Introduction

CHAPTER 1
INTRODUCTION
A Study On Quality Of Work Life in NHCL
1.1 INTRODUCTION
The world is moving with very high speed and managing an organization has become
more complex than ever before. There is a competition going on between companies to
attract and retain quality human resource in order to be ahead of its competitors in a particular
industry. At this backdrop, Quality of Work Life (QWL) has emerged as one of the most
important aspect of job that ensures long term association of the employees within the
organization.
Quality of work life is necessary for an organization to attract and to retain skilled and
talented employees. It is a progressive indicator relating to the sustainability of business
concern. An organization provides a better QWL than it develops the healthy working
environment as well as satisfied employees. High quality of work life can give a result in
better organizational performance, effectiveness, innovativeness etc. It states the individual
employee’s freedom to design his job functions to meet his personal needs and interest.
Quality of work life is the combination between the employees and their organization. It
improves the family life as well as work life of the individual. This paper focuses and
analyzes the literature findings which involve Quality of work life.
The main purpose of this paper is to investigate and determine the quality of work life
in Nagarjuna Herbal Concentrates Ltd. To reach the quality of work life mostly depends upon
making regular attempts from an organization which provides their employees with more
opportunities so that they can be more effective in their organization or NHCL. Work is an
important part of everyday life, as it is our livelihood or career or business. On an average we
spent twelve to eighteen hours daily life and it is the one third of our entire life. Research on
quality of work life is considered to be more important at the individual and organization
level. Quality of work life is considered for both the employees and organization and it is
involved with job satisfaction, productivity, job involvement and job enrichment. The success
of any depends on how it attracts recruits, motivates, and retains its work force. Today’s
organization need to be more flexible so that they are equipped to develop their work force
and enjoy their commitment. This study is made attempt to analyses the “Quality of work life
among employees”. In order to improve quality of work life, various coping techniques have
been suggested to upgrade the employee’s attitude towards their job and their working
environment in the organization or NHCL.
Department Of Management Studies 1 Al-Azhar College of Arts And Science

Quality of work life denotes all the organizational inputs which aim at the employee’s
satisfaction and enhancing organizational effectiveness. The basic purpose is to develop jobs
and working conditions that are excellent for employees as well as economic health of
organization. It refers to the level of satisfaction, motivation, commitment and involvement
an individual experience with respect to their line at the work.
QWL refers to the favorable and unfavorable of a job environment for people. It deals
with various aspects of work environment which facilitates the human resources development
efficiently. Thus QWL help for development of human resources. In the search for improved
productivity, manager, and executives alike are discovering the important contribution of
QWL. QWL entails the design of work systems that enhance the working life experiences of
organizational members, thereby improving commitment to and motivation for achieving
organizational goals.
The sustained vitality and profitability of any company is clearly linked to the
satisfaction of the work force. This is intuitively obvious and the research is compelling. A
company that does not measure and improve employee satisfaction may quickly face
employee turnover, declining productivity from the people that remain a limited ability to
attract and qualified replacement, employee satisfaction and the quality of work life directly
affects a company’s ability to properly survive its customers and if it is not measured, it
cannot be effectively improved nor maintained.
This study helps to find the quality of work life in a Nagarjuna Herbal Concentrates
Ltd. The objective of the study is to determine the various factors influencing the quality of
work life, to measure the level of satisfaction towards the quality of work life and suggestion
to improve the quality of work life.
The findings revealed that the organization is providing good working conditions and
the overall job satisfaction was found to be good and overall quality of work life is good. The
organization can improve infrastructure facilities so as to improve the performance of
employees. This study highlighted only some of the small gaps in employee’s satisfaction
towards the quality of work life.

1.2 SIGNIFICANCE OF THE STUDY
Quality of work life covers the various aspect under the general umbrella of supportive
organization behaviour. Thus the quality of work life should be board in its scope. It must
evaluate the attitude of employees towards personnel policies. The research will be helpful in
understanding the current position of the organization. And provide some strategies to extend
the employee satisfaction with little modification which is based on the internal facilities of
the organization.
The research can be further used to evaluate facilities provided by the management
towards the employee. This study also helps to manipulate the expectations of the employees.
1.3 SCOPE OF THE STUDY
The term quality of work life in its broader sense covers various aspect of
employment and non-employment conditions of work. The study covers the overall quality of
work life of employees, i.e. their job satisfaction, work environment, working hours, work
stress, their relation with their colleagues, work assignments, infrastructure provided etc.. The
present study aims at measuring the level of satisfaction of employees and to know about
various welfare activities and benefits provided for the employees. The study is dependent on
the opinion expressed by all the employees of all the departments.
 Quality of work life is a multi-dimensional aspect. Some of these aspects are:

 Compensation and reward for the work
 Personal and career growth opportunities
 Motivation
 Participative management style
 Health and safety of the employees
 Job security
 Job specification
By providing better quality of work life, the following results can be achieved
 Better performance of employees

 More devotion and dedication towards work
 Reduced absenteeism
 Voluntary participation in an organization
 Reduced corruption

 Lesser attrition
1.4 OBJECTIVES OF THE STUDY
 To study the existing quality of work life of employees in Nagarjuna Herbal

Concentrates Ltd.
 To find out the satisfaction level of employees towards the facilities provided to them.
 To identify the major factors that influences the quality of work life of employees.
 To identify the changes in work life after adopting their welfare measures.
 To understand whether the employees are comfortable with the schedule prevailing
the company.
 To suggest the measures to improve the quality of work life in industry.
1.5 RESEARCH METHODOLOGY

Research means search for knowledge. It aims at discovering the truth. It is
undertaken to discover answers to questions by applying scientific method. It is the search for
knowledge through objective and systematic method of finding solution to problems.
Research methodology is a science. It is a method that can be used to solve the research
problems. It helps in studying how research is done scientifically. Research methodology
provides various steps that can be adopted by the researcher in studying his research
problems. Research methodology includes not only research but also considers the logic
behind those methods.
Research methodology deals with the objective of a research study, the method of
defining the research problem, the type of hypothesis formulated, the type of data collected,
methods used for collecting and analysing the data etc.
1.5 (a) RESEARCH DESIGN

The research design is simply a specific presentation of various steps in the process
of research. Design means adopting that type of technique of research which is most suited
for the research and study of the problem.
Research design may be defined as the “Arrangements of conditions for collection

and analysis of data in a manner that aims to combine relevance to the research purpose with
economy in procedure”. It stands for advance planning of the methods to be adopted for

collecting the relevant data and the technique to be used in their analysis, keeping in view, the
objectives of the research and the availability of staff, time and money.
The researcher used descriptive research design, because it helps to describe a

particular situation prevailing within a company. Descriptive study was necessary to ensure
the complete interpretation of the situation and to ensure minimum bias in the collection of
data.
1.5 (b) UNIVERSE OF THE STUDY
The total of all the units in the field of enquiry is known as universe or population. A
universe or population is the aggregate of all objects under study. The employees of the
NHCL were chosen as the universe under the project study.
1.5 (c) SAMPLING PROCEDURE

It refers to the procedure adopted by a researcher for selecting items for a sample.
SAMPLE
A finite subset of a population, selected from it with the objective of investigating its
properties is called a sample of that population. A sample is a representative part of the
population.
SAMPLE SIZE
The number of units selected from the universe as sample for conducting the studies is
called sample size.
For a research study to be perfect the sample size selected should be optional that is it
should neither be excessively large nor too small. Hence the sample size selected for the
study was 50 employees of” NHCL”.
SAMPLE DESIGN
A sample designing is a definite plan for obtaining a sample from a given population.
It refers to the procedure, adopted by a researcher for selecting items for a sample. Sample
design suggests how many items are to be included in the sample. That is, it gives an idea
about the size of the sample.

The method of sampling used in this project study is simple random sampling.
SIMPLE RANDOM SAMPLING
Simple random sample is a sample related from a population in such a way that every
number of the population has an equal chance of being selected and the selection of any
individual does not influence the selection of any other. The selection purely depends on
chance.
1.5 (d) METHOD OF DATA COLLECTION
Data on the basis of the sources from which they are collected can be two types. They are:
 Primary data
 Secondary data
PRIMARY DATA
When the researcher himself trying to collect the data for his particular purpose from
the sources available, it becomes primary data. Therefore primary data are those collected by
investigator (or researcher) himself for the first time and thus they are original in character.
QUESTIONNAIRE
Questionnaire is usually used to refer to the form which on informer is expected to himself.
It is a printed list of questions to be filled by informant. This is an important and very popular
method of data collection.
PERSONAL INTERVIEW
When the interview is confirmed to a personal informant, it is called personal

interview. In personal interview the investigator and the respondent in face to face meeting.
SURVEY
Survey is the most common used method of personal detail collection. It is the
technique of collection of data through observation, interview, questionnaire, library etc. it is
also of analysing the results.
SCHEDULE
Schedule is a device used in collecting field data when survey method is applied. A
schedule is a proforma containing a set of questions and tables. This proforma is filled by the
staffs who are specially appointed for the purpose.

OBSERVATION
Observation may be defined as a systematic viewing of a specific phenomenon in the

proper setting for the specific purpose of gathering data for a particular study. Observation
means watching things with a purpose. It is the process of acquiring knowledge through the
use of sense organs. Observation has three components namely sensation, attention and
perception.
SECONDARY DATA
Secondary data are those which have been collected by some other person for his
purpose and published. The secondary data collection was possible with the help of official
records, help of past project report and the general information collected with the help of the
NHCL.
This data can be collected using the following:
 Books
 Websites
 Brochures
1.5 (e) TOOLS AND TECHNIQUES OF DATA COLLECTION
The data collected from the consumers during various tools and techniques. Some of the
statistical tools applied in the study are:
PERCENTAGE METHOD
Percentage analysis method is the tool used for data analysis. Percentage refers to a
special kind of ratio. Percentage is used to making comparison between two or more series of
data. Percentage is used to describe relationships. Percentage can be used to compare the
relative terms, the distribution of two or more series of data. Since percentage reduce
everything to a common base and thereby allow meaningful comparison to be made.
Formula:
No of Respondents
Percentage = x 100
Total number of respondents

The techniques used for data analysis are:
 Tables
 Graphs
 Pie charts
1.6 LIMITATION OF THE STUDY
 The size of the sample of present investigation is limited in its nature, which puts a
limitation on the generalization of results of the study.
 The data was collected from the employees in very limited time.
 The survey has not been taken in the manufacturing unit because of the personal
constraints and commitments of the employees.
 Due to time constraints and other disadvantages the sample size was limited to 50, so
the interview cannot be carried out with all the employees of the organization.
 Employee’s attitude may change with passage of time.
 Personal bias may affect the responses given by the employees.

CHAPTER 2
PROFILE
2.1 INDUSTRY PROFILE

Ayurveda is the 5000 year’s old Indian system of medicine. The term evolved from
two words” Ayur” means life and “Veda “means life. The system of medicine follows a
holistic approach, diagnosing not just the disease but the whole body constitution of the
patient. Today Ayurveda is gaining global popularity. The world Health Organization
recognizes Ayurveda as an alternative system of medicines and safety system of medicines.
Rejuvenation and therapeutic procedures are unique to Ayurveda. This comprehensive,
multidisciplinary system of medicines offers specialties like Pediatrics, genetics, Gynacology,
physiotherapy and rejuvenation.
Ayurveda was predominant in Kerala and most of the other part of India for a long
period. But newly developed fear of the side effects and long term ill effects of allopathic
medicines coupled with inefficiency to compact a large number of diseases have brought the
attention not only Kerala and India but whole world to the biologically based medicines. Now
it is the resurrection time of the science. A large number of new organizations in India are
entering in the area of Ayurvedic medicines manufacturing. The curiosity of the whole world
is too high and research and development taking place all over the world in the area of this
science. Companies like Dabur and Himalaya are as strong as any allopathic medicine
company. A large number of allopathic medicine manufacturing has started including
Ayurvedic medicines in this production list.
Apart from Ayurvedic medicines which is based on the traditional Indian system of
diagnosis and treatment. A large number of herbal medicines are also available in the world
market. In fact the growth of the market shares of these products suppresses the growth of
Ayurvedic market by several times. Easy method of administration, convenient dosage, more
easily scientific explanation makes it more attractive. More over the possibility of the
standardization of herbal medicines is better than the Ayurvedic medicines.
Anyhow growth is visible in different fields like traditional classical medicines, herbal
cosmetics etc. the herbal medicine market shows a very fast growth all over the world and its
potential is extremely good.
Ayurveda practiced in India using 100% botanical preparation helps to maintain a

healthy mind and body. Ayurveda has excellent diseases like rheumatic disease, arthritis,
paralysis, spondylitis etc. visit Kerala in Indian Ayurveda offers the Ayurvedic system of

traditional form of medicine from India in which people are treated as combination of
Tridoshas or bio forces.
Ayurvedic science dealing not only with the treatment of some disease but a complete
way of life. Ayurveda deals with panchakarma cleansing and therapeutic treatment using
herbal preparation medicated oil manufactured as per the scared books of Ayurveda
Dhanwanthari the god of Ayurveda as per the Vedas.
Ayurveda is the science of life and longevity has a long history as human
civilization and even beyond. Ayurveda consider the nature as the prime provider of life.
Ayurveda = Ayur +Veda
(Time of Birth to Death) + (knowledge)
Nobody can point any particular period about the origin of Ayurveda. Veda’s are the
earliest literature available in India. Ayurveda is considered as the branch of Adharva Veda,
one among the four Veda’s viz: Rig, Yejur, Sama and Adharva. Ayurvedic scholars from
subsequent generations collected the material scattered and the Vedas and arranged them
systematically from Samhithas. Ayurvedic treatment divided into eight segments such as
kaya Chikitsa, damsht Chikitsa, jara Chikitsa and vaisha Chikitsa.
AYURVEDA IN WORLD SCENARIO
Ayurveda gained recognition in the western world as medical scholars researched and
outlined in various postulates. The United States of America, expends some of its $123
million budget on Ayurvedic medicines research. In addition, the National Institute of
Ayurvedic Medicine, established by Dr. Scott Gerson is an example of a research institute
that has carried out research into Ayurvedic practices.
The Chinese pilgrim Fa-Hsien wrote about the health care system of the Gupta
Empire (320-550 CE) and in the process described the institutional approach of Indian
medicine which is also visible in the work of Charaka who mentions a clinic and how it
should be equipped. Madhava (700 CE), Samghadhara (1300 CE) and Bhavamisra (1500 CE)
compiled works on Indian medicine. The medical works of both Sushruta and Charaka were
translated into the Arabic language during the Abbasid Caliphate (750 CE). These Arabic
works made their way into Europe via intermediateries. In Italy the Branca family of Sicily
and Gaspare Tagliacozzi (Bologna) became familiar with the technique of Sushruta.

British physician travelled to India to see Rhinoplasty being performed by native

methods report on Indian Rhinoplasty was published in the Gentleman’s Magazine by 1794,
Joseph Constantine Carpue spent 20 years in India studying local plastic surgery methods.
Carpue was able to perform the first major surgery in the western world by 1815. Instruments
described in the sushruta samhita were further modified in the western world.
AYURVEDA IN INDIAN SCENARIO
Ayurveda is one of the greatest gifts of the sages of ancient India to mankind and is
accepted as the oldest scientific medical system with a long record of clinical of human
beings. Ayurveda treats man as a whole, which is a combination of body experience.
Ayurveda aims at the physical, mental and spiritual wellbeing, mind and soul. India is known
worldwide for its Ayurveda treatment.
In 1970, the Indian Medical Central Council Act was passed by the parliament of
India, which aims to standardize qualifications for Ayurveda and provide accredited
institutions for its study and research. In India over 100 colleges offer degrees in traditional
Ayurvedic medicine. The Indian government supports research and teaching in Ayurveda
through many channels both at the national and the state levels and helps institutionalize
through any channels both at the national and state levels and helps institutionalize traditional
medicine so that it can be studied in major towns and cities. The state –sponsored central
council for research in Ayurveda and sidda (CCRAS) is the apex institution for promotion of
traditional medicine in India.
AYURVEDIC MEDICINE INDUSTRY ININDIA
Ayurvedic medicines are produced by several thousand companies in India, but most
of them are quite small, including numerous neighborhood pharmacies that compound
ingredients to make their own remedies. It is estimated that the total value of products from
the entire Ayurvedic production in India is on the order of one billion dollars (U.S). The
industry has been dominated by less than a dozen major companies for decades, joined
recently by a few others that have followed their lead, so that there are today 30 companies
doing a million dollars or more per year in business to meet the growing demand for
Ayurvedic medicine. The products of these companies are included within the broad category
of “fast moving consumer goods” (FMCG; which mainly involves foods, beverages,
toiletries, cigarettes, etc.). Most of the larger Ayurvedic medicine suppliers provide materials
other than Ayurvedic internal medicines, particularly in the area of foods and toiletries (soap,

toothpaste, shampoo, etc.), where there may be some overlap with Ayurveda, such as having
traditional herbal ingredients in the composition of toiletries.
The key suppliers in Ayurveda are Dabur, Baidyanath, and Zandu, which together
have 85% of India’s domestic market. These and a handful of other companies are mentioned
repeatedly by various writers about the Ayurvedic business in India, a brief description is
provided for them, arranged here from oldest to newest.
Dabur India Ltd is India’s largest Ayurvedic medicine supplier and the fourth
largest producer of FMCG. It was established in 1884, and had grown to a business level in
2003 0f about 650 million dollars per year, though only a fraction of that is involved with
Ayurvedic medicine. Last year, about 15% of sales volume was pharmaceuticals, the
remaining 85 % were mostly non-medicine items such as foods and cosmetics. Dabur’s
Ayurvedic Specialties Division has over260 medicines for treating a range of ailments and
body conditions –from common cold to chronic paralysis. These materials constitute only 7%
of Dabur’s total revenue (thus, less than 50 million dollars). Dabur Chyawanprash (herbal
honey) has a market share of 70% and chewable Hajmola Digestive Tablets has an 80%
share. Other major products are Dabur Amla Hair Oil, Vatika and (shampoo), Lal Dant
Manjan (Tooth powder).
Sri Baidyanath Ayurvedic Bhawan Ltd (Baidyanath for short) was founded in
Calcutta, and specializes in Ayurvedic medicines, though it has recently expanded into the
FMCG sector with cosmetic and hair care products; one of its international products is
shikakai (soap powder) shampoo. Baidyanath has a sales volume of about 350 million
dollars, but most of the product sales are in the cosmetic range. The company reports having
over 700 Ayurvedic products, made at 10 manufacturing centers, with 1600 employees.
Included items are herbal teas, patent medicines, massage oil and chyawanprash.
Zandu Pharmaceutical works was incorporated in Bombay in 1919, named after an

18th century Ayurvedic. The company focuses primarily on Ayurvedic products (in 1930,
pharmaceuticals were added, but the pharmaceutical division was separated off about 30
years later). However, today Zandu has a chemicals division and cosmetics division. Its total
sales volume is about 45 million dollars. One of its current projects is to develop a dopamine
drug from a plant extract, applying for new drug status in the U.S.
The Himalaya Drug Company was established in 1934 in Bangalore. It currently

has a business level of about 500 million dollars and has a U.S distribution division

(Himalaya USA). It is known on the U.S. for the product Liv-52, marketed as a liver
protector and therapy for liver disease like viral hepatitis; the product was first marketed in
India in 1995.
Charak Pharmaceuticals was founded in 1947, and currently has three distribution
centers in India; it produces liquids, tablets, and veterinary supplies. It has gained a large
advantage with its new product Evanova, a preparation containing 33 herbs and minerals and
non-hormonal active ingredients used as a menopause treatment alternative to HRT. Soya is
one of the main ingredients in this product. The product also contains Ayurvedic herbs that
act like selective estrogen receptor modulators as well as an asparagus root (shatavari), which
reduces the frequency and intensity of hot flashes.
Vicco Laboratories was established in 1958. It mainly produces topical therapies

based on Ayurveda and is best known internationally for its tooth paste product, Vajradanti,
which has been marketed in the U.S. for more than 25 years.
The Emami Group, founded in 1974, provides a diverse range of products, doing
110 million dollars of business annually, though only a portion is involved with Ayurvedic
products, through its Himani line; the company is mainly involved with toiletries and
cosmetics, but also provides Chyawanprash and other health products.
Two of the largest companies involved with providing traditional medicine products,
such as the above, are Himalaya Drug Company and Universal medicaments (in Nagpur).
Universal medicaments have a joint venture for research and manufacturing of herbal
products with Cipla Ltd. and Lupin Ltd, two leading pharmaceutical companies of India.
Universal is engaged in manufacturing and exports of both pharmaceutical formulations and
research-based herbal medicines.
Exports of Ayurvedic medicines have reached a value of 100 million dollars a year
(about 10% the value of the entire Ayurvedic industry in India). About 60% of this is crude
herbs (to be manufactured into products outside India), about 30% is finished product shipped
abroad for direct sales to consumer and the remaining 10% is partially prepared products to
be finished in the foreign countries.

STATUS OF AYURVEDA IN INDIA
The Indian government and non-government organizations have been collecting

statistics on the Ayurvedic system in India and these data about the manpower and
institutional aspects of Ayurveda have emerged:
 Number of registered medical practitioners : 366,812

 Number of dispensaries: 22,100
 Number of hospitals: 2,189
 Number of hospital beds :33,145
 Number of teaching institutions (undergraduate): 187
 Number of upgraded postgraduate departments:51
 Number of specialties in postgraduate medical training :16
 Number of pharmacies manufacturing Ayurvedic medicines :8 ,400
In India, 60% of registered physicians are involved in non-allopathic systems of

medicine. In addition to the nearly 400,000 Ayurvedic practitioners, there are over 170,000
homeopathic physicians; India has about 500,000 medical doctors (similar to the number in
the U.S., but serving nearly 4 times as many people).
AYURVEDA MEDICINE INDUSTRY IN KERALA
Kerala have a rich tradition of Ayurveda. Kerala is the most famous destination for
Ayurvedic treatment in India. It attracts tourists not only from the other parts of India but also
from different countries
The knowledge of Sanskrit enables the healers to Kerala to interpret the Ayurvedic
system accurately and get a proper insight. Kerala has been able to preserve authentic
Ayurveda as well as make some impressive contributions of its own. During this period,
Ayurveda is dominated by eight families who considered it as their family profession. They
are called Ashtavaidyas (Eight physicians) and where well-versed in Vagbhata’s
Ashtangahridaya.
Each of them specialized branches of Ayurveda and helped in keeping the traditional
art of healing alive and dynamic. The major credit for reviewing and spreading this message
in the 20thcentury goes to the kottakkal Arya Vaidyasala and its founder
Vaidyananthan P S Varrier called the pioneer of Ayurveda in south India. He is the first man
in south India to organize the treatment of patients under the Ayurvedic system. He pioneered

the production of Ayurvedic medicines on modern times and ensured that Ayurveda occupied
the right place among the country’s major medical system.
The Ayurvedic vidyas also contribution to the development and improvement of the
health care system, and many of them prepared some formulations themselves regionally
according to the provisions of Ayurvedic texts like Ashtangahridaya, Charakasamhita etc.
Exports of Ayurvedic medicines have reached about110 million dollars a year and it is about
the 10% of the value of entire Ayurvedic industry in India. For promoting Ayurveda as a
system there should be adequate infrastructure, R&D aimed at ensuring quality control, new
product development, basic research and product standardization.
The ancient Ayurvedic system has eight branches. They are kaya Chikitsa (General
medicine), Shalya Chikitsa (Surgery), Shalakya Chikitsa (E.N.T and ophthalmology), Graha
Chikitsa (Psychotherapy), Damshitra (toxicology), kumara bhritya (Pediatrics and
Gynacology), Rasayana (rejuvenation) and Vajeekarana (Aphrodisiacs). Kerala Ayurvedic
treatment is unique and some treatment is done only by some specialized practitioners or
Ayurvedic hospitals in Kerala. Example, Reduction therapy has two parts called pacification
and purification. Fasting, sunbathing, exercise, exposure to wind and oral herbs do the
pacification job perfectly. Likewise, purification is also does its duty of elimination of disease
bearing elements perfectly. Ayurvedic elimination therapy is its system for guiding the toxins
to their sites for elimination. It consist of five parts – The pancha karmas – cleaning enemas,
nasal medication, purgation, Emesis and bloodletting. All these require preliminary
Ayurvedic practices of oleation and sweating.
Kerala has developed its own Ayurvedic treatment modalities like Dhara, pizhichil,
Navarakizhi, Elakizhi, Sirovasthi, Thalapothichal etc. which are highly effective in a number
of diseases which include motor neuron diseases, Arthritis of various kinds, skin diseases,
peptic ulcer, Asthma, peripheral vascular diseases etc. One of the many available Ayurvedic
therapies in Kerala is massaging. Massaging is offered here as a method of rejuvenation as
well as a treatment. It gives relief from pains and aches, increasing blood circulation,
enhancing immunity, rejuvenates the body and relaxes the mind.
Another Ayurvedic remedy is Marma Chikitsa, a treatment similar to the Chinese

acupuncture, is an advanced form of massage and is widely utilized by Kalaripayattu
(Kerala’s material art) exports for improving flexibility. The Ayurvedic Acharyas (vaidyas)
in Kerala are also proficient in Vishagara- Vairodh Tantra or Toxicology. Medicines like

gorochandanadi used in the cure of fever, epilepsy, treatment of small pox and other
infectious diseases. Today Ayurvedic is one of the emerging sectors in Kerala, which is
growing rapidly because of the growth in tourism sector.
The number of tourists visiting Kerala is increasing year over year. In order to take
the advantage of it many Ayurvedic groups started Ayurvedic hospitals and resorts. The
Kerala government and some social organizations are also conducting awareness programs
for the promotion of Ayurvedic.
2.2 COMPANY PROFILE

INTRODUCTION
Nagarjuna Herbal Concentrates Limited is a public company engaged in production

and marketing of all kinds of Ayurvedic medicines and popularizing the indigenous system of
medicines in our country is located at Alacode, 6 km from Thodupuzha in Idukki district of
Kerala. The construction of the company started in the year 1985, and commissioned in
October 1989. In the beginning company had only 87 agencies but now the authorized
agency is 930 and it is spreading throughout the state. At present there are 500 direct
employees and 1500 indirect employees. The company has a product range of 550 medicines.
The Kerala state Industrial development corporation has financial interest in the company.
NAGARJUNA AYURVEDIC GROUP
Nagarjuna is a paradigm shift among Ayurvedic companies in that Nagarjuna was

the first corporate house in the Ayurvedic sector in Kerala as against the family owned
Ayurvedic organization. Beginning commercial production in 1989, Nagarjuna has today
notched up a preeminent position among front line spectrum of Ayurvedic medicines and has
achieved commendable sales with national and international presence.
Nagarjuna was the first corporate house in the Ayurvedic sector in Kerala. Now the
company manufactures a wide range of more than 550 products, which are herbal in origin
and support the global health care requirements. The company formulated Ayurvedic
cosmetic product and allied herbal products to satisfy the contemporary needs. The company
provides traditional and branded proprietary Ayurvedic products. In the category of
traditional Ayurvedic products the company offers 475 products belonging to different
groups of Arishtas, Asavas, Lehyas, Medicated oils, and many others, which are effective and
qualitative. The company’s finished products are pure effective, long shelf life and safe.

The products of Nagarjuna are being marketed in about 18 states of India and
exported to 20 countries worldwide, spread from USA across Europe and Asia to Australia.
The company is able to improve the quality of the formulated products through is continuous
Research and Development (R&D) activities.
The company team forms the pillar of success it has a team of experienced and
diligent people from the industry. Professional and experts in varied fields as well as
Ayurvedic experts and physicians who are well versed with the formulation and quality
control of the herbal products lead them. They are well supported by a well experienced
research and development who has evolved strong methods for the analyzing and testing of
raw materials and finished products.
The company has most modern manufacturing facilities which who are ISO 9001-
2000 as well as GMP (Good Manufacturing Practices) certified. Equipped with necessary
machines and equipments used in the formulation of wide array of medicine. The
manufacturing process is mechanized to large extent and emphasize is given on genuine
ingredients and hygienic environment. In order to meet the higher rate of demand from the
public the company has latest technologies upholding traditional procedures in:’ formulating
the medicines’.
The company is presently working three shifts and working hours are 9A.M to 5P.M
first shift, 5P.M to 1A.M second shift and the third shift 1A.M to 9A.M. At present they are
50 direct employees and around 1000 indirect employees are working in NHCL- during the
short span of time the company has able to contribute significance advancement and
popularization of Ayurveda. Their products and services are strictly committed to the
manufacturing products without deviating from traditions and at the same time with the
advantages of modern technology and equipments.
The company’s advanced and qualified manufacturing facilities help the company to
get a higher standard for the company in the industry. It has got significant advertisement and
popularity in the Ayurvedic sector. For the companies high quality mentioned preparations
and health have been approved by the state government of Kerala and also by the central
government and Nagarjuna’s commitment is to advance the Ayurvedic as an important
system of human treatment. The company does not stop at manufacturing drugs but covering
a broad spectrum of activities in the true spirit.

The overall performance of the company is mainly based and controlled by seven
departments. These departments are coordinating the functions and performance and lead to
the success of the company. The different departments in the company can briefly explained
as follows.
HUMAN RESOURCE MANAGEMENT DEPARTMENT
The HR department is established for the purpose of managing the human resource
department. The department performance the following functions such as;
Selection and recruitment
Selecting the right candidate for the right job and recruiting them.
Training and development
Arranging various seminars, refreshing classes for the employees and their training
Incentives and fringe benefit
Financial and non-financial incentives like medical facility, gratuity, bonus, canteen
facilities etc. are given to the employees in order to increase [JU the efficiency of the
employees. PT is the rate of 10% of the basic salary]
Recreational facility
The management provides in door and out games are provided for the employees to
recreate, annual day celebration and tour programs are also conducted.
Shift
The whole work is conducted by dividing into three shifts. These shifts are arranged
for the employees.
Leave and holidays
The company avails eight general holidays for both employers and employees, the
workers are allowed to take casual leaves, according to the company’s rules.
MARKETING DEPARTMENT
Nagarjuna emerged as one of the topmost leader of Ayurveda market in Kerala by

means of its marketing strength. The core of the marketing network is a chain of exclusive
franchise clinics spread over several states of India- Kerala, Tamil Nadu Karnataka, Andhra

Pradesh, Maharashtra, Gujarat, Delhi, Orissa, Rajasthan and others. The largest of these
outlets, numbering over 800 is in Kerala. The unique feature of these franchisee clinics in the
presence of consulting physician and the read availability of Nagarjuna brand drugs at all
times.
The marketing program includes propagation of Ayurveda, which is facilitated

through sales promotion programs, social-marketing activities like medical camps, seminars,
awareness etc. such programs are often organized in and around authorized outlets of
Nagarjuna and are found to be successful for the uplift of this ancient heritage of science.
Nagarjuna has spread its wings to overheads to countries such as in the Middle East,
Europe, Australia, West Indies and South Africa, Nagarjuna became one of the topmost
companies in the Ayurveda market through its marketing strength.
Marketing program
The marketing program includes propagation of Ayurveda, through sales promotion

programs, social marketing activities like medical camps, seminars, awareness, etc.
Distribution method
Nagarjuna has a wide marketing, network, which includes over 800 retail outlets
across Kerala and over 150 are outside the state. The company spread its operation to the
overseas also.
Advertisement activity
The company undertakes different types of advertising methods. Amongst the most
effective care is given for the media advertisement, and also given care of hoarding, display,
newspaper, magazines etc.
PRODUCTION DEPARTMENT
The production department performs for the function of the company. The production
function is responsible for the entire production process, stores, research and development
and quality control. The study manager of NHCL coordinates all the functions of production
department.

FINANCE DEPARTMENT
The finance manager provides various instructions on financial matters for taking
decision making by financial statement analysis. The finance department has the following
functions or deal with these matters;
Source of income, issuing shares, research and surplus, receipts and payments,
expenditure, salary and wages, audit fees, advertisement charges, interest paid, etc.
PURCHASE DEPARTMENT
The company is purchasing 400 tons of raw materials per year. Assistant manager of
purchase and two staff are concerned with the purchasing procedure. Procurement is always
based on the requirement. Tenders or quotations are invited from suitable vendors for
materials use. Just in time is the buying requirements. They check and approve vendors
invoice for payments.
RESEARCH AND DEVELOPMENT DEPARTMENT
The Nagarjuna group hold the second position in the industry. This has been possible
through a systematic R&D programme under the guidance of the directors like
Vaidyabhooshanam K.R. Raghavan Thirumulpad who is a modern rishi of Ayurveda. The
highly trained team of scientists and physicians from different discipline have successfully
developed several valuable formulations which have helped the group to new standards of
excellence in natural healthcare.
Research and development has evolved various methods for analyzing and testing of
raw materials and finished products. Qualified scientists and dedicated team of quality
experts are engaged in the research and development department. It focuses at;
1. Raw materials standardization and sharing of technology with the industry.

2. Product development with proof in allopathic language.
3. Producing the traditional products in the modern convenient form.
QUALITY CONTROL DEPARTMENT
Nagarjuna has a well-established most modern quality control laboratory. It takes active
measures to check the quality of raw materials and finished goods. They conduct batch-to-
batch verifications and checking so the quality is assured.

OBJECTIVES OF NHCL
1. To carry on the business of manufacturing, processing, formulating and distribution of

Ayurvedic medicines.
2. To undertake service of Ayurvedic treatment centers.
3. To cultivate medical herbs, shrubs, and trees.
4. To make publication based on Ayurvedic texts.
5. To promote charitable organization for popularizing awareness about Ayurveda.
6. Comprehensive, multi-feed development of Ayurveda in all its varied aspects and
expensive propagation of its message.
CAPITAL STRUCTURE OF NHCL
The company has authorized 5000000 equity shares of RS 10 each -50000000. Issued
and subscribed 2648000 equity share of RS 10 each -2648000 paid up: 2648000 equity
shares of RS 10 each fully paid up.
GROUP ORGANISATIONS OF NHCL
1. Nagarjuna Ayurvedic Centre

2. Nagarjuna Ayurvedic institute
3. Nagarjuna social service society
4. Nagarjuna research foundation
THE WELFARE MEASURES PROVIDED IN THE COMPANY
The welfare activities depend up on the nature of the environment, nature of work and
administration. But broadly speaking welfare facilities are divided into statutory, non-
statutory, intramural, and extramural section 42 to 49 0f the act deal with facilities for the
Washing welfare of workers. All these measures are provided in the company. They include
 Washing facility
 Facility for storing and drying cloths
 Facility for sitting
 First aid appliances
 Canteens
 Shelter rest rooms and lunch rooms
 Creches
 Welfare officer

The entrepreneurial spirit of Kerala people has been much acclaimed outside the state.
The Nagarjuna group today stands as a shining example of the successful realization of this
spirit and application of its accompanying skill within the boundaries of Kerala.
QUALITY POLICY
 Committed to quality of the product.

 Restore Ayurveda as a mainstream health management system.
 Achieve a sustained organizational growth.
QUALITY OBJECTIVES
 Focusing on process and customer.

 Developing and empowering people.
 Encouraging creativity innovation and team work using effective information
technology.
VALUES
 The company delivers solution that will please its customers, deliver returns that
motivate its investors.
 By understanding the deep and fundamental needs of its people, its customers its
investors and ecosystem. ( Alliances, community and environment)
 Take actions that strengthen the company and inspire the best in other. ( By setting an
example in relationships, inteqring, honesty, humility and hard work)
 In each and every step the quality checking is carried out rather than that of the
certificate from the controller.
FUNCTIONAL DEPARTMENT
The organization structure of the NHCL, Thodupuzha, consist of nine major

departments. All these departments come under the Head of Thodupuzha Branch.
Departmental heads directly report to the Head of the Branch. Each department has to
perform different functions. Most of the departmental heads are supported by senior
managers and Deputy Managers.
THE DEPARTMENTS OF NHCL ARE:
 Human resource department

 Purchase department

 Research and development department

 Quality control department
 Production department
 Sales department
 Marketing department
 Finance department
 Maintenance department

ORGANISATIONAL CHART
ORGANISATIONAL HIERARCHY OF NAGARJUNA HERABAL CONCENTRATES LTD
Managing Director
Executive Officer
C.E.O
GM GM Production Manager GM HR
Marketing Finance Manager (QC)
Manage
AGM r (R&D) AGM Legal
Manager Marketing Production HR Advisor
Finance Officer
Marketing Manager
(outside) Kerala
Chemist
Asst. Asst. Personal
Production
Manager MG Officer
Control
Executive Regional Manager

Manager Senior (QC)
Commerc Superv HR
ial isor Executive
Officer
Commer
Executive cial
Officer

2.3 PRODUCT PROFILE

Nagarjuna has 427 traditional medicines and 27 patent medicines.
TRADITIONAL MEDICINES
The important traditional medicines of Nagarjuna are:
1) Arishtams
2) Asavams
3) Oils
4) Kuzhambus
5) Ghruthams
6) Lehyams
7) Gulikas
8) Avarathies
9) Choornams
10) Kashayams
11) Kashaya Choornams
12) Kashaya capsules
Arishtams
These are fermented types of medicines prepared adding honey, jiggery, sugar, and
the powder of some medicines including spices. These preparations will have an alcohol
content of 6-10%, which is generated due to the process fermentation process. Self –
fermented preparations using Kashayams are called Arishtams and using boiled and cooled
water or juice of herbs called Asavams.
 Abhayarishtam
 Amrutharishtam
 Asokarishtam
 Balarishtam
 Dasmoolarishtam
 Dasamoolajeerakam

Asavams
 Aravindasavam
 Bhringarajasam
 Chandanasavam
 Kanakasavam
 Lohassavam etc.
Oils
These are medicated oils. Decoction juice, milk etc added to oils like sesame oil,
coconut oil, or and is heated with powdered raw drug, until the water content evaporate
completely. In this process, the medicinal extracts of the raw drugs make the oils medicated.
 Amruthaadhithailam
 Arimedhashilam
 Brahmeethailam
 Balaaguloochuaadithailam
 Eladi thailam
Kuzhambu
These are only for external application, unique to Kerala. A mixture of sesame oil,
ghee and caster oil substitutes oil base of medicines for external application.
 Kottam chukkadi Kuzhambu

 Panchasnecham
 Dhanwantharam kuzhambu
 Eladi kuzhambu
 Kaarpasathyaathi kuzhambu
 Saharachari kuzhambu
Ghruthams
Ghruthams are medicated preparation of ghee. Ghee is medicated by decoction,

powder, juice etc….are processing until the ghee becomes medicated add water freely.
 Amrutharsha Ghrutham
 Brahmi Ghrutham
 Swaarswatha Ghrutham

 Kalyanaka Ghrutham
 Thriphata Ghrutham
Lehyams
Lehyams are semi-solid preparation of drug, prepared with the addition of jiggery or
sugar candy and boiled with the prescribed liquid and fine powder of drugs, until the correct
constituency is obtained.
 Agasthya Rasayanam
 Ajamamsa Rasayanam
 Chinchady lehyam
 Narasimha Rasayanam
 Mahibhara Lehyam
Gulikas
 Chandraprabha Gulika
 Chukkumthippaladhy Gulika
 Kanakayanam Gulika
 Karutha Gulika
 Dhanandharam Gulika
Avarathies
Avarathies come under the category of medical oil. Here the selected quantity of oil
being medicated by adding medicines repeatedly. The process of medication is repeated to 7,
14, 41, to 101 times. This enhances the potency of oil.
 Dhanandharam 21 Avarathy
Choornams
Choornams are preparation made from into powder from using heavy pulverized.
 Ashta choornam
 Elaadigana choornam
 Hinguvanchadi choornam
 Raasanadhi choornam

 Thaleesapathradi choornam
Kashayam
Disintegrated drugs are concentrated and extracted into water. The drugs are boiled in
water and are concentrated.
 Punarnnavady Kashayams
 Naadi Kashayams
 Dhashamoola Kashayams
 Balaageerakadhi Kashayams
 Indukandham Kashayam
11. Kashaya choornam
 Aaragwadham Kashaya choornam

 Balaguloochyaadi Kashaya choornam
 Dasamoolakaduthirayam Kashaya choornam
 Amruthotharam Kashaya choornam
PATENTS- PROPRIETARY MEDICINES
The important patents- proprietary medicines of Nagarjuna are
CARDOSTAB TABLETS
Effective in hypertension due to any cause
GASON
It is a strong anti-fluent drug
HAEMATONE
Ideal medicine for splenetic and hepatic disorder
HALIN
Effective in common cold, nasal congestion and sinusitis
NAGARJUNA ELADASAMOOLA LEHYAM
For all kinds of cough, sore throat and dyspnea
NATURAL TABLETS
For gas troubles, in-digestion etc.

RHEUMATIC BALM
External application in rheumatic etc.
SMRITHY GRANULES
It improves the normal brain functions. Excellent in improving memory, grasping power,
intelligence, thinking power especially in children.
THALIS PATHRATHI TABLETS
Effective for cough, distate, spruce, and sore throat
NAGARJUNA HONEY
Honey packed in small bottles for use in homes and with food

CHAPTER 3
THEORETICAL FRAME WORK

THEORETICAL FRAME WORK

Quality is generally defined as “conformance to requirements.” Quality is “as fitness
for purpose”. The concept of quality is not apply to all goods and services created by human
beings, but also for work place where the employees were employed.
Quality of work life denotes all the organizational inputs which aim at the employee’s
satisfaction and enhancing organizational effectiveness. QWL refers to the favorableness or
unfavorableness of a total job environment of the people. The basic purpose is to develop
jobs and working conditions that are excellent for people as well as for the economic health
of the organization. QWL provides a more humanized work environment. It attempts to serve
the higher order needs of workers as well as their more basic needs. It seek to employ the
higher skills of workers and to provide an environment that encourages improving their skills.
Q - Quest for excellence
U - Understanding
A - Action
L - Leadership
I - Involvement of the people
T - Team spirit
Y - Yardstick to measure progress
The above said are very essential things to improve the work life of employees in the
organization.
MEANING
Quality of work life has gained deserved prominence in the organizational behavior as
an indicator of the overall of human experience in the workplace. It express a special way of
thinking about people their work, and the organizational in which careers are fulfilled.
Quality of work life refers to the relationship between a worker and his environment,
adding the human dimensions to the technical and economic dimensions within which the
work is normally viewed and designed.

Qualities of work life focus on the problem of creating a human working environment
where employees work co-operatively ad achieve results collectively. It also includes;
 The programme seeks to promote human dignity and growth

 Employees work collaboratively, they determine work change participate.
 The programmes assume compatibility of people and organization
Quality of work life refers to the level of satisfaction, motivation, involvement and
commitment individuals experience with respect to their line at work. Quality of work life is
the degree of excellence brought work and working conditions which contribute to the overall
satisfaction and performance primarily at the individual level but finally at the organization
level.
Simply speaking, through Q.W.L the people involved get a sense of satisfaction in
their work. Work then becomes not a burden but a means by which the abilities of a person
can find expression. It is just humanizing the work.
Q.W.L= The sum total of physical (working conditions), psychological, and economic
factors which affect the job.
Defining Quality of work life
Quality
“Quality is the ability of a product or service to consistently meet or exceed customer

expectations.”
The concept of quality is not apply to all goods and services created by human beings,
but also for workplace where the employees were employed.
Work
“Work can be defined as the application of discretion within limits in order to

produce a result”
Work life
Work life doesn’t merely means the facility provided to the employees during office
hours. It comprises of all collective feelings, which reside in the mind of the employee, while
he works in the organization, he is in the office or away from it.

Quality of work life
QWL is the degree to which members of a work organization are able to satisfy
important personal needs through their experience in the organization.
-Richard and Loy
Objectives of quality of work life
The objectives of quality of work life are:
 To improve the working conditions for overall human development of workers.

 To create work culture that enhances involvement and commitment.
 To humanize the work place through job restructuring or job redesigning.
 To form quality circles so that the workers identify and solve problems related to the
quality of work life among themselves.
 To improve organizational productivity and profitability and to improve individual
performance of every employee.
 To utilize and sharpen human resource effectively to develop quality products.
EVOLUTION OF QUALITY OF WORK LIFE
The Quality of Work Life refers to all the organizational input that aim at the
employee’s satisfaction and enhancing organizational effectiveness. Walton R.E. (1973)
attributed the evolution of Quality of Work Life to various phases in history. Legislation
enacted in early 20th century to protect employees from risks inherent in job and to eliminate
hazardous working conditions, followed by the unionization movement in the 1930s and
1940s were the initial steps. Emphasis was on ‘job security, due process at the work place and
economic gains for the worker’. The 1950s and 1960s saw the development of different
theories by psychologists proposing a positive relationship between morale and productivity,
and the possibility that improved human relations that would lead to enhancement of
productivity. Attempts at reforms to acquire equal employment opportunity and job
enrichment schemes also were introduced. During 1970s, the idea of QWL was evolved,
according to Walton, as a broader concept than the earlier developments, and something that
includes the values, human needs and aspirations.
An international conference was held at Arden House, New York in 1972. It dealt in
detail with the practice and theory of democratization of work place. In this conference the
term “Quality of Working Life” was introduced, and the International Council for Quality of

Working Life (ICQWL) was formed to facilities research on and action for quality of
working life. During 1972 to 1980 the concern for QWL gained momentum, and assumed the
proportion of a movement. Some of the members of ICQWL wanted to hold another
International Conference, during the 1980s. In Canada, QWL researches were gaining
attention; and a weekend meeting was organized in Toronto in 1980 to discuss ICQWL’s
proposal. The first open International Conference was organized in Toronto in August in
1981 on Quality of Work Life.
ORIGIN AND GROWTH OF THE CONCEPT OF QUALITY OF WORK LIFE
Quality of work life (QWL) is an indicator of how free the society is from exploration,
injustice, inequality, oppression, restrictions on the continuity of the growth of the man. In
the development process, the term QWL has acquired many different concepts as below:
First concept 1969-1972QWL =Variable
Second concept 1969-1975 QWL =Approach
Third concept 1972-1975 QWL =Methods
Fourth concept 1975-1980 QWL =Movement
Fifth concept Since 1980 QWL =Everything
It would be an understatement to say that there has been and continues to be

confusion about what Quality of work life (QWL) means (Nadler & Lawler, 1983). It has
been used to refer to a wide range of concerns and projects, and it has been defined
differently by its most articulate champions. The term quality of work life was first used in
the late 1960s, originating with General Motors and the United Auto Workers to describe
workers level of job satisfaction. Irving Bluestone coined the term quality of work life, which
began as a variable expressing the level of worker satisfaction and development into an
approach and series of programs designed ultimately to increase worker productivity (Goode
1989)
In the mid 1970s, quality of work life was considered in light of specific changes and
methods that could be instituted in companies not only to enhance bottom line productivity,
but also to increase employee identification and a sense of belonging and pride in their work
(Davis & Churns, 1975; Sashkin & Burke, 1987). Examples of these approaches include
work teams, autonomous groups, job enrichment and socio-technical change (Charland,
1986; Gadon, 1984). Such approaches can be very effective, but must not be seen as cure-

calls that can be introduced and implemented in a “connect the dots” fashion. These types of
programs are frequently what come to mind when pondering Quality of work life (Schalock
& Begab, 1990).
The contributions of Maslow, MC Gregor and Herzberg were of critical importance to

the development of new concept and new experimental processes of workers towards their
work.
Abraham Maslow’s theory of motivation attempted to formulate a need based

framework of human motivation. Maslow identified general categories of needs that are
survival, physiological, love, safety and esteem which have to be fulfilled in order for
someone to act in an unselfish manner, these needs were referred to as deficiency needs,
while people are motivated to fulfil these needs, they progress towards growth and
eventually, self-actualization. In this manner, Maslow’s model indicates that fundamental
lower order needs like safety and physiological requirements have to be satisfied in order to
pursue higher level motivations along the lines of self-fulfillment. Needs triangle, after a need
is a satisfied, it stops acting as a motivator and the next need one rank higher starts to
motivate.
Douglas MC Gregor (1960) made good contribution to organizational management

and motivational psychology when he proposed the two theories by which managers perceive
employee motivation. He pointed out that a command and control environment is not
effective because it relies on lower needs for motivation but in modern society those needs
are mostly satisfied and thus no longer motivate. In this situation one would expect
employees to dislike their work, avoid responsibility, have no interest in organizational goals,
and resist change etc .thus creating a self-fulfilling prophecy.
Frederick Herzberg found that job satisfaction and job dissatisfaction acted
independently of each other. This theory states that there are certain factors in the workplace
that cause job satisfaction, while a separate set of factors cause dissatisfaction. According to
Herzberg, work organization should seek to introduce motivation into the work place. This
laid the foundation for the now well-known concept of job enlargement and job enrichment.
Rice (1963) suggested that socio-technical system must satisfy the financial condition
of the industry of which is a part. Thus, the productive system has three key dimensions
which are all inter dependent: the technological, the social and the economical. Generally one
dimension does not produce good result for the whole system. The second important study

which is action oriented has been used the recoganisation efforts by Rice (1958) led to the
provision of internal group structure related to task accomplishment.
Richard Walton (1979) had taken up an extensive research on quality of work life, can
be considered as the major contributor to this concept. The psychological requirements of
people which are advocated by Emery (1969) should be taken care of which designing the
organization.
These factors are:
 The need for variety of job contents

 The need for being able to learn on-the-job and to go on learning
 The need for some minimal area of decision making that the individual can call his
own
 The need for some minimal degree of social support and recognition in work place
 The need to feel that the job leads to some sort of desirable future.
The early studies provided for a basis for further developments. After these studies,
there appeared to be a full comfort in the development of the concept of quality of work life.
From the late 1960s there has been a renewed and increase of ideas, experiments and theory
building. The term quality of work life has become well known not only to social scientists,
but also to laymen.
Thus, the history of quality of work life is an account of organizational philosophy

moving from socio-technical job design to redesigning of organizations, finally to inter
organizational changes, including different spheres of society, enterprises and public
administration.
Quality of work life involves three major parts:
Occupational health care
Safe work environment provides the basic for people to enjoy his work. The work
should not pose health hazardous for the employees.
Suitable working time
Companies should observe the number of working hours and the standard limits on overtime,
time of vacation and taking free days before national holidays.

Appropriate salary
The employee and the employer agree upon appropriate salary. The Government
establishes the rate of minimum salary; the employer should not pay less than to the
employee. Work represents a role which a person has designated to himself. On the one hand,
work earns one’s living for the family, on the other hand, it is a self –realization that provides
enjoyment and satisfaction.
Work –Life Quality- defined, as the balance between an employee’s work demands
and outside interests or pressures is a long standing but ever –evolving area of corporate
social responsibility, some organizations view QWL as important, but do not formally link it
to their strategic or business plans.
NATURE AND SCOPE OF QUALITY OF WORK LIFE
Quality of work life is the quality of relationship between employees and total working
environment.
A Great Place to work is where “You Trust the people you work for, have pride in what you
do, and enjoy the people you work with.”
Quality of work life represents concern for human dimensions of work and relates to job
satisfaction and organizational development.
The following aspect of improve the QWL
1. Recognition of work life issues
Issues related to work life should be addressed by the board and other important
officials of the company like why people are not happy, do they need training, why employee
morale is poor and numerous other issues. If these are addressed properly, they will be able to
build, “people-centered organisatios.”
2. Commitment to improvement
QWL can be improved if the staff is committed to improvement in productivity and

performance. This issue can be taken by the board through staff recognition and support
programmes. Board should prepare QWL reports on periodic basis to boost the system.

3. Quality of work life teams
Board members should from the combined team of managers and workers and all the
issues and common themes must be identified.
Work Life Teams = Managers + Staff
All issues must be addressed like loss of morale, lack of trust, increased intensity of
work, reward, recognition etc. and commonly, managers and staff should arrive at solutions.
4. Training to facilitators
Both the leader and staff can assess the job requirement and decide jointly what type
of training is required to improve the quality of work life.
5. Conduct focus groups
Formation of focus groups can affect the QWL and discuss the questions in a positive way
like:
 What brought you here today?

 What do you feel are the top three issues that after your quality of work life?
 What do you want the organization should do for you?
 Do you want company to increase the salary, etc.
6. Analyze information from focus group
After the formation of focus groups and their discussion on different issues and
collection of information, the information should be analysed to give right direction to
organizational activities.
7. Identify and implement improvement opportunities
It is important to identify and implement improvement opportunities like

communication, recognition and non-monetary compensation. Improving support structure,
constant review of reward and recognition system etc. would help in formulating
communication strategies, focusing on linkages between managers and staff.
8. Flexible work hours
The diverse work force of today does not want to work for fixed hours or days. They
want flexibility in their work schedule so that professional life can be managed together.

Flexibility can improve the QWL in the following ways:
 Work for longer hours in a day with less number of working days in a week.
 Going to office for fixed hours but in different time slots rather than fixed working
hours. Many companies even provide the flexibility of work from home.
9. Autonomy to work
Delegation is an essential element of organisation structure. People want freedom to

work in their own way, in terms of forming teams and making decisions. If they are allowed
to do so, it enhances the QWL. An organisation with high quality of work life is “ an
organisation that promotes and maintains a work environment that results in excellence in
everything it does- by ensuring open communication, respect, recognition, trust, support,
well-being and satisfaction of its members, both, personally and professionally”.
IMPORTANCE OF QUALITY OF WORK LIFE
Many companies find that paying attention to the needs of employees can benefit the
company in terms of productivity, employee loyalty and company reputation.
QWL is important because of the following reasons:
1. Enhance stakeholder relations and creditability
A growing number of companies that focus on QWL improve their relationships with
the stakeholders. They can communicate their views, policies, and performance on complex
social issues; and develop interest among their key stakeholders like consumers, suppliers,
employees etc.
2. Increase productivity
Programmes which help employees balance their work and lives outside the work can
improve productivity. A company’s recognition and support – through its stated values and
policies - of employees’ commitments, interests and pressures, can relieve employees’
external stress.
This allows them to focus on their jobs during the workday and helps to minimum
absenteeism. The result can be both enhanced productivity and strengthened employee
commitment and loyalty.

3. Attraction and retention

 Work-life strategies have become a means of attracting new skilled employees and
keeping existing ones satisfied. Many job seekers prefer flexible working hours as the
benefit they would look for in their job. They would rather have the opportunity to
work flexible hours than receive an additional increment in annual pay.
 More employees may stay on job, return after a break or take a job with one company
over another if they can match their needs better with those of their paid work
 This results in saving for the employer as it avoids the cost of losing an experienced
worker and recruiting someone new.
 Employers who support their staff in this way often gain loyalty from the staff.
4. Reduces absenteeism
Companies that have family-friendly or flexible work practices have low absenteeism.
Sickness rates fall as pressures are managed better. Employees have better methods of
dealing with work- life conflicts than taking unplanned leave.
Workers (including the managers) who are healthy and not overstressed are more
efficient at work.
5. Improving the quality of working leaves
Minimising work-life role conflict helps prevent role overload and people have a
more satisfying working life, fulfilling their potential both in paid work and outside it.
Work life balance can minimise stress and fatigue at work, enabling people to have
safer and healthier working lives. Work place stress and fatigue can contribute to injuries at
work and home.
Self-employed people control their own work time to extent. Most existing
information on work-life balance is targeted at those in employment relationships. However,
the self-employed too may benefit from maintaining healthy work habits and developing
strategies to manage work flows which enable them to balance one with other roles in their
lives.
6. Matches people who would not otherwise work with jobs
Parents, people with disabilities and those nearing retirement may increase their work
force participation if more flexible work arrangements are made. Employment has positive
individual and social benefits beyond the financial rewards.

Employers may also benefit from a wider pool of talent to draw from, particularly to their
benefit when skill shortages exist.
7. Benefiting families and communities
In a situation of conflict between work and family, one or other suffers. Overseas studies
have found that family life can interfere with paid work. QWL maintains balance between
work and family. At the extreme, if family life suffers, this may have wider social costs.
Involvement in community, cultural, sporting or other activities can be a benefit to

community and society at large. For instance, voluntary participation in school boards of
trustees can contribute to the quality of children’s education.
While such activities are not the responsibility of individual employers, they may choose to
support them as community activities can demonstrate good citizenship. This can also
develop worker’s skill which can be applied to the work place.
8. Job involvement
Companies with QWL have employees with high degree of job involvement. People put their
best to the job and report good performance. They achieve a sense of competence and match
their skills with requirements of the job. They view their jobs as satisfying the needs of
achievement and recognition. This reduces absenteeism and turnover, thus, saving
organizational costs of recruiting and training replacements.
9. Job satisfaction
Job involvement leads to job commitment and job satisfaction. People whose interests are
protected by their employers experience high degree of job satisfaction. This improves job
output.
10.Company reputation
Many organizations, including Governments, NGOs, investors and the media,

consider the quality of employee experience in the work place when evaluating a company.
Socially responsible investors, including some institutional investors, pay specific attention to
QWL when making investment decisions.

SIGNIFICANCE OF GOOD WORK-LIFE QUALITY
1) Decrease absenteeism and increase turnover,

2) Less number of accidents,
3) Improved labour relations,
4) Employee personification,
5) Positive employee attitudes toward their work and the company,
6) Increased productivity and intrinsic motivation,
7) Enhanced organizational effectiveness and competitive advantage, and
8) Employee gain a high sense of control over their work.
PRINCIPLES OF QUALITY OFWORK LIFE
In order to humanise work and to improve the QWL, four basic principles! May be
helpful:
1. The principle of Security
Quality of work life cannot be improved until employees are relieved of the anxiety, fear and
loss of future employment. The working conditions must be safe and fear of economic want
should be eliminated. Job security and safety against occupational hazard is an essential
precondition of humanization of work.
2. The 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 the organisation.
3. The principle of Individualism
Employee differ in terms of their attitudes, skill, potential, etc. Therefore, every
individual should be provided the opportunity for development of his personality and
potential. Humanisation of work requires that employees are allowed to decide their own
pace of activity and design of work operations.
4. The principle of Democracy
This means greater authority and responsibility to employees. Meaningful participation

in the decision-making process improves the quality of work.

COMPONENTS OF QUALITY OF WORK LIFE
Quality of work life is a multi-dimensional concept implying a concern for the

members of developing a work environment that ensures dignity to the employees, stimulates
his creative abilities and facilities self-growth. “What both the worker’s aspirations and the
objective reality of his work and society. It is ultimately defined by the worker himself.”
According to Richard Walton, the main aspect of QWL are as follow:
1. Adequate and Fair Compensation
There should be a just and equitable balance between effort and reward. The
compensation should help the employee in maintaining a socially desirable standard of living
and should be comparable to the pay for similar work. Several factors must be considered for
determining such compensation, e.g., ability of the organisation to pay, demand and supply of
labour, cost of living, productivity of labour, job evaluation, etc.
2. Safe and healthy working condition

Quality of work cannot be high unless the work environment is free from all hazards
detrimental to the health and safety of employees. Reasonable hours of work, cleanliness,
pollution, free atmosphere, risk free work, etc. are the main elements of a good physical
environment for work.
3. Opportunity to use and develop human capacities

The job should sufficient variety of tasks to provide challenge and to ensure the
utilization of talents. Today work has become repetitive mechanical so that the workers has
little control on it. Quality of work life can be improved if the job allows sufficient autonomy
and control, provides timely feedback on performance and uses wide range of skills.
4. Opportunity for career growth
The work should provide career opportunities for development of new abilities and
expansion of existing skills on a continuous basis.
5. Social integration in work force
The workers should be made to feel a sense of identity with the organisation and develop
a feeling of self-esteem. Openness, trust, sense of community feeling, scope for upward
mobility, equitable treatment are essential for this purpose.

6. Constitutionalisation in the work organisation
QWL, provides constitutional protection to employees. Management action can be

challenged. Constitutional protection is provided to employees on such matters as free
speech, equity and due process.
7. Work and personal life

There should be proper balance between work life and personal life of employees. The
demands of work such as late hours, frequent travels, quick transfers, are both
psychologically and socially very costly and detrimental to quality of work life.
8. Social relevance of work
Work should not only be a source of material and psychological satisfaction but a means
of social welfare. An organisation that has greater concern for social causes like pollution,
consumer protection, national integration, employment, etc. can improve the quality of work
life.
FACTORS INFLUENCING QUALITY OF WORK LIFE
The factors that influences and decide the quality of work life are:
1. Attitude
The person who is entrusted with a particular job needs to have sufficient knowledge,
required skill and expertise, enough experience, enthusiasm, energy level, willingness to
learn new things, dynamism, sense of belongingness in the organization, involvement in the
job, inter personnel relations, adaptability to changes in the situation, openness for innovative
ideas, competitiveness, zeal, ability to work under pressure, leader qualities and team-spirit.
2. Environment
The job may involve dealing with customers who have varied tolerance level,
preferences, behavioral pattern, level of understanding; or it may involve working with
dangerous machines like drilling pipes, cranes, lathe machines, welding and soldering
machines, or even with animals where maximum safety precautions have to be observed
which needs lots of concentration, alertness, presence of mind, quick with involuntary
actions, synchronization of eyes, hands and body, sometimes high level of patience,
tactfulness, empathy and compassion and control over emotions.

3. Opportunities
Some jobs offer opportunities for learning, research, discovery, self-development, and
enhancement of skills, room for innovation, public recognition, exploration, celebrity-status
and loads of fame. Others are monotonous, repetitive, dull, routine, no room for improvement
and in every sense boring. Naturally the formal ones are interesting and very much rewarding
also.
4. Nature of job
For example, a driller in the oil drilling unit, a driver, a fire-fighter , traffic policeman,
tram engine driver, construction laborers, welder, miner, lathe mechanic have to do
dangerous jobs and have to be more alert in order to avoid any loss of limb, or loss of life
which is irreparable; whereas a pilot , judge, journalist have to be more prudent and tactful in
handling the situation; a CEO, a professor, a teacher have more responsibility and
accountability but safe working environment ; a cashier or a security guard cannot afford to
be careless in his job as it involves loss of money, property and wealth. Some jobs need soft
skills, leadership qualities, intelligence, decision making abilities, abilities to tram and extract
work from others; extreme carefulness.
5. 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.
6. Stress level
All these above mentioned factors are interrelated and interdependent. Stress is of
different types: mental stress / physical stress, psychological or emotional stress.
7. Career prospects
Every job should offer career development. That is an important factor which decides the
quality of work life. Status improvement, more recognition from the Management,
appreciations are the motivating factors for anyone to take keen interest in his job. The work

atmosphere should be conducive to achieve organizational goal as well as individual

development.
8. Challenges
The job should offer some challenges at least to make it interesting ; that enables an
employee to upgrade his knowledge and skill and capabilities; whereas the monotony of the
job makes a person dull, non-enthusiastic, dissatisfied, frustrating, complacent, initiative- less
and uninteresting. Challenge is the fire that keeps the innovation and thrill alive. A well
accomplished challenging job yields greater satisfaction than a monetary perk; it boosts the
self-confidence also.
9. Growth and Development
If an organization does not give chance for growth and personal development. It is very
difficult to retain the talented personnel and also to find new talent with experience and skill.
10.Risk Involved and Reward
Generally reward or compensation is directly proportional to the quantum of work,

man-hours, nature and extent of responsibility, accountability, delegated powers, authority of
position in the organizational chart, risk involved, level of expected commitment, deadlines
and targets, industry, country, demand and supply of skilled manpower and even political
stability and economic policies of a nation. Although risk is involved in every job its nature
and degree varies in them; all said and done, reward is a key criteria to lure a prospective
worker to accept the offer.
A happy and healthy employee will give better turnover, make good decisions and
positively contribute to the organizational goal. An assured good quality of work life will not
only attract young and new talent but at retain the existing experienced talent.
MEASUREMENT OF QUALITY OF WORK LIFE
Several tools have been developed to measure and evaluate QWL:
1. Job involvement
It represents the degree of an individual’s identification or ego involvement in the job.

The more central the job is to the individual’s life; the greater is his involvement in it.
Therefore, the individual spends more time and energy on the job. People with high job

involvement are better motivated and more productive. Research reveals that skills variety,
achievement and challenge help to improve job involvement.
2. Job satisfaction
It implies the worker’s satisfaction with the environment of his job, environment
consist of nature of work, quality of supervision, pay, co-workers, opportunities for
promotion, satisfied with their jobs and vice versa.
3. Sense of competence
It refers to the feelings of confidence that an individual has in his own competence.
Sense of competence and job involvement reinforce each other. An individual acquires a
greater sense of competence as he engages himself more and more in work activities. When
he feels more competent he becomes better motivated. When both sense of competence and
job involvement are high, the level of job satisfaction also increases.
4. Job performance
When an individual’s job involvement, job satisfaction and sense of competence

increase, there is a rise in job performance.
5. Productivity
When the level of job performance increases, the output per unit of input goes up.
Thus, match between job characteristics and productivity traits of employees generally results
in higher productivity.
MAJOR QWL ISSUES
1. Pay and Stability of employment
Good pay still dominates most of the other factors in employee satisfaction. Various
alternative means for providing wages should be developed in view of increase in cost of
living index, increase in levels and rates of income tax and profession tax. Stability to a
greater extent can be provided by enhancing the facilities for human resource development.
2. Occupational stress
It is a condition of strain on one’s emotions, thought process and physical condition.
Stress is determined by the nature of work, working conditions, working hours, pause in the

work schedule, worker’s abilities and nature match with the job requirements. The HR
manager in order to minimize the stress has to identify, prevent and the tackle the problem.
3. Organizational Health Programmes
It aims at educating employees about health problems, means of maintaining and

improving health etc. These programmes cover drinking and smoking cessation,
hypertension control, other forms of cardiovascular risk reduction, family planning etc.
Effective implementation of these programmes result in reduction in absenteeism,
hospitalization, disability, excessive job turnover and premature death. This programme
should also cover relaxation, physical exercise, diet control etc.
4. Alternative Work schedule
Alternative work schedules including work at home, flexible working hours,

staggered hours, reduced work week, part-time employment which may be introduces for the
convenience and comfort of the workers as the work which comfort of the workers as the
work which offers the individual the leisure time, flexible hours of work is preferred.
5. Participative Management and control of work
Trade unions and workers believe that worker’s participation in management

improves work life. Workers also feel that they have control over their work, use their skills
and make a real contribution to the job if they are allowed participate in creative and decision
making process.
6. Recognition
Recognition the employee as a human being rather than as a labour increases the
QWL. Participative management, awarding or rewarding system, congratulating the
employees for their achievement, job enrichment, offering prestigious designations to the
jobs, providing well-furnished and decent work places, offering membership in clubs or
association, providing vehicles, offering vacation trips are some means to recognize the
employees.
7. Grievance procedure
Workers have a sense of fair treatment when the company gives them the opportunity to
ventilate their grievances and represent their case succinctly rather than settling the problems
arbitrarily.

8. Adequacy of resources
Resources should match with stated objectives otherwise employees will not be able
to attain the objectives. This results in employee dissatisfaction and lower QWL.
9. Seniority merit in promotion
Seniority is generally taken as the basis for promotion in case of operating employees.
Merit is considered as the basis for advancement for managerial people whereas seniority is
preferred for promotion of ministerial employees. The promotional policies and activities
should be fair and just in order to ensure higher QWL.
10.Congenial worker supervisor relations
Harmonious supervisor worker relations gives the worker a sense of social association
belongingness, achieve of work results etc. this is turn leads to better QWL.
11.Employment on permanent basis

Employment of workers on casual, temporary probationary basis gives them a sense
of insecurity. On the other hand, employment on permanent basis gives them security and
leads to higher order QWL.
STRATEGIES / APPROACHES FOR IMPROVEMENT OF QWL
The strategies for improvement in quality teams, redesign and enrichment, effective
leadership and supervisory behavior, career development, alternative work schedules, job
security, administrative organizational and participating management.
1. Self –managed work teams
These are also called autonomous work groups or integrated work teams. These work
teams are formed with 10 to 20 employees who plan, co-ordinate and control the activities of
the team with the help of a team leader who is one among them. Each team performs all
activities including selecting their people. Each team has authority to make decisions and
regulate the activities the group as a whole is accountable for the success or failure. Salaries
are fixed both on the basis of individual and group achievement.
2. Job redesign and enrichment

Narrow jobs can be combined in to larger units of accomplishment. Job are
redesigned with a view to enriching them to satisfy higher order human needs.

3. Effective leadership and supervisory behavior
For effective leadership and supervisory behavior ‘9-9’ style of managerial grid is suitable.
4. Career development
Provision of career planning, communicating and counseling the employees about the
career opportunities, career path, education and development for second careers should be
made.
5. Alternative work schedule
Provision for flexible working hours, part time employments, job sharing and reduced
work week should be made.
6. Job security
This top the employee’s list of priorities. It should be adequately taken care of.
7. Administrative organizational justice
The principles of justice , fair and equity should be taken care of in disciplinary
procedure, grievance procedures, promotions, transfers, demotion, work on assignment, leave
etc.
8. Participative management
Employees should be allowed to participate in management participative schemes

which may be of several types. The most sophisticated among them is quality circle.
9. Implementing Suggestion systems

The suggestion system helps in improving the system of the organization which in
turn provides better facility system.
Implementation of these strategies ensures higher level of quality of work life.
QWL THROUGH EMPLOYEE INVOLVEMENT
One of the most common methods used to create QWL is employee involvement.
Employee involvement (EI) consists of a variety of systematic methods that empower
employees to participate in the decisions that affect them and their relationship with the
organisation. Though (EI), employee feel a sense of responsibility, even “ownership” of
decisions in which they participate. To be successful, however, EI must be more than just a

systematic approach; it must become part of the organisation’s culture by being part of
management philosophy. Some companies have had this philosophy ingrained in their
corporate structure for decades; Hewlett-Packard, IBM, General motors, Ford etc.
PYGMALON EFFECT
The implications for managers and human resource specialists are to create an
organizational that truly treats people as though they are experts at their jobs and empowers
them to use that expertise. When management does this, a Pygmalion effect may result,
which occurs when people live up to the high expectations that others have of them. If
management further assumes that people want to contribute and seek ways to tap that
contribution, better decisions, improved productivity and a higher QWL are likely.
QWL AND EI INTERVENTIONS
A wide variety of companies have undertaken interventions to create employee

involvement or improved QWL. Examples include Motorola’s participative management
approach, Boeing’s tiger teams, etc. Boeing’s ‘Tiger Teams’
Boeing uses a single-focus task force approach called ‘tiger teams’. Generally these
teams are assembled to solve some production-delaying problem that the supervisor and
employees cannot overcome. Various approaches to team building share a common
underlying philosophy. Groups of people usually are better at solving problems than an
individual. And even though the “purpose” of these approaches may be to find a
solution, a by –product is improved quality of work life.
BARRIERS TO QUALITY OF WORK LIFE
Though the positive effect of QWL is already established, all parties of the
organization still resist to any schemes or procedure to improve QWL. The management may
feel the QWL at the present level is satisfactory and more steps need to be taken to improve
it. Employee on the other hand resist to changes with a pre conceived notion that any scheme
that the management takes up to would be to increase production without extra cost. Another
barrier to the improvement of QWL is lack of financial resource.
Strategies of improving QWL are self-managed work teams, job redesign and
enrichment, effective leadership and supervisory behavior, career development, alternative
work schedules, job security, administrative or organizational justice and participating

management. By implementing such changes management can create a sense of involvement,

commitment and togetherness among the employees which paves way for better QWL.
BALANCING THE WORK AND LIFE OF EMPLOYEES
Researches indicate that balanced work-life can lead to greater employee productivity
with the progressive shift of the economic towards a knowledge economy, the meaning
and importance of tile quality of work life is also assuming a new significance.
According to Sigmund Freud, family is an essential ingredient for the love that exists
in the life of the employees. Many researchers indicate that maintaining a good balance in
work and life has become a priority for the corporates in the developed nations.
At the dawn of industrialization, the needs and priorities of employees were at the
lower end of Maslow’s need hierarchy pyramid. The priority was given more to physical and
material security. However, with rapid cultural and economic developments, the priorities
outside job became very different. Employees started looking for higher and meaningful
quality of life as a result of the outcomes of their work.
With the increasing shift of the company towards knowledge economy, the meaning
and importance of the quality of work life is also assuming a new significance. Today, the
connotation of the team work has also become different. It has more to do with the
intellectual exercise than physical labour. As a result, the corporates need to streamline and
restructure their work schedules in order to bring about a balance in work life of their
employees. Understanding and managing the levels and complexities of diverse motivational
needs is another area, which requires careful attention from the corporates to bring about
work-life balance.
Various researchers have printed out the factors that have created the need for
maintaining work life balance.
Shifts in Societal patterns
Today’s nuclear families with both the partners working, have created new dynamics
that has become emotionally demanding to the employees. Financial and social obligations
have assumed a different level of significance today. The needs of organisations today have
also changed. Money is getting accumulated in tiny pockets, among those sections of people
who possess the ‘most wanted’ knowledge. And these so-called ‘knowledge workers’ are the
ones who are in acute need to balancing their work and life.

Technological Breakthroughs
Tremendous progress in the fields of information technology and communication

system has changed our worldview. At the same time, it demands more from today’s
employees. Strict deadlines, tighter schedules and ever-escalating corporate targets are the
natural outcome of it.
New Horizon of Expectations
Due to the above reasons there has been a total shift in the level of expectations for
today’s employees. In fact, in the book Greeks and Geezers, Thomas and Bennis explain how
attitudes towards work and life balance varies from generation to generation. Baby boomers
are no longer ready to give their lives to the company they work for, whereas the Generation
X’s and Y’s are more committed to meet the demands of both work and family life. In turn,
they seek a newly defined and restructured way of getting jobs assigned to them.
Researchers have pointed out that a balance between work and life is maintained
when there is no conflict between work and family demands. Though it seems to be idealistic
situation, what the corporate need to remember is that the conflicts should not reach
unacceptable levels where it would tend to affect the productivity of the employee.
According to 1998 America @ work (SM) study conducted by Aon Consulting

worldwide Inc., an HR consulting firm based in Chicago, the employees of today put their
commitment to organisations they work for only if the management recognizes the
importance of their personal and family life.
Striking a balance between work and life is a difficult for the corporates as it is for the
employees. However, the onus of maintaining this is more on the corporate because, as
pointed out by the famous Hawthorne Experiment, the world of individuals primarily centres
on their place of work. So a careful perusal of the working patterns and scheduling of jobs
will be one of the first steps in designing work schedule that can balance life and work. The
HR managers, along with the functional heads and line managers, should try to bring in
flexibility to the working patterns within the organisations. A tradeoff between organizational
needs and personal needs of the employees has to be worked out. Following are the sum of
the ways in which it cannot be done. Though this is no way an exhaustive list, yet it does
provide a starting point for corporates to develop flexible work schedules that can balance
work and life.

Creating Institutional Support Mechanism
The first and the foremost requirement is to create conditions that will provide
organizational support towards maintaining the flexibility of work and life of the employees.
These entail the propagation of the culture of work flexibility, HR policies and other
organizational regulations that flow the employees to maintain good mix of personal lives
with their career.
There is a need to clearly chalk out the connection between maintaining this
flexibility and the corporate objectives. For instance, managers at Eli Lilly begin their job in
the company with a clear understanding of what the company expects. They undergo a
weeklong program, called supervisor school that blends the business case for work life
initiatives. Thus, the management ensures that the flexibility in work is linked with the
objectives of the organisation. But this is not enough. What is needed is to ensure and
communicate the support of their senior management. The top management of the company
must clearly communicate its eagerness and willingness to restructure the work schedules in
such a manner that it can balance the work and life of the employees. This will require clear
articulation from the company that it values the personal lives of its employees. The
employees must understand that their organisation also keeps in mind the value of their life
and personal relationship. Such articulation can be done through the company’s vision and
mission statements.
Providing Managerial Support

Organisations must make sure that there are proper organizational systems of work
design that allows employees to have flexible time. This may even require a new look
towards HR manual, which the organisation may have.
It is also necessary to evaluate such systems of flexibility from time to time.

Otherwise, stagnancy will creep into the work schedules, which might create new dimensions
of the problem in the work life patterns. To keep pace with the changing patterns of work and
life of employees, the organisations can arrange special training programs that will inform the
employees about the new working trends. This can be done through sharing successful
models of work schedules and real life case studies.

Practicing what you preach
Above all, the organisations need to execute their flexible work schedules. Flexible
work patterns must become a part of organizational initiatives. This will require the creation
of a networked environment that can provide a ‘back up’ system to support work relationship.
Essentially this will require employees to become cross functional, so that a temporary
emergency or a shortfall in one department can be met by other departments. Thus, the role of
HR department needs to be revisited and made more expensive and supportive towards
organizational and individual needs.
Sustain it
Once the organisation follows and internalises the practice of flexible work schedules
for its employees, it is very necessary that it can sustains it over a long period of time. Such
sustainability can brought about by clear demarcations of accountability and means to
measure it. In other words, the focus and purpose of creating balanced work life should be
maintained at any cost. This will also call for review and evaluation of the current work
environment and make modifications in the schedules accordingly.
Several researchers have shown that a balanced work-life creates greater employee
productivity. What important is the long-term and not the short –term, which seems to
become the focus of many organisations. So, though it may apparently seem that employees
are having more leisure, the effect of a balanced work-life will show up positively in the
bottom of line of the company.
BENEFITS OF IMPROVING WORK-LIFE BALANCE
 Aiding employee recruitment and retention

 Reducing absenteeism
 Improving the quality of people’s working lives
 Matching people who wouldn’t otherwise work with jobs
 Benefiting families and communities

Tops Ten Tips for Improving the Quality of Work Life
The following ten tips apply as much to the CEO as they do to the front line worker:
1. Have a personal vision of who you want to be and what you want to do – keep in
mind that if you do not have one for yourself, you will likely become part of someone
else’s vision!
2. Test out your own personal vision with that of your organizations – in how many
ways do they support each other? Ask questions to better understand your
organization’s mission, vision and values.
3. Learn, and keep on learning – go to training and in services, enroll in college courses,
read books, know why, not just how.
4. Buddy –up- find ways to share the load with other team members. Sharing the load
makes work easier to manage and less stressful.
5. Share your successes – this allow you to learn from the successes of others, as well as
giving you a boost when you need
6. Get it off your chest – talk things over with your buddy, friend, supervisor when
things trouble you, don’t keep it bottled up inside.
7. Find joy in being of service to others – think about how the person you are serving is
better off as a result of your work, and rejoice in that knowledge.
8. Take time for breaks – pay particular attention to the need to refresh body, mind and
spirit.
9. Try out new ideas – to innovate is to grow. By using your creativity and innovation
life becomes exciting and fulfilling.
10. Have fun at work – laughter is the best medicine, but use only appropriate humour.
Damaging someone else’s self- esteem for the fun of it is no laughing matter

CHAPTER 4
DATA ANALYSIS & INTERPRETATION

Physical working condition of the company
Table No: 4.1
Sl No Particulars No: of Respondents Percentage

1 Excellent 25 50
2 Good 15 30
3 Average 10 20
4 Poor 0 0
Total 50 100
Chart No: 4.1
physical working condition in the company

60
50
40
30
50%
20
30%
10 20%
0 0
Excellent Good Average Poor
Interpretation
From the above table, shows that 50% of the respondents are tell their working
condition is Excellent, 30% of the respondents are tell their working condition is Good and
other 20% respondents tells their working condition is Average.

Employees feel that their job is interesting
Table No: 4.2
Sl No Particulars No: Of Respondents Percentage

1 Interesting 40 80
2 Not interesting 10 20
Total 50 100
Chart No: 4.2
Employees feel that job is interesting

90
80
70
60
50
40 80 %
30
20
10 20 %
0
Interesting Not interesting
Interpretation
From the table shows that 80% of respondents are their job is interesting and the 20%
of respondents are not interesting their job.

Departments in the company co-operate each other
Table No: 4.3

1 Yes 36 72
2 No 14 28
Total 50 100
Chart No: 4.3
Departments in the company cooperate each other

80
70
60
50
40
72%
30
20
28%
10
0
Yes No
Interpretation
From the above table,72% respondents are tell different department of the employees
in the company have cooperate each other , on the other 28% tell employees have no
cooperate each other.

Relationship with the employer
Table No: 4.4

1 Good 30 60
2 Satisfactory 10 20
3 Not satisfactory 10 20
Total 50 100
Chart No: 4.4
Relationship with the employer
20%
20% 60%
Good Satisfactory Not satisfactory
Interpretation
From the above table shows that 60% respondents have Good relationship with the
employer and 20% respondents have satisfactory relationship with the employer, other 20%
respondents have not satisfactory relationship with the employer.

Opinion about the senior
Table No: 4.5
Sl No Particulars No: of Respondents percentage

1 Motivator 28 56
2 Cooperative 22 44
3 Rude 0 0
4 Dominating 0 0
Total 50 100
Chart No: 4.5
opinion about the senior
60
50
40
30 56%
44%
20
10
0 0
0
Motivator Cooperative Rude Dominating
Interpretation
From the above table, shows that 56% respondents tells their seniors is motivator and
other 44% respondents tells their seniors is cooperative.

Criteria for incrementing the benefit package
Table No: 4.6

1 Performance 25 50
2 Seniority 10 20
Some special contribution towards
3 15 30
company growth
4 No criteria 0 0
Total 50 100
Chart No: 4.6
Incrementing the benefit package

60
50
40
30
50%
20
30%
10 20%
0 0
Performance Seniority Some special No criteria
contribution
towards company
growth
Interpretation
From the above table shows that 50% of the respondents are performance for their
incrementing the benefit package, 30% of the respondents are some special contribution
towards company growth, 20% of the respondents are seniority for their incrementing the
benefit package.

Time allotted for personal matters
Table No: 4.7
Sl No Particulars No : of Respondents Percentage

1 Not at all hard 12 24
2 Not too hard 23 46
3 Somewhat hard 10 20
4 Very hard 5 10
Total 50 100
Chart No: 4.7
Time alloted for personal matter
50
45
40
35
30
25 46%
20
15 24%
20%
10
10%
5
0
Not at all hard Not too hard Somewhat hard Very hard
Interpretation
From the above table are interpreted that 46% of the respondents that not too hard,
24%of the respondents that not at all hard, 20% of the respondent that somewhat hard, 10%
of the respondents that very hard.

Working hours of the organization
Table No: 4.8

1 Satisfactory 30 60
2 Highly satisfactory 18 36
3 Dissatisfactory 2 4
Total 50 100
Chart No: 4.8
Working hours of the organization
4%
36% Satisfactory
Highly satisfactory
Dissatisfactory
60%
Interpretation
From the above table shows that 60% of the respondents are satisfactory for their
working hours, 36% of the respondents are highly satisfactory for their working hours, 4% of
respondents are dissatisfactory.

Safety and health conditions of the respondents
Table No: 4.9

1 Agree 25 50
2 Strongly agree 12 24
3 Disagree 5 10
4 Strongly disagree 0 0
5 Neutral 8 16
Total 50 100
Chart No: 4.9
Safety and health condition
50
45
40
35
30
50%
25
20
15
24%
10 16%
10%
5
0
0
Agree Strongly Disagree Strongly Neutral
agree disagree
Interpretation
From the above table show that 50% of respondents are agree, 24% of respondents are
strongly agree, 16 % of respondents are neutral, and 10% of the respondents are disagree.

Unavailability of workers
Table No: 4.10

1 Often 15 30
2 Sometimes 25 50
3 Rarely 10 20
Total 50 100
Chart No: 4. 10
Unavailability of workers
20%
30%
50%
Often Sometimes Rarely
Interpretation
From the table, it is interpret that 50% of the respondents are sometimes, 30% of the
respondents are often, 10% of the respondents are rarely.

Feel comfortable and satisfied their job
Table No: 4.11

1 Satisfied 35 70
2 Neutral 10 20
3 Dissatisfied 5 10
Total 50 100
Chart No: 4.11
Comfortable and satisfied their job

80
70
60
50
40
70%
30
20
10 20%
10%
0
Satisfied Neutral Dissatisfied
Interpretation
From the above table, it is interpret that 70% of the respondents are satisfied, 20 % of
the respondents are neutral, 10 % of the respondents are dissatisfied.

Feel secured about their job
Table No: 4.12

1 Yes 45 90
2 No 5 10
Total 50 100
Chart No: 4.12
Feel secured about their job

100
90
80
70
60
50
90%
40
30
20
10
10%
0
Yes No
Interpretation
From the table, it is interpret that 90% of the respondents feel secured about their job,
other 10% of the respondents are not feel secured about their job.

Training and development program to employees
Table No: 4. 13

1 Agree 20 40
2 Strongly agree 12 24
3 Neutral 10 20
4 Disagree 5 10
5 Strongly disagree 3 6
Total 50 100
Chart No: 4.13
Training and development program to employees
6%
10%
40%
20%
24%
Agree Strongly agree Neutral Disagree Strongly disagree
Interpretation
From the table, show that 40% of respondents are agree to company provide training
and development program to employees, 24%of respondents are strongly agree, 20% of
respondents are neutral, 10% of respondents are disagree, 6% of respondents are strongly
disagree.

Welfare facilities provided by the company
Table No: 4.14

1 Excellent 18 36
2 Good 15 30
3 Average 7 14
4 Above average 10 20
Total 50 100
Chart No: 4.14
Facilities provided by the company
40
35
30
25
20 36%
30%
15
20%
10
14%
5
0
Excellent Good Average Above average
Interpretation
From the table 36 % of the respondents are excellent to the welfare facilities provided
by the company, 30% of respondents are good, 20 % of respondents are above average, 14%
of respondents are above average.

Satisfied with rules and regulations
Table No: 4.15
Sl No Particulars No: of respondents Percentage

1 Satisfied 38 76
2 Dissatisfied 12 24
Total 50 100
Chart No: 4.15
Satisfied with rules and regulations
24%
Satisfied
Dissatisfied
76%
Interpretation
From the table, it is interpret that 76% of respondents are satisfied with the rules and
regulations of the organization, 24% of respondents are dissatisfied.

Leadership exist in organization
Table No: 4.16

1 Autocratic 0 0
2 Supportive 25 50
3 Democratic 15 30
4 Participative 10 20
Total 50 100
Chart No: 4.16
Leadership exist in organization
0%
20%
50% Autocratic
Supportive
30% Democratic
Participative
Interpretation
From the table shows that 50% of respondents tell supportive leadership in their
organization, 30% of opinion are democratic leadership in their organization, and the other
20% of respondents opinion are participative.

Agreeability of respondents towards work shift
Table No: 4.17

1 General shift 12 24
2 Rotational shift 10 20
3 Staggered shift 3 6
4 Flexible shift 25 50
Total 50 100
Chart No: 4.17
Agreeability of respondents towards work shift
50
45
40
35
30
50%
25
20
15
24%
20%
10
5 6%
0
General shift Rotational Staggered Flexible shift
shift shift
Interpretation
From the above table shows that 50% of them likes to work in flexible shift, 24% of
them likes to work in general shift, 20% of them for their interest in rotational shift, 6% of
them for their interest in staggered shift.

Steps taken for the job enrichment for employees
Table No: 4.18
Sl No Particulars No: of Respondents percentage

1 Deliberate upgrading of responsibility 30 60
2 Widening the scope of activities 10 20
3 Setting the challenge in work 5 10
4 Giving exposure to variety of job 5 10
Total 50 100
Chart No: 4.18
Step taken for the job enrichment for the employees

70
60
50
40
30 60%
20
10 20%
10% 10%
0
Deliberate upgrading Widening the scope Setting the challenge Giving exposure to
of responsibility of activities in work variety of job
Interpretation
From the above table 60% of respondents are deliberate upgrading of responsibility,
20% of respondents are widening the scope of activities, 10 % of respondents are setting the
challenges in work, and 10% of respondents are giving exposure to variety of job.

Enhance your skills and polish your talent
Table No: 4.19

1 Yes 45 90
2 No 5 10
Total 50 100
Chart No: 4.19
Enhance skills and polish talent

100
90
80
70
60
50
90%
40
30
20
10
10%
0
Yes No
Interpretation
From the above table show that 90% of respondents are enhance skills and polish
talent, 10% are not enhance skills and polish talent in their organization.

Perception with the leaves provided by the organization
Table No: 4.20
Sl No Particulars No: of respondents Percentage

1 Excellent 10 20
2 Good 18 36
3 Average 15 30
4 Poor 7 14
Total 50 100
Chart No: 4.20
Perception with the leaves provided by the organization
14%
20%
30%
36%
Excellent Good Average poor
Interpretation
From the table it is interpret that 36% of respondents opinions are good, 30% of
respondent are average, 20% of respondents opinions are excellent, 14% of respondents are
poor.

Opinion about the canteen and transport facilities
Table No: 4.21

1 Excellent 18 36
2 Good 20 40
3 Average 12 24
4 No such facility is available 0 0
Total 50 100
Chart No: 4.21
Opinion about the canteen and transport facilities

45
40
35
30
25
20 40%
36%
15
24%
10
0 0
Excellent Good Average No such facility
isavailable
Interpretation
From the table show that 40% of the respondents opinion about these facilities are
good, 36% of the respondents opinion about these facilities are excellent, 24% of respondents
are average.

Fulfill the work assigned
Table No: 4.22

1 Yes 48 96
2 No 2 4
Total 50 100
Chart No: 4.22
Fullfill the work assigned

120
100
80
60
96%
40
20
0 4%
Yes No
Interpretation
From the above table shows that 96%of the respondents tells their supervisors
appreciate fulfill the work assigned, 4% of the respondents tells their supervisors are not
appreciate the fulfill the work assigned.

Motivational tool used by the company
Tables No: 4.23

1 Salary increases 10 20
2 Recognition 4 8
3 Promotion 7 14
4 Incentives 12 24
5 Motivational talk 15 30
6 Leave 2 4
Total 50 100
Chart No: 4.23
Motivational tool used by the company
4%
20%
30%
8%
14%
24%
Salary increases Recognition Promotion

Incentives Motivational talk Leave
Interpretation
From the table shows that 30% of the respondents tells their company used by the
motivational tool is motivational talk, 24% of respondents are incentives, 20% of respondents
are salary increases, 14% of respondents are promotion, 8% of respondents are recognition,
4% of respondents are leave

Feel motivational tools increase their performance
Table No: 4.24

1 Yes 46 92
2 No 2 4
3 Don’t know 2 4
Chart No: 4.24
Motivational tools increase their performance
100
90
80
70
60
50 92%
40
30
20
10
4% 4%
0
Yes No Don't know
Interpretation
From the above table shows that 92% of respondents agree that motivational tool
increase their morale and positive impact on their performance, 4% of respondents are not
agree, and other 4% of respondents are no idea about these.

CHAPTER 5
FINDINGS, SUGGESTIONS & CONCLUSIONS
5.1 FINDINGS
 Majority of the respondents are agreeing that their physical working condition of the
organisation is excellent.
 Majority of the employees feel that their job is interesting.
 Most of the employees cooperate with other departments.
 Majority of the employees are agreeing that the employee employer relationship is
good.
 Most of the respondents are agreeing that their senior is a motivator.
 Majority of the employees agreeing that their performance is the criteria for
incrementing the benefit package.
 Most of the employees of the respondents that not at all hard to take personal matter
during the work.
 Majority of the employees are agreeing that their working hours of the organization is
satisfactory.
 Most of the employees are agreeing that the working place the safety and the health
condition are good.
 Most of the employees are agreeing that sometimes there are not enough people or
staff to get the assigned work done.
 Majority of the employees of the respondents feel comfortable and satisfied their job.
 Most of the employees feel that secured about their job.
 Majority of the employees are agreeing that our company provides training and
development program.
 Most of the employees of the respondents that their welfare facilities provided by the
company are excellent.
 Majority of the employees are satisfied with the rules and regulations of their
organization.
 Most of the employees are agreeing that their company exist in supportive leadership.
 Most of the respondents are interests to working in flexible shift.
 Majority of the employees are agreeing that steps taken for the job enrichment for
employees are deliberate upgrading of responsibility.
 Majority of the employees agreeing that helps to enhance their skills and polish their
talent.

 Most of the respondents agreeing that perception with leave provided by the
organization is good.
 Most of the employees agreeing that transport and canteen facility is good.
 Majority of the employees agreeing that their supervisor is appreciate, when fulfill
their work assigned.

5.2 SUGGESTION
 The company may increase the wage payment and reduces the work load.
 Superior officers may consider a friendly relationship with their subordinates so as to
improve their performance.
 Adequate training programs may be provided to the employees for effective
performance.
 The company may provide more opportunity for workers participation in
management.
 For the betterment of the employees the organization may include QWL programs.
 More recreation facilities may be provided by the company to the employee.
 The welfare measures in the company may be improved.
 New employees are to be selected in the place of retired employees.
 Periodic meetings are to be conducted in the company.

5.3 CONCLUSION
On the basis of the study on QWL in NAGARJUNA HERBAL CONCENTRATES
LTD, the researcher reached in the conclusion that by proper implementation of welfare
programs and ensuring the quality of work life, management can increase the productivity as
well as develop better relationship among the employees and superior. The organization can
achieve its goals only if the work force performance their job with deep involvement. Good
compensation, healthy and safety working environment, job security, proper work schedules
etc will motivate the employee to do more.
Every organisation should consider the importance of its work force in achieving its
goals. Management has to understand the needs and problems of the employees relating to
their work. For the better performance the employees are to be motivated and QWL plays a
major role in increasing the loyalty towards the organization and motivating the employees.

BIBLIOGRAPHY
BIBILIOGRAPHY
BOOKS
[1] K Aswathappa (2002), Human Resource Management: Text and cases, 5th edition,
Tata McGraw Hill.
[2] Casico, W.F. 2003. Managing Human Resources: productivity, Quality of work Life,
Profits. (6th ed). New York: McGraw-Hill.
[3] David A. Nadler, Edward E. Lawler, Quality of Work life: perspectives and
dimensions
[4] Lawler, E.E. 111.1982. Strategies for improving the quality of work life. American
psychologist, 5:486-493.
[5] Paul S.Godman Realities of improving the Quality of WorkLife quality of Work Life
projects in the 1980s August, 1980 Labor low journal
[6] Potti L.R, Statistics, Yamuna publications, Thiruvananthapuram, 2002.
[7] Potti L.R, Statistics,Yamuna publications, Thiruvananthapuram, 2002.
WEBSITES
 WWW. Nagarjuna Herbal concentrates .in

APPENDIX
The objective of this questionnaire is to collect tangible information about quality of
work life in Nagarjuna Herbal Concentrates Ltd. Please let us know your spontaneous
response to the questions. I promise that the data given by you will be kept confidential and
will be used for academic purpose only. Please give your unbiased and frank opinion.
PERSONNAL DATA
1. Age of the respondent
a) Below 20
b) 21-30
c) 31-40
d) 41-50
e) 51-60
2. Gender
(a) Male
(b) Female
3. Experience
(a) 0-5
(b) 5-10
(c) Above 10 years
You are requested to tick any one of the following options.
1. Strongly Agree
2. Agree
3. Undecided
4. Disagree
5. Strongly Disagree
SAFETY HEALTH AND SECURITY IN WORKING ENVIRONMENT
1. I am so occupied with my work that I hardly spare time for my coworkers.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
(e) Strongly disagree
2. The work timings of the organisation are good.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
3. The layout of my work facility is conducive to the work required of me.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
4. Concern is shown for my health and safety at workplace.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree

5. The overall infrastructure provided by my organisation is satisfying.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
OPPORTUNITIES FOR GROWTH AND SECURITY
6. My work is too challenging and trying the limit of my ability.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
7. I get opportunities to improve my job skills.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
8. I have opportunities to advance in the organisational career.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree

9. There are facilities and opportunities for individual creative work in
the organisation.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
10. In my work group my own achievements are not given importance.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
SOCIAL RELEVANCE AND WORKING LIFE
11. My working life matches the social life that I'm leading.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
(c) Strongly disagree
12. My job satisfies my needs in general
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree

13. My job has to improve social security schemes.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
14. My organization is aware of methods of prevention of industrial

pollution.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
15. The energy and time that I spent on the job affect my life adversely.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
WORK AND LIFE SPACE
16. I receive equal treatment in all matters like employee compensation, job security
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree

17. My organisation believes that there is "one best" for everyone.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
18. My organisation functions as a socially responsible unit.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
19. I feel freedom while working.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
SOCIAL INTEGRATION
20. All the members of the organisation have the sense of one community.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree

21. The members of the organisation are not discriminated by others on
cast, religion, and lifestyle.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
22, I prefer to accomplish work individually than in the team.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
23. I think that the management staff members pay attention to grievances of junior staff
members.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree
(c) Strongly disagree
24. The members of the organization are not discriminated on the basis of
status, physical appearance.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree

25. Working in the group is no problem here.
(a) Strongly agree
(b) Agree
(c) Undecided
(d) Disagree.

Introduction

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Introduction

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CHAPTER 1

Department Of Management Studies 1 Al-Azhar College of Arts And Science

Department Of Management Studies 2 Al-Azhar College of Arts And Science

1.2 SIGNIFICANCE OF THE STUDY

1.3 SCOPE OF THE STUDY

 Quality of work life is a multi-dimensional aspect. Some of these aspects are:

 Better performance of employees

Department Of Management Studies 3 Al-Azhar College of Arts And Science

1.4 OBJECTIVES OF THE STUDY

 To study the existing quality of work life of employees in Nagarjuna Herbal

1.5 RESEARCH METHODOLOGY

1.5 (a) RESEARCH DESIGN

Research design may be defined as the “Arrangements of conditions for collection

Department Of Management Studies 4 Al-Azhar College of Arts And Science

The researcher used descriptive research design, because it helps to describe a

1.5 (b) UNIVERSE OF THE STUDY

1.5 (c) SAMPLING PROCEDURE

Department Of Management Studies 5 Al-Azhar College of Arts And Science

SIMPLE RANDOM SAMPLING

1.5 (d) METHOD OF DATA COLLECTION

When the interview is confirmed to a personal informant, it is called personal

Department Of Management Studies 6 Al-Azhar College of Arts And Science

Observation may be defined as a systematic viewing of a specific phenomenon in the

This data can be collected using the following:

1.5 (e) TOOLS AND TECHNIQUES OF DATA COLLECTION

Department Of Management Studies 7 Al-Azhar College of Arts And Science

The techniques used for data analysis are:

1.6 LIMITATION OF THE STUDY

Department Of Management Studies 8 Al-Azhar College of Arts And Science

2.1 INDUSTRY PROFILE

Ayurveda practiced in India using 100% botanical preparation helps to maintain a

Department Of Management Studies 9 Al-Azhar College of Arts And Science

Ayurveda = Ayur +Veda

(Time of Birth to Death) + (knowledge)

AYURVEDA IN WORLD SCENARIO

Department Of Management Studies 10 Al-Azhar College of Arts And Science

British physician travelled to India to see Rhinoplasty being performed by native

AYURVEDA IN INDIAN SCENARIO

AYURVEDIC MEDICINE INDUSTRY ININDIA

Department Of Management Studies 11 Al-Azhar College of Arts And Science

Zandu Pharmaceutical works was incorporated in Bombay in 1919, named after an

The Himalaya Drug Company was established in 1934 in Bangalore. It currently

Department Of Management Studies 12 Al-Azhar College of Arts And Science

Vicco Laboratories was established in 1958. It mainly produces topical therapies

Department Of Management Studies 13 Al-Azhar College of Arts And Science

STATUS OF AYURVEDA IN INDIA

The Indian government and non-government organizations have been collecting

 Number of registered medical practitioners : 366,812

In India, 60% of registered physicians are involved in non-allopathic systems of

AYURVEDA MEDICINE INDUSTRY IN KERALA

Department Of Management Studies 14 Al-Azhar College of Arts And Science

Another Ayurvedic remedy is Marma Chikitsa, a treatment similar to the Chinese

Department Of Management Studies 15 Al-Azhar College of Arts And Science

2.2 COMPANY PROFILE

Nagarjuna Herbal Concentrates Limited is a public company engaged in production

NAGARJUNA AYURVEDIC GROUP

Nagarjuna is a paradigm shift among Ayurvedic companies in that Nagarjuna was

Department Of Management Studies 16 Al-Azhar College of Arts And Science

Department Of Management Studies 17 Al-Azhar College of Arts And Science

HUMAN RESOURCE MANAGEMENT DEPARTMENT

Selection and recruitment

Training and development

Incentives and fringe benefit