

the organizations’ growth and profitability. A positive feeling towards their job reflects that

the employees are happy doing work and a satisfying work environment increases

productivity. This definition indicates that the satisfying work environment is one of the

factors responsible for better QWL.

Datta (1999) in his study ―Quality of Work Life: A Human Values Approach‖ say that in a

deeper sense, quality of work life refers to the quality of life of individuals in their working

organizations—commercial, educational, cultural, religious, philanthropic or whatever they

are. Modern society is organizational society. Individuals spend much of their lives in

organizations. Hence, the importance of quality of work life is unquestionable.

Lau, Wong, Chan and Law (2001), defined QWL as the favorable working conditions that

support and enhance satisfaction by providing employees with rewards, job security and

career growth opportunities. Indirectly the definition reflects that an employee who is not

satisfied with reward may be satisfied with the job security and may be possibly enjoying the

career growth opportunity available in the organization for personal as well as professional

growth.

CBSR Seshu (2004), in his article titled “Quality of work life as HR strategy” has stated that

today’s work force consists of literature workers who expect more than just money for their

work. The article analyzes the concept of QWL and presents the concept as an effective

strategy for increasing employee’s productivity.

In modern scenario, QWL as a strategy of HRM is being recognized as an ultimate key for

development among all the work systems, not merely as a concession, which is integral to

any organization towards its wholesome growth. This is attempted on par with improved

strategies of customer Relation Management.

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Mruduka and VRP Kashyap (Sep 2004), in their study titled “QWL” is a flexible work

options. “Flexible work” offers different work styles and employment practices. It

encompasses all types of employment practices other than the conventional ‘9 am to 5 pm’

jobs. Flexible work options after creative approaches for completing work while promoting

balance between work and personal commitments. Employees may choose a different work

schedule to meet personal commitments. Alternatively, employers may initiate an altered

schedule to meet their customer needs.

Serey (2006), observed in his research on QWL, that career growth opportunity is a crucial

factor determining constructs of QWL. He concluded that QWL includes

(i) An opportunity to realize one’s potential and utilize one’s talents, to excel in challenging

situations that require decision making, taking initiative and self-direction;

(ii) A meaningful activity perceived worthwhile by the individuals involved;

(iii) An activity in which one has clarity of role necessary for the achievement of some

overall goals; and

(iv) a feeling of belongingness and pride associated with what one is doing and moreover

doing it well. This aspect of meaningful and satisfying work is generally integrated with

aspects of career related variables, and assumed to be more favorable to QWL.

Eurofound (2006), stated that the QWL refers to that better jobs and more balanced ways of

combining working life with personal life. As the concept of QWL is multi dimensional it

may not, of course, be universal. It includes job security, reward systems, pay and

opportunity for growth among other factors.

Radnan Che Rose, Loosee Bah, Jagak Ali and Khairuddin Idris (2006), in their study

states that the most important predictor of QWL is organizational climate followed by career

achievement, career satisfaction and career balance.

Rishu Roy (2006) stated that managing people by talents and improving QWL seems to be

the new mantra on the Indian corporate landscape. Every organization has an invisible quality

– a certain style, a certain mode or way of performing things. QWL has emerged as an

elucidation for the performance in the job.

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Normala and Daud (2010) in their study ―Investigating the Relationship between Quality

of Work Life and Organizational Commitment Amongst Employees in Malaysian Firms‖ say

that the quality of work life of employees is an important consideration for employers

interested in improving employees ‘job satisfaction and commitment.

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CHAPTER 3

THEORETICAL FRAME WORK

3.1 QUALITY OF WORK LIFE

The term Quality of Work life (QWL) refers to the favorableness or unfavorableness of a

total job environment for employees. QWL programmes are another way in which

organizations recognize their responsibility to develop jobs and working conditions that are

excellent for people as well as for economic health of the organization. The elements in

typical QWL programme include open communication, equitable reward systems, a concern

for employee’s job security and satisfying careers and participation in decision making. Many

early QWL efforts focus on job enrichment. In addition to improve the work system, QWL

programmes usually emphasis development of employee skills, the reduction of occupational

stress and development of more co-operative labour-management relations.

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Vigorous domestic and international competitions drive organizations to be more productive.

Proactive managers and human resource departments respond to this challenge by finding

new ways to improve productivity. Some strategies rely heavily upon new capital investment

and technology. Others seek changes in employee relation practices.

Human resource departments are involved with efforts to improve productivity through

changes in employee relations. QWL means having good supervision, good working

conditions, good pay and benefits and highly interesting, challenging and rewarding job.

High QWL is sought through an employee relations philosophy that encourages the use of

QWL efforts, which are systematic attempts by an organization to give workers greater

opportunities to perform their jobs and their contributions to the organization’s overall

effectiveness. That is, a proactive human resource department finds ways to empower

employees so that they draw on their “brains and wits”, usually by getting the employees

more involved in the decision –making process.

3.2 DEVELOPMENT OF THE CONCEPT OF QWL

Like other concepts, evolution of QWL is also traced back to various phases in history. One

such tracing is done by Walton89 by turning the pages of history of last century. He reported

that, in early 20th century, legislation was enacted to protect employees from job-injury and

to eliminate hazardous working conditions on the one hand and inauguration of unionization

movement on the other. Emphasis was given to work related conditions such as job-security,

due progress at the work place and economic gains for the worker. This was followed by

propounding different theories by psychologists proposing a positive relationship between

morale and productivity. They also tried to prove with research findings that harmonious

human relations foster both morale and productivity. They also proposed reforms to acquire

equal employment opportunities and job enrichment schemes.

It was against the above background that finally in the 1970’s the idea of QWL was

conceived. QWL was quite broader in sense and scope than stray developments made earlier.

Human values, needs and aspirations were at the heart of the concept of QWL.

The theories of motivation and leadership propounded by the behavioural scientists also

served as the seed –bed for the development of the concept of QWL. To quote, Maslow90

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depicted in his well-known theory, ‘Need Hierarchy Theory of Motivation’, the complexity

of human nature with regard to needs and their satisfaction. He says that no sooner the lower-

order needs are satisfied, people start seeking satisfaction for higher-order needs of their

need-hierarchy. Herzberg91, in his two-factor theory, maintained that it is ‘hygiene factors’

that motivate employees to improve their performance. Hygiene factors, in a way, refer to

better working conditions. While lying assumptions for his “Theory Y’, McGregor92 also

views that under proper conditions and in a better work environment, people have a tendency

to exploit their potentials to a larger extent.

Thus, it becomes clear that the basic concept underlying the QWL is what has come by now

to be recognized as ‘humanization of work’93. It gave genesis to the need for developing an

overall work environment that stimulates the creative abilities of the workers, generates co-

operation, and interest in self-growth. As a matter of fact, with growing awareness of work

force, the realization and application of ‘humanization of work’ is increasing. Truthfully

speaking, it is this widespread realization of humanization of work that has made QWL a

buzzword of the time.

3.3 EVOLUTION OF THE CONCEPT OF QWL

Elizur indicated that since a number of approaches have been taken to define QWL,

discrepancies exist in the use of the term. He pointed out that earlier QWL was seen in terms

of available job training and mobility, job security and earnings. Then QWL was perceived to

include working conditions, equitable compensation and job opportunity, and more recently,

QWL is viewed as involving autonomy, accomplishment, challenge, personal responsibility,

freedom to make decisions, and develop interests and abilities.

QWL is used in the context of certain environmental and humanistic values, which got

neglected in the process of excessive concern for economic development and materialism

during the major part of the twentieth century. Emergence of concern for QWL can be traced

to the revival of interest in the larger area of quality of work life in most countries of the

world. Life at work place is an integral part of total life space. Various researches in the area

of human resources have identified a number of factors responsible for growing concern

about improvement of QWL. The factors so identified include changing composition of work

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force, altered attitude towards work, increasing expectations by employees for larger voice in

decisions affecting their

work lives, a prevailing incentive system, the over values of economic rewards and under

values of quality of life motivations, underutilization of work force, declining job

satisfaction, worker withdrawal, lower performance, exclusive absenteeism, turnover and

declining productivity.

Every organization has an invisible quality, a certain style, a certain mode or way of

performing things. This invisible quality decides how effective the organization is in the

market place. Achieving heights in today’s cut throat competition, when business is trying to

occupy the prime condition in market place; quality of work life has emerged as an

elucidation for the performance in the job. Performance can neither be achieved by external

motivation nor by financial and nonfinancial rewards; rather it comes from the workers and

thus from the work environment. The focus is not only on how people can do better work but

also how work may cause people to do better.

3.4 CRITERIA TO MEASURE QUALITY OF WORK LIFE (QWL)

Following factors are considered as most comprehensive criteria for measurement of QWL.

3.4.1 ADEQUATE AND FAIR COMPENSATION

Remuneration is the compensation an employee receives in return for his or her contribution

to the organization. It occupies an important place in the life of an employee. His or her

standard of living, status in the society, motivation, loyalty, and productivity depend upon the

remuneration he or she receives. To be specific, typical remuneration of an employee

comprises wages and salary, incentives, fringe benefits, perquisites and non - monetary

benefits. One of the biggest factors affecting industrial relations is the salary or wage an

employee receives for a fair day’s work. A majority of union management disputes relate to

remuneration.

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A fair and equitable remuneration will attract competent personnel, help to retain present

employees, improve productivity, improve union management relations, and also improve

public image of the company. No organization can expect to attract and retain qualified and

motivated employees unless it pays fair compensation. For employees, pay is more than a

means of satisfying their physical needs. It provides them a sense of recognition and

determines their social status.

3.4.2 SAFE AND HEALTHY WORKING CONDITIONS

Employees who spend a lot of time in their workplace consider the physical working

conditions as an important factor. Unsafe and hazardous working conditions cause problem to

both employers and employees. Especially chemical industries, engineering industries,

fertilizer industries etc., where potential possibility of danger exists, the management has to

take extra care to protect its employees.

But apart from above mentioned industries, others also have to take step to maintain proper

physical conditions. Proper seating arrangement, water facility, fresh air and good sanitary

conditions are important to the employees who engage themselves in desk work. Absence of

such good conditions may result in ailments like back pain and romantic pains which in turn

frustrates the employees who may develop stress. A healthy/good physical condition at work

places which is second home for employees is thus an important factor in measuring QWL.

3.4.3 OPPORTUNITY FOR GROWTH AND DEVELOPMENT

This is related to career aspects of employees. Meaningful career paths must be laid down

and career mapping of employees is to be followed. The provisions of advancement

opportunities play a central role in QWL. An employee is most satisfied, given an

opportunity to use and develop his capabilities. According to Maslow, people want to satisfy

their higher needs once they satisfy their basic needs like fair pay and good physical

condition. These higher orders needs include recognition and social status.

More regulations and control mechanism by the management may dissatisfy the employees.

This was the very reason why Taylor was criticized. An employee, provided optimum degree

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of freedom in work, can improve himself on the job which gives him immense satisfaction.

Periodic discussions with the employees, calling for their suggestion, and framing work

groups like Quality Circles helps employees in improving their capabilities on job. Proper

training through various methods helps an employee to improve his capabilities which in turn

satisfy him.

The employees seek career growth more and more recently. Job security ceased to satisfy

employees. Employees tend to drift from jobs which do not promise career growth. More and

more organizations are helping employees in this direction by helping them to draw their

career paths. The organization has a counselor for this purpose, which helps the employees.

Prolonged employment in the same position may cause employee to develop stress. Care is to

be taken to chart proper career charts for employees at some level so as a balance of human

resource in the organization is maintained.

3.4.4 SOCIAL INTEGRATION IN THE WORK FORCE

Relationships between and among the employees is an indicator of healthy work

organization. Therefore, opportunities must be provided for formal and informal interactions.

All kind of religions, races, crafts, and designations must be treated equally on a social

platform. According to Walton, a satisfying identifies and self-esteem is influenced by five

characteristics of the work place: freedom from prejudice, egalitarianism, upward mobility,

supportive work groups and community of feeling and interpersonal openness (Klatt).

Freedom from prejudice, egalitarianism and upward mobility are the steps to be necessarily

taken by the management whereas supportive work groups and committees of feeling and

interpersonal openness are the result of effort from both management and workers. Though

the initiative is to be from management, the employees also should give their complete

support and co-operation to make the efforts of management a success.

An organization can possess supportive work groups and interpersonal openness. In other

words, Industrial democracy’ through establishing ‘work committees’-which intend to

“promote measures for securing and preserving amity between employer and workmen and to

that end to comment upon matter of their common interest or concern and endeavor to settle

any material differences of opinion in respect of such matters’(Baldev R Sharma).

24

3.4.5 CONSTITUTIONALISM IN THE BANKS

This is related to organizational norms that affect the freedom of an individual employee.

Efforts must be made to see whether right norms are formed in the organization. It means

norms that accommodate the privacy of an individual employee, freedom of speech, equity

and freedom to dissent on some aspects.

Bias on the part of the management, lack of privacy, improper process of discipline etc.,

tamper the constitutionalism of an organization. The constitutionalism can be considered as a

hygiene factor i.e., though it may satisfy or motivate the employees considerably. The

absence of it is definitely felt by the employees and may have adverse effects.

Though employees consider work place as their second home they may not want to disclose

or discuss their private lives at work place. As such management should take steps to

maintain its employee’s privacy unless, he himself comes out with his problems, where the

management can offer some counseling or any other help. So as in case of bias, it is most

dissatisfying to an employee to find out that his colleague is being treated differently from

him, which will have an adverse effect on his QWL.

3.4.6 OCCUPATIONAL STRESS

Occupational stress is becoming increasingly globalized and affects all countries, all

professions and all categories of workers, as well as families and society in general (Ahmad

and Ahmad, 1992). Stress has become a part and parcel of human life and is more

pronounced in corporate life. Stephen P Robbins (2006) defined it as: “Stress is a dynamic

condition in which an individual is confronted with an opportunity, constraint, or demand

related to what he or she desires and for which the outcome is perceived to be both uncertain

and important.” In short, it is nothing but what we feel when we think we have lost control of

events. Stress has been spoken of as the plague of the 21st century.

25

Stress is necessary to keep one going, but overstress kills one’s ability and creativity.

Overstress can cause a number of health-related problems like migraines, insomnia, high

blood pressure, depression, burnout, nervousness, sleeplessness and the like.

The main factors of stress in bank employees are role factor, role overload, role conflict, role

ambiguity, lack of support, new technology, increased competition, handling with cash and

outsourcing etc. It is the need of the hour that the management of bank must provide a stress-

free work environment for enhancing the productivity and well-being of its employees.

3.4.7 PARTICIPATION IN MANAGEMENT

Participative (or participatory) management, otherwise known as employee involvement or

participative decision making, encourages the involvement of stakeholders at all levels of an

organization in the analysis of problems, development of strategies, and implementation of

solutions. Employees are invited to share in the decision-making process of the firm by

participating in activities such as setting goals, determining work schedules, and making

suggestions. Other forms of participative management include increasing the responsibility of

employees (job enrichment); forming self-managed teams, quality circles, or quality-of-work-

life committees; and soliciting survey feedback. Participative management, however,

involves more than allowing employees to take part in making decisions. It also involves

management treating the ideas and suggestions of employees with consideration and respect.

The most extensive form of participative management is direct employee ownership of a

company. Four processes influence participation. These processes create employee

involvement as they are pushed down to the lowest levels in an organization. The farther

down these processes move, the higher the level of involvement by employees.

3.4.8 GRIEVANCE HANDLING

Grievance may be any genuine or imaginary feeling of dissatisfaction or injustice which an

employee experiences about his job and it’s nature, about the management policies and

procedures. It must be expressed by the employee and brought to the notice of the

management and the organization. Grievances take the form of collective disputes when they

are not resolved. Also they will then lower the morale and efficiency of the employees.

Unattended grievances result in frustration, dissatisfaction, low productivity, lack of interest

26

in work, absenteeism, etc. In short, grievance arises when employees’ expectations are not

fulfilled from the organization as a result of which a feeling of discontentment and

dissatisfaction arises.

3.5 BASIC PRINCIPLES

1. The Principle of Security: One of the preconditions of humanization of work is that,

work should be free from anxiety, fear, and the loss of future employment. Such safe

and secured working conditions help foster skills and ideas.

2. The Principle of Equity: This implies fair reward for the efforts of the workers.

Profit sharing between the owner and workers is one such example of following

principle of equity. This reflects the humanization of work.

3. The Principle of Individulation: Individulation refers to freedom and autonomy to

workers so as to encourage them to develop themselves to their utmost competence.

4. The Principle of Democracy: The principle of democracy implies right to personal

privacy, freedom of speech, and equitable treatment. Ongoing participative

management in business organization symbolizes the principle of democracy

3.6 ASPECTS OF QWL

3.6.1 ECONOMIC ASPECTS OF QUALITY OF WORK LIFE

Quality of work life is basically the quality of life that an employee experiences at his work

place. Unless good quality of work life is provided to an employee, he cannot be motivated

towards work. Quality of work life covers all aspects of employee’s work life like economic

aspects occupy first place. Walton, promoter of QWL, also gives first place to the monetary

benefits in his eight-point criteria measure QWL. The importances of monetary benefits

prevail in both manufacturing as well as service oriented industries like banks.

Economic aspects of employee’s work life play a very important role in motivating the

employees. It is so especially in countries like India, where most of the population is still

under poverty line and most of the middle level employees are still striving for fair standard

of living. But the other aspects like social and work culture are rapidly gaining importance.

However, the monetary benefits still occupy first place in the list of employee’s preference.

27

3.6.2 WORKING CONDITIONS

Quality of work life also depends on various aspects of employee’s work life. The first and

the most important among them is the economical aspect. The second important aspect is the

employment conditions. This order can be compared to Maslow’s hierarchy of work

motivation. Abraham Maslow arranged a person’s motivational needs in a hierarchical

manner. He believed that once a given level of need is satisfied, the next higher level of need

has to be activated in order to motivate the individual (Fred Luthans). In physiological needs

again which are explained as basic and primary needs of employee by Maslow, once the

employee is satisfied with the monetary benefits, he aspires for a higher level of needs i.e.,

good working/employment conditions.

Working conditions come under ‘Hygiene factors’ of Herzberg’s two-factor theory of

motivation (Frid Luthans). As such, though they do not motivate an employee but non-

existence of good conditions do dissatisfy them. Physical Working conditions are for e.g.,

lighting, water, sitting facility etc. at the outset they may seem negligible, but bad working-

conditions assumes importance as an employee spends 8 hours of the day at his work-place.

Hence, providing good working conditions play an important role in reducing employee

dissatisfaction about the job. An impressive building with good furniture and other facilities

impress employee more than anything else.

Employment conditions play more important role in service-oriented organizations like

banks. The employee here has to constantly deal with customers of varying types. As such lot

of patience and good reasoning is required. Comfortable sitting position, good lighting and

ventilation, sufficient rest duration to relax are all the factors which keep the employee in

good sprit throughout the day. With inadequate facilities an employee gets tired soon and

cannot concentrate on his work.

3.6.3 OPPORTUNITY FOR CAREER GROWTH AND DEVELOPMENT

28

This is related to career aspects of employees. Meaningful career paths must be laid down

and career mapping of employees is to be followed. The provisions of advancement

opportunities play a central role in QWL. An employee is most satisfied, given an

opportunity to use and develop his capabilities. According to Maslow, people want to satisfy

their higher needs once they satisfy their basic needs like fair pay and good physical

condition. These higher orders needs include recognition and social status.

The employees seek career growth more and more recently. Job security ceased to satisfy

employees. Employees tend to drift from jobs which do not promise career growth. More and

more organizations are helping employees in this direction by helping them to draw their

career paths. The organization has a counselor for this purpose, which helps the employees.

Prolonged employment in the same position may cause employee to develop stress. Care is to

be taken to chart proper career charts for employees at some level so as a balance of human

resource in the organization is maintained.

3.6.4 NATURE OF WORK

Organization change such as downsizing, rightsizing and outsourcing have adversely affected

employees’ loyalty, morale, motivation and perceived job security. Job security, the central

aspect of QWL represents strength of the organizations to provide permanent and stable

employment regardless of the changes in work environment. Later, cognitive and behavioural

components were added to this definition. The cognitive aspect represents an employee’s

belief about his job or job situation. This means an employee may believe that his or her job

is interesting, stimulating, or otherwise.

The behavioural component represents an employee’s behavioural tendencies toward his or

her job. The action of attending work regularly, working hard and intending to stay in the

organization for long period of time shows the positive behavior which indicates job

satisfaction.

In contrast, negative behavioural outcomes reveal dissatisfaction in job. Job satisfaction of an

employee differs in meaning and importance in relations to the facets of work. Some may feel

pay and fringe benefits that meet his expectations to be extremely important; To another, it

may be essential to have a job that provides an opportunity for a challenging assignment.

29

3.6.5 WORK AND TOTAL LIFE SPACE

The demands of the work like, late hours, frequent travel and quick transfers occurring on

regular basis depress the employees or their family and QWL. There should be proper

balance between work life and personal life of employees. The demands of work such as late

hours, frequent travel, and quick transfers are both psychologically and socially very costly

and detrimental to quality of work life. In other words family life and social life should not be

strained by working hours including overtime work, work during inconvenient hours,

business travel, transfers, vacations, etc. QWL provides for the balanced relationship among

work, non-work and family aspect of life.

3.6.6 SOCIAL INTEGRATION

Relationships between and among the employees is an indicator of healthy work

organization. Therefore, opportunities must be provided for formal and informal interactions.

All kind of religions, races, crafts, and designations must be treated equally on a social

platform. According to Walton, a satisfying identifies and self-esteem is influenced by five

characteristics of the work place: freedom from prejudice, egalitarianism, upward mobility,

supportive work groups and community of feeling and interpersonal openness (Klatt).

Freedom from prejudice, egalitarianism and upward mobility are the steps to be necessarily

taken by the management whereas supportive work groups and committees of feeling and

interpersonal openness are the result of effort from both management and workers. Though

the initiative is to be from management, the employees also should give their complete

support and co-operation to make the efforts of management a success.

An organization can possess supportive work groups and interpersonal openness. In other

words, Industrial democracy’ through establishing ‘work committees’-which intend to

“promote measures for securing and preserving amity between employer and workmen and to

that end to comment upon matter of their common interest or concern and endeavor to settle

any material differences of opinion in respect of such matters’(Baldev R Sharma).

3.6.7 SUPERIOR SUBORDINATE RELATIONSHIP

30

Harmonious superior - subordinate relations give the employee a sense of social association,

belongingness, achievement of work results, etc. This in turn leads to better QWL. So there

should be freedom from excessive supervision and control and that implies owners or

supervisors do not use unreasonable pressure on employees to attain the scheduled target

without considering their health and ability constraints. An equitable treatment to all workers

within the organization and sound cooperation among coworkers and supervisors will help in

shaping better quality of work life.

3.6.8 WELFARE FACILITIES

Welfare means faring or doing well. It is a comprehensive term, and refers to the physical,

mental, moral and emotional well being of an individual. According to the Oxford dictionary,

employee welfare means “the efforts to make life worth living for workmen”. Labour welfare

refers to taking care of the well being of workers by employers, trade unions, governmental

and Non - governmental agencies.

3.7 QWL IN THE INDIAN CONTEXT

It will not be less than correct to mention that, of late, QWL in India has emerged as a

movement. It is the V.V.Giri, National Institute of Labour, which took an active lead in

familiarizing the concept of QWL in India.

Available evidences indicate that the changing profile of the Indian workers from an illiterate,

rural, low caste individual to educated, urban and essentially belonging to upper strata of

caste structure has made him or her possess more concern for own hopes and aspirations. The

blue-collar worker, for example, seems a more committed one, duly molded to fit in the

emergent social structure of the day.

The worker is not just like other factors of production such as machinery, land and capital but

a human being with feelings and emotions and has made organizations behave with workers

accordingly. The establishment of a separate ministry of Human Resources Development by

the Government of India is a testimony to such a realization. The Indian workers are so far

31

deprived of such a position as reported by Sen. Gupta. Indian worker’s wish has yet to be

duly recognized and rewarded accordingly.

In India, around 10 per cent of workers in organized sector are unionized. The past records

relating to labour unions lend enough evidence that the unionized work force has been much

vocal for demands of one and /or other. These usually relate to their better working

conditions.

The human behaviour is highly unpredictable and complex which underlines the need for the

study of organizational behaviour. QWL is one of the newer concepts experimenting how to

make effective utilization of human resources. QWL in India seems in practice in a variety of

operational systems like workers participation, job enrichment and quality circles.

32

CHAPTER 4

ANALYSIS AND INTERPRETATIONS

The analysis is presented in three parts.

1. Demographic profile of sample employees

2. The perception level of selected respondents

3. The problems faced by employees in banks

4.1 Demographic profile of sample employees

The profile of sample explaining the demographic and occupational features of employees in

banks is presented in Table given below.

33

Categories Frequency Percent Cumulative percent

34

Table4.1 sample profile

Source: Primary data

The above Table 4.1 shows the sample profile of respondents selected for the study. The

majority of the respondents (78.8 per cent) belong to the age group of 31 to 40. The monthly

income of the respondents reveals that 77.5 percent of the employees have monthly income

up to 43000. The classification of the sample based on their working experience shows that

the majority of the respondents (76.3 per cent) have experience of less than or equal to 7

years. The gender wise classification shows that out of the 80 selected respondents, male

constitutes 56.3 percent. As to educational qualification 75 percent are post graduate and 25

percent are under graduate. The designation wise classification reveals that 40 percent of

employees are clerk, 30 percent of employees are probationary officers, 20 percent are

assistant managers and 10 percent are general managers. The marital status reveals that

majority of respondents are married (66.3 percent). As per type of residence majority of

respondents belongs to their own house.

Age Less than/=26 20 25.0 25.0

27 to 30 25 31.3 56.3

31 to 40 18 22.5 78.8

Greater than/=41 17 21.3 100.0

Income Less than/=30000 18 22.5 22.5

30001 to 40000 30 37.5 60.0

40001 to 43000 14 17.5 77.5

Greater than/=43001 18 22.5 100.0

Experience One year 16 20.0 20.0

Two year 23 28.8 48.8

3 to 7 years 22 27.5 76.3

Greater than 8 years 19 23.8 100.0

Gender Male 45 56.3 56.3

Female 35 43.8 100.0

Educational

qualification

Under graduate 20 25.2 25.0

Post graduate 40 50.0 75.0

Professional degree 20 25.0 100.0

Designation General manager 8 10.0 10.0

Assistant manager 16 20.0 30.0

Probationary officer 24 30.0 60.0

clerk 32 40.0 100.0

Marital status Married 53 66.3 66.3

Unmarried 27 33.8 100.0

Type of residence Own 51 63.8 63.8

Rented 19 23.8 87.5

Staff quarters 2 2.5 90.0

Others 8 10.0 100.0

35

4.2 The Perception Level of the Selected Respondents

Two way ANOVA is used here to identify the level of perception of employees. The sample

respondents were asked to give a score of 5 represent strongly agree¸ to 1 representing

strongly disagree depending upon the degree of usefulness felt by them.

4.2.1 Two-way ANOVA of Economic aspect of quality of work life by Experience and

Educational qualification

The variation of economic aspect is analyzed with two-way ANOVA by the categories

experience and educational qualification and the output is presented in table 4.2.1.1, 4.2.1.2,

and 4.2.1.3.

Table 4.2.1.1 Experience

Dependent Variable: Economic Aspect

Experience Mean Std.

Error

95% Confidence Interval

Lower Bound Upper Bound

One year 4.040 .115 3.811 4.270

Two year 3.946 .099 3.748 4.144

3 to 7 years 3.910 .091 3.729 4.092

Greater than 8 years 4.136 .114 3.908 4.363


Table 4.2.1.2 Educational Qualification


Educational

qualification

Mean Std.

Error

95% Confidence Interval


Under graduate 3.885 .119 3.647 4.123

Post graduate 4.148 .069 4.010 4.286

Professional degree 3.991 .100 3.792 4.191 Source: Primary data

Table 4.2.1.3 Tests of Between-Subjects Effects


Source Type I Sum of Squares Df Mean Square F Sig.

Experience 1302.841 4 325.710 1890.984 0.000**

Educational

qualification .733 2 .367 2.128 .126


**significant at 5 per cent level of significance

36

The mean variations of the scores on perception of respondents on economic aspect of quality

of work life are tested using two way ANOVA by experience and educational qualification

and it is found that experience wise variations of the mean score are statistically significant at

5 per cent level of significance (value of F 1890.984, Df 4 with p= 0.000<0.05). The mean

score variation as to educational qualification is found to be not statistically significant at 5

per cent level of significance (value of F 2.128, Df 2 with p= 0.26>0.05).Therefore it may be

concluded that the selected employees with an experience of more than 8 years are having

better perception on the economic aspect of quality of work life being its mean value 4.136

highest among the four categories.

4.2.2 Two-way ANOVA of Working condition aspect of quality of work life by

Experience and Educational qualification

The variation of working condition is analyzed by the categories experience and educational

qualification and the output is presented in table 4.2.2.1, 4.2.2.2 and 4.2.2.3


Dependent Variable: Working condition

Experience Mean Std. Error 95% Confidence Interval


One year 3.929 .154 3.622 4.237

Two year 4.042 .153 3.737 4.347

3 to 7 years 3.908 .122 3.665 4.151



Table 4.2.2.2 Educational qualification


Educational

qualification

Mean Std. Error 95% Confidence Interval


Under graduate 3.809 .160 3.491 4.128

Post graduate 4.027 .093 3.842 4.211

Professional degree 4.107 .134 3.840 4.375


37




Experience 1277.436 4 319.359 1032.322 0.000**

Educational qualification .531 2 .265 .858 .428

Source: primary data


The mean variations of the scores on perception of respondents on working condition aspect of

quality of work life are tested using two way ANOVA by experience and educational qualification

and it is found that experience wise variations of the mean score are statistically significant at 5 per

cent level of significance (value of F 1032.322, Df 4 with p= 0.000<0.05). The mean score variation

as to educational qualification is found to be not statistically significant at 5 per cent level of

significance (value of F 0.858, Df 2 with p= 0.428>0.05).Therefore it may be concluded that the

selected employees with an experience of more than 8 years are having better perception on the

working condition aspect of quality of work life being its mean value 4.045 highest among the four

categories.

4.2.3 Two-way ANOVA of Opportunity for career growth and personal development aspect of

quality of work life by Experience and Educational qualification

The variation of opportunity for career growth and personal development is analyzed by the

categories experience and educational qualification and the output is presented in the table 4.2.3.1,

4.2.3.2 and 4.2.3.3.


Dependent Variable: Opportunity for career growth and personal development


Lower Upper Bound

One year 3.785 .104 3.578 3.993

Two year 3.896 .090 3.717 4.075

3 to 7 years 3.981 .082 3.817 4.145



38



Educational

qualification


Lower

Bound

Upper Bound

Under graduate 3.939 .108 3.724 4.154

Post graduate 4.008 .063 3.884 4.133






Experience 1248.849 4 312.212 2214.927 0.000**


.460 2 .230 1.631 .203



The mean variations of the scores on perception of respondents on opportunity for career

growth and personal development aspect of quality of work life are tested using two way

ANOVA by experience and educational qualification and it is found that experience wise

variations of the mean score are statistically significant at 5 per cent level of significance

(value of F 2214.927, Df 4 with p= 0.000<0.05). The mean score variation as to educational

qualification is found to be not statistically significant at 5 per cent level of significance

(value of F 1.631, Df 2 with p= 0.203>0.05).Therefore it may be concluded that the selected

employees with an experience of more than 8 years are having better perception on the

opportunity for career growth and personal development aspect of quality of work life being

its mean value 4.028 highest among the four categories.

4.2.4 Two-way ANOVA of Nature of work atmosphere of quality of work life by


The variation of nature of work atmosphere is analyzed by the categories experience and

educational qualification and the output is presented in table 4.2.4.1, 4.2.4.2 and 4.2.4.3

39


Dependent Variable: Nature of work atmosphere



One year 3.106 .082 2.943 3.268

Two year 3.002 .070 2.862 3.143

3 to 7 years 3.159 .064 3.031 3.288





Educational

qualification



Under graduate 3.071 .085 2.903 3.240

Post graduate 3.127 .049 3.029 3.225






Experience 769.690 4 192.422 2223.025 0.000**

Educational

qualification .035 2 .017 .202 .818


** Significant at 5 per cent level of significance

The mean variations of the scores on perception of respondents on nature of work atmosphere

aspect of quality of work life are tested using two way ANOVA by experience and

educational qualification and it is found that experience wise variations of the mean score are

statistically significant at 5 per cent level of significance (value of F 2223.025, Df 4 with p=

0.000<0.05). The mean score variation as to educational qualification is found to be not

statistically significant at 5 per cent level of significance (value of F 0.202, Df 2 with p=

0.818>0.05). Therefore it may be concluded that the selected employees with an experience

of 3 to 7 years are having better perception on the nature of work atmosphere aspect of

quality of work life being its mean value 3.159 highest among the four categories.

40

4.2.5 Two-way ANOVA of Work and total life space of quality of work life by Experience and


The variation of nature of work atmosphere are analyzed by the categories experience and

educational qualification and the output is presented in table 4.2.5.1, 4.2.5.2 and 4.2.5.3

TABLE 4.2.5.1 Experience

Dependent Variable: Work and total life space


Lower

Bound

Upper Bound

One year 3.777 .095 3.588 3.966

Two year 3.978 .103 3.772 4.185

3 to 7 years 3.854 .119 3.617 4.090





Educational

qualification



Under graduate 3.997 .124 3.750 4.245

Post graduate 3.861 .072 3.718 4.005






Experience 1207.845 4 301.961 1616.406 0.000**

Educational

qualification .171 2 .086 .458 .634



The mean variations of the scores on perception of respondents on work and total life space

aspect of quality of work life are tested using two way ANOVA by experience and educational

qualification and it is found that experience wise variations of the mean score are statistically

significant at 5 per cent level of significance (value of F 1616.406, Df 4 with p= 0.000<0.05).

The mean score variation as to educational qualification is found to be not statistically

41

significant at 5 per cent level of significance (value of F 0.458, Df 2 with p= 0.634>0.05).

Therefore it may be concluded that the selected employees with an experience of more than 8

years are having better perception on the work and total life space aspect of quality of work

life being its mean value 3.982 highest among the four categories.

4.2.6 Two-way ANOVA of work and Social integration of quality of work life by


The variation of social integration are analyzed by the categories experience and educational

qualification and the output is presented in table 4.2.6.1, 4.2.6.2 and 4.2.6.3


Dependent Variable: Social integration



One year 3.992 .100 3.793 4.191

Two year 3.995 .086 3.823 4.166

3 to 7 years 4.054 .079 3.897 4.211




Dependent Variable: SOCIALINTEGRATION

Educational

qualification



Under graduate 3.959 .103 3.753 4.165

Post graduate 4.021 .060 3.902 4.141




Dependent Variable: Social integration


Experience 1288.109 4 322.027 2490.073 0.000**

Educational

qualification .041 2 .021 .160 .852



42

The mean variations of the scores on perception of respondents on social integration aspect

of quality of work life are tested using two way ANOVA by experience and educational


significant at 5 per cent level of significance (value of F 2490,073 Df 4 with p= 0.000<0.05).




years are having better perception on the social integration aspect of quality of work life being


4.2.7 Two-way ANOVA of Superior subordinate relationship of quality of work life by


The variation of superior subordinate relationship are analyzed by the categories experience

and educational qualification and the output is presented in the table 4.2.7.1, 4.2.7.2 and

4.2.7.3


Dependent Variable: Superior subordinate relationship



One year 4.014 .076 3.861 4.166

Two year 3.837 .066 3.705 3.968

3 to 7 years 4.017 .060 3.897 4.138





Educational

qualification



Under graduate 3.899 .079 3.741 4.056

Post graduate 3.995 .046 3.903 4.086



43



Source Type I Sum of Squares

Df Mean

Square F Sig.

Experience 1271.607 4 317.902 4186.255 0.000**

Educational qualification .223 2 .112 1.471 .236



The mean variations of the scores on perception of respondents on superior subordinate

relationship aspect of quality of work life are tested using two way ANOVA by experience and

educational qualification and it is found that experience wise variations of the mean score are

statistically significant at 5 per cent level of significance (value of F 4186.255 Df 4 with p=

0.000<0.05). The mean score variation as to educational qualification is found to be not statistically


Therefore it may be concluded that the selected employees with an experience of more than 8 years

are having better perception on the superior subordinate relationship aspect of quality of work life

being its mean value 4.107 highest among the four categories.

44

4.2.8 Two-way ANOVA of welfare facilities of quality of work life by Experience and


The variation of superior subordinate relationship are analyzed by the categories experience and

educational qualification and the output is presented in the table 4.2.8.1, 4.2.8.2 and 4.2.8.3


Dependent Variable: Welfare facilities


Lower

Bound

Upper Bound

One year 3.893 .115 3.663 4.123

Two year 3.929 .116 3.697 4.161

3 to 7 years 3.948 .092 3.765 4.131





Educational

qualification


Lower

Bound

Upper Bound

Under graduate 3.938 .121 3.698 4.178

Post graduate 3.893 .070 3.754 4.032






Experience 1229.333 4 307.333 1747.456 0.000**

Educational

qualification .052 2 .026 .147 .863



The mean variations of the scores on perception of respondents on welfare facilities aspect

of quality of work life are tested using two way ANOVA by experience and educational


significant at 5 per cent level of significance (value of F 1747.456 Df 4 with p= 0.000<0.05).

45




years are having better perception on the welfare facilities aspect of quality of work life being


4.3 Problems faced by the employees in banks

These are the common problems faced by the employees in banks

1. Work is over burdened

2. Absence of team work

3. Poor cooperation

4. Lack of career development opportunities

5. Discrimination among employees

4.3.1 Mean ranks obtained for the motive behind problems faced by employees in

banks

TABLE 4.3.1 Descriptive Statistics

N Mean Std. Deviation Minimum Maximum

Work is over burdened 80 1.96 1.037 1 5

Absence of team work 80 2.60 1.165 1 5

Poor cooperation 80 3.36 1.265 1 5

Lack of career development

opportunities 80 3.25 1.634 1 5

Discrimination among employees 80 3.81 1.137 1 5


Friedman test is used for the following hypothesis.

H0: There is no significant difference in the perception on the problems faced by the

employees in selected banks.

H1: There is significant difference in the perception on the problems faced by the employees

in selected banks.

The test result are presented in the following table

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TABLE 4.3.2 RANK

Mean Rank Rank

Work is over burdened 1.97 1

Absence of team work 2.61 2

Poor cooperation 3.37 4

Lack of career development opportunities 3.24 3

Discrimination among employees 3.82 5


The mean rank obtained for the five motives behind selection of employees are stated above.

The lower the rank higher will be the preference. As per table 4.3.2 given above, the highest

preference is given to work is over burdened (mean rank1.97), followed by absence of team

work (mean rank 2.61) and lack of career development opportunities (mean rank 3.24).

Table 4.3.3 Test Statistics

N 80

Chi-Square 66.767

Df 4

Asymp. Sig. 0.000**



The X

2 statistic provides a value of 66.767, which is significant at 5 per cent level of

significance (p=0.000<0.05). Therefore, the null hypothesis of “no difference in the problems

faced by the employees in banks” is rejected. This indicates the variation in the problems

faced by the employees in banks.

47

CHAPTER 6

FINDINGS¸ RECOMMENTATIONS AND

CONCLUSION

48

6.1 FINDINGS OF THE STUDY

6.1.1 Demographic Profile of the Selected Employees

A majority of the employees (78.8 percent) belong to the age group of 31-40. The monthly

income status of respondents reveals that a higher percent of (77.5 percent) are earning less

than or equal to RS 43000. The classification of the sample based on working experience

(total years) shows that the majority of the selected respondents (76.3 percent) have

experience of less than or equal to 7 years. The gender wise classification shows a higher

percent of males over females. The educational status indicates that 50 percent are post

graduates¸ and 25 percent are graduates and professional degree. As per designation majority

of the employees are clerk (40 per cent), 30 per cent are probationary officers, 20 per cent are

assistant manager and 10 per cent are general managers. With regard to marital status¸ 66.3

percent are married. Considering type of residence¸63.8 percent are having own house and

23.8 have rented.

6.1.2 The Level of perception of the Selected Respondents

It is ascertained from the two way ANOVA table that there is a significant variance between

economic aspect and experience of the respondents and it is also found that there is high level

of perception on economic aspect to the respondents whose experience is more than 8 years.

The two way ANOVA results indicate that there is a significant variance between working

condition aspect and experience of the respondents and it is also found that there is high level

of perception on working condition aspect to the respondents whose experience is more than

8 years.

With the help of two way ANOVA it is found that there is a significant variance between

opportunity for career growth and personal development aspect and experience of the

respondents and it is also found that there is high level of perception on opportunity for career

growth and personal development aspect to the respondents whose experience is more than 8

years.

49

It is analyzed from the two way ANOVA that there is a significant variance between nature

of work atmosphere aspect and experience of the respondents and it is found that there is high

level of perception on nature of work atmosphere aspect to the respondents whose experience

is in between 3 to 7 years.

It is ascertained from the two way ANOVA table that there is a significant variance between

work and total life space aspect and experience of the respondents and it is also found that

there is high level of perception on work and total life space aspect to the respondents whose

experience is more than 8 years.

The two way ANOVA results indicate that there is a significant variance between social

integration aspect and experience of the respondents and it is also found that there is high

level of perception on social integration aspect to the respondents whose experience is in

between 3 to 7 years.

With the help of two way ANOVA it is found that there is a significant variance between

superior subordinate relationship aspect and experience of the respondents and it is also

found that there is high level of perception on superior subordinate relationship aspect to the

respondents whose experience is more than 8 years.

It is analyzed from the two way ANOVA that there is a significant variance between welfare

facilities aspect and experience of the respondents and it is found that there is high level of

perception on welfare facilities aspect to the respondents whose experience is in between 3 to

7 years.

6.1.3 The common problems faced by the employees

With the help of Friedman test it is found that the highest preference is given to work is over

burdened (mean rank 1.97), followed by absence of team work (mean rank 2.61) and lack of

career development opportunities (mean rank 3.24). The X2

statistic provides a value of

66.767, which is significant at 5 percent level of significance (p=0.000<0.05).

50

6.2 RECOMMENDATIONS

The univariate analysis indicates that the employees with experience less than 3 years have

low perception on the various aspects of quality of work life. So the bank should take

necessary steps to improve the perception level of employees on QWL by providing adequate

benefits.

The Friedman test reveals that majority of the employees are facing the problem of work is

over burdened. In order to improve the efficiency of the organization the employees can be

motivated by introducing courses on effective stress management and training by banks.

Typically they can create awareness and demonstrate techniques to reduce the stress and

proper yoga and meditation training can be given to the employees to cope with stress.

Employees should be given a challenging job because it motivates them and influences their

quality of work life. Challenging job gives life to the work, utilizes human capabilities to the

fullest extent and provides opportunity for intellectual satisfaction. It should be kept in mind

that the workload should be in line with employees’ capabilities and resources.

Bank employees are usually very busy during bank hours. Banks do not maintain canteen at

their branches. There are no lunch rooms provided by banks. Employees have to have any

refreshments at their seat. Many employees pointed out in informal discussions that they

cannot relax during bank hours until lunch breaks. If canteen or lunch room facility is

provided they can take a short break to relax and they can start their work afresh. Hence it is

suggested that the banks should provide at least lunch room facility in all their offices.

Air cooler or air conditioner is another physical condition which gains more importance in

hot places because it is hard to spend 7–8 hours dealing with customers without cooling

facility.

Banks should have HRD cell at corporate and regional/divisional offices, which carry on

various functions of HRD.

51

Adequate number of staff should be recruited. Vacant posts should be filled up as soon as

possible. While recruiting the ratio of male and female staff should be even. There should be

no reservation for selection of employees. Only competent persons should be selected.

There should be permanent and clear policies of promotion and transfer. Employees’ personal

problems and preferences and constraints must be considered now and then by management

before transferring any employee.

Before introduction of new technologies adequate training has to be given to the employees

to cope up with the new task. Even after introduction, continuous job support should be given

to the employees to solve their difficulties.

Banks can provide seminars and lectures to improve human capabilities which will help for

career advancement.

Sound interpersonal relations result in organizational efficiency. Good cooperation and

contact between management and employees ensures QWL. Team spirit leads to greater

efficiency.

Today the concept of employee involvement is getting boosted up. The employees should be

given participation in decision making process. This will certainly develop a sense of

belongingness in them. Employees may be encouraged to offer suggestions while taking

decisions and framing policies. This makes them feel their importance in the company.

Banks are entering various innovative areas of service of their customers. This expansion of

jobs needs enhancement of capabilities and potentials of employees. Finally improved

performance of bank through enhanced capabilities of its employees also leads to the

improved social image of the banks. This in turn satisfies the social needs of employees.

An important phase of HRD is career growth and development. Each and every employee

aspires for an even and fair career graph. Banks should assist the employees in reaching

higher positions. Banks can help the employees by providing counseling facilities right from

planning stage.

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Fixed working hours, flexible working hours (flextime), staggered hours, reduced work, job

sharing, part time employment and other types of alternative work schedules provide freedom

to employees in scheduling their work.

Banks can also arrange picnics and tours for employees which not only recreate them but also

help in the interaction among employees. Involving all employees in such recreational

programmes helps in building inter - personal relations among the entire staff. As such any

kind of effort from either management or trade unions towards improvement of working

conditions will be much appreciated by employees.

6.3 CONCLUSION

QWL is the need of the hour. Quality of working life is not a concept, that deals with one

area but it has been observed as incorporating a hierarchy of concepts that not only include

work based factors such as job satisfaction, satisfaction with par and relationships with work

colleagues, but also factors that broadly focuses on life satisfaction and general feelings of

well being. To retain a good talent in the organization it is important for the organization to

have high QWL and low stress level. There is considerable evidence from this study that

bank employees of both public and private are truly empowered.

We can deduce from the study that majority of the respondents have agreed with the

statements of QWL dimensions. Among eight dimensions considered for the study working

experience of has a significant influence on economic aspect, safe and healthy working

conditions, opportunity for growth and development, nature of work atmosphere, work and

total life space, superior subordinate relationship, social integration in the work force and

welfare facilities.

Stress level was found to be very high among the employees. It is also concluded that

occupational stress is significantly different among the respondents based on age, educational

qualification, salary, designation and span of service of the respondents. Respondents of all

categories have comparatively agreed more with the factors affecting work life balance. They

prefer ‘flexible working hours and job sharing’ to balance their work and family. Similarly

respondents of all categories have positive attitude with the impact of quality of work life.

53

BIBLIOGRAPHY

1. Anitha, B. and Subba Rao, P. (1998), “Quality of Work life in Commercial Banks”,

Discovery Publishing House, New Delhi.

2. Arthur Lewis. (1965), “The History of Economic growth”, George Allen & Urwin

Ltd, London, pp.ii.

3. AT & T, (1983), “QWL Experiment – A practical Case Study”, Management Review

Summer, pp.12–16.

4. Basant Mehta and Pragya Jain (2003), “Role of banks in women development”,

Discovery Publishing house, New Delhi, ISBN 81 – 7141 – 641 -1

5. Bhatnagar, D.(1988), “HRD for women employees in banks”.

6. Blumberg, R.L. and Dwaraki.L.(1980),“India’s educated women: Options and

Constraints”, Hindustan Publishing Corporation, New Delhi..

7. Buekema, L. (1987), “Quality of reduction of working hour”, Groningen, Karstapel.

8. Burke, R.J. and Mattis, M.(2005), “Supporting Women’s Career Advancement”,

Edward Elgar, Cheltenham.

9. CBSR Seshu. (2004), “Quality of work life” on Human Resource Management

strategy and Employee productivity, pp.53.

10. Chawla, A.S.(1987), “Nationalization and Growth of Indian Banking”, Deep and

Deep Publications, New Delhi.

11. Cherans, A. (1979), “Using the Social Sciences”, London: Rovlledge and Vegan

Paul.

12. Cohen and Rosenthal. (1980), “Why Quality of work life doesn’t always mean

Quality” in K.Davis and J.W.Nostrum (Eds.) Organizational behavior: Reading and

exercise pp.252-256.

54

APPENDIX

55

QUESTIONNAIRE

PART 1

1. Age: …………………………Years

2. Gender: Male Female

3. Educational Qualification:

Under graduate Post graduate Professional degree

4. Designation: ……………….

5. Average annual income (last year): ………………………

6. Experience: ……………….Years

7. Marital Status:

Married Unmarried

8. Type of residence:

Rented Leased Own Staff quarters

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PART 2

9. I am going to examine the perception level of employees relating to the quality of work life

so please put a tick mark on the appropriate answers (5-Strongly agree, 4-Agree, 3-Neutral,

2-Disagree, 1-Strongly disagree), please tick

9.1 Economic aspect 5 4 3 2 1

9.1.1 Salary is appropriate for the skill and experience.

9.1.2 Salary is sufficient to accommodate the cost of living.

9.1.3 Salary reflects the present market rates.

9.1.4 Basic pay, DA and HRA as paid as per industry norms.

9.1.5 Annual increment is given as per the standards.

9.1.6 Provident fund, gratuity and pension plan facility are

adequate.

9.1.7 Insurance coverage, leave travel concession facilities are

reasonable.

9.1.8 Adequate fringe benefits are provided.

9.1.9 Leave encashment benefits are satisfactory.

9.1.10 Amount of flexibility in advance salary option is satisfactory.

9.2 Working condition 5 4 3 2 1

9.2.1 Drinking water facility.

9.2.2 Latest technological facility.

9.2.3 Adequate rest time.

9.2.4 Comfort seating system.

9.2.5 Safety and protection measures.

9.2.6 Cleanliness initiatives.

9.2.7 Lighting and ventilation.

9.2.8 Rest rooms.

9.2.9 Recreational activities.

9.2.10 Work space is well designed.

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9.3 Opportunity for career growth and personal

development 5 4 3 2 1

9.3.1 Supports career planning and growth

9.3.2 Recognition and reward for efforts and hard work

9.3.3 Reward for innovative ideas and suggestions

9.3.4 Satisfied with periodic and effective training programmes

9.3.5 Promotion policies of my organization is fair

9.3.6 Organization encourages me in pursuing higher education

9.3.7 Receive enough help, equipment and information

9.3.8 Opportunity provided for develop my abilities and potentials

9.3.9 Provided appreciation for better performance

9.3.10 Highlights outstanding individual contribution

9.4 Nature of work atmosphere 5 4 3 2 1

9.4.1 Full liberty to choose my work and assignment

9.4.2 Duration of working hours is not reasonable

9.4.3 Work is overburdened

9.4.4 Job is highly repetitive and boredom

9.4.5 Job is too much stress

9.4.6 I feel no discrimination in terms of age, sex and religion

9.4.7 Satisfied with job rotation and varieties in job

9.4.8 Satisfied with job enlargement and enrichment policy

9.4.9 Providing job security for me

9.4.10 Grievance redressal procedure is effective

9.5 Work and total life space

5 4 3 2 1

9.5.1 Enjoy flexible work options

9.5.2 Able to balance work and family life

9.5.3 Organization supports in achieving aspirations and ambitions

9.5.4 I have sufficient time to spend with family members

9.5.5 I have good friends at work who can understand and help

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9.6 Social integration 5 4 3 2 1

9.6.1 Equal respect is given in the work place

9.6.2 Employees are recognized as individuals

9.6.3 I have enough opportunity to interact with others

9.6.4 Organization encourages involvement in community and

cultural activities

9.6.5 Have a good social status in the organization.

9.7 Superior subordinate relationship 5 4 3 2 1

9.7.1 The supervisory relationship is satisfactory

9.7.2 Satisfied with the subordinate relationship

9.7.3 The colleague/peer relationship is satisfactory

9.7.4 Get enough encouragement from the superior for the

achievement

9.7.5 Management considers me as a member of of the organization

9.7.6 Comfortable with delegation of responsibility among

subordinates

9.7.7 Trade union function is highly satisfied

9.7.8 Frank and fair discussions are allowed in meetings

9.7.9 Management maintains open channels for communication

9.7.10 Guidelines issued are in a simplified manner

9.8 Welfare facilities 5 4 3 2 1

9.8.1 Housing, education and transportation facilities encourage

me to continue the job

9.8.2 The medical facility available in the organization is

satisfactory

9.8.3 Recreational facilities available helps me to reduce stress

9.8..4 Toilets, washrooms is available

9.8.5 Education of employees children is systematically designed

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10. Given below are the problems faced by the employees in the work place so please rank according

to its severity

SL.NO PROBLEMS RANK

10.1 Work is over burdened

10.2 Absence of team work

10.3 Poor cooperation

10.4 Lack of career development opportunities

10.5 Discrimination among employees

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