Quality of Worklife

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CHAPTER-1
INTRODUCTION
CHAPTER-1
INTRODUCTION
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DEPT.OF BUSINESS ADMINISTRATION BPC COLLEGE, PIRAVOM

1
INTRODUCTION
The quality of work life can be designed as the degree of personal satisfaction
experienced at work. Quality of work life depend on the extent to which an employee
feels valued, rewarded, motivated, consulted and empowered. It is also influenced by
factors such as job security opportunities for career development ,workdevelopment,
work patterns and work life balance.
Quality of work life in its widest sense comprises all matters affecting health, safety
,comfort and general welfare of employees and includes provision for education,
medical aid recreation, thrift schemes, convalescent houses day nurseries and crèches,
holidays with pay social insurance, sickness allowances, maternity benefits, PF ,
gratuity etc.
The present study regarding the quality of work life refers to the favourableness or
unfavourableness of a total job environment for people in Kerala Electrical and Allied
Engineering co. Ltd, mamala unit ,unit, which is one of the leading electronic
equipment manufacturing companies in south India. For the purpose of achieving
organizational goal and individual growth company tried to improve their quality of
work life to achieve a successful position.
Moreover we can say Quality of work life is a amultifacetedmultifaceted concept. The

premise of quality of work life is having a work environment where employee’s
activities are becoming more important. This means implementing procedures or
policies that make the work less routine and more rewarding for the employee. So this
topic has a great impact in the organization for the smooth functioning and future
existence. Thus quality of work life is put forwarding more importance in the
organizational growth ,growth, employment and a sustainable and competitive
economy.


2
STATEMENT OF THE PROBLEM
“An investigation on factors influencing the attitude of employees towards the quality
of work life at Kerala Electrical and Allied Engineering co. Ltd”. It has been observed
that majority of workers are satisfied with the measures provide by the organization
for the quality of work life. But some of the employees are not satisfied with these.
The main objective is to compare the experience and expectations in quality of work
life of employees of Kerala Electrical and Allied Engineering co. Ltd and to make the
suggestions in order to improve the quality of work life.
OBJECTIVE OF THE STUDY

 To critically examine and evaluate the quality of work life and working
Conditions provided by the company to its employees.
 To assess the satisfaction level, morale and perception of the employees
basedBased on these practices of the company.
 To find the relations if any between the degree of the quality of work life
providedProvided by the company to its employees and consequent performance
levelLevel of employees in industrial productivity.
 To assess further areas which require managementsmanagement’s special care
and attention.
 To find out company’s care and consideration for employees.
 To analyse various safety and health measures provided by the company
 To identify essential factors of quality of work life that ultimately motivates the
employees.


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SCOPE AND RELEVANCE OF THESTUDY

Labour plays a significant role in the industrial production of the country. Therefore
it is highly necessary to seek cooperation of the employees to increase production and
to earn higher profit. The cooperation f employees is possible only when they are fully
satisfied with their employers, the working conditions and the quality of work life
they are provided.
Earlier the managers believed that the employees can be motivated by paying
satisfactory wages. Improvement in the quality of work life and a human treatment
was neglected. Better working conditions such as suitable temeperaturetemperature ,
adequate lighting and ventilations and a pleasant work atmosphere, improves the
quality of work life and enhances the productive efficiency of the employees.
Quality of work life in its widest sense comprises all matters affecting health, safety,
comfort and general welfare of the employees and includes provisions for education,
medical aid recreation, thrift schemes, convalescent houses daynurseriesday nurseries
and crèches, holidays with pay social insurance, sickness allowances, maternity
benefits, PF , gratuity etc.
Quality of work life may differ from country ,country, region to region, industry to
industry whether private or public. The employee’s morale and motivation are highly
dependent on QWL and is important for bringing congenial industrial relations to
make organization achieve its objective. Effective management of every organization
depends ultimately how well its human resources are managed. The study endorses
the fact that there is further scope for improvement in the HR practices of the
management to motivate the employees and make them high performers.


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LIMITATION OF THE STUDY
1. One limitation is time. As a student the time allotted for the work was only 5
weeks, it was not possible to grasp relevant information but still within allotted
time maximum effort was put to extract maximum information.
2. The study was restricted to only few officers and employees.
3. The finding and suggestions are based on the information’s given by
respondent.
4. All the limitations of questionnaire affect the study.
5. Converting qualitative data into quantitative data may often lead to inaccurate
results.
6. Some of the employees were reluctant to fill up the questionnaire.
7. On few occationsoccasions respondents were unwilling to give information’s
as they were busy.


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CHAPTER - 2
REVIEW OF LITERATURE
CHAPTER - 2
REVIEW OF LITERATURE


6
Introduction
There has been much concern today about the decent wages, convenient working
hours and conclusive working conditions. The term Quality of work life has appeared
in research journals and press in USA only in 1970’s. There is no generally acceptable
definition about this term. However some attempts were made to discover quality of
work life. Quality of work life means different things to different people. For e.g. to
a worker it just means fair days pays and a peaceful environment. Good working
condition and a supervisor who treats him with dignity to a new entrant, it means
opportunity for advancement, creative jobs and a successful career.
Quality of work life is a perspective attempt to design work environment as to
maximum concern of human welfare. It is a goal as well as a process. The goal is the
creation of more involving, satisfying and effective jobs and work environment for
people at all levels of organisationorganization. As a process, quality of work life
involves efforts to realise these goals through active participation. Quality of work
life is co-operative rather than authoritarian, evolutionary and open rather than static
and rigid, informal rather than rule bound, impersonal rather than mechanistic, mutual
respect and trust rather than hatred against each other.
It focuses on the problem of creating a human working environment where
employees work co-operatively and achieve results collectively. Quality of work life
is as it is understood includes 4 essential elements:
a) The program seek to promote dignity and growth
b) Employees work collaboratively
c) They determine work changes anticipatively
d) The program assumes compatibility of people and organizational goals.
Quality of work life in short refer to level of satisfaction, motivation, involvement

and commitment, individual experience with respect to their lives at work.


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Quality of Work Life Definition
According to the American Society of Training and Development “ QWL is a process

of work organization which enables its members at all levels to participate actively
and effectively in shaping the organisationorganization’s environment, methods and
outcomes. It is a value based process which is aimed towards meeting the twin goals
of enhanced effectiveness of the organisationorganization and imptrovedimproved
quality of life at work for the employees.
Quality of Work Life Meaning

The term quality of work life aims at changing the entire organisationorganizational
climate by humanising work, individualising organisationorganizations and changing
the structural and managerial systems. It takes into consideration the socio-
psychological needs of the employees. It seeks to create such a culture of work
commitment in the organisationorganizations which will ensure higher productivity
and greater job satisfaction for the employees.
Quality of work life refers to the favourableness or unfavourableness of the job
environment of an organisationorganization of its employees. It is generic term which
covers a person’s feelings about every dimension of his work e.g. economic incentives
and rewards, job security, working conditions, organisationorganizational and
interpersonal relationships etc. the QWL has different meanings for different people.
QWL influences the productivity of the employees. Researchers have proved that
good QWL leads to psycologicallypsychologically and physically healthier
employees with positive feelings. To summarise, QWL is the degree to which
employees of an organisationorganization are able to satisfy their personal needs
through experience in the organisationorganization. Its main aim is to create a work
environment where employees work in cooperation with each other and contribute to
organisationorganizational objectives.
The QWL can also be defined as the degree of personal satisfaction experienced at
work. It depentdepend on the extent, to which an employee feels valued, rewarded, Formatted: Left, Indent: Left: 0"
motivated, consulted and enpoweredempowered. It is also influenced by factors such Formatted: Font: (Default) Times New Roman, 9 pt, Bold
as job security, opportunities for career development work patterns and work life Formatted: Justified, Indent: Left: 0"

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balance. QWL in its widest sense comprises all matters affecting the health, safety,
comfort and general welfare of the employees and includes provisions for education,
medical aid, recreation, thirst schemes, convalescent houses, day nurseries and
crechescrèches, holidays with play, social insurance, sickness allowances, maternity
benefits, PF, gratuity etc.
QWL is that people get a sense of satisfaction in their work then becomes not a burden
but means by which the abilities of a person can find expression. In most of the Indian
organisationorganizations they are concerned of the quality of the employee, quality
of products and more production but don’t give much emphasis on QWL which is
responsible for more production, quality products and employee satisfaction. This
approach motivates people by satisfying not only their social and psychological ones.
To satisfy the new generation workforce, organisationorganization needs to
concentrate on job designs and organisationorganization of work. Further, today’s
workforce is realising the importance of relationships and is trying to strike a balance
between career and personal lives.
Objectives of Quality of work life

The major objectives for the quality of work life are:-
 To increase in individual productivity, accountability and commitment.
 For better teamwork and communication.
 For improving the morale of employees.
 To reduce organizational stress.
 To improve relationships both on and off the job.
 To improve the safety working conditions.
 To provide adequate Human Resource Development Programs.
 To improve employee satisfaction.
 To strengthen workplace learning.
 To better manage on-going change and transition.
 To participate in management at all levels in shaping the organization. Formatted: Left, Indent: Left: 0"

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Principles of quality of work life

According to N.Q.Herrick and M. Maccoby there are four basic principles, which
will humanize work and improve the QWL. They are:-
1) Principle of Security
Quality of work life cannot be improved until employees are relieved of their anxiety,
fear and loss of future employment. The working condition must be safe and fear of
economic wanteconomic want should be eliminated. Job security and safety against
environmental hazard is an essential pre condition of humanisation of work.
2) Principle of Equity
There should be a direct and positive relation between effort and reward. All types of
discrimination between people doing similar work and with same level of
performance must be eliminated. Equity also requires sharing the profits of
organisationorganization.
3) Principle of Individualism
Employees differ in terms of their attitude, skills, potentials etc. Therefore every
individual should be provided the opportunity for developing his personality and
potential. Humanisation of work requires that employees are able to decide their own
pace of activities and design of work operations.
4) Principle of Democracy
This means greater authority and responsibiltyresponsibility to employee and
meaningful participation in decision making process. Formatted: Left, Indent: Left: 0"

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Major factors affecting the quality of work life

Quality of work life means having good supervision, good working conditions, good
pay and benefits, an inetestinginteresting and challenging and a rewarding job. The
major factors that affect the quality of work life may be stated as:-
 Job satisfaction:
Job satisfaction is the favorable or unfavorable with which employees view their
work. As with motivation, it is affected by the environment. Job satisfaction is
impacted by job design. Jobs that are rich in positive behavioral elements such as
autonomy, variety, task identity, task significance and feedback contribute to
employee’s satisfaction. Likewise, orientation is important because the employee’s
acceptance by the work group contributes to satisfaction. In short, each element of
the environmental system can add to or detract from job satisfaction.
 People:
Almost everyone has to deal with three set of people in the work place. Those are
namely boss, co-workers in the same level and subordinates. Apart from this
some professions need interaction with people like patients, media persons, public,
customers, thieves, robbers, physically disabled people, mentally challenged,
children, foreign delegates, gangsters, politicians, public figures and celebrities.
These situations demand high level of prudence, cool temper, tactfulness, humor,
kindness, diplomacy and sensitiveness.
 Personal and career growth opportunities:

An organization should provide employees with opportunity for personal/professional
development and growth and to prepare them to accept the responsibilities at higher
level. Formatted: Left, Indent: Left: 0"
 Pay: Formatted: Font: (Default) Times New Roman, 9 pt, Bold

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Quality of work life is basically built around the concept of equitable pay. In
this days ahead, employees may want to participate in the profit of the organization.
 Health conditions of employees:

OrganisatationOrganization should realize that their true wealth lies in their
employees and so providing healthy environment for employees should be their
primary objective.
 Participative management style and recognition:

Flat organization structure helps organization facilitate employee participation. A
Participative management style improves the quality of work life. Workers feel that
they have control over their work process and they also offer the innovative ideas to
improve them. Recognition also helps in motivating employees to perform better.
Recognition can be in form of rewarding employees for their best performance.
 Autonomous Work Teams:

An autonomous work team is one which can plan, regulate and control its own work
world. The management only specifies the goals that too in collaboration with the
team. The team organisesorganizes the contents and structure of its job, evaluates its
own performance, establishes its speed and chooses its production method. It makes
its own internal distribution of tasks and decides its own membership. Autonomous
team approach increases satisfaction and reduces turnover and absenteeism.
 Motivation:
Motivation is a complex subject. It involves the unique feelings, thoughts and past
experiences of each of us as we share a variety of relationships within and outsidde
organizations. To expect a single motivational approach work in every situation is
probably unrealistic. In fact, even theorists and researches take different
points of view about motivation. Nevertheless, motivation can be defined as a
person’s drive to take an action because that person wants to do so. People act because
they feel that they have to. However,ifHowever, if they are motivated they make the Formatted: Justified, Indent: Left: 0"

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positive choice to act for a purpose because, for example, it may satisfy some of their
needs.
Barriers to quality of work life

 Resistance to change both by management and employees.
 There is a general perception that the implementation of quality of work life
will cost much to the organisationorganization.
 Continuous increase in quality of work life may result in less productivity i.e,
after a certain level the productivity will not increase in proportion to the
increase in quality of work life.
 Widespread unhappiness due to comparison with colleagues.
 Regional prejudice.
 Skepticism about the performance appraisal system and promotion criteria.
Techniques for improving quality of work life

The quality of work life movement is of recent origin and has a long way to go.
Individuals as well as organisedorganized efforts are required to improve the quality
of work life for millions of workers in the country. Some of the techniques used to
improve the QWL are as given below:
 Flexible work schedules:

There should be flexibility in the work schedules of the employees. Alternative work Formatted: Left, Indent: Left: 0"
schedules for the employees can be flexi time, staggered hours, compressed work Formatted: Font: (Default) Times New Roman, 9 pt, Bold
week etc. Flexi time is a system of flexible working hours, staggerdstaggered hours

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schedule means that different group of employees begin and end work at different
intervals. Compressed work week involves hours of work per day for fewer days per
week.
 Job security:
Employees want stability of employment. Adequate job security provided to the
employees will improve the QWL tpto a large extent.
 Job redesign:
Job redesigning or job enrichment improves the quality of the jobs. It attempts to
provide a person with exciting, interesting, stimulating and challenging work. It helps
to satisfy the higher level needs of the employees.
 Opportunity for development:

Career development is very important for ambitious and achievement oriented
employees. If the employees are provided with opportunities for their advancement
and growth, they will be highly motivated and their commitment to the organization
will increase.
 Autonomous work groups:

Autonomous work groups are also called self managedself-managed work teams. In
such groups the employees are given freedom of decision making. They are
themselves responsible for planning, organizing and controlling the activities of their
groups. The groups are also responsible for their success or failures.
 Employee’s participation in management:

People in the organization should be allowed to partcipateparticipate in the
management decisions affecting their lives. Quality circles, management by
objectives, suggestion system and other forms of employee’s participation in
management help to improve the QWL. Formatted: Left, Indent: Left: 0"

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 Equitable justice:
The principle of equitable administrative justice should be applied in disciplinary
actions, grievance procedures, promotions, transfers, work assignments etc. Partiality
and biasness at any stage can discourage the workers and effect the QWL.
Scope of quality of Wworklife

Some of the important scopes of the quality of work life, according to
walton,areWalton, are:
1. Adequate and Fair Compensation:
The salary structure of employees should be just, fair and equitable. It should ensure
reasonable wages to employees so that they can keep a desirable standard of life.
Payment of Wages Act, 1936 and Minimum Wages Act 1948 safeguard the interests
of the workers regarding payment of wages. It should be clearly understood that for
QWL, cash payment is not the only answer. However, hefty salaries are being paid to
the knowledge workers so as the meet their basic and higher level needs for improving
their QWL.
2. Safe and Healthy Working Conditions:

In India, Factories Act 1948 contains a number of provisions relating to safety and
health of employees. Employers are increasingly trying to provide better working
conditions to their workers as compared to their competitors. Flexi- hours of work,
zero risk physical conditions of work and safety against noise, pollution, fume, gases
etc. go a long way in effecting the quality of work life.
3. Opportunity to use and Develop Human Capacities:

The QWL will be better if the jobs allow sufficient antonomyantinomy and control to
its employees. The workers must be given an opportunity to use their skills, abilities
and initiative in planning and implementing the work. The senior persons can keep a Formatted: Justified, Indent: Left: 0"

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watch and a constant control and also provide immediate feedback to the workers.
Corrective measures can be taken immediately in the light of this feedback.
4. Opportunity to Growth and Security:
When employees are offered opportunities to grow in an organisationorganization by

providing promotion ladder, it helps in improving the QWL. There is an inner desire
in every employee for career progression. If the job is dead-end, it must be made clear
to the employee at the outset.
5. Social Integration in the Work OrganisationOrganization:
An employee develops a sense of belongingness to the organisationorganization

where he works. Discrimination among the employees on the basis of age, gender,
cast, creed, religion etc. can act as a hindrance in the way of social
intergationintegration. Workers develop self-respect as a result of social integration
and it improves the quality of work life.
6. Constitution in the Work OrganisationOrganization:
Every employee should be entitled to some privileges such as personal privacy, right
to expression, right to equitable treatment etc. These should be governed by certain
rules and regulations. In short, there should be the ‘Rule of Law’ as per the
constitution of the enterprise.
7. Work and Total Life Span:
Certain employees are required to work for late hours or are frequently transferred or
have to do a lot of travelling as a part of their duty. This definitely affects their QWL
as they remain away from their families for a long period of time.
8. Social Relevance of Work Life:
Those business enterprises which are engaged in discharging their social

responsibilities contribute to QWL. If a concern does not care for social obligations,
the employees of such organisationorganization cannot expect a better QWL. Low Formatted: Justified, Indent: Left: 0"

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quality products, no control on pollution, bad employment practices are indicators of

low QWL.
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Conclusion:
Quality of work life is a very crucial factor in determining employee satisfaction in

almost in each and every organization. The above discussion concludes that in today
era quality of work lifeholds great significance and if it is undermined then it can
affect the organization adversely. Therefore in order to become employer of choice as
well as the best organization to work for every organization must provide a healthy
quality of work life to its employees.
No doubt in today’s scenario, many factors like, changing demographics of the work
force, Increasing expectation of the employees and greater stress level are posing
major challenges to the organizations but if these issues handled strategically than
organization can reap the desired benefits so maintain quality of work life is the need
of hour.
Conclusion:

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Quality of work life is a very crucial factor in determining employee satisfaction in

almost in each and every organization. The above discussion concludes that in today
era quality of work life holds great significance and if it is undermined then it can affect
the organization adversely. Therefore in order to become employer of choice as well as
the best organization to work for every organization must provide a healthy quality of
work life to its employees.
No doubt in today’s scenario, many factors like, changing demographics of the work
force, Increasing expectation of the employees and greater stress level are posing
major challenges to the organizations but if these issues handled strategically than
organization can reap the desired benefits so maintain quality of work life is the need
of hour


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CHAPTER – 3
ORGANISATION
STUDY
KERALAELECTRICALAND ALLIED
ENGINEERING CO.LTD
COMPANY PROFILE:
Kerala Electrical and Allied Engineering Company Ltd., KEL is one among the Formatted: Left, Indent: Left: 0"
largest, most vibrant, and productive Public Sector Undertaking, and is fully owned Formatted: Font: (Default) Times New Roman, 9 pt, Bold
by the Government of Kerala. A multi-product engineering company, consistently Formatted: Justified, Indent: Left: 0"

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catering to an envious client base, ranging from the army and air force of India to
world-renowned space research organizations, highly competent engineering
companies to mammoth institutions likes the Indian Railways. The company with four
state-of-the-art manufacturing units spread across Kerala has a pan India presence
with marketing offices in major metros and select cities.
The KEL was established in 1964 in the state of Kerala, India. It is a multifaceted
company fully owned by the State government. The corporate office of KEL is
situated at Panampilly Nagar, Cochin. Through it'sits five production facilities,
located in various districts of the State, this ISO 9001 :9001: 2000 complaint company
provides basic engineering services / products besides executing projects of national
significance for high profile clients like the various defence establishments. The
company has a wide range of network of regional offices and service centerscentres
located in most of the major cities and business centerscentres in India for effective
marketing and to provide efficient after sales service for the product . product. theThe
regional office and service centerscentres are at New Delhi ,Delhi, Mumbai, Chennai,
Bangalore, Hyderabad, Cochin and Thiruvananthapuram.
KEL offers to its customer a world wideworldwide comprehensive array of goods and
services through its various division, with manpower base of over 1200, which
includes over 250 highly qualified and well trained professional engineers. The KEL
is one of the biggest public sector unit companies in Kerala state. KEL has a vital
shareShare in manufacturing and distribution of transformers in the market since

1964. All the manufacturing units of KEL have ISO 9001:2000 standards.
The products are marked through an all India network and after
sales service offices. It provides all support services to the sales and marketing team
to guarantee complete customer satisfaction. The company's all-India marketing
network with regional offices in all metro cities cater to major institutional clients like
the State Electricity Boards, Indian Railways and various defence establishments
besides the general market clients.

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The company manufactures and markets products like general purpose brushless
alternators, brushless alternators for lighting and air-conditioning of rail coaches,
medium power and distribution transformers as well as structural steel fabrications.
The primary interest of the company is in the field electrical equipment and machinery
encompassing areas such as generation, transmission, distribution and utilization of
electric power. In the generating equipment side KEL is a leading manufacturer of
inducted type brushless alternators used for train lighting and air conditioning. In the
field of transmission and distribution of transformers and switch gear, transmission
line towers, substitution equipment and accessories.
The product categories for defence applications include high frequency alternators,
frequency convertors, special alternators and power packs for missile projects. The
power packs designed and supplied by the company for missile projects like Falcon,
Prithvi, Trishul and Akash have been pioneering efforts. The company has also
supplied special alternators to the Army (Military Power Cars) and Air Force (Radar
Applications).
KEL is a leading manufacturer and supplier of the item to the various state electricity
boards in India. Electricity boards of several states, railways, industries, hospitals
etcetc. are the major clients of KEL. The company has annual turnover of about 21
Crores and monthly target of about 175 lakhs.
The KEL is also experienced competent in the erection, commissioning, and

maintenance of electrical power transmission and distribution networks which
includes H.T, L.T substations both indoor and outdoor type, package/unitized
substations, overhead transmission lines and pylons, booster stations and street lights
etc…
The company has adopted modern technology in association with reputed overseas
manufactures, who are expected in this field. The technical collaboration with EVR
of France (now amalgamated with ALSTHOM ATLANTIQUE) for the manufacture
of inductor type brushless alternators, UNELEC of France for the manufacture of Formatted: Left, Indent: Left: 0"
HRC fuses and MOTEURS LEROY SOMER of France for the manufacture of
brushless A/C generators. Formatted: Font: (Default) Times New Roman, 9 pt, Bold

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The company has five manufacturing units located in various districts of the state.
MANUFACTURING UNITS
Existing manufacturing units are:
1) Kundara plant in kollam district

The induction type of alternators, which is being manufactured at Kkundara plant in
Kkollam district, established in the year 1964, has been widely acclaimed and
accepted by many railway systems around the world. More than 2000 such alternators
are in operation with the Indian railway alone. The foundry division manufactures
SpherodicalSpheroidal Graphite Iron and Grey Iron Casting. Products are:-
 Stat dyne brushless alternator

 SpherodicalSpheroidal graphite iron and grey iron casting

2) Mamala Unit in Ernakulam District

The second plant begins operation in 1968 at Mamala in Ernakulam district with the
manufactures of distribution transformers of various capacities. Medium power
Transformers and distribution transformers up to 3000KVA, 33AV class with an
annual production capacity of 6,00,000 KVA. Products are:-
transformers and distribution transformers up to 3000KVA, 33AV class with an

annual production capacity of 6,00,000KVA. Products are:-
 Transformers
 Hydraulic gates and hoists
 Gantry cranes
 Penstock and pressure vessels

3) Olavakott in Palakkad District

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Third plant at Olavakott in Palakkad district, which was formerly known as

MencosMancos, was taken over by KEL in 1977. It provides HRC fuses and other
switching items. Products are:
 HRC Fuses
 LT switch gear
 Non-ferrous castings
4) Kasargod unit
The fourth plant was commissioned at kasargod district in the year 1990, for the
manufacture of general purpose alternators as a leading manufacturer of electrical
equipmentsequipment’s in India. This company is equipped with most modern
facilities that include computer aided design centre and last CNC machines amongst
other manufacturing facilities. Products are:-
 General purpose brushless alternators

 Diesel generators
 Silent diesel generator sets
5) Edaricode unit Malappuram District

The fifth plant was started at Edaricode in Malappuram District in the year1996. The
product categories for defence applications include high frequency alternators,
frequency converts, special alternators and power back for missile projects. The
company has also supplied special alternates to the Army and Air forc
5) Edaricode unit Malappuram District

The fifth plant was started at Edaricode in Malappuram District in the year1996. The
product categories for defense applications include high frequency alternators,
frequency converts, special alternators and power back for missile projects. The
company has also supplied special alternates to the Army and Air force.


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MAMALA UNIT
The mamala unit was established in 1968 and has received ISO 9001 certificate by
SGS. Mamala unit has got two divisions namely
 Transformer division
 Structural division
1. Transformer division
The Transformer Division of KEL at Mamala, Ernakulam, was established in 1969,
with the technical assistance of ‘BHEL’, to manufacture supreme quality
transformers, for various State Electricity Boards, Government Departments, Public
and Private Sector Companies. This division, ISO 9001 certified by TUV, boasts of a
long sustained list of extremely satisfied clients, many of whom who have stood by
KEL, for decades. A fitting testimony to the trustworthy performer –the robust energy
efficient transformers of KEL. Over the years, relying on the unmatched quality of
KEL transformers, electricity boards across India perfectly maintain a healthy power
distribution supply system.
The transformer division with an annual production capacity of 6,00,000 kVA soon
after its inception, emerged as a major player in designing and manufacturing
Distribution Transformers of ratings uptoup to 5,000 kVA, 33 kV Class.
Manufacturing custom-built transformers, for specific requirements, is yet another
speciality of KEL,
The KEL transformer factory is one of the first few transformer factories in India, to
get ISO 9001 Certification. KEL transformers, approved by the national test house,
various state electricity boards and power corporations in the country, are type tested
at Central Power Research Institute, Bangalore. Formatted: Left, Indent: Left: 0"

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 Designed to excel
Through in-house R&D efforts, KEL transformers were customized to suit stringent
requirements and trends innovations continue as an on-going process to deliver
specific transformer types and designs of various ratings. In this pursuit of excellence,
the resourceful design department of KEL, uses state-of-the-art software to design
world-class transformers, optimized for maximum reliability, durability, and energy
efficiency, compatible to the standards set by the Bureau of Energy
EffciencyEfficiency (BEE).
 Promising new horizons
Banking on its inherent strength, in technological excellence, and an uncompromising

commitment to quality, the Transformer division of KEL, is all set for substantial
growth. By for goingforgoing new alliances. By exploring new vistas.
 Quality System
ISO 9001 Quality Management System for design, procurement, manufacturing,

testing, erection, commissioning and servicing of transformers. CertifiedbyCertified by
TUV.
 Product Range
Distribution Transformers of ratings up to 5,000 kVA, 33 kV class – of types such as

oil-filled and resin impregnated dry type; on load tap changing with Automatic
Voltage Regulation. Formatted: Left, Indent: Left: 0"
 Future-ready Product Range Formatted: Font: (Default) Times New Roman, 9 pt, Bold

25
KEL has successfully ventured into the manufacturing of Resin Cast Dry Type,
Special Application Transformers such as EMU, LOCO, Dynamic Reactive Power
Compensation and Furnace Transformers.
2. Structural division
The Structural Engineering Division of KEL in its Mamala Unit, specializes in the
design, fabrication and commissioning of hydraulic gates and hoists and their
controlling equipment used in dams for power and irrigation projects. Many such
projects have been successfully executed, by this division on a turnkey basis, all over
India. The KEL structural division, with a capacity of 1200 MT per annum undertakes
the design and construction of steel bridges, factory buildings, storage tanks,
fabrication of pressure vessels and other industrial steel structures, as per customer
specification. For the Railways, KEL undertakes the fabrication and manufacture of
bogie frames, bogie bolster, and head stocks for railway coaches and wagons.
The division has a term of qualified engineer’s technician’s and other staffs educate
experience in realms of designing and fabrication work of any kind to set standards.
There is a centralized planning and quality assurance department directly reporting to
the unit head.
 Main activities of Structural Division

 Design and Execution of Hydro Mechanical Equipment’s such as gates,
hoist, penstock, pipes
 Manufacture and supply of bogie frames, bogie bolsters, and head stocks for
railway coaches and wagons.
 Design and Construction of Lattice Bridge
 Foot Bridge for Pedestrian Formatted: Font: (Default) Times New Roman, 9 pt, Bold
 Light and Medium Vehicular Traffic Formatted: Font: (Default) Times New Roman, 9 pt, Bold

26
 Design and Construction of Suspension Bridge

Steel Column Bridge
o Single Concrete Column Bridge
o Double Concrete Column Bridge
o Space Frame Bridge
Cable Stayed Bridge
2. Structural division
The Structural Engineering Division of KEL in its Mamala Unit, specializes in the
design, fabrication and commissioning of hydraulic gates and hoists and their
controlling equipment used in dams for power and irrigation projects. Many such
projects have been successfully executed, by this division on a turnkey basis, all over
India.
The KEL structural division, with a capacity of 1200 MT per annum undertakes the
design and construction of steel bridges, factory buildings, storage tanks, fabrication of
pressure vessels and other industrial steel structures, as per customer specification. For
the Railways, KEL undertakes the fabrication and manufacture of bogie frames, bogie
bolster, head stocks for railway coaches and wagons.
The division has a term of qualified engineer’s technician’s and other staffs educate
experience in realms of designing and fabrication work of any kind to set standards.
There is a centralized planning and quality assurance department directly reporting to
the unit head.
 Main activities of Structural Division

 Design and Execution of Hydro Mechanical Equipmentssuch as gates, hoist, penstock,
pipes Formatted: Left, Indent: Left: 0"

27
 Manufacture and supply of bogie frames, bogie bolsters, and head stocks for railway
coaches and wagons.
 Design and Construction of Lattice Bridge
 Foot Bridge for Pedestrian Formatted: Indent: Left: 0.75", No bullets or numbering
 Light and Medium Vehicular Traffic Formatted: Normal, Line spacing: single, No bullets or
numbering, Font Alignment: Auto, Pattern: Clear
 Design and Construction of Suspension Bridge

Steel Column Bridge
o Single Concrete Column Bridge
o Double Concrete Column Bridge
o Space Frame Bridge
Cable Stayed Bridge
 Quality System
To achieve customer satisfaction by providing the right product and service at the
right time as per customer’s requirement.
 Product range
a) Inductor type brushless alternator for train lightingandlighting and air

conditioning – 1KW to 40KW.
b) 12KW alternators specially designed for powering Janashatabdi Express Trains

of Indian Railways.
c) Inductor type brushless alternator for automobiles and for charging systems in
diesel engines – 12V, 24V up to 50 A.

d) Ground power units for starting Avro and Dornor aircrafts and for powering
Voeingaircrafts.. Formatted: Justified, Indent: Left: 0"

28
e) Ground support units with dual voltage system for starting fighter aircrafts.
f) DC, AC power frequency and high frequency power pack for missile firing
auxiliary power support.
f)
 Major Projects Undertakenn

a) Gerusoppa Dam, Karnataka for Karnataka Power Corp. Ltd.
Hydro-mechanical works – Penstock,stop loggate, gantry crane, hoist.
b) Upper Tunga, Karnataka for Karnataka Neeravari Nigam Ltd.

Radial gates, rope drum hoists, stop log gate, gantry crane.
c) Mansi Wakal, Udaipur, Rajasthan for ITD Cementation India Ltd.

Radial gates, vertical gates, stop log gate, hoists.

d) Narmada Project for J P Associates Slide gates.

29
e) Bogie frames for BFAT Wagons for BEML..
f) Bogie frames for EMU Coaches for ICF.
VISION
To be a globally recognised enterprise committed to enhancing stakeholder value by
providing world class engineering and power system solutions.
MISSION
To achieve vision by :by:
 Applying state-of-the-art technology, processes and innovative solutions.

 Building long term relationship with stakeholders in an environment of fair
business ethics and values.

 Creating value through sustainable and profitable growth.

 Leveraging productivity through highly motivated and empowered team.
OBJECTIVES
 To carry on the business of electrical ,electrical, mechanical and structural
engineers, metal founders. Formatted: Justified, Indent: Left: 0"

30
 To manufacture and deal in all types of engineering equipment.

 To manufacture all typestypes’ electrical apparatus and appliances required for
capable of being used in connection with the generation, distribution, apply of
electricity and to buy ,buy, sell, import, export or otherwise dealing such
machinery apparatus, appliances.
VALUES
 Fairness, transparency, Integrity
 Trust and mutual respect
 Passion for professional and operational excellanceexcellence
 Cooperate and social responsibility
Responsive and courteous services

PRODUCTS AND SERVICES

 Transformer Division @ Mamala Unit
 Distribution Transformers of ratings uptoup to 5000 kVA, 33 kV class – of types

such as oil-filled and resin impregnated dry type; on load tap changing with
Automatic Voltage Regulation.
Future-ready Product Range: Resin Cast Dry Type, Special Application

Transformers such as EMU, LOCO, Dynamic Reactive Power Compensation
and Furnace Transformers.



31
 Structural Engineering Division @ Mamala Unit.
 Design, fabrication and commissioning of hydraulic gates and hoists and their
controlling equipment.
 Design and construction of steel bridges, factory buildings, storage tanks,

fabrication of pressure vessels and other industrial steel structures.
 Fabrication and manufacture of bogie frames, bogie bolster, head stocks for
railway coaches and wagons.
 Train Lighting Alternator Division @ Kundara Unit.

 Inductor type brushless alternator for train lighting and air-conditioning -1 kW
to 40 kW. with RRU/ERRU
 12 kW alternators specially designed for powering Janashatabdi Express Trains

of Indian Railways.
 Inductor Type brushless alternator for automobiles and for charging systems inn
diesel engines – 12 V, 24 V uptoup to 50 A.
 High frequency alternator – 400 Hz; uptoup to 100 kVA.
 Ground power units for starting Avro and Dornier aircrafts and for powering
Boeing aircrafts.
 Ground Support units with dual voltage system for starting fighter aircrafts.
 DC, AC power frequency and high frequency power pack for missile firing
auxiliary power support.
 BLDC Fan. Formatted: Justified, Indent: Left: 0"

32
 LT Switchgear Division @ Olavakkod Unit.
 Fuse Switches

 Changeover Switcheses

 Porcelain Fuse Units and CutoutsCut-outs

 Distribution fuse boards and industrial type switch boards

Distribution Boards (SPN & TPN 2 to 16 ways)

 Cast Resin Transformer Division @ Edarikode Unit.
 Cast Resin Transformer (CRT) up to 1600 KVA Formatted: Font: (Default) Times New Roman, 13.5 pt
Formatted: Normal, No bullets or numbering
 Oil Cooled Transformer (OCT) up to 500 KVA
COMPETITORS
Main competitors are:
At National Level
 Kirioskar, Bangalore
 InfoTech, Chennai and
 Crompton Greaves, Chennai
At State Level
 Intrans, Ernakulam Formatted: Left, Indent: Left: 0"
 TELK, Angamaly

33
 Cast Resin Transformer Division @ Edarikode Unit.
 Cast Resin Transformer (CRT) up to 1600 KVA
 Oil Cooled Transformer (OCT) up to 500 KVA
COMPETITORS
Main competitors are:
At National Level
 Kirioskar, Bangalore
 InfoTech, Chennai and
 Crompton Greaves, Chennai

At State Level
 Intrans, Ernakulam
TELK, Angamaly

TRADE UNION
KEL has four trade unions and have the major role in existing promotion policy of the
company. The existing promotion policy applicable to the workman of Mamala unit
was signed between the management and the trade unions such as:
 KEL Employee’s Congress (INTUC)
 KEL Employee’s Union (CITU)
 KEL Employee’s Organization (STU)

MARKET POTENTIAL Formatted: Justified, Indent: Left: 0"

34
In the all India level KEL will be contributed to 2% need when its productionis 100%.
In the Kerala level KEL’s market potentiality is around 35 to 40% of the market
requirement.
MARKET POTENTIAL
In the all India level KEL will be contributed to 2% need when its production is 100%.
In the Kerala level KEL’s market potentiality is around 35 to 40% of the market
requirement.


35
CHAPTER – 4
RESEARCH
METHODOLOGY
METHODOLOGY OF THE STUDY Formatted: Left, Indent: Left: 0"


36
a) Research Methodology
Research methodology is the way to slovesolve the research problem systematically.
It may be understand as a science of studingstudding how the research is done
scientifically and extensive literature review of primary data sources was undertaken
as relevant to the stated objective of the study. Various tools of the research
methodology are used to analyzeanalyse the particular reasons which can cause
comfort of discomfort to employees which can determine the level of quality of
worklifework life. Hence research methodology playesplays a key role to enhance the
potentials in the study in each and every stage. It is much useful to determine the
apprapropriateappropriate way by which study is possible to a great extendgreat
extent.
b) Research design
A research design as model indicates a plan of action to be carried out in work It
provide only a guide line for the researcher to enable him to keep track his action to
know that he is moving in the right direction in order to achieve his goal. The design
may be specific presentation of the various steps in the process of research, they are
the presentation of problem, methodology survey of literature, documentation, data
collection, interpretation, presentation and report writing.
Data collection
The data required for the study of this project is collected from both primary and
secondary sources.
1. Primary data
The primary data was collected from the employees of the Kerala
ElectricalandElectrical and Allied Engineering co. Ltd, the help of a non-
distinguishable structured questionnaire. Going to various departments and
discussing with the employees and officers of the Kerala ElectricalandElectrical
and Allied Engineering co. Ltd. To collect primary data.

2. Secondary data Formatted: Justified, Indent: Left: 0"

37
Secondary dataaredata are attained from published and unpublished sources.

Secondary data is obtained by going through various reports and books, given by
the personnel department and from the website of the company etc.
c) Steps in sample design

Following are the factors to be followed in develoingdeveloping a
sampledesignsample design:
 Population
The population of the study covers the managerial and non-
managerialemployeesmanagerial employees of Kerala ElectricalandElectrical and
Allied Engineering co. Ltd.
 Sample unit
50 workers of Kerala ElectricalandElectrical and Allied Engineering co. Ltd.
 Sample size
A total number of 100 samples were collected from the employees of the Kerala
ElectricalandElectrical and Allied Engineering co. Ltd.
 Sampling technique
The methods of sampling adopted were random sampling or probability sampling or
chance sampling.
Tools used for data analysis

The main tool used for the analysis of data was percentage analyisanalysis.
Research instrument and tool

NonNone distinguish structured questionnaire by holding personal interview. Formatted: Font: (Default) Times New Roman, 9 pt, Bold

38
d) Time frame
The study covers primary data regarding quality of work life among employees in
Kerala ElectricalandElectrical and Allied Engineering co. Ltd. The data was collected
from employees with help of questionnaire, duringDecemberduring December 7 to
December 23.
e) Scaling techniques
Non- comparative scaling techniques LIKERT scale – respondents are asked to
indicate the amount of agreement or disagreement ( from strongly agree to strongly
disagree) on a 5 or 7 point scale the same format is used for multiple questions typical
test item in a LIKERT scale is statement. The respondent is asked to indicate his or
her degree of agreement with statement or any kind of subjective or objective
evaluation of statement. Traditionally a 5 point scale is used; however
psychometricianpsychometrical may advocate using a seven or nine point scale. A
recent empirical study showed that data from 5 point, 7 points should vary similarly
characteristic in terms of means, variance, skewness and kurtosis after simple rescaling
was applied.
Example of a 5 point scale

 Strongly agree
 Agree
 Not sure
 Disagree
 Strongly disagree
Scaling is a bipolar scaling method, measuring either positive or
negativeresponsenegative response to a statement. Sometimes a four point scale is
used ;used; this is force choice method since the middle portion “nietherneither agree
nor disagree” is not avalibleavailable. Likert scales may be subject to distortion from
several causes. Respondents may avoid using extreme response categories as they try
to portray themselves to organization in favoritefavourite light.


39
Scoring and analysis

After the questionnaire is completed, each item may be analyzedanalysed separately
or in some cases item response may be summed to create a score for a group of items.
LIKERT scales are often called summative scales. Semantic differential scale was
also used where respondents chossechose between two polar opposite objectives.
Data analysis tools and techniques

Data development tool and data development software are typically used to sort
through enterprise data in order to identify patterns and establish relationships.
Similar to data mining, data development techniques are useful for virtually any
business to gain greater insight in to trends within their business, their industry and
their customer base.
A data development is a circular chart divided into sectors, illustrating relative
magnitudes or frequencies or percentspercent. In a data development, the arc length of
each sector (and consequently its central angle and area )area), is proportional to the
quantity it represents. TogethertheTogether the sector creates a full disc. It is named
for its resemblance to a pie which has been sliced.
A bar development also known as a bar graph, is a chart with rectangular bars of
lengths proportional to that value that they represent. Bar charts are used for
comparing two or more values. The bars can be horizontally or vertically oriented.
Sometimes a stretched bar is used instead of a solid bar.


40
CHAPTER – 5
DATA ANALYSIS
AND
INTERPRETATION
CHAPTER – 5
DATA ANALYSIS
AND
INTERPRETATION


41
TABLE NO 5.1
AGE WISE CLASSIFICATION OF RESPONDENTS
NO OF % OF Formatted: Indent: Left: 0"

AGE CATEGORY
RESPONDENTS RESPONDENTS
20-30 4 8
30-40 7 14
40-50 25 50
50 & ABOVE 14 28
TOTAL 50 100
Formatted: No underline
TABLE NO 5.1
Formatted: Font: 16 pt, Bold, Underline


42
AGE WISE CLASSIFICATION OF RESPONDENTS
NO OF % OF
AGE CATEGORY
20-30 4 8
30-40 7 14
40-50 25 50
50 & ABOVE 14 28
TOTAL 50 100
AGE CLASSIFICATION
8%
28% 14%
Formatted: Justified
50%
20-30 30-40 40-50 50 & above
INTERPRETATION
The above data shows that in total 50 respondents, 8% of them are in the age between Formatted: Justified
20-30, 14% are in 30-40 category, 50% are in the group of between 40-50 category
and 28% are in 50 & above category.
INTERPRETATION

43
The above data shows that in total 50 respondents, 8% of them are in the age
between 20-30, 14% are in 30-40 category, 50% are in the group of between 40-50
category and 28% are in 50 & above category.
INTERPRETATION
The above data shows that in total 50 respondents, 8% of them are in the age between
20-30, 14% are in 30-40 category, 50% are in the group of between 40-50 category and
28% are in 50 & above category.
TABLE NO 5.2
GENDER CATEGORY
20%
80%
MALE FEMALE


44
ANALYSING GENDER CATEGORY OF RESPONDENTS Formatted Table
GENDER
GENDER NO OF % OF Formatted: Justified, Indent: Left: 0"
CATEGORY
CATEGORY RESPONDENTS RESPONDENTS
MALE 40 80
FEMALE 10 20
TOTAL 50 100
TABLE NO 5.2
INTERPRETATIONOut of 50 respondents, 80% of them are male and 20% of

them are female.
INTERPRETATION
Out of 50 respondents, 80% of them are male and 20% of them are female

Formatted: Tab stops: Not at 2.58"
INTERPRETATION Formatted: Font: Not Bold
Out of 50 respondents, 80% of them are male and 20% of them are female. Formatted: Left, Indent: Left: 0"

45


46
TABLE NO 5.3
ANALYSING EDUCATIONAL QUALIFICATION OF

RESPONDENTS
EDUCATIONAL NO OF % OF Formatted: Justified
QUALIFICATION RESPONDENTS RESPONDENTS

SSLC 20 40
PLUS TWO 10 20
DIPLOMA/ITC 8 16
DEGREE 8 16
PG 4 8
TOTAL 50 100
EDUCATIONAL QUALIFICATION
8%
16% SSLC
40%
PLUS TWO
DIPLOMA/ITC
16% DEGREE
PG
20%
INTERPRETATION
The above data shows that 8% of the employees are post graduate, 16% having UG
qualification, 16%having diploma/ITC, 20% are HSC and 40% of the employees have
SSLC qualification.

47
TABLE NO 5.4
ANALYSING THE EXPERIENCE OF RESPONDENTS
EXPERIENCE NO OF % OF
CATEGORY RESPONDENTS RESPONDENTS
BELOW 10 10 20
10 to 20 24 48
20 to 30 5 10
30 & ABOVE 11 22
TOTAL 50 100
EXPERIENCE OF RESPONDENTS
22% 20%
10%
48%
BELOW 10 10 to 20 20 to 30 30 & ABOVE
INTERPRETATION
The above data shows that out of 50 respondents, 20% of them are having the
experience below 10 years, 48% of them have 10-20 years of experience, 10% of them
have 20-30 years’ experience and 22% of them have experience of 30 & above years.

48
TABLE NO 5.5
OPINION OF RESPONDENTS REGARDING THE

SATISFACTORY LEVEL OF EXISTING JOB
NO OF % OF
CATEGORY
UTMOST 14 28
VERY MUCH 18 36
SOME WHAT 10 20
LITTLE 8 16
NOT AT ALL 0 0
TOTAL 50 100
ANALYZING SATISFACTORY LEVEL OF JOB

0%
16%
28%
20%
36%
UTMOST VERY MUCH SOMEWHAT VERY LITTLE NOT AT ALL
INTERPRETATION
Above data shows that 28% of employees are utmost satisfied, 20% are somewhat
satisfied and 16% are little satisfied. 0% employees are not at all satisfied.
TABLE 5.6 Formatted: Font: (Default) Times New Roman, 9 pt, Bold

49
OPINION OF RESPONDENTS REGARDING PRESENT SALARY

AND OTHER BENEFITS / MONETARY REWARDS
NO OF % OF
CATEGORY
EXCELLENT 7 14
GOOD 10 20
AVERAGE 13 26
POOR 20 40
TOTAL 50 100
ANALYZING MONETARY REWARDS
14%
40%
20%
26%
EXCELLENT GOOD SATISFACTORY POOR
INTERPRETATION
From the table, we could say that 40% of employees are not satisfied with financial
returns from the organization. Only 14% of workers are strongly satisfied with
financial return.
TABLE 5.6

50
OPINION OF RESPONDENTS REGARDING PRESENT SALARY

AND OTHER BENEFITS / MONETARY REWARDS
NO OF % OF
CATEGORY
EXCELLENT 7 14
GOOD 10 20
AVERAGE 13 26
POOR 20 40
TOTAL 50 100
ANALYZING MONETARY REWARDS
14%
40%
20%
26%
INTERPRETATION
From the table, we could say that 40% of employees are not satisfied with financial
returns from the organization. Only 14% of workers are strongly satisfied with
financial return.

TABLE 5.7 Formatted: Font: (Default) Times New Roman, 9 pt, Bold

51
OPINION OF RESPONDENTS REGARDING ALL STATUTORY

PROVISIONS PERTAINING TO LABOUR WELFARE
NO OF % OF
CATEGORY
EXCELLENT 26 52
GOOD 13 26
SATISFACTORY 9 18
POOR 2 4
TOTAL 50 100
ANALYZING STATUTORY
0%
PROVISIONS
4%
18%
52%
26%
INTERPRETATION
The above data shows out of 50 respondents, 52% have rated it excellent, 26% have
rated it good, and 18% rates it satisfactory and 4% rated it poor.


52
TABLE 5.8

EFFICIENCY BONUS SCHEME
NO OF % OF
CATEGORY
ALWAYS 15 30
SOMETIMES 35 70
NEVER 0 0
NO COMMENTS 0 0
TOTAL 50 100
0% AVAILABILITY OF BONUS SCHEMES

0%0%
30%
70%
ALWAYS SOMETIMES NEVER NO OPINION
INTERPRETATION
The above data shows out of 50 respondents, 30% are agreed in getting the bonuses
all the time, 70% claim that they receive bonus sometimes.

53
TABLE 5.9

PERFORMANCE APPRAISAL
NO OF % OF
CATEGORY
EXCELLENT 9 18
GOOD 12 24
SATISFACTORY 23 46
POOR 6 12
TOTAL 50 100
ANALYZING THE PERFORMANCE

0%
APPRAISAL
12%
18%
24%
46%
INTERPRETATION
From the table given above we could say that performance appraisal of organization
is only satisfactory and 12% rate this poor. Formatted: Left, Indent: Left: 0"

54
TABLE 5.10
OPINION OF RESPONDENTS REGARDING THE SUPPORT

FROM SUPERIOR
NO OF % OF
CATEGORY
ALWAYS 15 30
SOMETIMES 33 66
NEVER 2 4
TOTAL 50 100
ANALYZING SUPPORT FROM SUPERIOR

0% 0%
4%
30%
66%
ALWAYS SOMETIMES NEVER
INTERPRETATION
From the table given below, we can point out that 66% of employees rate that they
are always supported by superiors, whereas 30% of employees rate that they get Formatted: Font: (Default) Times New Roman, 9 pt, Bold
support sometimes and rest 4% rate it never. Formatted: Justified, Indent: Left: 0"

55
TABLE 5.11
OPINION OF RESPONDENTS REGARDING THE WORKING

HOURS AND ARRANGEMENT OF WORKING TIME
NO OF % OF
CATEGORY
HIGHLY SATISFIED 39 78
SATISFIED 10 20
DISSATISFIED 1 2
TOTAL 50 100
ANALYZING WORKING HOUR

2% 0% 0%
20%
78%
HIGHLY SATISFIED SATISFIED NOT SATISFIED
INTERPRETATION
It is clear from the table that 78% of employees are highly satisfied with working Formatted: Font: (Default) Times New Roman, 9 pt, Bold
hours. Only 2% of employees felt dissatisfaction about working hours. Formatted: Justified, Indent: Left: 0"

56
TABLE 5.12
OPINION OF RESPONDENTS REGARDING THE TRAINING

FACILITY ADOPTED BY THE COMPANY
NO OF % OF
CATEGORY
STRONGLY AGREE 18 36
AGREE 32 64
NOT SURE 0 0
DISAGREE 0 0
STRONGLY DISAGREE 0 0
TOTAL 50 100
0%
ANALYZING TRAINING FACILITIES
0% 0%
36%
64%
STRONGLY AGREE AGREE NOT SURE DISAGREE STRONGLY DISAGREE Formatted: Left, Indent: Left: 0"

57
INTERPRETATION
The table shows 100% of employees rated training and development in the
organization is very good. Because no one disagrees with the statement.
TABLE 5.13
OPINION ABOUT COMPANY'S EMPHASIS ON INDIVIDUAL'S

PERSONNEL RIGHTS
NO OF % OF
CATEGORY
AGREE 25 50
NOT SURE 0 0
DISAGREE 4 8
TOTAL 50 100


58
ANALYZING INDIVIDUAL'S PERSONNEL RIGHTS
12%
8% 30%
0%
50%
STRONGLY AGREE AGREE NOT SURE DISAGREE STRONGLY DISAGREE
INTERPRETATION
The table shows that out of 50 employees, 80% agree with the company’s emphasis
on individual personal rights.
TABLE 5.14
OPINION OF RESPONDENTS REGARDING THE EXISTENCE OF

HEALTHY TRADE UNIONS
NO OF % OF
CATEGORY
EXCELLENT 10 20
GOOD 12 24
SATISFACTORY 20 40
POOR 8 16
TOTAL 50 100 Formatted: Font: (Default) Times New Roman, 9 pt, Bold

59
ANALYSIS OF TRADE UNION

0%
16%
20%
24%
40%
INTERPRETATION
From the table we could say that 44% of employees are highly satisfied with the trade
union in the organization. 40% of the workers rate as satisfactory and the rest 16%
rate the existing trade union as poor.
The table shows that out of 50 employees, 80% agree with the company’s emphasis
on individual personal rights.
TABLE 5.14
OPINION OF RESPONDENTS REGARDING THE EXISTENCE OF

HEALTHY TRADE UNIONS
NO OF % OF
CATEGORY
EXCELLENT 10 20
GOOD 12 24
SATISFACTORY 20 40
POOR 8 16 Formatted: Font: (Default) Times New Roman, 9 pt, Bold


60
TOTAL 50 100
TABLE NO 5.15
OPINION OF RESPONDENTS REGARDING A HEALTHY

EMPLOYER-EMPLOYEE RELATIONSHIP IN THE COMPANY
NO OF % OF
CATEGORY
AGREE 10 20
NOT SURE 22 44
DISAGREE 4 8
TOTAL 50 100
ANALYZING EMPLOYER-EMPLOYEE RELATION

2%
8%
26%
44%
20%
STRONGLY AGREE AGREE NOT SURE DISAGREE
INTERPRETATION
From this we can point out that 46% of employees maintains good relationship with Formatted: Left, Indent: Left: 0"
the employers. While 44% is not sure and 2% strongly disagrees. Formatted: Font: (Default) Times New Roman, 9 pt, Bold

61
0% ANALYSIS OF TRADE UNION
16%
20%
24%
40%
INTERPRETATIONFrom the table we could say that 44% of employees are

highly satisfied with the trade union in the organization. 40% of the workers rate as
satisfactory and the rest 16% rate the existing trade union as poor.
TABLE NO 5.16
OPINION OF RESPONDENTS REGARDING MANAGEMENT IN

ACCEPTING AND IMPLEMENTING INNOVATIVE IDEAS
NO OF % OF
CATEGORY
AGREE 15 30
NOT SURE 20 40
DISAGREE 4 8
TOTAL 50 100 Formatted: Justified, Indent: Left: 0"

62
FREEDOM IN ACCEPTING INNOVATION

2%
8%
20%
40%
30%
INTERPRETATION
From this diagram we can point out that 50% of employees are agreeing that
management is accepting their innovative ideas and 40% is not sure, 10% disagree.
From the table we could say that 44% of employees are highly satisfied with the trade
union in the organization. 40% of the workers rate as satisfactory and the rest 16%
rate the existing trade union as poor.
TABLE NO 5.15
OPINION OF RESPONDENTS REGARDING A HEALTHY

EMPLOYER-EMPLOYEE RELATIONSHIP IN THE COMPANY
NO OF % OF
CATEGORY
AGREE 10 20
NOT SURE 22 44 Formatted: Font: (Default) Times New Roman, 9 pt, Bold

63
DISAGREE 4 8
TOTAL 50 100
TABLE NO 5.17
OPINION OF RESPONDENTS REGARDING THE COMPANY

FOLLOWS AN OPEN AND EFFECTIVE COMMUNICATION
SYSTEM
NO OF % OF
CATEGORY
AGREE 25 50
NOT SURE 10 20
DISAGREE 2 5
TOTAL 50 100
ANALYZING EMPLOYER-EMPLOYEE
COMMUNICATION SYSTEMRELATION
0% 2%
8% 5%
26%
25%
20%
44%
20%
50%
STRONGLY
STRONGLY AGREE
AGREE AGREE
AGREE NOT
NOT SURE
SURE DISAGREE
DISAGREE
INTERPRETATION Formatted: Font: (Default) Times New Roman, 9 pt, Bold


64
From this we can point out that 46% of employees maintains good relationship with
the employers. While 44% is not sure and 2% strongly disagrees.
TABLE NO 5.16
OPINION OF RESPONDENTS REGARDING MANAGEMENT IN

ACCEPTING AND IMPLEMENTING INNOVATIVE IDEAS
NO OF % OF
CATEGORY
AGREE 15 30
NOT SURE 20 40
DISAGREE 4 8
TOTAL 50 100
FREEDOM IN ACCEPTING INNOVATION

2%
8%
20%
40%
30%
INTERPRETATION Formatted: Left, Indent: Left: 0"


65
From this diagram we can point out that 50% of employees are agreeing that
management is accepting their innovative ideas and 40% is not sure, 10% disagree.
TABLE NO 5.17
OPINION OF RESPONDENTS REGARDING THE COMPANY

FOLLOWS AN OPEN AND EFFECTIVE COMMUNICATION
SYSTEM
NO OF % OF
CATEGORY
AGREE 25 50
NOT SURE 10 20
DISAGREE 2 5
TOTAL 50 100
COMMUNICATION SYSTEM
0%
5%
25%
20%
50%

INTERPRETATION Formatted: Justified, Indent: Left: 0"

66
The table indicated that 75% of employees agreed to the opinion that there is an
effective communication system with superiors while 20% rate it as not sure and 5%
disagreed.
The table indicated that 75% of employees agreed to the opinion that there is an
effective communication system with superios while 20% rate it as not sure and 5%
disagreed.
TABLE 5.18
OPINION OF RESPONDENTS REGARDING THE CAREER

DEVELOPMENT OPPORTUNITIES PROVIDED BY THE
ORGANIZATION
NO OF % OF
CATEGORY
SATISFIED 18 36
NEUTRAL 10 20
DISSATISFIED 8 16
HIGHLY DISSATISFIED 0 0
TOTAL 50 100


67
CAREER DEVELOPMENT OPPORTUNITIES
16%
28%
20%
36%
HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED
INTERPRETATION: It shows that 64% of the employees are very much

satisfied and 20% of the employees are somewhat satisfied while 16% has not found
career development opportunities satisfactory.
TABLE NO 5.19
OPINION OF RESPONDENTS REGARDING SAFETY AND

HEALTH MEASURES PROVIDED BY THE COMPANY
NO OF % OF
CATEGORY
SATISFIED 25 50
NEUTRAL 15 30
DISSATISFIED 10 20
TOTAL 50 100 Formatted: Font: (Default) Times New Roman, 9 pt, Bold

68
SAFETY AND HEALTH CONDITIONS

0%
20%
50%
30%
INTERPRETATION
It shows that 50% of the employees are satisfied by the safety and health conditions,
30% are of the opinion average and 20% are dissatisfied.
It shows that 64% of the employees are very much satisfied and 20% of the employees Formatted: Indent: Left: 0"
are somewhat satisfied while 16% has not found career development opportunities
satisfactory.
TABLE NO 5.19
OPINION OF RESPONDENTS REGARDING SAFETY AND

HEALTH MEASURES PROVIDED BY THE COMPANY
NO OF % OF
CATEGORY
SATISFIED 25 50 Formatted: Left, Indent: Left: 0"
NEUTRAL 15 30

69
DISSATISFIED 10 20
TOTAL 50 100
SAFETY AND HEALTH CONDITIONS

0%
20%
50%
30%
INTERPRETATION
It shows that 50% of the employees are satisfied by the safety and health conditions, Formatted: Indent: Left: 0"
30% are of the opinion average and 20% are dissatisfied.
TABLE 5.20
TABLE SHOWING FACTORS THAT MOTIVATES

THE EMPLOYEES
NO OF % OF
CATEGORY
SALARY INCREASE 25 50
PROMOTION 10 20 Formatted: Left, Indent: Left: 0"
LEAVE 0 0

70
RECOGNITION 9 18
GOOD WORKING
6 12
CONDITIONS
TOTAL 50 100
FACTORS AFFECTING EMPLOYEE MOTIVATION
12% SALARY INCREASE
PROMOTION
18% LEAVE
50%
RECOGNITION
GOOD WORKING
CONDITION
20%
INTERPRETATION
The above data shows that 50% of the employees of KEL are motivated by salary
increase, 20% by promotion, 18% by recognition, 12% by good working conditions
and non were motivated by leave.


71
CHAPTER – 6
FINDINGS
FINDINGS
 Majority of the employees working in KEL are male.

 Majority of the employees working in KEL are aged above 45.
 It is clear that majority of the employees working in KEL are SSLC qualified.
 Most of the employees are satisfied with the existing job and the workload is
evenly distributed.
 Majority of the employees have a satisfied opinion regarding the working hours
and arrangement of working time. Formatted: Left, Indent: Left: 0"
 Training facilities provided in the company is average. Formatted: Font: (Default) Times New Roman, 9 pt, Bold
 The safety and health measures provided in KEL are satisfactory. Formatted: Font: (Default) Times New Roman, 9 pt, Bold

72
 The employer – employee relation existing in company is satisfactory.

 There is a flexible work schedule in the company.
 There is also a healthy trade union existing in the company.
 It was found out that salary increase is the ultimate factor which motivates the
employees for work.
 It was found that salary is a major issue in KEL. Majority of the employees are
dissatisfied by the salary given to them.
 There is also lack of transportation facilities provided by the company.
 Employees are also not much satisfied in the area of grievance handling.
FINDINGS
 Majority of the employees working in KEL are male.

 Majority of the employees working in KEL are aged above 45.
 It is clear that majority of the employees working in KEL are SSLC qualified.
 Most of the employees are satisfied with the existing job and the workload is
evenly distributed.
 Majority of the employees have a satisfied opinion regarding the working hours
and arrangement of working time.
 Training facilities provided in the company is average.
 The safety and health measures provided in KEL are satisfactory.
 The employer – employee relation existing in company is satisfactory.
 There is a flexible work schedule in the company.
 There is also a healthy trade union existing in the company. Formatted: Font: (Default) Times New Roman, 9 pt, Bold

73
 It was found out that salary increase is the ultimate factor which motivates the
employees for work.
 It was found that salary is a major issue in KEL. Majority of the employees are
dissatisfied by the salary given to them.
 There is also lack of transportationfacilities provided by the company.
 Employees are also not much satisfied in the area of grievance handling.
CHAPTER - 7
SUGGESTIONS
CHAPTER - 7 Formatted: Left, Indent: Left: 0"


74
SUGGESTIONS
SUGGESTIONS
 Salary increase is the ultimate factor which motivates the employees. Thus they
should be motivated by increasing the salary and other benefits and thereby
increasing productivity.
 The management must have asked the suggestions, opinions of employees
before taking actions.
 The grievance handling program like counselling facilities should be given to
employees.
 From the management side more encouragement should be given to employees
for their work by improving their working conditions and facilities which also
improves their skills.
 The management should establish a performance appraisal system and it should
be linked with adequate monetary and non monetary rewards.
 The management should try to provide a good transportation facility.

75
SUGGESTIONS
 Salary increase is the ultimate factor which motivates the employees. Thus they
should be motivated by increasing the salary and other benefits and thereby
increasing productivity.
 The management must have asked the suggestions, opinions of employees
before taking actions.
 The grievance handling program like councelling facilities should be given to
employees.
 From the management side more encouragement should be given to employees
for their work by improving their working conditions and facilities which also
improves their skills.
 The management should establish a performance appraisal system and it should
be linked with adequate monetary and non monetary rewards.
 The management should try to provide a good transportation facility.


76
CHAPTER – 8
CONCLUSION
CHAPTER – 8
CONCLUSION

CONCLUSION Formatted: Justified, Indent: Left: 0"

77
Quality of work life is the degree of excellence brought about work and working
conditions which contributes to the overall satisfaction and performance primarily at
the individual level but finally at the organizational level.
The project study was undertaken at Kerala Electrical & Allied Engineering Co. Ltd,
Mamala on the topic “ Quality of Work Life ’’. The survey has been conducted on 50
employees. Considering the above study analysis done, it can be observed that the
Quality of Work life at KEL is satisfactory.
The HR practise followed in the company can be well accepted. The workers are
considered to be the assets of the company. KEL is an organization with unlimited
potential and their exist a concern for improved quality of work life. The various
quality of work life programs will help the organization to project their organizations
image and products. The organization can use quality of work life programs like
employee participation, job enrichment, and job relation etc. to demonstrate their
caring outlook and to attract and retain quality employees. Enhanced quality of work
life will help in eliminating the factors that are detrimental to the effective functioning
of the organization.


78
CONCLUSION
Quality of work life is the degree of excellence brought about work and working
conditions which contributes to the overall satisfaction and performance primarly at
the individual level but finally at the organizational level.
The project study was undertaken at Kerala Electrical & Allied Engineering Co. Ltd,
Mamala on the topic “ Quality ofWorkLife ’’. The survey has been conducted on 50
employees. Considering the above study analysis done, it can be observed that the
Quality of Work life at KEL is satisfactory.
The HR practise followed in the company can be well accepted. The workers are
considered to be the assets of the company. KEL is an organisation with unlimited
potentialand their exist a concern for improved quality of work life.The various
quality of work life progams will help the organization to project their organizations
image and products. The organization can use quality of work lifeprograms
likeemployee participation , job enrichment, andjob relation etc. to demonstrate their
caring outlook and to attract and retain quality employees. Enhanced quality of work
life will help in eliminating the factors that are detrimental to the effective functioning
of the organisation.
CHAPTER – 9
APPENDIX


79
CHAPTER – 9
APPENDIX
QUESTIONNAIRE


80
A STUDY ON QUALITY OF WORK LIFE WITH SPECIAL

REFERENCETO KERALA ELECTRICAL & ALLIED ENGINEERIING
CO. LTD, MAMALA, KOCHI.
1) Name:
2) Age:
10-20 20-30 30-40
40-50 Above 50
3) Gender:
Male Female
4) Qualification:
SSLC Plus2 Degree
Diploma/ITC PG
5) What is your marital status?

Married Unmarried

QUESTIONNAIRE Formatted: Font: (Default) Times New Roman, 9 pt, Bold

81
A STUDY ON QUALITY OF WORK LIFE WITH SPECIAL

REFERENCETO KERALA ELECTRICAL & ALLIED ENGINEERIING
CO. LTD, MAMALA, KOCHI.
1) Name:
2) Age:
10-2020-3030-40
40-50 Above 50
3) Gender:
MaleFemale
4) Qualification:
SslcPlus 2Degree
Diploma/ITCPG
5) What is your marital status?

MarriedUnmarried
6) How long have you been in the organisationorganization?

Below 10 10-20 20-30
30 &Above
7) To what extent you are satisfied with existing job? Formatted: Left, Indent: Left: 0"
UtmostVery Very muchLittlemuch Little Formatted: Justified, Indent: Left: 0"

82
Somewhat Not at all
8) Are you satisfied pertaining to job security?

YesNo
Yes No
9) Are there any transportation facility provided to you?

Yes No
10) Opinion about present monetary rewards recievedreceived by you?

Excellent Good
Average Poor
11) How would you like to rate statutory provision pertaining to labour welfare
implemented?
Excellent Good
Satisfactory Poor
12) How often does the company provide bonuses?

Always Sometimes
Never No comments
13)Your rating for performance evaluation followed by company?

Excellent Good Formatted: Left, Indent: Left: 0"
Satisfactory Poor Formatted: Font: (Default) Times New Roman, 9 pt, Bold

83
14)Do you get support from superiors?

Always Sometimes Never
Rarely No comments
15) Are you satisfied with the working hours and arrangement of working time?
Highly satisfied Satisfied
Dissatisfied Highly dissatisfied
16) Does your present job suit your ability and skill?
Yes No
17) What’s your opinion about training facility adopted by the company?
Strongly agree agree not sure
Disagree Strongly disagree
18) Do you think that the company gives great emphasis on individual personal
rights?
Strongly agree Agree Not sure
Disagree strongly disagree
19) Opinion about existence of healthy trade unions?

Excellent Good
Satisfactory Poor Formatted: Font: (Default) Times New Roman, 9 pt, Bold

84
20) Does there exist a strong employer – employee relationship?
21) Is the management good enough in accepting innovative ideas?

22)Does your company follow an effective communication system?

23) Are you satisfied pertaining to career growth?

Highly satisfied Satisfied Neutral
24)Are you satisfied with grievance handling of organization?

Yes No
25)Are satisfied with the safety and health measures provided by the company?
Highly satisfied Satisfied Neutral Formatted: Font: (Default) Times New Roman, 9 pt, Bold

85
26)Which factor motivates you the most?

Salary increase Promotion
Recognition Leave
Good working condition
13) Your rating for performance evaluation followed by company?

ExcellentGood
Satisfactory Poor
14)Do you get support from superiors?

AlwaysSometimes Never
RarelyNo comments
15) Are you satisfied with the working hours and arrangement of working time?
Highly satisfiedSatisfied
16) Does your present job suit your ability and skill?
YesNo
17) What’s your opinion about training facility adopted by the company?
Strongly agreeAgreeNot sure Formatted: Font: (Default) Times New Roman, 9 pt, Bold

86
DisagreeStrongly disagree
18) Do you think that the company gives great emphasis on individual personal
rights?
Strongly agreeAgreeNot sure
19) Opinion about existence of healthy trade unions?

ExcellentGood
SatisfactoryPoor
20) Does there exist a strong employer – employee relationship?
21) Is the management good enough in accepting innovative ideas?

Strongly agreeAgree Not sure
22)Does your company follow an effective communication system?

Strongly agreeAgree Not sure
DisagreeStrongly disagree Formatted: Justified, Indent: Left: 0"

87
23) Are you satisfied pertaining to career growth?

Highly satisfiedSatisfiedNeutral
DissatisfiedHighly dissatisfied
24)Are you satisfied with grievance handling of organisation?

YesNo
25)Are satisfied with the safety and health measures provided by the company?
Highly satisfied SatisfiedNeutral
DissatisfiedHighly dissatisfied
26)Which factor motivates you the most?

Salary increasePromotion
Recognition Leave
Good working condition


88
CHAPTER – 10
Formatted: Space Before: Auto, After: Auto
BIBLIOGRAPHY
BIBLIOGRAPHY Formatted: Left, Indent: Left: 0"

 Shashi.K.Gupta, Human Resource Management, Kalyani Publishers.

89
 Sumali Reddy, Human Resource Management, Best Practices and Cases, ICFAI
University Press.
 Rajib Lochan Dhar, Fundamentals of HRM, Maximillian publishers.
 Aswathappa K, Human Resource Management, Tata MC Grow Hill Publishing
Company Ltd. New Delhi, 4th Edition.
 Edwin.B.Flippo, Personnel MC Grow Hill International Edition, 6th Edition.
 Vyshali.K.Shah, Human Resource Management, Global Book Publishing
Company.
 H.K.Saharay, Commercial and Industrial Law, New Central Book Agency.
 Chitra Atmaram Naik, Human Resource Management, Ane Books Pvt.Ltd.
WEBSITES
 WWW.KEL.CO.IN
 WWW.GOOGLE.CO.IN
 WWW.WIKIPEDIA.COM
CHAPTER – 10
BIBLIOGRAPHY


90
BIBLIOGRAPHY
 Shashi.K.Gupta, Human Resouce Management, Kalyani Publishers.
 Sumali Reddy, Human Resouce Management, Best Practices and Cases, ICFAI
University Press.
 Rajib Lochan Dhar, Fundamentals of HRM, Maximillian publishers.
 Aswathappa K, Human Resouce Management, Tata MC Grow Hill Publishing
Company Ltd. New Delhi, 4th Edition.
 Edwin.B.Flippo, Personnel MC Grow Hill International Edition, 6th Edition.
 Vyshali.K.Shah, Human Resouce Management, Global Book Publishing Company.
 H.K.Saharay, Commercial and Industrial Law, New Central Book Agency.
 Chitra Atmaram Naik, Human Resouce Management, Ane Books Pvt.Ltd.
WEBSITES
 WWW.KEL.CO.IN Formatted: Indent: Left: -0.25"
 WWW.GOOGLE.CO.IN
 WWW.WIKIPEDIA.COM
In
KERALA ELECTRICAL AND ALLIED ENGINEERING Formatted: Left, Indent: Left: 0"
CO. LTD. Formatted: Justified, Indent: Left: 0"

91
Submitted to M.G University in partial fulfillment of the

Requirements
for the award of the degree of
BACHELOR OF BUSINESS ADMINISTRATION
By
JEWELWIN KURIAKOSE
Reg.No: 150021231535
Under the guidance of
Mr. Susheel V Daniel
BASELIOUS POULOSE II CATHOLICOS COLLEGE

BASELIOUS MOUNT, PIRAVOM
ERNAKULAM-688664
A Study on Employee Stress and Safety System
In
A Study on Employee Stress and Safety System

In
KERALA ELECTRICAL AND ALLIED ENGINEERING Formatted: Font: (Default) Times New Roman, 9 pt, Bold
CO. LTD. Formatted: Font: (Default) Times New Roman, 9 pt, Bold

92
Submitted to M.G University in partial fulfillment of the

Requirements
for the award of the degree of
BACHELOR OF BUSINESS ADMINISTRATION
By
JEWELWIN KURIAKOSE
Reg.No: 150021231535
Under the guidance of

Mr. Susheel V Daniel
BASELIOUS POULOSE II CATHOLICOS COLLEGE

BASELIOUS MOUNT, PIRAVOM
ERNAKULAM-688664


93

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MANAGEMENT PROJECT A STUDY ON QUALITY OF WORKLIFE OF EMPLOYEES Formatted: Indent: Left: 0"

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DEPT.OF BUSINESS ADMINISTRATION BPC COLLEGE, PIRAVOM

Moreover we can say Quality of work life is a amultifacetedmultifaceted concept. The

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STATEMENT OF THE PROBLEM

OBJECTIVE OF THE STUDY

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SCOPE AND RELEVANCE OF THESTUDY

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LIMITATION OF THE STUDY

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DEPT.OF BUSINESS ADMINISTRATION BPC COLLEGE, PIRAVOM