CHAPTER-I

INTRODUCTION

1
 INTRODUCTION
This section of the thesis gives the reader the detailed information on the objectives of
the study, the sample plan, the data collection method and the instruments of data collection
used. This also gives information about the need, scope & limitations of the proposed study.
“A great place to work is where you trust the people you work for, have self-
importance in what you do, and enjoy the people you work with”____ Robert levering

The business world today is changing at the speed of light and so is competition. If
organizations are to survive and grow amidst this fierce competition, they have to adapt fast
to the changing environment. This brings us back to Drawing’s Theory of survival of fittest’.
Organizations face a lot of pressure in this lively workforce, constantly improving methods of
production, introduction of new technology and employees who are inclined to achieve a
work life balance. So what people are the key factors that any organization ha to keep in mind
if it is to survive in this global competition? The success of any organization is highly
dependent on how it attracts recruits, influences and retains its workforce. Organizations that
adopt a ‘control’ approach may not be able to deliver only consistent results; however,
today’s organization’s need to be more flexible so that they are equipped to develop their
workforce and enjoy their commitment. Therefore, organizations are required to adopt
organizational objective and employee needs.

It refers to the favourableness or unfavourableness of a job environment for people.

QWL means different things to different people.

J. Richard and J. Loy define QWL as “the degree to which member of a work
organization are able to satisfy important personnel needs through their experience in the
organization.

Richard E. Watson explains quality of work in terms of eight broad conditions of

employment that constitute looked-for quality of work life. He proposed the same criteria for
measuring QWL. Those criteria include.

2
 NEED AND IMPORTANCE OF THE STUDY

Employee ratings of an Organization’s strengths and weaknesses can classify areas which
need focus in order to increase quality of work life. Thus a study on quality of work life will
help the management to be in a position to make decisions about what to do in response to
employee survey results to improve quality of work life. Alternatively the management might
make a judgment call, focusing on those traits which they think important to employees. This
survey delivers a successful means of measuring and acting upon, employee insights and
many job related subjects. The information gathered from quality of work life survey can
give the management knowledge that directly impacts the bottom line and fosters positive
employee relations in any or all of the following ways.

 Improving productivity
 Dropping turn over
 Curbing absenteeism
 Streamlining communications
 Benchmarking the organization’s progress in relation to the industry

All of this indicates that quality of work life should establish a fruitful and productive
area of research.

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 SCOPE OF THE STUDY

The present study is confined to only three select firms that is education, banking and
IT. The scope of the study is restricted to the analysis of different organizational features that
affect the quality of work life in the above three firms.

 Organizational culture
 Social Integration
 Safety and healthy working conditions
 Salary and additional benefits
 Freedom from work related hassle
 Job satisfaction
 Personal and career growth prospects
 Immersion and responsibility to work

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 OBJECTIVES OF THE STUDY

 To analyse the Quality of Work Life & explore its dimensions in select firms.
 To gain the perception of employees on Quality of Work Life practices.
 To make a relative study of Quality of Work Life in select firms.
 To study the Quality of Work Life at MARUTI SUZUKI PVT LTD.
 To take the feedbacks of the employees to progress their Work life quality.
 To ascertain the positives & drawbacks of its effects on productivity, satisfaction and
motivational levels on employees.

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METHODOLOGY OF THE STUDY

Nature of study

The study was totally a fact –finding study. The main aim of this is to identity and
estimates the training and development program given to the employees working in MARUTI
SUZUKI PVT LTD.

Study Area

The study has been conducted in MARUTI SUZUKI PVT LTD

Sample Design

A sample design is definite plan determined before statistics was actually collected for
obtaining a sample from given population. In this study random sampling is used. This
sampling method involves purposive or thoughtful selection of particular units of the
population for constituting a sample, which represents the population

Sample size

The sample size taken for survey includes 100 employees. The sample takes into
consideration / constitutes all the managers and programmers in organization.

Collecting the data

In dealing with any problem it is often found that data at hand are inadequate, and
there for it becomes necessary to collect data that are applicable. These are several ways of
collecting the appropriate data, which defer considerably in context of time and other
Resources. Here for the purpose of study two kinds of data has been used.

1. Primary data
2. Secondary data
1. Primary Data

The primary data are those, which are collected afresh for the first time, and thus
happens to be original in character, with mention to this study, data is collected through.

A) Questionnaire
B) Interview method

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A) Questionnaire Method
Data is gathered by distributing Questionnaire to managers and employees.
Questionnaire in organised and pre-tested before using it for data collection. Questionnaire is
a structured one, consisting of questions, which are close-ended having fixed response pattern
with multiple answers.

b) Interview method
The study also includes finding information from knowledgeable persons. This
interview is an informal or unstructured one with competent and communicative individuals,
employees and professionals of the organization.

2 . Secondary data
The secondary data are those that are already available, i.e. they refer to the
information, which have already been collected and analysed by someone else. Secondary
data is gathered from the organization catalogues, journals and books.

IMPORTANCE /SIGNIFICANCE OF QUALITY OF WORK LIFE:

Quality of work life programs has become important in the work place for the
following reason

 Increased women in the work force

 Increased male involvement in dependent care (child and elder) Activities

 Increased responsibility for elder

 Increased demands at work

 Loss of long term employment guarantees

 The need for better work place skills

 Increased competition for the best student and talent for education and research
environment

 Greater competition for talent.

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LIMITATIONS OF THE STUDY

1. Firstly the respondents were not available readily and the data were collected as per
the convenience of the respondents.

2. Secondly the sample of 100 respondents was given by the organization; hence
suitabletester technique was not applied for choosing the respondents.

3. Thirdly, time is also one of restrictions. Duration of 45 days is not sufficient to cover
all the features of the study.
For the above limitation the study shown may not give the true representation of the
entire organization.

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 CHAPTER-II

REVIEW OF LITERATURE

9
 REVIEW OF LITERATURE

Results are taken from the research papers which have been done their research on the quality
of work life and their dimensions. After doing deep study of the quality of work life
(Annexure 1) which shows the methods of sampling, test used, respondent’s rate, method for
data collection, research area and findings. List of the important research paper are discussed
below:

1. Lau (2000) studied on Quality of work life and performance to provide ad hoc analysis of
two key elements of the service profit chain and find out the relation between in growth and
QWL. This research evaluated the performances, in terms of growth and profitability, based
on a sample of QWL and S&P 500 companies. 29 QWL companies remained for the
resolution of this study. The control group consisted of 208 service companies selected from
the list of S&P 500. The results showed QWL firms have a higher growth rate, measured by
the five-year trends of sales growth and asset growth than that of the S&P 500 companies.
The results also indicated that QWL companies indeed enjoyed higher growth rates than
those of S&P 500 companies, and their modifications are statistically significant. On average,
QWLService companies have an average sales growth rate while the control group
companies have below average.

2.David Lewis et al (2001) studied on the extrinsic and intrinsic determinants of quality of
work life. The objective of the research was to test whether extrinsic or intrinsic or prior traits
test predict satisfaction with QWL in health care. The variables used extrinsic traits: salary or
other tangible, intrinsic traits: skills, level, autonomy and challenge, prior traits: gender and
employment traits, co-workers, support,supervisor, treatment and communication. Survey
was directed in 7 different health care and respondents was 1,819/5486 staff (33%). Data was
gatheredfrom the circulate questionnaire and test applied for data analysis was regression
method and factor analysis. The results showed pay, supervisor style, commitment and
discretion, all play a role in determining QWL. Female employees were less pleased with
these traits than male.

3.Md.Zohurul Islam et al (2006) investigated of QWL and organization performance in

Dhaka processing zone .The objective of research is QWL is hypothesized to directly or
indirectly influenced organizational performance and identify the relation between QWL with
OP = Organizational Performance QWL = Quality of Work Life JS = Employee Job
Satisfaction WAGPOL = Company wage policy COMPOL = Company policy UNION =

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Union. The variables of the research used OP,JS, WP and UP. Simple random sampling
method used for data collection and the test applied to data analysis was chi-square test and
regression .Finding of the research showed QWL is not significant relation with
OP,union,wage,job satisfaction and company policy is highly significant with OP with the
level of significant 5%. When dependent variable is job satisfaction then company policy,
QWL has positive significant relationship with Job satisfaction. Variable Union policy has
positive relation but no significant with JS QWL is related to Job Satisfaction. Organizational
performance taken as a dependent variable then it showed that QWL has no significant
relationship with Organizational Performance.

4. Linda K. Johnsrud(2006) studied on Quality of faculty work life: the University of

Hawaii to describe the deviations in QWL from 1998 to now. The objective of the study was
to find out the current level of satisfaction. Variables were used Relations with the
department chair, campus service, community service, faculty relation, salary and
demographic factor. The study comprised all 3,490 members of the UH faculty and /marks
the first time that this survey was conducted entirely online and yielded 1,340 responses for a
38% return rate and to analyse the data T- test was used by the researcher. The result showed
that salary was the main variable for satisfaction from year 1998 to 2006. Faculty relations
and community services is the most positive elements in faculty work life and other finding
was campuses’faculty are generally more satisfied than others.

5. J. Gnanayudam&AjanthaDharmasiri (2008) studied Impact of quality of work life on

organizational commitment by investigated on unsatisfactory level of commitment among
workers in medium and large organizations in the apparel industry in Sri Lanka. A
convenient sampling technique was approved for the research. The sample size was limited to
87 workers and Pearson correlation used for data analysis. The result showed that QWL has a
positively significant relation with the commitment and moderator effect of HRDC on the
relationship between QWL and Commitment.

6. Normal and Daud (2010) investigated the relation between QWL and Organizational
Commitmentamongst employees in Malaysian firms. The objective was to study the
relationship between QWL and Organizational Commitment and to identify the extent of
QWL of employees. A random sample of 500 employees was taken at the supervisory and
executives’ levels in various firms in Malaysia received the questionnaire. Of these, 360
useable responses were returned and analysed, which signified a 72% response rate. Research
based on the Quantitative approach and random sampling method used for data collection.

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Variables adopted for the research were Dimensions of QWL: growth and development,
participation, physical environment, supervision, pay and benefits social relevance and
workplace integration, dimensions of OC: affective commitment, normative commitment,
continuance commitment (alternatives), and continuance commitment (costs). Questionnaire
divided is into three respects are organizational Commitment, quality of work life and
demographic factors. Data was analysed from factor analysis with varimax rotation, mean,
Standard deviation, regression analysis used as statistical tools. Result of the research paper
showed that contribution of employees has positive relationship with affective, continuance
(alternative) and continuance (cost) commitment. Supervision, pay and benefits have also
significant positive relationship with affective, nominative and continuance (alternative)
commitment. Strong relationship and cohesiveness’ among employees in the workplace will
improve the sense of commitment.

7.W.N. thalang et al (2010) studied on quality of work life indicators as a corporate social
duty of electrical and electronics private Organizations in Thailand. Objective of the research
was found out the quality of Work Life Indicators as a Corporate Social Responsibility. It is a
documentary research and data was collected from the in-depth interview with experts and
specialist and multiple research method. Health environment, total life span, work life
balance, adequate and fair compensation, social integration support used as dimensions of
QWL and four major dimensions of CSR, namely: economic, environmental, social and
ethics used as a parameters. The result showed that QWL indicates awareness about for a
more effective CSR, developing a good Quality of Work Life (QWL) is crucial.

8. T. Ayesha et al (2011) have done worked on QWL among male and female employees of
private commercial banks in Bangladesh to find out there is any significant difference among
male and female bank employee’s perception over QWL issues. Researcher adopted
convenient sampling to data gathering over a sample 192 employees and factor analysis and
reliability Wilcox on analysis, Mann –Whitney- U test and Bartlett test for analysed data. The
dimensions of QWL used job design, employee relation, working environment, socialization
efforts, adequate and fair compensation, opportunities to develop human, growth and
development, flexible work schedule, job assignment, work and total life span and in
demographic factor age , gender and experience was used. Finding of the research showed
male employee’s perception varies from the female employees its means management of
banks are more concerned about the job design of the male employees. The second finding

12
about perception said that male’s perception more positive compared female’s employees
except in the terms of socialization.

9. S. mortazabi (2012) studied the Role of the Psychological Capital on Quality of Work
Life and organization performance. Data was collected from nurses of four hospitals in which
two hospitals were private and two hospitals were public. Sample size was 207 nurses which
were selected random sampling method and Self-efficacy, Optimism, Hope, Resiliency,
Survival Needs, Belonging Needs and Knowledge Needs are treated as exogenous variables
and Psychological Capital and QWL are treated as endogenous variable. For data analysis
researcher used scale means, reliability, and inter-scale correlations. One of the most
essentialaspects that plays positive role is Psychological Capital of human resource of that
organization. Research indicates that Psychological Capital is a more state-like factor than
personality traits and QWL has positive and important relation with organization
performance.

10. Mina. P et al (2013) studied on Relationship between self–esteem, organizational

attachment and perceptions of QWL in Jahad-e-Keshavarzi Organization of Isfahan. The
objective of the research was to find out the relationship between self-esteem organizational
attachment and perception of QWL. Sample size has taken 195 employees and simple
random sampling for data collection. Pearson correlation coefficient and multiple regressions
were used to analysis the data. Variables studied that were proportions of QWL: Employee
participation, career development, problem solving, job security, employee communication,
job pride, fair pay, industrial safety and protection, and organizational identity, Dimensions
of self-esteem: self-acceptance, living consciously, self-responsibility, living purposely,
personal integrity and self- assertiveness, dimensions of Organizational attachment:
Organizational Commitment, Job Satisfaction, intend to leave the organization, group
coherence, organizational identity and organizational interest Findings showed that positive
relationship between dimensions of Organizational Attachment and QWL. There is a Positive
relationship between pillars of self-esteem and dimensions of QWL. Self-responsibility,
integrity, fair pay with living purposefully, living consciously, self-acceptance, job security
with purposefully are not co-related with each other. Self –esteem is co-related with
organizational Attachment.

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Conclusion: After the study of literature review on quality of work life, it is clear out that an
organisation cannot get efficiently and effectively results from the employees’ without QWL.
QWL is important for employees’ as well as it is essential for organisation to achieve the
growth and profitability in the market. QWL firms achieved more profitability than other non
QWL firms, Lau (2001). Revenue growth and profit depend upon the loyalty of the customer
and customer loyalty depend upon the customer satisfaction which directly connected to the
services provide by the employees’ and employees’ satisfaction depend upon the dimensions
of QWL those has been given by the organisation. In QWL, supervision plays an important
role in the individual trait as well as organizational commitment, David Lewis et al (2001).
Most research of QWL has done on the academic section which showed faculty relations and
community services is the most positive elements in faculty’s work life and in present
scenario highly satisfaction in the female about QWL dimensions compared to male, Linda
K. Johnsrud (2006). Teaching experience of less than one year is more positive about the
QWL and its related dimensions compared to experienced teachers. It means a fresher are the
most happiest than the experienced employees but in IT sector there is a positively significant
relationship between the work experience and QWL, B.Alireza et al (2011) on the other hand
there is no significance relation among experience and career growth and development, alloys
(2013):After the study of literature review on quality of work life, it is clear out that an
organisation cannot get efficiently and effectively outcomes from the employees’ without
QWL. QWL is important for employees’ as well as it is necessary for organisation to reach
the growth and profitability in the market. QWL firms achieved more profitability than other
non QWL firms, Lau (2001). Revenue growth and profit depend upon the loyalty of the
customer and customer loyalty depend upon the customer satisfaction which directly
connected to the services deliver by the employees’ and employees’ satisfaction depend upon
the dimensions of QWL those has been given by the organisation. In QWL, supervision plays
an important role in the individual trait as well as organizational commitment, David Lewis et
al (2001). Most research of QWL has done on the academic section which showed faculty
relations and community services is the most positive elements in faculty’s work life and in
present scenario highly satisfaction in the female regarding QWL dimensions compared to
male, Linda K. Johnsrud (2006). Teaching experience of less than one year is more positive
about the QWL and its related dimensions compared to qualified teachers. It means a fresher
are the most happiest than the experienced employees but in IT sector there is a positively
significant relationship between the work experience and QWL, B.Alireza et al (2011) on the

14
other handthere is no significance relation between experience and career growth and
development, alloys (2013)

Thepurpose of this paper was to find out the significant dimensions of quality of work life
from literature review. So,more than 40 literatures were examined out of that 25 literatures
discussed deeply and the most extracted factors were gauged. The aims ofthe paper to find
out the drivers which affect the quality of work life in the organisation.The conclusion shows
that there are some drivers have been used frequently in the literature rather than other
drivers. Commitment, employees’ relationship, cohesiveness were the highest Least variable
used average variable used Extremely highly used Delegation of authority Training and
development Equal job opportunities Financial ratio (current ratio, return on assets, return on
capital employed etc.) Organization citizenship performance Social integration Employee
participation Rewards Welfare and opportunities Autonomy Team work life balance and
relationship Attitude and perception Job satisfaction Pay and benefits Organisation
commitment Safety and healthy environment Growth and development Supervision
Demographic factor Literature Review on Quality of Work Life and Their Dimensions
www.iosrjournals.org 77 | Page frequent drivers used in the literature which give a positive
relationship with quality of work life and employees. 8 out 25 literatures cited that
Commitment, relationship, cohesiveness as an operative driver of QWL on the other hand
supervision, pay and benefits increase organization commitment of employees and its
improve QWL.5 out of 25 literatures said pay and benefits, supervision gave a positive
relationship with the QWL but participation management gave sometime positive as well as
negative relationship with QWL. 6 out 25 literature said that there was no relationship
between gender and QWL where age affected the QWL according to 4 out of 25 literatures.
Perception plays a vital role in QWL sometimes it gives a positive as well as negative relation
with QWL. 4 out of 25 literatures having a positive relationship with QWL and 2 out of 25
literatures showed a negative relationship with QWL. The other important factor which
affects the QWL is work experience. In 4 literatures, work experience gave a positive relation
with QWL means if work experience increase then demand towards QWL will be increased.
It has been seen that the most important driver was financial rewards according to the
literature review, it happened due to the financial situation of employees as employees view
regarding the reward and benefits that they get from the employer as an gratitude of their
efforts from the organization.

15
QUALITY OF WORK LIFE:

“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”____ Robert levering

The business world today is changing at the speed of light and so is competition. If
organizations are to survive and grow within this fierce competition, they have to adapt fast
to the altering environment. This brings us back to Drawings theory of ‘survival of fittest’.
Organizations face a lot of pressure in this dynamic workforce, continually improving
methods of production, introduction of new technology and employees who are inclined to
achieve a work life balance. So what people are the key aspects that any organization has to
keep in mind if it is to survive in this global competition? The success of any organization is
highly dependent on how it attracts recruits, motivates and retains its workforce.
Organizations that adopt a ‘control’ approach may not be able to deliver only consistent
results; however, today’s organization’s need to be more flexible so that they are equipped to
develop their workforce and enjoy their commitment. Therefore, organizations are required to
adopt organizational objective and employee necessities.

CONCEPT AND DEFINITION:

CONCEPT:
QWL has been defined as “the quality of relationship between employees and the
total working environment.” It seeks to create those conditions in the organization which
(a)promote individual learning and development, (b)provide individuals with influence and
control over what they do and how they do it, and (c)make accessible to the individuals
interesting and meaningful work as a source of personal satisfaction and a means to valued
personal rewards.

According to another view point, QWL refers to (a) a concern about the impact of work on
people as well as on organizational effectiveness, and (b) the idea of participation in
organizational problem solving and decision making. It is also observed as a process in the
work organization which permits its members at all levels to actively participate in
determining its environment, methods and outcomes.

16
DEFINITION:

It refers to the favourableness or unfavourableness of a job environment for people.

QWL means different things to different people.

J. Richard and J. Loy define QWL as “the degree to which member of a work
organization are able to satisfy important personnel needs through their experience in the
organization.

Richard E. Watson explains quality of work in terms of eight broad conditions of

employment that constitute desirable quality of work life. He proposed the same standards for
measuring QWL. Those standards include.

Conditions of QWL:

1. Adequate and fair compensation:

There are different opinions about adequate compensation. The working group
on fair wages defined fair wages as “the wage is above the minimum wage but below the
living age”.

2. Safe and healthy working condition:

Most of the organization provides safe and health working condition due to
humanitarian necessities and/or legal requirements. Intact, these conditions are matter of
enlightened self-interest.

3. Opportunity to use and develop human capacities.

Contrary to the traditional norms, QWL is improved…”to the extent that the worker can
exercise more control over his or her own work, and the degree to which the job embraces an
entire meaningful task”… But not a part of it further, QWL offers future opportunity for
continued growth and expanding one’s capabilities, knowledge and experiences.

4. Social integration in the work force:

Social integration in the work force can be established by generating freedom from prejudice,
supporting primary work groups, a sense of community and inter-personnel openness,
egalitarianism and upward mobility.

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5. Constitutionalism in the work organization:
QWL provide constitutional security to the employees only to the level of desirability as it
hampers workers. It occurs because the management’s action is challenged in every action
and bureaucratic procedures must to be followed at the level. Constitutional protection is
provided to employees on such matters as privacy, free speech, and equity and due to process.

6. Opportunity for career growth:

Opportunity for promotions are limited in case of all categories of employees either due to
education obstacles or due to limited openings at higher level of QWL provides future
opportunity for continued growth and security by increasing one’s capabilities, knowledge
and qualification.

7. Work and quality of life:

QWL provides for the stable relationship among work, non-work and family aspects of life.

8. Social relevance of work:

QWL is concern about the establishment of social relevance to work in a socially beneficial
manner. The worker’s self-esteem would be high if this work is useful to the society and the
vice versa is also true.

Specific issues in QWL:

Klott,Mundick and Schuster recommended 11 major QWL issues. They are:

1. Pay and stable employment:

Good pay still dominates most of the other factors of the employee satisfaction. Various
alternative means of providing wages should be developed in view of increase in cost of
living index, increase in level of income tax and profession tax. Stability to greater extent can
be provided by enhancing the facilities of human resources development.

2. Occupational stress:
Stress is a condition of strain on one’s emption, though process and condition, stress is
determined by nature of work, working condition, working hours, pause in the working
schedule, workers abilities nature and match with the job requirements. Anxiety is caused due
to irritability, hyper-excitation or depression, unstable behaviour, fatigue, psychometric pains,
heavy smoking and drug abuse. Stress is adversely affect the employee productivity.

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3. Organization health programmes:
Organization health programs educating about health problems, means of maintaining and
improving of health etc, these program cover drinking and smoking cessation, hyper-tension
control, other forms of cardiovascular risk reduction, family planning etc., effective
application these programs result in reduction in absenteeism, hospitalization, disability,
excessive job turn over and premature death. This driver should also cover relaxation,
physical exercise, diet control etc.

4. Alternative work schedule:

Alternative work schedule include work at home, flexible working hours , staggered hours,
reduce work week, part time employment which may be announced for the convenience and
comfort of workers as the work schedule which offers the individual a leisure time, flexible
hours of work preferred.

5. Participative management and control of work:

Trade unions and workers believe that workers participation in management and decision
making improves QWL. Workers also feel that they have control over their work., use their
abilities and make a real contribution to the job if they are acceptable to participate in the
creative decision making process.

6. Recognition:
Recognizing the employee as a human being rather than a labourer increase the QWL.
Participative management, awarding the reward system, congratulating the employees for
their achievement, job enrichment, offering prominent designation 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. Congenial worker-supervisor relations:

Harmonious supervisor-worker relation gives the worker a sense of social association,
belongingness, achievement of work results etc. this in turn leads to better QWL.

8. Grievance procedure:
Workers have a sense of fair treatment when the company gives the occasion to ventilate
their grievances and represent their case succinctly rather than setting the problematic
arbitrarily.

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9. Adequacy of resources:
Resources should match the stated objectives; otherwise employee will not be able to achieve
the objectives. This result in employee disappointment and lower QWL.

10. Seniority and merit in promotion:

Seniority is generally taken as the basis of the promotion in case of operating employees.
Merit is considered as the basis of advancement for managerial people whereas seniority
cum-merit is proffered for advertising of ministerial employees. The promotion policy and
activities should be fair and just in order to ensure higher QWL.

11. Employment on permanent basis:

Employment of workers on casual, temporary, probationary basis gives them a sense of
security. On the other hand, employment on permanent basis gives them security and leads to
higher QWL.

Characteristics of QWL:
Quality of work life improvement programmes, have some general characteristics. They are:
1. Sustained commitment from management to the non-defensive modus operandi of
sincerely inviting collaborative inputs from the work force about problem
identification and suggestions for improving any aspect of the organization or the
policies, practices and structure of work with incentives provided for such
participation.
2. Invited participation of members of tasks groups in recommending resolution of
identified problem.
3. Training of supervisors to equip them to function effectively in a less authoritative
style.
4. Implementation of practicable suggestions and explanation for rejected ideas.
5. Feedback and acknowledgement for good results achieved.
6. Selection of personnel who can be encouraged under appropriate conditions to strive
for excellence in tasks performance.
7. Evaluation and analysis of results, including failures, leading to renewed efforts
towards continual improvement.

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 Benefits of Quality of Work Life:

 Greater self esteem

 Enhanced Job satisfaction and involvement.
 Stronger commitment to the organizational goals.
 Improved physical and psychological health.
 Greater growth and development as a person and as a productive member of the
organization.
 Reduced absenteeism and turn-over.
 Higher quality and quantity of output of goods and services.

Strategies for improving Quality of Work Life:

 Expansion of careers and career paths.

 Work design.
 Organizational reward system.
 Design and maintenance of group and inter-group relationships.
 Managerial practices.
 Internal and External strategies of change.

METHODS TO IMPROVE QWL:

The concept of QWL aims at identifying and applying alternative programs to
improve the quality of professional as well as personal life of an organization’s employees.
These programs motivate people by satisfying not only their economic needs but also their
social and psychological needs. Organizations have come up with a lot of innovative
programs to improve the quality child – care centers, employee recreation centers, employees
enjoy a beneficial work environment and find it easier to balance their personal and
professional lives. Some of these programs are discussed below:

1. Flexi time:
The traditional fixed working hours’ schedule is not always the most efficient and
dynamic for organizations. When employees are given the freedom to choose their own work
schedules, the quality and productivity of their work increases automatically. While the
primary objective of the flex time schedule is to complete the employee. The important
principle is that the responsibility for finishing the work is with employee.

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There are four types of flextime schedules:
Flexi tour: in this type, the employee is given the freedom to opt for the start and quit time
for a particular period, say, a week or a month.
Gliding time: the employee can start and quit at any time on the condition that he/she
completes eight hours of work a day.
Variable day: this type of flextime involves an employee to complete 40 hours per week and
the number of hours he/ she works in a day can vary.
Flex time: this type of flextime is similar to the variable day and there is no requirement to
work for a specified number of hours.

2. Flexi place:
Flexi place gives an employee the freedom to select the location of work. Also
knownas telecommuting, this kind of preparation requires a formal commitment between the
employer and the employee. The employer and the employee may communicate through e-
mail, phone, modem, fax or pager. The employee should always be readily available for
contact and can work from the place of his choice. The key here is the communication
technology, which has permitted this kind of working and networking.

Alternative work schedules:

This option helps employee’s work for a certain number of hours every day, through the
schedule differs from the traditional work schedule. This type of schedule includes a secure
core period each day like 7am-3pm, 2pm-10pm., and 11am-7.30pm with a half an hour lunch
break.

3. Part time employment:

This often either has fixed days and hours each week or a flexible schedule. Part time
employees work for less than 35 hours per week. There are five types of part time
employment namely, permanent part-time, job-sharing, work sharing, temporary part time
and phased retirement. Part-time employees can be enlisted easily, have a positive attitude
towards a job, and their productivity is higher. Additionally, employing people part time
decreases labor costs, turnover, absenteeism and tardiness. However, the general perception
is that part time employee’s rate not involved as full time employees.

22
4. Compressed workweek (CWW)
CWW supports employees reduce the workweek from five to two, three or four days
depending on the number of hours they require to do the work.
CWW results in lower labour turnover, increased satisfaction, and decreased overtime. It also
enlarged employee morale. However, it lacks the flexibility of flextime.

5. Job enrichment:
This program redesigns employee jobs to give employee freedom and responsibility
in achieving their work goals. This has been explained in detail in the chapter on job analysis
design.

6. Job rotation:
In order to decrease monotony in work, employees are periodically given different
kinds of work assignments. This also helps them gain multi-job and multi-functional
knowledge and skills.

7. Job enlargement:
This program aims at making an employee’s job challenging and rewarding by adding
more duties and tasks to the existing ones. This rises the employee’s self-esteem and
satisfaction.

8. Autonomous work groups/ self-managed teams:

A modern approach to QWL is the evaluation of self-managed teams, which set their
own objectives and strive to achieve “work-group” enrichment. This is a sort of employee
participation where some employees from a group are given the freedom to recruit the team
members, select the team leaders, etc., they also have decision making power on production
methods, tasks distribution and designing work schedules. These programs involve
redesigning the work place not only technologically but also physically with human
consideration or the work force.

Challenges in implementing QWL programs:

When implementing QWL programs, Organizations face a number of challenges that
arise as a result of several factors that are internal as well as external to the Organization. The
following points help in effectively applying the QWL programs:

23
 1. There should be a change in the management’s attitude. Management should
understand that for employees to work effectively and feel motivated they should be
provided with a good quality of work life. This brings the company benefits in their
form of increased productivity and improvement in work quality.
2. If employees are made to realize the benefits that can reap by adopting QWL
programs, there co-operation in executing the programs can be assured. The
management has to clearly explain the benefits associated with the QWL programs to
the unions as it is difficult to carry out any change program without the union support.
3. The management should try to minimize the effects of disagreeing principles of
industrial engineering and the principles of QWL programs. Industrial engineering
aims at work specialization and task fragmentation that requires less contribution by
employees. In contrast, QWL programs aim at job rotation and participative decision
making involving employees at every level of operation. These differences can be
reduced by careful designing of the new plant, equipment placement and space layout.

Other challenges persist in the form of reducing costs and lab our costs in part-time
employment options, increasing communication between the partners complicated in job
sharing and preparing their work schedules and increased energy consumption costs during
flex time programs.

QUALITY OF WORK LIFE AND HUMAN RESOURCES DEVELOPMENT:

Quality of work life is broader than inspiration through these two terms seem to be
similar. All personnel related activities affect quality of work life. Some examples are:

HR Activity Effect on Quality of Work Life

Job Analysis Analyse the job in such a way that human

Needs like freedom, challenging work,
Self-sufficiency can be satisfied.
Selection Selecting the right man and placing him
in the right situation. This satisfies his
needs for reward, interesting work etc.
Job Enrichment Satisfied order needs like pride, ego.
Job Evaluation Equitable wages.

24
Conclusion:
QWL is viewed as an alternative to the control method of managing people. This
approach considers people as an asset to the Organization rather than as costs. It believes that
people perform better when they are allowed to participate in managing their work and make
decisions. This approach motivates by satisfying not only their economic needs but also their
social and psychological needs. To satisfy the new generation work force, Organizations need
to focus on job designs and organization of work.

Further, today’s work force is realizing the importance of relationships and is trying
to strike a balance between career and personal life. Successful organizations support and
provide facilities to their people to help them to balance the scales. In this process,
organizations are coming up with new and innovative ideas to increase the quality of work
and quality of work life of every individual in the organization. Various programs like flex
time, alternative work schedules, compressed work weeks, tele-commuting etc., are being
implemented by these organizations. Technological advances further help organizations to
implement these programs successfully.

Organizations are enjoying the fruits of implementing quality of work life programs in
the form of increased productivity, and an efficient, satisfied, and dedicated work forwhich
aims to achieve organizational objectives. The future work world will also have more women
entrepreneurs and they will inspire and adopt QWL programs.

25
 CHAPER-III

COMPANY PROFILE

26
Maruti Suzuki India Limited, formerly known as MarutiUdyog Limited, is an automobile
manufacturer in India.It is a 56.21%-owned subsidiary of Suzuki and motorcycle manufacturer Suzuki
Motor Corporation.As of January 2017, it had a market share of 51% of the Indian passenger car
market.[10] Maruti Suzuki manufactures and sells popular cars such as the Ciaz, Ertiga, Wagon
R, Alto, Swift, Celerio, Swift Dzire, Baleno and Baleno RS, Ignis.The company is headquartered
at New Delhi.[3] In February 2012, the company sold its ten millionth vehicle in India.

History

Logo of MarutiUdyog

Maruti was established in February 1981 though the actual production commenced only in 1983. It
started with the Maruti 800, based on the Suzuki Alto kei car. As of May 2007, the Government of
India, through Ministry of Disinvestment, sold its complete share to Indian financial institutions and
no longer has any stake in MarutiUdyog.

Chronology

Under the Maruti name

In 1970, a private limited company named Surya Ram Maruti technical services private
limited (MTSPL) was launched on November 16, 1970.The stated purpose of this company was to
provide technical know-how for the design, manufacture and assembly of "a wholly indigenous motor
car". In June 1971, a company called Maruti limited was incorporated under the Companies Act.
Maruti Limited went into liquidation in 1977. MarutiUdyog Ltd was incorporated through the efforts
of Dr V. Krishnamurthy.

Affiliation with Suzuki

In 1982, a license & Joint Venture Agreement (JVA) was signed between MarutiUdyog Ltd,
and Suzuki of Japan. At first, Maruti Suzuki was mainly antrader of cars. In India's closed market,
Maruti received the right to import 40,000 fully built-up Suzukis in the first two years, and even after
that the early goal was to usage only 33% indigenous parts. This upset the local manufacturers
considerably. There were also some concerns that the Indian market was too minor to absorb the
moderately large production deliberate by Maruti Suzuki, with the government even considering fine-

27
tuning the petrol tax and lowering the excise duty in order to boost sales. [16] Finally, in 1983,
the Maruti 800 was released. This 796 cc hatchback was based on the SS80 Suzuki Alto and was
India’s first afmarutiable car. Initial product plan was 40% saloons, and 60% Maruti Van. [16] Local
production commenced in December 1983.[12] In 1984, the Maruti Van with the same three-cylinder
engine as the 800 was released and the installed capacity of the plant in  Gurgaon reached 40,000
units.

In 1985, the Suzuki SJ410-based Gypsy, a 970 cc 4WD off-road vehicle, was launched. In 1986, the
original 800 was swapped by an all-new model of the 796 cc hatchback Suzuki Alto and the
100,000th vehicle was created by the company. In 1987, the company started exporting to the West,
when a lot of 500 cars were sent to Hungary. By 1988, the capacity of the Gurgaon plant was
increased to 100,000 units per annum.

Market liberalisation

In 1989, the Maruti 1000 was introduced and the 970 cc, three-box was India’s first

contemporary sedan. By 1991, 65 percent of the components, for all vehicles produced, were
indigenized. After liberalization of the Indian economy in 1991, Suzuki increased its stake in Maruti
to 50 percent, making the company a 50-50 JV with the Government of India the other stake holder.

In 1993, the Zen, a 993 cc, hatchback was launched and in 1994 the 1298 cc Esteem was familiarised.
Maruti produced its 1 millionth vehicle since the commencement of production in 1994. Maruti's
second plant was opened with annual capacity reaching 200,000 units. Maruti launched a 24-hour
emergency on-road vehicle service. In 1998, the new Maruti 800 was released, the first change in
design since 1986. Zen D, a 1527 cc diesel hatchback and Maruti's first diesel vehicle and a
restructured Omni were introduced. In 1999, the 1.6 litre MarutiBaleno three-box saloon and Wagon
R were also launched.

In 2000, Maruti became the first car company in India to launch a Call Center for internal and
customer services. The new Alto model was released. In 2001, Maruti True Value, selling and buying
used cars was launched. In October of the same year the Maruti Versa was launched. In
2002, Esteem Diesel was introduced. Two new firms were also started: Maruti Insurance Distributor
Services and Maruti Insurance Brokers Limited. Suzuki Motor Corporation increased its stake in
Maruti to 54.2 percent.

In 2003, the new Suzuki Grand Vitara XL-7 was introduced while the Zen and the Wagon R were
upgraded and redesigned. The four millionth Maruti vehicle was built and they entered into a
partnership with the State Bank of India. MarutiUdyog Ltd was Listed on BSE and NSE after a public
dispute, which was oversubscribed tenfold. In 2004, the Altobecame India's best selling car
overtaking the Maruti 800 after nearly two decades. The five-seater Versa 5-seater, a new variant, was
created while the Esteem was re-launched. MarutiUdyog closed the financial year 2003-04 with an

28
annual sale of 472,122 units, the highest ever since the company began processes and the fiftieth lakh
(5 millionth) car rolled out in April 2005. The 1.3 L Suzuki Swift five-door hatchback was introduced
in 2005.

In 2006 Suzuki and Maruti set up another joint venture, "Maruti Suzuki Automobiles India", to build
two new manufacturing plants, one for vehicles and one for engines. [17] Cleaner cars were also
introduced, with several new models meeting the new "Bharat Stage III" standards.[17] In February
2012, Maruti Suzuki sold its ten millionth vehicle in India. [12] For the Month of July 2014, it had a
Market share of >45 %.

Joint venture related issues

Relationship between the Government of India, under the United Front (India) coalition and Suzuki
Motor Corporation over the joint venture was a point of heated debate in the Indian media until
Suzuki Motor Corporation gained the controlling stake. This highly commercial joint venture that had
a near monopolistic trade in the Indian automobile market and the nature of the partnership built up
till then was the underlying reason for most issues. The success of the joint venture led Suzuki to
increase its equity from 26% to 40% in 1987, and to 50% in 1992, and further to 56.21% as of
2013. In 1982, both the venture partners entered into ancontract to nominate their candidate for the
post of Managing Director and every Managing Director would have a tenure of five years

Manufacturing facilities

Maruti Suzuki has three manufacturing facilities in India. [22] All manufacturing facilities have a
combined production capacity of 1,700,000 vehicles annually. The Gurugrammanufacturing facility
has three fully unified manufacturing plants and is spread over 300 acres (1.2 km2).[23] The Gurgaon
facilities also manufacture 240,000 K-Series engines annually. The Gurgaon Facilities manufactures
the Alto 800, WagonR, Ertiga, S-Cross, VitaraBrezza, Ignis and Eeco.

The Manesar manufacturing plant was inaugurated in February 2007 and is spread over 600 acres
(2.4 km2).[23] Initially it had a production capacity of 100,000 vehicles annually but this was increased
to 300,000 vehicles annually in October 2008. The production capacity was further increased by
250,000 vehicles taking total production capacity to 800,000 vehicles annually. The Manesar Plant
produces the Alto 800, Alto K10, Swift, Ciaz, Baleno, Baleno RS and Celerio. On 25 June 2012,
Haryana State Industries and Infrastructure Development Corporation demanded Maruti Suzuki to pay
an extraRs 235 crore for enhanced land acquisition for its Haryana plant expansion. The agency
reminded Maruti that failure to pay the amount would lead to further proceedings and vacating the
enhanced land acquisition.[25] The launch of the Dzire was occurred in the month of May 2017 and the
variant is said to have good mileage.

29
The Gujarat manufacturing plant became operational in February 2017. The plant current capacity is
about 250,000 units per year. But with new investments Maruti Suzuki has plan to take it to 450,000
units per year. 

In 2012, the company decided to merge Suzuki Powertrain India Limited (SPIL) with itself. [28] SPIL
was started as a JV by Suzuki Motor Corp. along with Maruti Suzuki. It has the facilities available for
manufacturing diesel engines and transmissions. The demand for transmissions for all Maruti Suzuki
cars is met by the production from SPIL.

Industrial relations
Since its founding in 1983, MarutiUdyog Limited has experienced problems with its labour force.
The Indian labour it hired readily accepted Japanese work culture and the modern manufacturing
process. In 1997, there was a variation in ownership, and Maruti became predominantly government
controlled. Shortly thereafter, conflict between the United Front Government and Suzuki started. In
2000, a major industrial relations issue began and employees of Maruti went on an indefinite strike,
demanding among other things, major revisions to their wages, incentives and pensions.

Employees used slowdown in October 2000, to press a revision to their incentive-linked pay. In

parallel, after elections and a new central government led by NDA alliance, India pursued a
disinvestment policy. Along with many other government owned companies, the new administration
proposed to sell part of its stake in Maruti Suzuki in a public offering. The worker's union opposed
this sell-off plan on the grounds that the company will lose a major business benefit of being
subsidised by the Government, and the union has better protection while the company remains in
control of the government.

The standoff between the union and the management continued through 2001. The management
rejected union demands citing increased competition and lower margins. The central government
privatized Maruti in 2002 and Suzuki became the majority owner of MarutiUdyog Limited.

Manesar violence

On 18 July 2012, Maruti'sManesar plant was hit by violence. According to Maruti management. The
production workers at one of its auto factories attacked supervisors and started a fire that killed a
company General Manager of Human Resources Avineesh Dev and injured 100 other managers,
including two Japanese expatriates. The workers also allegedly injured nine policemen. However
Maruti Suzuki Workers Union (MSWU) President Sam Meher alleged that management ordered 300
hired security guards to attack the workforce during the violence.  The case is the worst-ever for
Suzuki since the company initiated operations in India in 1983.

30
Since April 2012, the Manesar union had commanded a three-fold increase in basic salary, a monthly
conveyance allowance of  10,000, a laundry allowance of ₹ 3,000, a gift with every new car launch,
and a house for every worker who wants one or cheaper home loans for those who want to build their
own houses. According to the Maruti Suzuki Workers Union a supervisor had abused and made
discriminatory comments to a low-caste worker, Jiya Lal,. These claims were denied by the company
and the police. Maruti said the unrest began, not over wage discussions, but after the workers' union
demanded the reinstatement of Jiya Lal who had been suspended for allegedly beating a
supervisor. The workers claim harsh working conditions and extensive appointment of low-paid
contract workers which are paid about $126 a month, about half the minimum wage of permanent
employees. On 27 June, 2013, an international delegation from the International Commission for
Labor Rights (ICLR) released a report alleging serious violations of the industrial right of workers by
the Maruti Suzuki management . Company executives denied harsh conditions and claim they hired
entry-level workers on contracts and made them permanent as they gained experience. [38]Maruti
employees currently earn payments in addition to their base wage.

The police, in its First Information Report (FIR), claimed on 21 July that Manesar violence is the
result of a planned violence by a section of workers and union leaders and arrested 91 people. Maruti
Suzuki in its statement on the unrest, [45] announced that all work at the Manesar plant has been
suspended indefinitely.[37] The shut down of Manesar plant is leading to a loss of about Rs 75
crore[46] per day.[47] On 21 July 2012, citing safety concerns, the company announced
a lockout under The Industrial Disputes Act, 1947 pending results of an inquiry the company has
requested of the Haryana government into the causes of the disorder. Under the provisions of The
Industrial Disputes Act for wages, the report claimed, employees are expected to be paid for the
duration of the lockout.[46] On 26 July 2012, Maruti announced employees would not be paid for the
period of lock-out in accordance with Indian labour laws. The company further announced that it will
stop using contract workers by March 2013. The report claimed the salary difference between contract
workers and permanent workers has been much smaller than initial media reports – the contract
worker at Maruti received about 11,500 per month, while a permanent worker received about 12,500 a
month at start, which improved in three years to  21,000-22,000 per month. In a separate report, a
contractor who was providing contract employees to Maruti claimed the company gave its contract
employees the best wage, allowances and benefits package in the region.

Shinzo Nakanishi, managing director and chief executive of Maruti Suzuki India, said this kind of
violence has never happened in Suzuki Motor Corp's entire global operations spread across Hungary,
Indonesia, Spain, Pakistan, Thailand, Malaysia, China and the Philippines. Mr. Nakanishi apologised
to affected workers on behalf of the company, and in press interview demanded the central and
Haryana state governments to help stop further violence by legislating decisive rules to restore
corporate confidence amid emergence of this first-hand 'militant workforce' in Indian factories. He

31
announced, "we are going to de-recognise Maruti Suzuki Workers’ Union and dismiss all workers
named in connection with the case. We will not compromise at all in such instances of barbaric,
unprovoked violence." He also announced Maruti plans to continue manufacturing in Manesar,
that Gujarat was an expansion opportunity and not an alternative to Manesar.

The company dismissed 500 workers accused of causing the violence and re-opened the plant on 21
August, saying it would produce 150 vehicles on the first day, less than 10% of its capacity. Analysts
said that the closure was costing the company 1 billion rupees ($18 million) a day and costing the
company market share. In July 2013, the workers went on hunger strike to protest the continuing
imprisoning of their co-workers and launched an online campaign to support their demands.

A total of 148 workers were charged with the murder of Human Resources Manager Avineesh Dev.
The court dismissed charges against 117 of the workers. On 17 March 2017, 31 workers were found
guilty of variety of offences. 18 were convicted on charges of rioting, trespassing, causing hurt and
other related offences under Indian Penal Code sections. The remaining 13 workers were sentenced to
life in imprisonment after being found guilty of the murder of General Manager of Human Resources
Avineesh Dev. Twelve of the thirteen sentenced were office-bearers of the Maruti Suzuki Workers
Union at the time of the alleged offences. The prosecution had sought the death consequence for the
thirteen. 

Both prosecution and defence have declared they will appeal the sentences. Defence counsel Vrinda
Grover stated, “We will file appeals against all convictions in the HC. The evidence, as it stands,
cannot withstand legal scrutiny. There is no evidence to link these workers to the murder. The 13 who
have been convicted, it’s essential to remember that they were the leaders of the union. Therefore, it is
clear that this is targeted framing of these persons. We hope for justice in the superior court.”

The Maruti Suzuki Workers Union is continuing to organise industrial action and protests calling for
the employees to be released and criticising the judgement and sentences an unjust. An international
appeal for the release of the workers has been made by the International Committee for the Fourth
International (ICFI) and other organisations such as the Peoples Alliance for Democracy and
Secularism. 

Products and services

Current models

Launche
Model Category Image
d

32
Omni 1984 Minivan

Gypsy King 1985 SUV

WagonR 1999 Hatchback

Swift 2005 Hatchback

DZire 2008 Sedan

Eeco 2009 Minivan –

K10 2010 Hatchback

33
Ertiga 2012 Mini MPV

Alto 800 2012 Hatchback

Celerio 2014 Hatchback

Ciaz 2014 Sedan

Baleno 2015 Hatchback

S-Cross 2015 Mini SUV

VitaraBrezza 2016 Mini SUV

Ignis 2017 Hatchback

34
Baleno RS 2017 Hatchback

Discontinued models[edit]

Launche
Model Discontinued Category Image
d

Hatchbac
800 1983 2012
k

Gypsy E 1985 2000 SUV

1000 1990 2000 Sedan

Hatchbac
Zen 1993 2006
k

Esteem 1994 2008 Sedan

Baleno 1999 2007 Sedan

35
 Hatchbac
Alto 2000 2012
k

Versa 2001 2010 Minivan

Grand Vitara
2003 2007 Mini SUV
XL7

Grand Vitara 2007 2015 Mini SUV

Hatchbac
Zen Estilo 2007 2013
k

Hatchbac
A-star 2008 2014
k

SX4 2008 2014 Sedan

36
 Hatchbac
Ritz 2009 2016
k

Kizashi 2011 2014 Sedan

Sales and service network

Car showroom near Eluru

Maruti Suzuki has 1,820 sales outlets across 1,471 cities in India. The company aims to double its
sales network to 4,000 outlets by 2020. It has 3,145 service stations across 1,506 cities throughout
India. Maruti’s dealership network is larger than that of Hyundai, Mahindra, Honda, Tata, Toyota and
Marutiunited. Service is a major revenue generator of the firm. Most of the service stations are
managed on franchise basis, where Maruti Suzuki trains the local staff. Other automobile companies
have not been able to match this benchmark set by Maruti Suzuki. The Express Service stations help
several stranded vehicles on the highways by sending across their restoration man to the vehicle.

NEXA

In 2015 Maruti Suzuki launched NEXA, a new dealership format for its premium cars. [64]

Maruti currently sells the Baleno, Baleno RS, S-Cross, Ciaz and Ignis[65] through NEXA outlets. S-
Cross was the first car to be traded through NEXA outlets. Numerous new models will be added to
both channels as part of the Company’s medium term goal of 2 million annual sales by 2020.

37
Maruti Insurance

Launched in 2002 Maruti Suzuki offers vehicle insurance to its consumers with the help of the
National Insurance Company, Bajaj Allianz, New India Assurance and Royal Sundaram. The service
was set up the company with the inception of two subsidiaries Maruti Insurance Distributors Services
Pvt. Ltd and Insurance Brokers Pvt. Limited.

This service started as a benefit or value addition to customers and was able to ramp up easily. By
December 2005 they were able to sell more than two million insurance policies since its inception.

Maruti Finance

To promote its bottom line growth, Maruti Suzuki launched Maruti Finance in January 2002. Prior to
the start of this service Maruti Suzuki had started two joint ventures Citicorp Maruti and Maruti
Countrywide with Citi Group and GE Countrywide respectively to assist its client in securing
loan. Maruti Suzuki tied up with ABN Amro Bank, HDFC Bank, ICICI Limited, Kotak Mahindra,
Standard Chartered Bank, and Sundaram to start this venture including its strategic associates in car
finance. Again the company entered into a strategic partnership with SBI in March 2003  Since March
2003, Maruti has sold over 12,000 vehicles through SBI-Maruti Finance. SBI-Maruti Finance is
currently existing in 166 cities across India.

Citicorp Maruti Finance Limited is a joint venture between Citicorp Finance India and MarutiUdyog
Limited its primary business stated by the company is "hire-purchase financing of Maruti Suzuki
vehicles". Citi Finance India Limited is a exclusively owned subsidiary of Citibank Overseas
Investment Corporation, Delaware, which in turn is a 100% wholly owned subsidiary of Citibank
N.A. Citi Finance India Limited holds 74% of the stake and Maruti Suzuki holds the remaining 26%.
[72]
 GE Capital, HDFC and Maruti Suzuki came together in 1995 to form Maruti Countrywide. Maruti
claims that its finance program proposals most competitive interest rates to its customers, which are
lower by 0.25% to 0.5% from the market rates.

MarutiTrueValue

Maruti True service offered by Maruti Suzuki to its customers. It is a market place for used Maruti
Suzuki Automobiles. One can buy, sell or exchange used Maruti Suzuki vehicles with the help of this
service in India. As of 10 August 2017 there are 1,190 outlets across 936 cities.

N2N Fleet Management

N2N is the short form of End to End Fleet Management and provides lease and fleet management
solution to corporates. Clients who have signed up of this service include Gas Authority of India
Ltd, DuPont, Reckitt Benckiser, Doordarshan, Singer India, National Stock Exchange of India and

38
Transworld. This fleet management service include end-to-end solutions across the vehicle's life,
which includes Leasing, Maintenance, Convenience services and Remarketing.

Maruti Accessories

Many of the auto component companies other than Maruti Suzuki started to offer components and
accessories that were compatible. This caused a serious threat and loss of revenue to Maruti Suzuki.
Maruti Suzuki started a new initiative under the brand name Maruti Genuine Accessories to offer
accessories like alloy wheels, body cover, carpets, door visors, fog lamps, stereo systems, seat covers
and other car care products. These products are sold through trader outlets and authorized service
stations all over India.

Maruti Driving School

A Maruti Driving School in Bangalore

As part of its corporate social responsibility Maruti Suzuki launched the Maruti Driving School in
Delhi. Later the services were extended to other cities of India as well. These schools are modelled on
international standards, where learners go through classroom and practical sessions. Many
international practices like road behaviour and attitudes are also taught in these schools. Before
driving actual vehicles participants are trained on simulators.

At the launch ceremony for the school JagdishKhattar stated "We are very worried about mounting
deaths on Indian roads. These can be carried down if government, industry and the voluntary sector
work together in an integrated manner. But we felt that Maruti should first do something in this regard
and hence this initiative of Maruti Driving Schools."

Awards and recognition

The Brand Trust Report published by Trust Research Advisory, a brand analytics company, has
ranked Maruti Suzuki in the thirty seventh position in 2013 and eleventh position in 2014 among the
most trusted brands of India.

39
Viewers' Choice Car of the Year published by CNBC-TV18 OVERDRIVE, Overdrive is Indias No.1
Auto Publication for Cars and Bikes in India, has awarded Maruti Suzuki Baleno the Viewers' Choice
Car of the Year 2016.

Chairman's Message:  
Dear Shareholders,
Another eventful year has passed by and I am happy to share my thoughts with you yet again
on our performance and prospects through this annual report. However, before I proceed
further, I would like to express my heartfelt grief at the unfortunate natural calamity in
Uttarakhand. Let us take a moment to recollect those who have lost their lives or have been
impacted by this tragedy.
Last year, I had communicated to you the difficult economic conditions that prevailed in
2011–12. The economy had substantially slowed down; there was high inflation; interest
rates were adversely affecting demand; rise in petrol prices was unprecedented, while the
difference with diesel prices had reached a level that was resulting in a massive swing away
from petrol to diesel cars. I have to regretfully report that 2012–13 was even a worse year for
the economy, and for the manufacturing sector. GDP growth that had dropped to 6.2 per cent
in 2011–12, declined further to 5 per cent in 2012–13. The manufacturing sector's growth
decreased from 2.7 per cent to 1.9 per cent. The current account deficit for the year was 4.8
per cent, as against 4.2 per cent in the previous year. The dollar fell from Rs. 51 on 31st
March 2012 to Rs. 54 on 31st March 2013. Consumer sentimentality, which plays a
significant role in influencing decisions to buy cars, had become even more negative during
the year.
And then there was a silver lining. The fiscal deficit was controlled at 5.2 per cent. A decision
was taken that diesel prices would be increased by about Rs. 0.50 per month, and the under–
recovery on this fuel would end in about 18 months or so. The gap between petrol and diesel
prices has narrowed from Rs. 25 in 2012–13 to Rs. 13 presently. To reduce the outgo on
subsidies, a scheme of direct transfer is being gradually introduced. However, outcomes in
terms of better sentiment, or higher investments, or rising customer demand for cars are yet to
be seen.
The general adverse operating environment was not the only handicap facing us. In July
2012, a section of the workers indulged in a blatantly criminal activity that led to the death of
a valued senior associate. There was no cause for the workers to go on a violent rampage, and
there was no caution or notice of any brewing dissatisfaction. In fact, the workers' demands
raised in 2011 had been all addressed and resolved. A lock out had to be declared, as the
40
Company decided that the safety and welfare of our employees had to be given overriding
priority. The management and supervisors of Manesar showed great resilience and courage,
and work resumed after a month when acceptable safety arrangements had been made.
Production gradually increased to normal levels.
Your Company has shown that its employees have great resilience and can work with great
resolve to overcome the most problematic situations. During the year, sales volumes
increased by 3.3 per cent, while profits increased from Rs. 1,635 crores to Rs. 2,392 crores.
Our market share also went up from 38.3 per cent to 39.1 per cent. I am sure all of you will
join me in saluting the workers, supervisors and management who made this happen.
During 2012–13, following the increase in diesel prices and narrowing of the gap with petrol,
the demand for diesel vehicles also started to fall. During the first three months of this year,
the industry recorded a fall of 10.4 per cent in passenger cars, while utility vehicles' demand
grew by 5.2 per cent.
We are convinced that your Firm will remain the market leader and its products will be the
choice of most customers. The first four best selling cars in India are MSIL products. We are
determined to keep introducing products that will safeguard our preeminent position.
Consistent with that objective, we are continuing with all our planned investments to increase
production capacity and introduce new products from time to time. Work on the Gujarat site
has commenced and we expect to start production by the end of 2015–16. The Manesar 3rd
line will be commissioned soon, as also phase 1 of the diesel engine line in Gurgaon. The
R&D centre continues to develop. We are also financing in strengthening our sales and
service facilities all over the country. The capital investment proposed this year is
approximately Rs. 3,500 crores. And this will only increase as we go ahead.
Suzuki Japan has decided that India will now be responsible for the export markets of Africa,
the Middle East and our neighbouring countries. We have to ensure adequate sales and
marketing preparations in these countries, with the help of Japan. We also have to determine
the products to be manufactured for these markets and, if necessary, establish gathering
plants overseas. This decision will greatly help the growth of our exports.
We are continuing with our efforts to reduce costs, and localise inner parts. Quality
improvement has also to be a priority. We believe that in the difficult times ahead, the
Company has to make greater efforts than ever before in these directions.
We are now in the election year, and traditionally, the governments in power are reluctant to
introduce unpopular measures at this time. The UPA Government, conscious of the way
manufacturing activity is progressing, the current account deficit and the weakness of the
41
Rupee, is promising several reforms. The Prime Minister is also pushing for the
implementation of infrastructure projects under the PPP model. If all these happen, I believe
there will be a change in sentiment, and car buying may again pick up. The festive season is
also not far away. We are hoping that with steps undertaken by the government, and our own
efforts, we will lead a resurgence in the automobile industry. After all, the leader has that
responsibility.
We all have to be optimists. Along with that, we have to work with determination, resolve
and resilience, and nobody can stop us from being successful. All those who proudly say that
they are Maruti Suzuki employees believe in this, and on their behalf, I can assure you that
we will overcome all obstacles and ensure that the Indian automobile industry has a respected
position in the world.
Regards,
R. C. BhargavaChairman 

42
 CHAPTER-IV
DATA ANALYSIS
&
INTERPRETATION

43
1. Your organization provides opportunity for growth and security.

OPTIONS NO OF RESPONSES

Strongly agree 46

Agree 50

Disagree 04

Strongly disagree 0

50
45
40 Strongly agree
35
30 Agree
25
20 disagree
15
10 Strongly disagree
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees strongly approve that the MARUTI
SUZUKI PVT LTD provides opportunity for growth and security and some are disagree
about this.

2. Pay and compensation package is adequate and fair in comparison to performance.

44
 OPTIONS NO OF RESPONSES

Strongly agree
18

Agree 52

Neutral 18

Strongly disagree 12

60
50
Strongly agree
40
Agree
30
Neutral
20
10 Strongly disagree

0
NO OF RESPONSES

Interpretation :

The survey revealed that most of the employees approve for the reason of their pay
and compensation package is acceptable and fair in comparison to performance and some are
disapprove.

3. Medical facilities provided by the organization suites your health needs?

45
 OPTIONS NO OF RESPONSES

Strongly agree 38

Agree 46

disagree 14

Strongly disagree 0

50
45
40 Strongly agree
35
30 Agree
25
20 disagree
15
10 Strongly disagree
5
0
NO OF RESPONSES

Interpretation :

The survey revealed that most of the employees agree and strongly agree for the
reason of the medical facilities provided by the organization which suits their health needs,
and few are disagree.

4. Your job allows you to use your skills and abilities.

OPTIONS NO OF RESPONSES

46
 Strongly agree 22

Agree 62

Disagree 12

Strongly Disagree 0

70
60
Strongly agree
50
40 Agree
30
Disagree
20
10 Strongly Disagree

0
NO OF RESPONSES

Interpretation :

The survey revealed that most of the employees agree and strongly agree for using
their skills and abilities in their job.

5. Promotion policy of your organization ensures planned carrier growth.

OPTIONS NO OF RESPONSES

47
 Yes 42

No 40

Can’t say 18

45
40
35
30
yes No
25
20 Can’t say

15
10
5
0

Interpretation :

The survey revealed that most of the employees are satisfied the promotion policy by
the organization which ensures planed career growth. But most of the employees are un-
satisfied by this policy.

6. Training facilities of your organization enhance your skills competencies.

OPTIONS NO OF RESPONSES

Very true 28

48
 Some what true 60

Not true 12

Not at all true 0

60
50
40 Very true
Some what true
30
Not true
20 Not at all true

10
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are some what true about the training
facilities of MARUTI SUZUKI PVT LTD that enhance their skill competencies and some
employees are very true and not true.

7. How would you describe relations at your work place with your superiors?

OPTIONS NO OF RESPONSES

Very good 44

Good 52

Bad 0

49
 60

50

40
Very good Good
30
Bad
20

10

0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are good at describing relations at
their workplace with their superiors. And some employees are very good in maintaining their
relation.

8. Your relation with your peers and subordinates are harmonious.

OPTIONS NO OF RESPONSES

Very good 44

Good 40

50
 Satisfactory 16

Bad 0

45
40
35
30
25 Very good Good
20
Satisfactory Bad
15
10
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are very good and some and least
employees are good and satisfactory in their relation with their peers and sub-ordinates are
harmonious.

9. Your organization provides a mechanism to express your views and grievances.

OPTIONS NO OF RESPONSES

Strongly agree 16

Agree 48

Can’ say 18

disagree 18

51
 50
45
40
35
Strongly agree
30
25 Agree
20 Can’ say
15 disagree
10
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees strongly agree and some employees
agree that their organization provides a mechanism to express their views and grievances.

10. Do you normally work as part of a team or do you work mostly on your own?

OPTIONS NO OF RESPONSES

Yes I work a part of team 70

No I work on my own 18

I work as an individual 12

52
 70

60

50
Yes I work a part of team
40
No I work on my own
30

20 I work as an individual

10

0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees work as a part of team and where
some employees work on their own and individual.

11. How often do you feel successful in your work?

OPTIONS NO OF RESPONSES

Often 64

Sometimes 26

Rarely 10

Never 0

53
 70
60
50
Often
40 Sometimes
30 Rarely
20 Never

10
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees often feel successful in their work but
some employees feel sometime successful in their work.

12. How often do you carry office work to your home as part of your job?

OPTIONS NO OF RESPONSES

Never 62

Few times in a year 20

Once in a month 18

Once in a week 0

54
 70
60
Never
50
40 Few times in a year
30
Once in a month
20
10 Once in a week

0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are never do carry office work to
their home as part of their job. And few employees do carry their work few times in a year
and least employees do carry their work once in a month

13. To what extent your organization provides scope for the employee’s Development?

OPTIONS NO OF RESPONSES

To great extent 18

To some extent 50

Satisfactory 20

Not satisfied 12

55
 50
45
40 To great extent
35
30 To some extent
25
20 satisfactory
15
10
Not satisfied
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees to some extent accepted that
MARUTI SUZUKI PVT LTD provides scope for the employee’s development and some are
satisfactory.

14. There is no discrimination and there is high degree of social integration at the
Workplace?

OPTIONS NO OF RESPONSES

Strongly agree 18

Agree 50

Neutral 22

Disagree 10

56
 50
45
40
35
Strongly agree
30
25 Agree
20 Neutral
15 disagree
10
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees agree and strongly agree that there is
no discrimination and there is high degree of social integration at workplace.

15. To what extent do you think that you are best suited for the job?

OPTIONS NO OF RESPONSES

To great extent 50

To some extent 28

Satisfactory 22

Not satisfactory 0

57
 50
45
40 To great extent
35
30 To some extent
25
20 satisfactory
15
10 Not satisfactory
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees to great extent they think that they are
best suited for the job and some employees to some extent and satisfactory.

16. Which techniques are used to improve your work life?

OPTIONS NO OF RESPONSES

By doing hard work 26

With patience 18

Understanding others 12

Balancing both personal work &official work 44

58
 45
40 By doing hard work
35
30 With patience
25
20 Understanding others
15
10 Balancing both
5 personal work
0 &official work
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are using the techniques to improve
their work life by balancing both personal work and official work and some employees by
doing hard work and some with patience and by understanding others.

17. How often do you go home in time?

OPTIONS NO OF RESPONSES

Occasionally 38

Daily 44

Rarely 18

Never 0

59
 45
40
35
30
Occasionally
25 Daily
20 Rarely
15 Never
10
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees often go home in time by
occasionally and some they go daily and some are rarely.

18. How often your official commitments obstruct your personal and family works.

OPTIONS NO OF RESPONSES

Always 12

Often 32

Rarely 46

Never 10

60
 50
45
40
35
Always
30
Often
25
20 Rarely
15 Never
10
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are rarely obstruct their official
commitments in their personal and family works and some are often and always.

19. How often your personal works obstruct your official commitments?

OPTIONS NO OF RESPONSES

Always 12

Often 16

Rarely 44

Never 28

61
 45
40
35
30 Always
25 Often
20 Rarely
15 Never
10
5
0
NO OF RESPONSES

Interpretation;

The survey revealed that most of the employees are rarely obstructing their personal
work in their official commitments and never for some employees.

20. The suggestion scheme in your organization is.

OPTIONS NO OF RESPONSES

Very Effective 20

Good 56

Ineffective 24

62
 60
50
40
Very Effective
30 Good
20 Ineffective

10
0
NO OF RESPONSES

Interpretation:

The survey revealed that the suggestion scheme is good and very effective in
MARUTI SUZUKI PVT LTD.

21. Quality orders are instrumental in improving quality in work?

OPTIONS NO OF RESPONSES

Strongly Agree 22

Agree 50

Neutral 16

Disagree 12

63
 50
45
40
35
Strongly Agree
30
Agree
25
20 Neutral

15 Disagree
10
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees agree for quality orders are
instrumented for improving quality in work and some are strongly agree.

22. Recognition & rewards are given based on employee performance.

OPTIONS NO OF RESPONSES

Strongly agree 18

Agree 48

Neutral 16

Disagree 18

64
 50

40

30 Strongly agree
Agree
20
Neutral
10 Disagree

0
OPTIONSNO OF RESPONSES

Interpretation;

The survey revealed that most of the employees agree and strongly agree for
recognition and rewards are given based on employee performance but some are disagree.

23. Are you able to balance your personal requirements without affecting your job
Requirements?

OPTIONS NO OF RESPONSES

Always 46

Often 36

Rarely 18

Never 0

65
 50
45
40
35
Always
30
Often
25
20 Rarely
15 Never
10
5
0
NO OF RESPONSES

Interpretation;

The survey revealed that most of the employees are always and often able to balance
their personal requirements without effecting their job requirements.

24. How often social gatherings in departmental meetings are conducted in your
Department.

OPTIONS NO OF RESPONSES

Once in a year 32

Quarterly once 38

Monthly once 10

Never 20

66
 40
35
30
25 Once in a year

20 Quarterly once

15 Monthly once

10 Never

5
0
NO OF RESPONSES

Interpretation:

The survey revealed that social gatherings and departmental meetings are conducting
less in MARUTI SUZUKI PVT LTD i.e. by quarterly once and yearly once.

67
CHAPTER-V

FINDING

SUGGESTION

CONCLUSION

68
 FINDINGS

The topic selected is quality of work life. The significance of selecting the topic
relates to its importance in the study to make the employees more efficient, so that
organizational goal can be achieved through personal development the study deals with the
particular view point on the quality of work life and analysis of their view point on the
training program. There is a need for enhancement in training facilities to enhance skills
competence. Half of them do not think promotion policy ensures planned career growth.
Most of the employees attended the Quality of work life program to gain knowledge
on their self -interest but some of the respondents gave their suggestions so that the program
can be more effective.
Most of the employees feel their organization provides opportunities for growth and
security. Pay and Compensations are adequate. Medical facilities suites their health needs.
Their jobs allow them to use their skills and abilities.
Workers have good relations with superiors, peers and subordinates. They have a
mechanism in place to express their views and grievances. Most of them work as a part of
team. They feel successful at work. Most of them never carry office work to home.
There is high degree of social integration and no discrimination at work. Most of them
think they better suited for job. They have good and effective proposal scheme in there
organization. Recognition and rewards are given based o employee performance.
Majority fee they improve their work life by balancing both personal and office work.
Half of them feel work life obstructs their personal life. But majority see personal life has no
effect on work life. Half of them do not go home in time. So, I feel there should have been
one more question in questioner on overtime policy in organization.

69
 SUGGESTIONS

1. Work should be distributed between employees uniformly.

2. Job rotation.

3. Objective appraise

4. Transparent in communication both ways (Top level to Low Level vise versa)

5. more motivational classes on the attitudinal of the employee towards a job

6. man power system needs to be more effective

7. more social get together should be planned by official to meet the family member of
the employees

8. suggestion schemes should develop in the organization so that employees will be

effective towards work

70
 CONCLUSIONS

After conducting an intense study on quality of work life in MARUTI SUZUKI PVT
LTDLtd, the following conclusions are derived.

Organization should focus on the benefit that are aimed to words self improvement of the
employees.

Organization need to maintain the proper balance of work.

Opportunity for career growth should improve.

Benefits provided by the organization are very good to gratify the employee personal needs.

Teamwork in the organization is very good.

Organization should concentration on the training sessions in order to motivate the

employees.

Organization need to offer scope for the employee development.

There is no discrimination at work place.

The relationship with superior at workplace is good.

On the whole the quality of work life good.

71
 ANNEXURE-1

Questionnaire

1. Your organization provides opportunity for growth and security?

(a) Strongly agree (b) Agree

(c) Disagree (d) strongly disagree

2. Pay and compensation package is adequate and fair in comparison to

performance?

(a) Strongly agree (b) Agree

(c) Neutral (d) Disagree (e) Strong disagree.

3. Medical facilities provided by the organization suits your health needs?

(a) Strongly agree (b) Agree

(c) Disagree (d) Strongly disagree

4. Your job allows you to use your abilities?

(a) Strongly agree (b) Agree

(c) Disagree (d) Strongly disagree

5. Promotion policy of your organization ensures planned carrier growth?

(a)Yes (b) No (c) Can’t say

72
6. Training facilities of your organization enhance your skills competencies?

(a) Very true (b) Somewhat true (c) Not true (d) Not at all true

7. How would you describe relations at your work place with your superiors?

(a) Very good (b) Good (c) Bad

8. Your relationship with your peers and subordinates are harmonious?

(a) Very good (b) Good (c) Satisfactory (d) Bad

9. Your organization provides a mechanism to express your views and grievances?

(a) Strongly Agree (b) Agree

(c) Can’t say (d) Disagree (e) Strongly disagree.

10. Do you normally work as part of a team or do you work mostly on your own?

(a) Yes I work a part of team (b) No, I work on my own

(c) I work as an individual

11. How often do you feel successful in your work?

(a) Often (b) Sometimes

(c) Rarely (d) Never.

73
12. How often do you carry office work to your home as part of your job?

(a) Never (b) Few times in a year

(c) Once in a month (d) Once in a week

(e) More than once in week.

13. To what extent your organization provides scope for the employee’s
development?

(a) To great extent (b) To some extent

(c) Satisfactory (d) Not satisfied.

14. There is no discrimination and there is high degree of social integration at the
work place?
(a) Strongly agree (b) Agree (c) Neutral (d) Disagree.

15. To what extent do you think that you are best suited for the job?

(a) To great extent (b) To some extent

(c) Satisfactory (d) Not satisfactory.

16. Which techniques are used to improve your work life?

(a) By doing hard work (b) With patience

(c) Understanding others (d) Balancing both work &official work.

74
17. How often do you go home in time?

(a) Occasionally (b) Daily (c) Rarely (d) Never

18. How often your official commitments obstruct your personal and family works?

(a) Always (b) Often (c) Rarely (d) Never.

19. How often your personal work obstruct your official commitments?

(a) Always (b) Often (c) Rarely (d) Never

20. The suggestion scheme in your organization is?

(a) Very effective (b) Good (c) In effective.

21. Quality orders are instrumented improving quality in work?

(a) Strongly agree (b)Agree (c) Neutral (d) Disagree.

22. Recognition and rewards are given based on employee performance?

(a) Strongly agree (b) Agree (c) Neutral (d) Disagree

75
23. Are you able to balance your personal requirements without affecting your job
requirements?

(a) Always (b) Often (c) Rarely (d) Never

24. How often social gatherings & departmental meetings are conducted in your
department?

(a) once in a year (b) quarterly once (c)monthly once (d)disagree

76
 ANNEXURE-2

Bibliography

The Democratic Corporation-

by William O. Gimes.

Managing Human Resource -

by Wayne F .Cacao.

Democracy at Work -

(International series on the Quality of life)

byF.Emry&E.Thorsurd

Company Profile -

http://www.marutisuzuki.com

www.kesocorp.com

www.idianhrqualitycheek.com

www.hrindia.com

77