A Study On Quality of Work Life in Life

A STUDY ON QUALITY OF WORK LIFE IN LIFE INSURANCE
CORPORATION
A Project Submitted to Mother Teresa Women’s Universityin partial fulfilment of the
requirements for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
THERESA. M
Reg.No : 134401ER025
Under the Guidance of
Dr. NIRMALA .S B.A., M.B.A., M.Phil., P.hD
Department of Management Studies
Mother Teresa Women’s University
Research and Extension Centre
Saidapet
Chennai- 15
1
April 2015
BONAFIDE CERTIFICATE
This is certify that the project entitled “ A STUDY ON QUALITY OF WORK LIFE IN LIFE
INSURANCE CORPORATION” is bonafide work done under my guidance by Ms. THERESA M
(Reg, No: 134401ER025) of Mother Teresa Women’s University in partial fulfilment of the
requirement for the award of the Degree of Master of Business Administration is her original
work, and that it has not previously formed the basis for the award of any degree, diploma ,
associate ship, fellowship or other similar title and represents wholly her independent work.
INTERNAL GUIDE EXTERNAL GUIDE
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THERESA. M
Reg.No: 134401ER025
Master of Business Administration,
Mother Teresa Women’s University,
Research and Extension Centre,
Saidapet,
Chennai - 15
DECLARATION
I hereby state that the project entitled, “A STUDY ON QUALITY OF WORK LIFE IN LIFE
INSURANCE CORPORATION” submitted to Mother Teresa Women’s University in partial
fulfilment of the requirement for the award of the Degree of Master of Business
Administration is my original work done by me under the guidance of Dr. NIRMALA.S.,B.A.,
M.B.A.,M.Phil., P.hD Assistant Professor (Guest Faculty) Department of Business
Administration,Mother Teresa Women’s University, Research and Extension Centre, and that
it has not previously formed the basis for the award of any degree, diploma, associate ship,
fellowship or other similar title.
Place :
3
Date : Signature of the Candidate
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ACKNOWLEDGEMENT
I thank the almighty for his grace upon me to the project in a positive culture with
lot of educative grounds.
I extend my hearty thanks to Dr. K. Manimekalai, Vice-Chancellor, Dr. N. Kala
Registrar, the academic heads for facilitating the possibilities for the project.
My respectful thanks are due to professor Dr.A.Kalaimathi, Director, Mother Teresa
Women’s University Research and Extension centre, Chennai, for having given me advice
and encouragement in my research work.
I owe this opportunity to thank Administrative and Personnel Manager and
Mr.Gnanasekaran, of LIC for their ever willing nature to help with readily available
information during period of project work.
I register my deep sense of gratitude to my guide Dr.NIRMALA.S.,B.A.,
M.B.A.,M.Phil.,P.hD Assistant Professor (Guest Faculty) Department of Business
Administration,Mother Teresa Women’s University, Research and Extension Centre, who has
been a great source of help and guidance to me. Without her valuable suggestions,
constructive comments, learned guidance and encouragement this work would not have
been completed.
I am grateful to Lecturer. Vidhya Kala for her constant encouragement and support.
I also thank my friends for their useful suggestions to do an effective work.
Finally I am grateful to my parents, staff and friends as they have contributed either
directly or indirectly in compiling report.
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LIST OF TABLES
S.N TITTLE P.NO

o
1 MARITAL STATUS OF RESPONDENTS 39
3 GENDER OF THE RESPONDENTS 41
4 EXPERIENCE OF RESPONDENTS 42
5 LEVEL OF SATISFACTION WITH COMPENSATION 45
6 LEVEL OF SATISFACTION WITH WORKING CONDITION 47
7 LEVEL OF SATISFACTION WITH OPPURTUNITIES FOR DEVELOPMENT 49
8 LEVEL OF SATISFACTION FOR OPPURTUNITIES FOR GROWTH 51
9 LEVEL OF SATISFACTION FOR SOCIAL INTEGRATION 53
10 LEVEL OF SATISFACTION FOR CONSTITUTIONALISM 55
11 LEVEL OF SATISFACTION FOR WORK AND LIFESPACE 57
12 LEVEL OF SATISFACTION FOR SOCIAL RELEVANCE AND WORKING 59
LIFE
13 LEVEL OF SATISFACTION FOR WORK LIFE AND LIFE BALANCE 61
14 LEVEL OF SATISFACTION FOR JOB SECURITY 63
15 HIGHEST MOTIVATING FACTOR 65
16 TABLE OF WEIGHTED AVERAGE 68
17 CHI- SQUARED TEST TABLE I 71
18 CHI-SQUARED TEST TABLE II 75
19 CHI-SQUARED TEST TABLE III 79
LIST OF CHARTS
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S.N TITTLE P.NO
o
1 MARITAL STATUS OF RESPONDENTS 40
3 GENDER OF THE RESPONDENTS 41

4 EXPERIENCE OF RESPONDENTS 44
5 LEVEL OF SATISFACTION WITH COMPENSATION 46

6 LEVEL OF SATISFACTION WITH WORKING CONDITION 48
7 LEVEL OF SATISFACTION WITH OPPURTUNITIES FOR DEVELOPMENT 50
8 LEVEL OF SATISFACTION FOR OPPURTUNITIES FOR GROWTH 52
9 LEVEL OF SATISFACTION FOR SOCIAL INTEGRATION 54

10 LEVEL OF SATISFACTION FOR CONSTITUTIONALISM 56
11 LEVEL OF SATISFACTION FOR WORK AND LIFESPACE 58
12 LEVEL OF SATISFACTION FOR SOCIAL RELEVANCE AND WORKING 60
LIFE
13 LEVEL OF SATISFACTION FOR WORK LIFE AND LIFE BALANCE 62
14 LEVEL OF SATISFACTION FOR JOB SECURITY 64

15 HIGHEST MOTIVATING FACTOR 66
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ABSTRACT
Work and Life are significant aspect of a contemporary individual, quality of work life
is essential to make a quality living. Every individual seeks his own measures for quality living
for each person is unique.
Finger prints, foot prints, voice prints are unique. One egg from a thousand in one’s
mother required fertilization in twenty four hours. Out of half a billion sperm cells from
one’s father one fertilized the egg. Had it been any other cell that one child shouldn’t be
here. Half the chromosomes in the egg and sperm cell were discarded. The odds for a
persons’ being are astronomical.
There will never be two identical persons. One must use this sense of uniqueness
for living a qualitative work life. The uniqueness of a person contributes a lot to the well-
being of his life.
The M.B.A research studied the quality of work life in Life Insurance corporation
employees work environment. The Perambur II divisional Branch of LIC in Chennai was taken
as the field of study.
The company profile was taken, relevant data was collected through primary and
secondary sources and appropriate tools were applied in analyzing the results and
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consolidated suggestions to improve the quality of work-life for the LIC employees were
given.
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TABLE OF CONTENT
BONAFIDE CERTIFICATE
DECLARATION
ACKNOWLEDGEMENT
LIST OF TABLES
LIST OF CHARTS
ABSTRACT
CHAPTER I INTRODUCTION 1-11
PROFILE OF LIC 12-19
CHAPTER II REVIEW OF LITERATURE 20-29
CHAPTER III REASERCH METHODOLOGY 30-37
CHAPTER IV DATA ANAYSIS 38-81
AND INTERPRETATION
CHAPTER V FINDINGS AND SUGGESSTIONS 82-91
CONCLUSION 92
ANNEXURE
QUESTIONNAIRE 93-95
BIBLIOGRPAHY 96
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WEBLIOGRAPHY 97
CHAPTER I
INTRODUCTION
Human Resource Development requires sound hiring practices; Employee
Training; Employee Retention; Recognition; Rewards to sustain quality.Quality is a
nebulous subjective term. Quality is fitness for use. Quality is conformance for
specifications. Quality is customer satisfaction.
MEANING / ETYMOLOGY OF THE TERM WORK LIFE
Work: The term work means the application of mental or physical effort to a
purpose. Synonyms for the term work are Exert, operate, strain, act, function, operate,
drudge, labour, slave, toil, drudgery, exertion, task, toil, effect, production, results.
Life: The term life means the condition which distinguishes active animals
and plants from inorganic matter, including the capacity for growth, functional
activity and continual change preceding death.Synonyms for Life are Alertness,
animation, briskness, energy, liveliness, spirit, sprightliness, verve, vigour, vitality,
vivacity, zest. Its opposite is lethargy.
The term Quality of work life has been applied to a wide variety of
organizational improvement efforts. The common elements seem to be, has good man
indicates, an attempt to restructure multiple dimensions of the organizational and
to institute a mechanism which introduces and sustains changes overtime. Aspects of
the change mechanism are usually an increase in problem solving between the union
and management.
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Quality work life becomes a discipline in its own right. Work life is an art
rather than science. There is no set of rules, guidelines to attune oneself to the process
and dynamics of work-life balance. Life remains beyond one’s control, inherently
unpredictable and forever responding to one’s interventions.
J.P. Mahajan, in his book, Management-Theory and Practice (2011) quotes
that according to R.E. Walton, quality of work life seeks to provide for a humanized
work environment by focusing on eight category of factors:
(i) Adequate and fair compensation
(ii) A safe and Healthy environment
(iii) Jobs that develop human capacities
(v) A chance for personal growth and security
(v) A social environment that fosters personal identity, freedom from prejudice, a
sense of community and upward mobility
(vi) Constitutionalism or the rights of personal privacy, dissent and due process
(vii) A work role that minimizes infringement on personal leisure and family needs
(viii) Responsible organizational actions
FACTORS AFFECTING QUALITY OF WORK LIFE
Job satisfaction:
Motivation is affected by the environment. Job satisfaction impacts job
design. Autonomy, variety, task identity, task significance and feedback contribute to
employees’ satisfaction.
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Pay: Quality of work life is basically built around the concept of equitable pay. In
these daysahead, employees may want to participate in the profit of the organization.
People: Almost everyone has to deal with three set of people in the work place.
Thoseare 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, cooltemper, tactfulness,
humor, kindness, diplomacy and sensitiveness.
Health conditions of employees:
Organization should realize that their true wealth lies in their employees and
so providing healthyenvironment for employees should be their primary objective.
Personal and career growth opportunities:
An organization should provide employees with opportunity for
personal/professionaldevelopment and growth and to prepare them to accept the
responsibilities at higher level.
COMPONENTS OF WORK LIFE
a. Ambiquity and Contradiction
The tensions that arise out of contradictions are the very stuff of work-life
balance.Work-life balance is about being able to act decisively given ambiguity and
uncertainity, rather than in the absence of things.The major form of ambiquity and
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contradiction work life balance needs to embrace as a primary responsibility is that
between holding the whole and breaking the boundaries.
b. Managing Chaos
Peter Vaill, (1991,P. 30) in explaining management of work life as a performing
art, uses the metaphor of white-water rafting to describe the kind of chaos to which
the leader is subjected and maintains that the myth of leadership assumes that there
are periods of calm in between the rapids, where the river is placid and slow and one
can relax. This is a myth, says vaill. In reality chaos is a permanent part of the terrain,
not an aberration or particularity.
c. Self-Development
Self-Development is the path required of the person who would be leaderThere is
no substitute for working on one self, for knowing oneself. There is no substitute for
questioning everything, for taking nothing for granted, for looking beneath and behind
the skills and techniques one is taught, at the underlying paradigms, so that one
obtains mastery over them, freedom to challenge and adapt and refashion.
d. Polarity-Confronting and Supporting
Work life requires the ability to work in two opposing modalities. One is the
modality of confrontation; the other that of support. Yarborough (1983) refers to these
two modalities as ‘hard’ and ‘soft’ interventions. Hard intervention need to be
objective. Soft interventions trust in the ability and integrity of the other.
e. Focusing/Grounding
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Work-Life demands the capacity to focus and prioritize. Focus is the capacity to
envision, into an unknown future, to imagine work-life demands suffering.Grounding
is an activity related to analytical than to conceptual thinking.Work Life requires
form; It is than anarchic collectives of free-floating activities. It requires rules,
procedures, conditions and service. Neither democracy, nor equality, nor productive
fellowship can be achieved without them.
f. Structure/Communication
Structures and procedures should promote communicating productivity and
creativity. They should be transparent so that all staff can understand them and
operate freely within them.
g. Practice and Development
None of us are born with ability to create balance. It is the product of constant
practice and training.Seminars, books, articles, talks, conversations with other leaders-
all these things are ways of learning and doing by oneself.
h. Observation and Listening
Observation or group dynamics and feed back to the group to check on
accuracy contributes a lot to work life balance.
i.Proficient Management Involves Self-Management
Self-Management is extremely important. In built self- esteem is essential. It
readily shows when one has it.Learning to like one is significant. One may have to
make changes, but others can’t like one, if the one don’t like oneself. Improving the
areas will assist with the development of self-confidence.
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j. Employee Commitment
All aspects of human resources development involve employee commitment.
k. Interpersonal Relationship
Be prepared, concentrate, probe, maintain a positive attitude, enthusiasm,
customers quality service. Remember your voice, be a professional, Make the other
party feel important. Handle complaints carefully, be time conscious, share empathy,
rejection, stress, follow-up.
WORK LIFE CONFLICT
Work/life Conflict has traditionally been measured uni-directionally
(Greenhaus and Beutell, 1985). However, the researchers have now started
recognizing Work/life Conflict as a bi-directional concept viz. work interference with
family and family interference with work (Duxbury, Higgins, and Mills, 1992; Frone
et al, 1992; Gutek, Searle, and Klepa, 1991). Greenhaus and Beutell (1985) identify
three forms of work– family conflict (a) time-based conflict, (b) strain-based conflict,
and (c) behavior-based conflict, which Gutek et al argued, as each having two
directions viz. (1) time-based WIF, (2) time-based FIW, (3) strain-based WIF, (4)
strain-based FIW, (5) behavior-based WIF, and (6) behavior-based FIW. Time-based
conflict occurs when time devoted to one role makes it difficult to participate in
another role, strain-based conflict suggests that strain experienced in one role intrudes
into and interferes with participation in another role, and behavior-based conflict
occurs when specific behaviors required in one role are incompatible with behavioral
expectation in another role (Greenhaus and Beutell, 1985). Notwithstanding the bi-
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directional nature of the construct, research provides evidence to support the
conceptualization that work-family and family/work conflict were relatively unique
constructs (Ford, Heinen and Langkamer, 2007; Hennessy and Lent, 2008) which
need to be explored in their own right.
The second part of work/life conflict relates to the set of theories that focus on
the interface between work and family. Further there have been studies focusing on
facilitation relationship between work and family domains. It has been termed as
positive work-family spillover (Almeida, et al, 2002; Crouter, 1984) or work-family
enhancement (Barnett, 1998; Voydanoff, 2002). Work-family facilitation is defined as
‘the extent to which participation at work (or at home) is made easier by virtue of the
experiences, skills and opportunities gained or developed at home (or work)’ (Frone,
2003, p. 145).
Work-life conflict may come from organizational norms and ideologies.
Workplace policies, especially regarding the balance between family/life and work,
create an organizational norm in which employees must fall into. This type of
organizational behavior, according to Dennis Mumby, "contribut[es] in some ways to
the structuring of organizational reality, and hence organizational power."
WORK LIFE BALANCE
Organization should provide the relaxation time for employees and offer tips
to balance their personal and professional lives. They should not strain employee’s
personal and social life by forcing on them by demanding working hours, overtime
work, business travel, and untimingtransfers.
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By the globalization the modern employees are experiencing distress. To meet
the challenges posed by present standards, organizational must focus their attention in
bringing a balance between work life and personal life. The underlying assumption is
that work life balance will ultimately ensure Quality of work life.
Today an employee desires work to be more meaningful and challenging
because quality is the acid test. A Quality of work life gives an opportunity for deep
sense of fulfillment. Employees seek a supportive work environment that will enable
them to balance work with personal interests.
WORK LIFE BALANCE AND STRESS
The World Health Organization (WHO) estimates that stress costs American
businesses $300 billion a year; and a Workplace Survey done by the American
Psychological Association reported that many Americans suffer from chronic work-
related stress.As Schulte explained:…overwork has really become pervasive. I'm not
talking about hard work. I'm all for hard work that we find meaning in. But overwork
leaves us burned out and disengaged butts in chairs at work and fried at home without
the energy to do much more than flop down in front of the boob tube.
ALTERNATIVE APPROACH
A Workplace Survey done by the American Psychological Association
reported that The effects of our increasingly 24/7 work environments have gotten so
bad that 38 percent of employees in one survey said they can't stop thinking about
problems related to emotional, health, financial, and job concerns.
Employees in several companies that instituted Quality of work life
experienced better healthand greater safety on the job. Other benefits included
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improved employee satisfaction, morale, job interest, commitment and involvement;
increased opportunity for individual growth; greater sense of ownership and control of
the work environment development of managerial ability for circle leaders, improved
communication in the organization and greater understanding and respect between
management and workers.
Quality of work life is approached as an alternative to the control approach of
managing people. Qowl treats employee as ‘assets’ than ‘costs’. This approach aims
at satisfying financial, social and psychological needs.
The parameter drawn based on the above information on quality work life is
presented in relevance to the study of quality of Work Life in LIC.
STATEMENT OF THE PROBLEM
Quality of work-life is gradually becoming a major issue in India. This
qualitative study focuses on developing a scale for measuring work-life ofLIC
employees, keeping in mind their highly challenging and job profile and the need for
measuring their work-life.
NEED OF THE STUDY
Though monetary aspects play an important role in motivating employees,
organization around the world have come to understand that there are many other
aspects that contributes better employee performance. It is these aspects that form the
basis for this study. In particular this study aims to identify the various tangible and
intangible aspects that contribute to the quality of the work-place. It is very important
for an organization to create a very conducive working environment for employees.
This study is needed to ensure that all employees are performing at their peak
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potential, free from stress and strain, and to ensure all their needs are fully satisfied.
This study will be used as feedback from employees to know their current perspective
of workplace and also to identify the areas of improvement for the organization.
SCOPE OF THE STUDY
The Study covered 200 employees of Life Insurance Corporation – Perambur
II Divisional Branch
SIGNIFICANCE OF THE STUDY
Quality of work life covers the various aspects under the general umbrella of
supportive organization behavior. Thus the quality of work life should be broad 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 the facilities provided by the management towards the
employee. This study also helps to manipulate the expectations of the employees.
OBJECTIVES OF THE STUDY
Primary Objectives
To Study the Quality of work life in Life Insurance Corporation - Perambur II
Divisional Branch
To Study various factors involved in work life
Secondary Objectives
To study the context of the employees
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To find the employees opinion about the work life
To present the data Analysis and provide suggestions for Improvement
LIMITATIONS OF THE STUDY
In a study of this kind subjective bias on the part of the respondents cannot be
completely eliminated.
Since this study was conducted in one particular branch of Life Insurance
Corporation – PeramburII Divisional Branch, the findings are applicable only to that
branch.
Some of the respondents did not give complete information so, the researcher
has to proceed with incomplete data.
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PROFILE OF LIC
Life Insurance is a contract where insurers have to pay a designated
beneficiary amount of money upon the death of the insured person. The policy holder
has to pay a premium regularly or as a lump-sum amount. Depending on the contract,
various sorts of expenses such as terminal illness or critical illness or funeral expenses
are covered in the premium.
GENERAL HISTORY OF LIFE INSURANCE IN INDIA
The Swadeshi movement of 1905-1907 gave rise to more insurance
companies. The United India in Madras, National Indian and National Insurance in
Calcutta and the Co-operative Assurance at Lahore were established in 1906. In 1907,
Hindustan Co-operative Insurance Company took its birth in one of the rooms of the
Jorasanko, house of the great poet Rabindranath Tagore, in Calcutta. The Indian
Mercantile, General Assurance and Swadeshi Life (later Bombay Life) were some of
the companies established during the same period. Prior to 1912 India had no
legislation to regulate insurance business.
In the year 1912, the Life Insurance Companies Act, and the Provident Fund
Act were passed. The Life Insurance Companies Act, 1912 made it necessary that the
premium rate tables and periodical valuations of companies should be certified by an
actuary. But the Act discriminated between foreign and Indian companies on many
accounts, putting the Indian companies at a disadvantage. The first two decades of the
twentieth century saw lot of growth in insurance business. From 44 companies with
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total business-in-force as Rs.22.44 crore, it raised to 176 companies with total
business-in-force as Rs.298 crore in1938.
During the mushrooming of insurance companies many financially unsound
concerns were also floated which failed miserably. The Insurance Act 1938 was the
first legislation governing not only life insurance but also non-life insurance to
provide strict state control over insurance business. The demand for nationalization of
life insurance industry was made repeatedly in the past but it gathered momentum in
1944 when a bill to amend the Life Insurance Act 1938 was introduced in the
Legislative Assembly.
However, it was much later on the 19th of January, 1956, that life insurance in
India was nationalized. About 154 Indian insurance companies, 16 non-Indian
companies and 75 provident were operating in India at the time of nationalization.
Nationalization was accomplished in two stages; initially the management of the
companies was taken over by means of an Ordinance, and later, the ownership too by
means of a comprehensive bill.
BRIEF HISTORY OF LIFE INSURANCE CORPORATION (LIC)
The Parliament of India passed the Life Insurance Corporation Act on the 19th
of June 1956, and the Life Insurance Corporation of India was created on
1stSeptember, 1956, with the objective of spreading life insurance much more widely
and in particular to the rural areas with a view to reach all insurable persons in the
country, providing them adequate financial cover at a reasonable costly had 5 zonal
offices, 33 divisional offices and 212 branch offices, apart from its corporate office in
the year 1956.
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Since life insurance contracts are long term contracts and during the currency
of the policy it requires a variety of services need was felt in the later years to expand
the operations and place branch office at each district headquarter. Re-organization of
LIC took place and large numbers of new branch offices were opened. As a result of
re-organization servicing functions were transferred to the branches, and branches
were made accounting units. It worked wonders with the performance of the
corporation. It may be seen that from about 200.00crores of New Business in 1957 the
corporation crossed 1000.00 crores only in the year 1969-70, and it took another 10
years for LIC to cross 2000.00crore mark of new business. But with re-organization
happening in the early eighties, by 1985-86 LIC had already crossed 7000.00 crore
Sum Assured on new policies.
Today LIC functions with 2048 fully computerized branch offices,
100divisional offices, 7 zonal offices and the corporate office. LIC’s Wide Area
Network covers 100 divisional offices and connects all the branches through a Metro
Area Network. LIC has tied up with some Banks and Service providers to offer on-
line premium collection facility in selected cities. LIC’s ECS and ATM premium
payment facility is an addition to customer convenience. Apart from on-line Kiosks
and IVRS, Info Centers have been commissioned at Mumbai, Ahmedabad, Bangalore,
Chennai, Hyderabad, Kolkata, New Delhi, Pune and many other cities. With a vision
of providing easy access to its policyholders, LIC has launched its
SATELLITESAMPARK offices.
The satellite offices are smaller, leaner and closer to the customer. The
digitalized records of the satellite offices will facilitate anywhere servicing and many
other conveniences in the future.LIC continues to be the dominant life insurer even in
the liberalized scenario of Indian insurance and is moving fast on a new growth
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trajectory surpassing its own past records. LIC has issued over one crore policies
during the current year. It has crossed the milestone of issuing 1,01,32,955 new
policies by 15th Oct, 2005, posting a healthy growth rate of 16.67% over the
corresponding period of the previous year.
From then to now, LIC has crossed many milestones and has set
unprecedented performance records in various aspects of life insurance business. The
same motives which inspired our forefathers to bring insurance into existence in this
country inspire us at LIC to take this message of protection to light the lamps of
security in as many homes as possible and to help the people in providing security to
their families.
OBJECTIVES OF LIC
Spread Life Insurance widely and in particular to the rural areas and to the
socially and economically backward classes with a view to reaching
all insurable persons in the country and providing them adequate financial cover
against death at a reasonable cost.Maximize mobilization of people's savings by
making insurance-linked savings adequately attractive.
In the investment of funds, the primary obligation to its policyholders,whose
money it holds in trust, without losing sight of the interest of the community as a
whole; the funds to be deployed to the best advantage of the investors as well as the
community as a whole, keeping in view national priorities and obligations of
attractive return.
Conduct business with utmost economy and with the full realization that the
moneys belong to the policyholders.
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Act as trustees of the insured public in their individual and collective capacities.
Meet the various life insurance needs of the community that would arise in the
changing social and economic environment.
Involve all people working in the Corporation to the best of their capability in
furthering the interests of the insured public by providing efficient service with
courtesy.
Promote amongst all agents and employees of the Corporation a sense of participation
, pride and job satisfaction through discharge of their duties with dedication towards
achievement of Corporate Objective.
VISION
"A trans-nationally competitive financial conglomerate of significance to
societies and Pride of India."
MISSION
"Explore and enhance the quality of life of people through financial security
by providing products and services of aspired attributes with competitive returns, and
by rendering resources for economic development."
ORGANIZATION STRUCTURE
The 15 member of the life insurance corporation of India are appointed by the
central government. One of the members is also appointed by the central government
as the chairman. The LIC of India has a 4 tire structure, the central office at Mumbai,
8 Zonal Offices, 100 Divisional Offices and 2048 Branch Offices in India. Foreign
branches report directly to the central office Mumbai. All offices clearly demarcated
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geo-graphical areas of operations, except branch offices in big cities which have
common areas. Almost 99% of the activities relating to policy holders are done at the
level of the branch offices. Investments are done at the central office. Thus, this is the
big and giant organization structure of LIC of India Ltd.
CREDENTIALS OF LIFE INSURANCE CORPORATION
Protection
Savings through life insurance guarantee full protection against risk of death
of the saver. In life insurance, on death, the full sum assured is payable where as in
other savings, only the amount saved is payable.
Aid To Thrift
Life insurance encourages “thrift”. Long term savings can be made in a
relative ‘painless’ manner because of the ‘easy installments’ facility built into the
scheme.
Liquidity
Loans can be raised on the sole security of a policy which has acquired loan
value. Besides, a life insurance policy is also generally accepted as security for even a
commercial loan.
Tax Relief
Tax relief in income tax and wealth tax is available for amounts paid by way
of premium for life insurance subject to income tax rates in force. Assesses can avail
themselves of provisions in the law for tax relief. In such cases the assured in effect
pays a lower premium for his insurance than he would have to pay otherwise.
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Money When You Need It
A suitable insurance plan or a combination of different plans can be taken out
to meet specific needs that are likely to arise in future, such as children’s education,
start in life or marriage provision or even periodical needs for cash over a stretch of
time. Alternatively, policy money can be so arranged to be made available at the time
of one’s retirement from service to be used for any specific purpose, such as for the
purchase of a house or for other investments. Subject to certain conditions, loans are
granted to policyholders for house building or for purchase of flats.
Tax Savings Through Insurance
Insurance is generally purchased for tax saving which may be or bane for the
insurance sector. Tax planning is affected by the choice of the insurance product.
Insurance is one of the investment options which privies income tax exemptions are
rebates per the income tax act, 1961. some of the sections under which tax relates and
exemptions can be availed are sec 88, sec 80D, sec 80 DDA, sec 80CCA(I) sec10D.
This act makes no difference between private and public sector insurance
companies. Hence, tax benefits can be availed by purchasing polices from either comp
anies.
As a government-owned behemoth, Life Insurance Corporation managed to
stay ahead of the competition when the sector was thrown open - but only with some
painful changes
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BENEFITS OF BECOMING AN LIC EMPLOYEE
Rewarding Career
A LIC employee help people realize their dreams by fulfilling their financial goals.
The difference they make to their lives is more rewarding and satisfying than they
could ever imagine.
A Successful Team
An LIC employee is part of the country's finest team of life insurance.
Attractive Remuneration
LIC offers one of the best remuneration systems in the industry that not only takes
care of current earnings, but also guarantees earnings for the future.
Independence and Financial Strength
An LIC employee is working under an independent semi-government corporation.LIC
offers unmatched financial strength and solidity.
World-Class Training
LIC provide best-in-class training systems, conducted by qualified in-house training
personnel.
Infrastructure Support
LIC has invested in creating a state-of-the-art infrastructure at each of the Branch
Offices. It has access to the necessary tools, technology and people support that will
enable to build a profitable long-term business.
Full Range Of Products And Services
LIC offers 832 policies and services
29
Sales And Marketing Support
LIC support innovative sales and marketing tools. The Sales, Promotions and
Marketing collaterals take business to new heights
CHAPTER II
REVIEW OF LITERATURE
In this chapter the researcher presents the gleanings done on the topic quality
of work life from literary works.
Vijayakumar. A, in his book, Indian Insurance sector in 21 st century an
outlook says, the Human resource policies and practices of organizations in general
offer guidance in management of human resources in the organization and play a vital
role in enabling employees to balance their work and life. A balanced life is one
where people spread their energy and effort, emotional, intellectual, imaginative,
Spiritual, and Physical between key areas of importance. The neglect of one or more
areas or anchor points may threaten the vitality of the whole. The human resource
function has to cater to the well-being of employees in order to ensure productivity
and organizational growth. In India, especially in insurance sector, the HR policies
and practices that directly impact work life balance of employees like flexible timing,
child care, and use of IT like video conferencing to reduce travel, leave time etc., are
yet to be introduced. Work life balance in insurance sector is seen only at a personal
level and still it needs to be accepted to be an organizational problem.
Employees require leadership quality.Theodor Johnson Tonsing (2005)
while speaking of contemporary leadership conveys the leadership theory into direct
practice for the individual for every employee is a leader of his domain. He integrates
30
the following: The difference between management and leadership; Influence and
persuasion; Leadership styles and conditional analysis; Creating a compelling vision;
Hard-hitting mission statements and mission alignment; Enabling strategies for top
performing teams; Empowerment as a means of delegation; The concept, theory and
application of motivation in the business environment
Value plays an essential role in quality of work life. Buffet’s(2005) stubborn
adherence to the time honored fundamentals of value investing is worth blended in
work life to have a quality work life. He suggests 24 primary ideas that he followed
from day one that include: Choose simplicity over complexity; Make your own
investment decisions; be patient; view stocks as business, not pieces of paper. Practice
inactivity, not hyperactivity; View downturns as buying opportunities; Practice
independent thinking; Ignore stock market forecasts; Be fearful when others, are
greedy, and greedy when others are fearful; Avoid the costly mistakes of others.
N D Kapoor states, (2003) a corporate which is the aggregate consists of a
group of persons contemporaneously associated so that they form a single person. It is
implicit that integration of the individuals are essential to make one body of the
whole. Quality of work life in this situation demands unity without breaking the
uniqueness, individual space of the employees.
SubrotoBagchi (2009) in maintaining a quality work life explains how to
conduct one’s career with both intelligence and integrity. He affirms that quality of
work life lies in professionalism with an inspirational capacity to serve with total
integrity – a central attribute of the most important change-makers of our time.
Rajendra Pal and J.S. Korlahalli (2009) while talking of the essentials of
communication say a quality work life of an employee very much depends on his
31
effectiveness of communication as: oral communication, non-verbal, written,
electronic and intercultural communication.
E.H.McGrath, S.J. (2012) in his book Basic Managerial skill for all, gives
practical suggestions on making a quality work life. He speaks of exhaustive set of
skills that is absolutely critical for any individual to successfully manage a quality
work life in general and his profession in particular. He speaks of quality work life in
terms of; How to read; How to write; How to Learn; How to speak; How to Listen;
How to become the real You; How to run a meeting; and How to teach and train.,etc.
His suggestions to maintain quality work life is practical. A three need presentation
of him for a human person is To be engaged in something meaningful; To be engaged
with others in something meaningful; to keep on growing, learning.
Skinner and Pecock (2008) states, ‘life’ activities outside the domain of paid
work include family, friends and community, thus, subsuming ‘family’ issues. The
term ‘balance’ too, lends itself to a variety of meanings.
Steven L. Sauter, states that recent studies show that "the workplace has
become the single greatest source of stress". Although some employers believe that
workers should reduce their own stress by simplifying their lives and making a better
effort to care for their health, most experts feel that the chief responsibility for
reducing stress should be management. Work-life conflict is not gender-specific.
(Charlesworth et al, 2002; Rajadhyaksha and Bhatnagar, 2000) states, the
stereotype of the male breadwinner is no longer relevant as more and more women are
venturing out to work and support the family. With workplaces becoming more
gender balanced (Bardeol et al, 2000) speaks of the ‘degendered’ workplace, ‘equally
cohabited by men and women’ (Zetlin and Whitehouse, 1998), is exploring
32
Work/life Balance and Work/life Conflict as conditions equally applicable to both
men and women.
(Frone, Russell, and Cooper, 1992) researched on work/life conflict has
reported the variable has influencing job satisfaction, turnover, organization
commitment and absenteeism thus, making it a much investigated and relevant topic
for behavioural research. The term has three vital components – ‘work’, ‘life’ and
‘balance’. In simple terms, “work” is normally conceived of in this context as
including paid employment while “life” includes activities outside work.
Clark (2000) defines balance as “satisfaction and good functioning at work
and at home with a minimum of role conflict”. A simplistic definition of balance may
be, “sufficient time to meet commitments at both home and work”.
2010 National HealthInterview Survey Occupational Health Supplement
data states that, 16% of U.S. workers reported difficulty balancing work and family.
Imbalance was more prevalent among workers aged 30–44 (19%) compared with
other age groups.
The World Health Organization (WHO) estimates that stress costs
American businesses $300 billion a year; and a Workplace Survey done by the
American Psychological Association reported that many Americans suffer from
chronic work-related stress.
According to the Center for American Progress, 90 percent of working
mothers and 95 percent of working fathers report work-family conflict. However,
because of the social norms surrounding each gender role, and how the organization
views its ideal worker, men and women handle the work-life balance differently.
33
Greenhaus and Beutell (1985), state ‘work/life is out of kilter when the
pressures from one role make it difficult to comply with the demands of the other
leading to work/life conflict.’ Defined as ‘a form of inter-role conflict’ wherein
pressures from the work and family domain are mutually incompatible (Frone, 2003).
Ahmad, (1996) states, among the factors affecting work/life balance,
excessive time spent at work, schedule conflicts and fatigue. According to, perceived
effects of job demands, participation in home duties, relationship with spouse and
involvement in social activities.
Bedeian et al, (1988), states that ambiguity about norms, overload of role
obligations, low rewards for role conformity (Duxbury (1991) and Higgins, (1992)
says, structural and emotional interference Jackson et al, (1985) speaks of role
overload, job/person conflict, job/family conflict and family/job conflict Wiley,
(1987) were identified.
Literature studies on theories on motivation of work life give a better clarity
on an individual’s work life
Suggested by Leon Festinger, cognitive dissonance occurs when an
individual experiences some degree of discomfort resulting from an inconsistency
between two cognitions: their views on the world around them, and their own
personal feelings and actions.
B. F. Skinner believed in the idea that the best way to fully understand an
individual's behavior is to investigate the causes of an action and its consequences.
Operant conditioning, the theory which Skinner is well-known for, is a method of
learning that occurs through rewards and punishments for behavior. Incentive theory
34
is especially supported by Skinner in his philosophy of Radical behaviorism, meaning
that a person's actions always has social ramifications: and if actions are positively
received people are more likely to act in this manner, or if negatively received people
are less likely to act in this manner.
Psychologists David C. McClelland and John W. Atkinson argued that
motivation should be unconscious. They refined measures of motivation by means of
content analysis of imaginative thought using, for example, the Thematic
Apperception Test.'
Professor Steven Reiss has proposed a theory that found 16 basic desires that
guide nearly all human behavior. Intrinsic motivation is the tendency to find
challenges, to push to find out for more, explore, and learn as much as possible. It is
about reaching the most possible potential as a human being.
The 16 basic desires that motivate our actions and define our personalities are:
• Acceptance, the need for approval
• Curiosity, the need to learn
• Eating, the need for food
• Family, the need to raise children
• Honor, the need to be loyal to the traditional values of one's clan/ethnic group
• Idealism, the need for social justice
• Independence, the need for individuality
• Order, the need for organized, stable, predictable environments
35
• Physical activity, the need for exercise
• Power, the need for influence of will
• Romance, the need for sex and for beauty
• Saving, the need to collect
• Social contact, the need for friends (peer relationships)
• Social status, the need for social standing/importance
• Tranquility, the need to be safe
• Vengeance, the need to strike back and to compete
The job characteristics Model (JCM), as designed by Hackman and Oldham
attempts to use job design to improve employee motivation. They show that any job
can be described in terms of five key job characteristics:
1. Skill Variety - the degree to which the job requires the use of different skills
and talents
2. Task Identity - the degree to which the job has contributed to a clearly
identifiable larger project
3. Task Significance - the degree to which the job has an impact on the lives or
work of other people
4. Autonomy - the degree to which the worker has independence, freedom and
discretion in carrying out the job
36
5. Task Feedback - the degree to which the worker is provided with clear,
specific, detailed, actionable information about the effectiveness of his or her job
performance
Frone et al, (1992) states, Work/life Conflict has traditionally been measured
uni-directionally (Greenhaus and Beutell, 1985). However, the researchers have now
started recognizing Work/life Conflict as a bi-directional concept viz. work
interference with family and family interference with work.
As Jeffrey Pfeffer states: "Time spent on the quest for power and status is
time you cannot spend on other things, such as … family…The price seems to be
particularly severe for women". Work life balance should be maintained for an
efficient and effective life.
A Workplace Survey done by the American Psychological Association
reported that the effects of our increasingly 24/7 work environments have gotten so
bad that 38 percent of employees in one survey said they can't stop thinking about
problems related to emotional, health, financial, and job concerns.
Kathleen Gerson, Sociologist, states that, young people are searching for new
ways to define care that do not force them to choose between spending time with their
children and earning an income" and "are looking for definition of personal identity
that do not pit their own development against creating committed ties to others.
Psychologist Robert Brooks, PhD, co-author of The Power of Resilience:
Achieving Balance, Confidence, and Personal Strength in Your Life says, "A lot of
people are having a more difficult time finding balance in their lives because there
37
have been cutbacks or layoffs where they work. They're afraid it may happen to them,
so they're putting in more hours," says. He suggests 5 ways for a better work-life
balance is as follows, 1. Build downtime into your schedule. 2. Drop activities that
sap your time or energy. 3. Rethink your errands. 4. Get moving. 5. Remember that a
little relaxation goes a long way.
Quality of work life is approached as an alternative to the control approach of
managing people. Qowl treats employee as ‘assets’ than ‘costs’. This approach aims
at satisfying financial, social and psychological needs.
Elaine Yarborough (1985, P 55-63) says, we have an orchestra inside
ourselves. We need to learn to play all of the instruments rather than just a few; and
we need to be able to conduct, to allow all the different parts of one to play as one
whole. Many parts of ourselves have never been used, or lie hidden, unable to be
tapped. But other parts are denied, avoided, pushed deep down into the unconscious
and repressed. It is these denied aspects of us that pose the greatest danger to the
development of leadership capacity within oneself.
Robert Johnson (1991) Denote those parts of oneself which one denies as
shadows. The shadow is that part of us we fail to see or know… we all are born whole
and, let us hope, will die whole. But somewhere early on our way, we eat one of the
wonderful fruits of the tree of knowledge, things separate into good and evil and we
begin the shadow making process, we divide our lives.
In the cultural process we sort out our God-given characteristics into those that
are acceptable to society and those that have to be put away. This is wonderful and
necessary, a there would be no civilized behavior without this sorting out of good and
evil. But the refused and acceptable characteristics into those that have to be put
38
away. This is wonderful and necessary, and there would be no civilized behavior
without this sorting out of good and evil. But the refused and unacceptable
characteristics do not go away; they only collect in the dark corners of one’s
personality.
When they have been hidden long enough, they take on a life of their own-the
shadow life. The shadow is that which has not entered adequately into consciousness.
It is the despised quarter of our being. It is often has an energy potential nearly as
great as our ego’. Second, and simultaneously, the shadow takes on a life of its own.
That which is repressed ends up by being unconsciously projected on to things and
particularly people in the outside world. The link between work-life balance and self-
knowledge calls us to re-examine that denial of the inner life.
Camus, (1983) says ‘When one has no character one has to apply a method’.
Work Life modalities relate to giving meaning (Holding the organization) and
mobilizing (or breaking boundaries) in the early phase of birth and growth, structure
is the least important element. The organization runs the danger of becoming
inflexible and getting stuck. Style is no substitute for substance.
CONCLUSION
Studying the complications of work life, the researcher investigates on the work life
literature survey revealed that work life in a Indian context to a public sector
employee as an area of research have not received attention, to fill the gap the present
study was undertaken. Secondary and primary data collections method was used for
the study.
39
CHAPTER III
REASERCH METHODOLOGY
The purpose of the research methodology is to describe the research
procedure. This includes the overall research design, the sampling procedure, the data
collection method, field method and analysis procedures. This section is important
because it is hard to discuss methodology without using technical terms. Yet, most of
the readers for the report will not understand the technical language.
 Research Design
 Sampling Technique
 Data Collection
THE RESEARCH PROCESS - A SHORT OVERVIEW
This chapter describes the research methodology used in the study. The
hypotheses, research design, population and sampling used in the study will be
presented. The two instruments used for data collection, will be described in detail. A
description of the data analysis and statistical techniques utilized in the study will be
provided. Finally, this chapter highlights the quality of work life considerations that
needed to be taken into account. The study is aimed at investigating the relationship
40
between work environment and work life in Life Insurance Corporation at Chennai
Perambur II divisional branch.
RESEARCH DESIGN
A Research design is the specification of methods and procedures for
acquiring the information needed to structure or to solve problems. It is the overall
operational pattern of framework of the project that stipulates procedures. A research
design is therefore defined as, “A plan, structure and strategy of investigation
conceived so as to obtain answers to research question and control variance.”
QUANTITATIVE AND QUALITATIVE RESEARCH
Research methodology is often divided into the quantitative and qualitative
research. Both of these types of research are considered in research design, data
collection, analysis, and reporting. As mentioned before, the quantitative method
allows the measurement of relationships between variables in a systematic and
statistical way and is therefore best suited for the positivistic researcher. The
qualitative method, on the other hand, is most appropriate for the hermeneutic
researcher in order to gain a deeper understanding of a special research problem.
According to Bickman and Rog (1997), a researcher has to find the tools
which best fit the research questions, context, and resources at hand. Thereby,
multiple tools are often needed to research a topic thoroughly and to provide results
that can be used. Cassell and Symon (1995) pointed out that a combination of
quantitative and qualitative methods in the same study is called the pragmatic view.
41
That means tools that are available and appropriate to best serve the research problem
should be used. Furthermore, Gordon and Langmaid (1988) argued that the results of
quantitative and/or qualitative research might permit various interpretations. In other
words, there is no 'right way' or 'only way' to interpret the findings of the research.
The quantitative research approach focuses on questions such as "How
many?" and "How often?” which is easily processed in the form of numbers. In other
words, the collected material can be expressed and analysed in numbers. However,
according to Gordon and Langmaid (1988), the quantitative research holds not only
the advantage of statistical and numerical measurement, but also the advantages of
sub-group sampling or comparisons. Moreover, the quantitative research offers the
possibility to repeat the survey in the future and to compare the results.
Qualitative research on the other hand tends to answer questions such as
"What?", "Why?" or "How?” Data is gathered in the form of words rather than
numbers. In other words, the collected data cannot be analysed and interpreted in
numbers. According to Gordon and Langmaid (1988), the qualitative research permits
the use of various techniques in order to gather data. In addition, the qualitative
research has the advantages to be open-ended, dynamic, and flexible. It focuses on the
depth of understanding, and considers a broader and deeper database. The individual's
creativity is used and rationalised, and superficial responses are penetrated. This
research approach is, according to Gordon and Langmaid (1998), concerned with
understanding things rather than with measuring them.
The combination of several methods allows the researcher to consider the
units under study from several directions and to enhance the understanding (Jick,
1979). The methodology employed in the research consisted of a Multi-level
42
questionnaire and the use of sample interviews. For instance, the questionnaire
gathers only data about issues, which are a part of it, and may neglect other important
things. This weakness might be compensated by the use of interviews additionally to
the mail questionnaire. The use of observations was not considered since the extent to
which an individual perceives satisfaction with his/her job features as well as the
importance, which is attached to certain job features by this person, may be difficult
to observe, particularly, in such a short time span that was available to accomplish
this study.
A Schematic Representation of the Research Design Employed
DATA COLLECTED
FROM LIC
EMPLOYEES
DATA TESTED WITH

PERCENTAGE
ANALYSIS,
WEIGHTED
AVERAGE, AND CHI
SQUARE.
ANALYSED
AND
RESULTS
DISCUSSED
43
DATA COLLECTION
Tools for Data Collection
The following tools were used for data collection
Questionnaire
The questionnaire about Quality of work life in LIC Perambur divisional
branch was created based on the knowledge of the theoretical research. Thereby,
several decisions such as the form of the questions, the language used in the
questionnaire, as well as the procedure in performing the questionnaire had made. The
questionnaire was tested. After collecting the questionnaires editing and analyzing the
data was done.
These results were used for carrying out interviews with several employees in
order to get a deeper understanding of the questionnaire results. After carrying out the
interviews, a period of writing down the results of the questionnaire and interviews in
connection with the theoretical framework followed. During the entire time between
determining the methodology and the end of writing down the analysis the frames of
reference was created. Finally, the research report was completed by adding the
conclusion and the closing comments.
44
Interviews
After analyzing the questionnaire results by using the mean, personal
interviews were conducted with few employees. The interviewees differed in the age,
gender, marital status, position, work area, and years in the company. In other words,
almost all individual characteristics as well as the respective subgroups were covered
by the sample. It has to be mentioned that all interviewees may be associated to the
group of white-collar workers. However, two persons had been working several years
as blue-collars before they became white-collar workers.
The interviews were performed to gain a deeper knowledge of the results
received by the questionnaire respondents. Those results were presented in diagrams.
The interviews were structured in order to ensure the objectivity of the research, and
open-ended questions were used. Moreover, all interviews lasting between 60 and 90
minutes were conducted in Tamil the local language. During the interviews a tape
recorder was used in order to be able to give undivided attention to the respondents
and their answers.
SAMPLING TECHNIQUE
The first step in doing this research was the formulation of the problem and the
creation of the research questions. Thereafter, the methodology which would best fit
the problem under research was planned. After that, Secondary and primary data
collections method were used for the study.
Hypothesis Testing
45
A statistical hypothesis is an assumption about the population being sampled.
There are two types of hypothesis. Null Hypothesis (H o) and Alternative Hypothesis
(H1)
Null Hypothesis
A Null hypothesis is a claim or statement about a population parameter that is
assumed to be true.
Alternative Hypothesis
An Alternative Hypothesis is a claim or a statement about a population
parameter that is true if null hypothesis is false.
A test of hypothesis is simply a rule by which a hypothesis is either accepted
or rejected.
Such a rule is usually based on sample statistics called test statistics.
Shape of Sampling Distribution
The shape of the sampling distribution depends on whether the samples are drawn
from normal population or non-normal population.
Population: A large group of data or a large number of measurements is called
population.
Sample: A sub set of data taken from large population or process is a sample.
Random Samples: If each item in the population has an equal opportunity of being
selected, it is called a random sample. The definition is applicable for both infinite
46
and finite population. A random sample of size is if selected will be independently
and identically distributed.
Population Parameters
The population parameters for mean and standard deviation are denoted by µ and ϭ
respectively. The value of population parameter is always constant. That is, for any
population data set, there is only one value of µ and ϭ.
ITEM GENERATION
The study focuses on understanding the work/life related issues for working
professionals in LIC. Thus, focused group discussions were held with conveniently
chosen employees on Quality of Work/Life employees working in Chennai, Perambur
II Divisional Branch. The discussions lasted for an average of 60 minutes and yielded
a list of about 100 variables which were thought to impact Quality of Work/Life. This
list was subjected to further screening and refinement through in-depth discussions
with Human Resource practitioners, project guide and industry experts and an item
pool of 10 items was constructed, constituting the WL dimensions. A posteriori the
choice of factors seemed pretty similar to those proposed in writings on Work/Life.
Sampling
As the population of professionals is infinite, purposeful sampling (Yin 1994) was
used. The study was conducted in North Chennai and the sample was drawn Perambur
II Divisional Branch. A deliberate attempt was made to represent different age groups
as also to include respondents from different vocations, so as to reduce systematic
47
bias in sampling, the other aim being to enhance the generalizability of results
(Young, 1993).
A total of 200 questionnaires were personally administered and these were found fit
for analysis as they were complete in all respects. A master chart prepared and fed
into Excel sheets. It was further prepared for analysis by coding and analysed using
SPSS 19.0.
CHAPTER IV
DATA ANAYSIS AND INTERPRETATION
PERCENTAGE ANALYSIS
Methodology Description
Percentage Analysis Method Overview
Introduction
Percentage analysis helps to evaluate and compare variables. Percentage
analysis consists of reducing a series of related amounts to a series of percentages of
a given base. All items in an income statement are frequently expressed as a
percentage of sales or sometimes as a percentage of cost of goods sold. A balance
sheet may be analyzed on the basis of total assets. This analysis facilitates
comparison and is helpful in evaluating the relative size of items or the relative
48
change in items.
4.1. MARITAL STATUS OF RESPONDENTS
Cumulative
Options
Frequency Percent Valid Percent Percent
Valid MARRIED 190 95.0 95.0 95.0
UNMARRIED 10 5.0 5.0 100.0
Total 200 100.0 100.0
SOURCE: Primary data compiled
49
4.1. MARITAL STATUS
MARRIED UNMARED
5%
95%
INTERPRETATION
95% of the respondents are married.
5%of the respondents are not married
50
4.2. GENDER OF RESPONDENTS
Cumulative
Options
Valid Female 118 59.0 59.0 59.0
Male 82 41.0 41.0 100.0
Total 200 100.0 100.0
4.2. GENDER
FEMALE MALE
41%
59%
INTERPRETATION
59% of the respondents are female.
41% of the respondents are male
51
4.3. EXPERIENCE OF RESPONDENTS
Cumulative
Options
Valid 10 10 5.0 5.0 5.0
12 5 2.5 2.5 7.5
13 5 2.5 2.5 10.0
14 2 1.0 1.0 11.0
15 25 12.5 12.5 23.5
16 3 1.5 1.5 25.0
17 4 2.0 2.0 27.0
18 6 3.0 3.0 30.0
19 4 2.0 2.0 32.0
20 10 5.0 5.0 37.0
21 2 1.0 1.0 38.0
22 1 .5 .5 38.5
23 6 3.0 3.0 41.5
24 8 4.0 4.0 45.5
25 17 8.5 8.5 54.0
26 1 .5 .5 54.5
27 12 6.0 6.0 60.5
28 10 5.0 5.0 65.5
29 11 5.5 5.5 71.0
3 4 2.0 2.0 73.0
30 2 1.0 1.0 74.0
32 1 .5 .5 74.5
33 1 .5 .5 75.0
34 4 2.0 2.0 77.0
52
35 1 .5 .5 77.5
4 2 1.0 1.0 78.5
5 10 5.0 5.0 83.5
6 4 2.0 2.0 85.5
7 13 6.5 6.5 92.0
8 13 6.5 6.5 98.5
9 3 1.5 1.5 100.0
Total 200 100.0 100.0
4.3. EXPERIENCE
10 12 13 14 15 16 17 18 19 20 21 22 23 24 25
26 27 28 29 3 30 32 33 34 35 4 5 6 7 8 9
2%
7% 5% 3%
3%
1%
7%
2%
13%
1% 5%
1%
2%
1% 2%
1% 2%
1% 3%
2% 6%
2%
5%
5%
3%
6% 1%
4% 1%
9%
1%
INTERPRETATION
This table denotes the respondent’s number of years of experience.
53
4.4 ADEQUATE AND FAIR COMPENSATION
Cumulative
Options
Valid No 8 4.0 4.0 4.0
YES 192 96.0 96.0 100.0
Total 200 100.0 100.0
54
4.4. ADEQUATE AND FAIR COMPENSATION
YES NO
4%
96%
INTERPRETATION
96% of the respondents have stated that they are satisfied with the salary
received by them.
4% of the respondents have stated that they are not satisfied with the
present salary received by them.
55
4.5 SAFE AND HEALTHY WORKING CONDITION
Cumulative
Options
Valid No Comments 10 5.0 5.0 5.0
No 76 38.0 38.0 43.0
Yes 114 57.0 57.0 100.0
Total 200 100.0 100.0
56
4.5. SAFE AND HEALTHY WORKING CONDITION
YES NO NO COMMENTS
5%
38%
57%
INTERPRETATION:
57% of the respondents have stated that they are satisfied with the safe and
Healthy working conditions of their work place.
38% of the respondents have stated that they are not satisfied with the safe and
healthy condition of their work place.
5% of the respondents have stated that they are not sure.
4.6 OPPORTUNITIES FOR DEVELOPMENT
57
Cumulative
Options
No 32 16.0 16.0 31.0
Yes 138 69.0 69.0 100.0
Total 200 100.0 100.0
58
4.6. OPPORTUNITIES FOR DEVELOPMENT
YES NO NO COMMENTS
15%
16%
69%
INTERPRETATION :
69% of the respondents have stated that they are satisfied with the opportunities for
development in the organization.
16% of the respondents have stated that they are not satisfied with the opportunities for
development in the organization.
15% of the respondents were not sure.
59
4.7 OPPORTUNITIES FOR GROWTH
Cumulative
Options
No 58 29.0 29.0 33.0
Yes 134 67.0 67.0 100.0
Total 200 100.0 100.0
4.7. OPPORTUNITIES OF GROWTH

YES NO NO COMMENTS
4%
29%
67%
60
INTERPRETATION
67% of the respondents have stated that they are satisfied with the opportunities of
growth in the organization.
29% of the respondents have stated that they are not satisfied with the opportunities of
growth.
4% of the respondents were not sure.
4.8 SOCIAL INTEGRATION
Cumulative
Options
No 48 24.0 24.0 38.0
Yes 124 62.0 62.0 100.0
Total 200 100.0 100.0
61
4.8. SOCIAL INTEGRATION
YES NO NO COMMENTS
14%
24%
62%
INTERPRETATION
62% of the respondents have stated that there is social integration free communication
in the work place.
24% of the respondents have stated that there is no social integration in the work place.
62
4.9 INTERPERSONAL RELATIONSHIPS
Cumulative
Options
No 44 22.0 22.0 24.0
Yes 152 76.0 76.0 100.0
Total 200 100.0 100.0
63
4.9. INTERPERSONAL RELATIONSHIPS
YES NO NO COMMENTS
2%
22%
76%
INTERPRETATION
76% of the respondents have stated that there are cordial interpersonal relationships in
the organization.
22% of the respondents have stated that there is no cordial relationship in the
organisation.
64
4.10 WORK AND LIFE SPACE
Cumulative
Options
No 88 44.0 44.0 55.0
Yes 90 45.0 45.0 100.0
Total 200 100.0 100.0
65
4.10. WORK AND LIFE SPACE
YES NO NO COMMENTS
11%
45%
44%
INTERPRETATION :
45% of the respondents have stated that there is work and life space in the
organization.
44% of the respondents have stated that there is no work and life space in the
organization.
4.11 SOCIAL RELEVANCE AND WORKING LIFE
66
Cumulative
Options
Valid No 10 5.0 5.0 5.0
Yes 190 95.0 95.0 100.0
Total 200 100.0 100.0
4.11. SOCIAL RELEVANCE AND WORKING LIFE

YES NO
5%
95%
67
INTERPRETATION
95% of the respondents have stated that there is social relevance and working life i.e.,
their job gives them a status in the society.
5% of the respondents have stated that there is no social relevance and working life i.e.,
their job does not give them a status in the society.
4.12 WORK LIFE AND BALANCE
Cumulative
Options
No 114 57.0 57.0 59.0
Yes 82 41.0 41.0 100.0
Total 200 100.0 100.0
68
4.12. WORK LIFE BALANCE
YES NO NO COMMENTS
2%
41%
57%
INTERPRETATION
41% of the respondents have stated that they have work life and balance.
57% of the respondents have stated that they have no work life balance.
69
4.13 JOB SECURITY
Cumulative
Options
No 4 2.0 2.0 3.0
Yes 194 97.0 97.0 100.0
Total 200 100.0 100.0
70
4.13. JOB SECURITY
YES NO NO COMMENTS
2% 1%
97%
INTERPRETATION
97% of the respondents have stated that they have job security.
2% of the respondents have stated that they have no job security.
71
4.14 HIGH MOTIVATING FACTOR
Valid Cumulative
Options
Frequency Percent Percent Percent
Valid Being Creative in 68 34.0 34.0 34.0
Work
Enjoy Working 86 43.0 43.0 77.0
with other People
No Comments 14 7.0 7.0 84.0
Power to Control, 32 16.0 16.0 100.0
Make Decisions
Total 200 100.0 100.0
72
4.14. HIGH MOTIVATING FACTOR
BEING CREATIVE IN WORK WORKING WITH OTHER PEOPLE
POWER TO CONTROL,DECIDE NO COMMENTS
1%
8%
40%
51%
INTERPRETATION
34% of the respondents have stated that being creative in their day-to-day work
motivates them the most.
43% of the respondents have stated that working with other people motivates them the
most.
16% of the respondents have stated that power to control others and make decisions
motivates them the most.
7% of the respondents are not sure.
73
WEIGHTED AVERAGE METHOD (percentage value)
Weighted Average Method Overview
The weighted average method is used to assign the average value to a variable.
Weighted average valuing is commonly used in situations where:
 Variables are so intermingled that it is impossible to assign a specific value to
an individual variable.
 The value system is not sufficiently sophisticated to track variable layers.
 Variables are so identical to each other that there is no way to assign a value to
an individual value.
RANKING THE VARIABLE VALUE
Rank I (YES) II (No) III (NO COMMENTS)

Weigh 3 (610) 2 (241) 1 (54)
74
4.16. CALCULATION OF WEIGHTED AVERAGE
Option 1 2 3 Total Weight Rank

Adequate 96*3=28 4*2=8 - 296/6 49.3 I
Compensation 8
Safe and Healthy 57*3=17 38*2=76 5*1=5 152/6 42 VII
working Condition 1
Opportunities for 69*3=20 16*2=32 15*1=1 254/6 42.3 VI
Development 7 5
Opportunities for 67*3=20 29*2=58 4*1=4 263/6 43.8 V
Growth 1
Social Integration 62*3=18 24*2=48 14*1=1 248/6 41.3 VIII
6 4
Interpersonal 76*3=22 22*2=44 2*1=2 274/6 45.6 IV
Relationship 8
Work and Life Space 45*3=13 44*2=88 11*1=1 234/6 39 x
5 1
Social Relevance and 95*3=28 5*2=10 - 295/6 49.16 II
Working Life 5
Work life balance 41*3=12 57*2=114 2*1=2 239/6 39.8 IX
3
Job Security 97*3=29 2*2=4 1*1=1 294/6 49 III
FINDINGS
75
From the above table it is found that
1st first factor is adequate compensation
2nd Preference goes to Social Relevance and working life
3rd preference goes to Job Security
4th preference goes to Interpersonal relationships
5th preference goes to opportunities for growth
6th preference goes to opportunities for development
7th preference goes to safe and healthy working condition
8th preference goes to Social Integration
9th preference goes to work life balance
10th preference goes to work and life space
INFERENCE
It is inferred that respondents are not satisfied of the safe and healthy working
condition, Social Integration, work life balance and work life space.
CHI-SQUARED TEST
76
Chi-Squared Test
A chi-squared test, also referred to as test (or chi-square test), is
any statistical hypothesis test in which the sampling distribution of the test statistic is
a chi-squared distribution when the null hypothesis is true. Also considered a chi-
squared test is a test in which this is asymptotically true, meaning that the sampling
distribution (if the null hypothesis is true) can be made to approximate a chi-squared
distribution as closely as desired by making the sample size large enough. The chi-
squared (I) test is used to determine whether there is a significant difference between
the expected frequencies and the observed frequencies in one or more categories.
Does the number of individuals or objects that fall in each category differ
significantly from the number one would expect? Is this difference between the
expected and observed due to sampling variation, or is it a real difference?
CHI – SQUARED TEST I
77
Questions Compared
Comparison between Question No. 2 and Question No. 9
2. Safe and healthy working condition Yes No No
(Sanitation/Refreshment-canteen/Infrastructure/ Comments
safety etc.,) 114 76 10
Working conditions of the working place is safe
and healthy
9. Work Life and Life balance
I have a sensible integration of job, career, family 82 114 4
life and leisure time
Null hypothesis: There is no significant relationship between safe and healthy
working condition and work life balance
Alternative Hypothesis: There is significant relationship between safe and healthy
working condition and work life balance
Observed Frequency
Response Safe and healthy Work life Balance Total
78
working condition (8)
(2)
Yes 114 82 196
No 76 114 190
No Comments 10 4 14
Total 200 200 400
Expected Frequency
Response Safe and Healthy Work life balance Total
Working (8)
Conditions (2)
Yes 200*196/400=98 200*196/400=98 196
No 200*190/400=95 200*190/400=95 190
No Comments 200*14/400=7 200*14/400=7 14
Total 200 200 400
Computation of π2
Observed Expected (O-E) (O-E)² (O-E)²/E
Frequency (O) Frequency (E)

114 98 16 256 2.61
76 95 -19 361 3.8
10 7 3 9 1.28
82 98 -16 256 2.61
114 95 19 361 3.8
4 7 -3 9 1.28
79
Calculation
X = 15.38
π² = E (O-E) ²/E =15.38
Calculated Value of π² is 15.38
Degree of freedom = 1
Level of Significance ∂ = 5 %
Table value of π² at 5% Level of significance and 1 degree of freedom is 9.49
Inference: When the calculated value in greater than the table value the hypothesis is
rejected. So, the null hypothesis that there is no significant relationship between safe
and healthy working condition and work life balance is rejected.
The Alternative hypothesis that there is significant relationship between safe and
healthy working condition and work life balance is accepted.
80
CHI – SQUARED TEST 2
Questions Compared
4. Opportunities for growth Yes No No
I have opportunities to advance in the organizational job Comments
ladder.
134 58 8
7. Work and Life Space (fostering personal 90 88 22
81
identity)
My organization believe that there is ‘one best for every
one’
Null hypothesis: There is no significant relationship between Opportunities for
growth and work life space
Alternative Hypothesis: There is significant relationship between Opportunities for
growth and work life space.
Observed Frequency
Responses Opportunity for Work life Space Total
growth (4) (7)

Yes 134 90 224
No 58 88 146
No Comments 8 22 30
Total 200 200 400
Expected Frequency
Responses Opportunity for Work life Space (7) Total
growth (4)
Yes 200*224/400=112 200*224/400=112 224
82
No 200*146/400=73 200*146/400=73 146
No comments 200*30/400=15 200*30/400=15 30
Total 200 200 400
Computation of π2

134 112 22 484 4.32
58 73 -15 225 3.08
8 15 -7 49 3.26
90 112 -22 484 4.32
88 73 15 225 3.08
22 15 7 49 3.26
21.32
Calculation
X = 21.32
π² = E (O-E)²/E =21.32
83
Total value of π² at 5% Level of significance and degree of freedom is 9.49
Inference: When the calculated value is greater than table value the null hypothesis is
rejected. So, the null hypothesis that there is no significant relationship between
opportunities for growth and work life space is rejected.
Hence it can be stated that there is significance relationship between
opportunities for growth and work and life space.
84
CHI – SQUARED TEST 3
Questions Compared
7. Work and Life Space (fostering personal Yes No No
identity) Comments
My organization believe that there is ‘one best for
every one’ 90 88 22
10. Job Security
I am satisfied about the Job security concerns in
the organization 194 4 2
Observed Frequency
Responses W.L.S J.S Total

Yes 90 194 284
No 88 4 92
No Comments 22 2 24
Total 200 200 400
85
Expected Frequency
Responses Opportunity for Work life Space (7) Total
growth (4)
Yes 200*284/400=142 200*284/400=142 284
No 200*92/400=46 200*92/400=46 92
No comments 200*24/400=12 200*24/400=12 24
Total 200 200 400
Computation of π2

90 142 -52 2704 19.0
88 46 42 1764 38.3
22 12 10 100 8.33
194 142 52 2704 19.04
4 46 -42 1764 38.3
2 12 -10 100 8.3
131.2
Calculation
X = 131.2
π² = E (O-E)²/E = 131.2
86
Total value of π² at 5% Level of significance and degree of freedom is 9.49
Inference: When the calculated value is greater than table value the null hypothesis is
rejected. So, the null hypothesis that there is no significant relationship between Job
Security is rejected. Hence it can be stated that there is significance relationship
between Job Security and work life space.
CHAPTER V
FINDINGS AND SUGGESSTIONS
FINDINGS
Percentage Analysis
87
 There is adequate compensation for the employees of LIC
96% of the respondents have stated that their present compensation is adequate. The
management may decide the compensation through agreements with the employees
union as a result salaries are fixed for all cadres of employees.
 The highest Majority experiences job security
Majority of the respondents i.e., 97% stated that they experience job security.
 There is Social Relevance and Working Life
95% of the employees agree with the social relevance and working life i.e., their work
life matches the social life that they are leading.
 There is a moderate Interpersonal Relationship
The employees are satisfied about the interpersonal relationship to an agreeable
degree. 76% of the respondents are satisfied about the interpersonal relationship
existing in the work place.
 There is Opportunity for development
69% of the respondents state that the organization facilitates the self-improvement of
the members.
 There is lesser chance for work and Life Space
44% of the respondents feel that the organizations space to recognize the special
talents of the employees i.e., there is ‘one best’ for everyone is negative.
 Lesser Work Life balance
88
57% of the respondents have stated that a sensible integration of job, career, family
life and leisure time is lacking to some extent.
 Need for the betterment of Safe and Healthy Working Condition
38% of the respondents specified that there is inadequacy of safe and healthy working
condition due to unorganized and cluttered work place.
 Attention to improve opportunities for growth is essential
29% of the respondents state that there is lesser possibility for growth within the
organization.
 Social Integration has to be promoted
24% of the respondents feel that there is need to improve social integration in the
Work environment.
Weighted Average Method
It is inferred that respondents are not satisfied of the safe and healthy working
condition, Social Integration, work life balance and work life space.
Chi – Squared Test
There is significance relationship between opportunities for growth and work and life
space.
89
There is significant relationship between safe and healthy working condition and
work life balance is accepted.
There is significance relationship between Job Security and work life space.
SUGGESTIONS
The suggestions are given in two dimensions one from the side of
management and the other from the side of the employee.
1. Fitness Programs
90
 Fitness classes for yoga, high intensity interval and strength training
 Organized office team sports and activities: bowling, softball, group
walks during breaks, bicycling, weekend hikes, etc.
 Provide a secure site for bicycles to encourage cycling among
employees.
2. Healthy Work Place Food Choices
Organisation should realize that their true wealth lies in their employees and
so providing healthy environment for employees should be their primary
objective.
 Cater office lunches by local health food stores providing organic
foods
 Provide organic tea and coffee
 Replace processed food and soda vending machine choices with water,
nuts, dried fruits, and other healthier choices
3. Educational Seminars And Classes
An organization should provide employees with opportunity for
personal/professional development and growth and to prepare them to accept
the responsibilities at higher level.
91
 Offer classes by local chefs on how to prepare healthy meals, preparing
proper food portions, and how to create healthy snacks
4. Mental And Emotional Tune-Ups
 Onsite health clinics offering chiropractic, physical therapy, chair
massage, nutritionists, etc.
 Employee Assistant Program providing confidential access for
employees and their immediate family members to professional
counseling services for short-term help in confronting such personal
challenges as: alcohol and other substance abuse, marital and family
difficulties, financial or legal issues, and emotional distress
 Also provide appropriate referrals to community and private services
for long-term problems.
When the employees feel that the job had trapped them and unable to come up
for air, they have a couple of options. One, consider looking for another job, or at
least taking the steps necessary as ongoing classes, licenses, training, etc., to prepare
oneself for a career change.
LIC is a computerized, financially strong, highest Job providing prestigious
Public Corporation. Being its employee is a bride. Dropping the employment is not a
favourable suggestion. As far as managing ones work - life balance employees can
zone out to mindless entertainment or social media and go to bed feeling frazzled and
anxious… and not surprisingly start off the next day feeling much the same. It's a
vicious cycle. Instead activities one already do can work wonders for calming the
nerves, especially if one make a commitment to doing them on most days of the week.
92
As LIC is a public sector company, the balance of work life can be affected
mostly from the employee’s side through self-induced regulatory programmes.
1. Exercise
Exercise has an antidepressant-like effect on brain while helps to decrease
muscle tension. Exercise guards against the adverse physical effects of stress. During
periods of high stress, those who exercised less frequently had 37 percent more
physical symptoms than those who exercised more often.
2. Spend More Time in Nature
Going outdoors helps to relieve stress naturally, with research showing levels
of the stress hormone cortisol lower in those who live in areas with the greenest space,
as are their self-reported feelings of stress. Even five minutes in nature can help
reduce stress and boost the mood.
3. Focus on Your Breathing
Learning to breathe mindfully can modify and accelerate your body's inherent
self-regulating physiological and bio-energetic mechanisms. These changes are in
large part due to the fact that you're oxygenating your body properly as well as
correcting your internal and energetic balance, and it has a direct impact on your
nervous system.
4. Participate In Activities You Enjoy
Engaging in a hobby gives you crucial time to play and simply enjoy yourself.
A hobby can take your mind off of stress and adds more much-needed fun to your
life.
93
5. Eat Right
Schedule time to eat without rushing, and make sure to maintain optimal gut
health by regularly consuming fermented foods, such as fermented vegetables, or
taking a high-quality probiotic supplement. Plenty of scientific evidence now shows
that nourishing your gut flora with the friendly bacteria within fermented foods or
probiotics is extremely important for proper brain function, including psychological
well-being and mood control.
6. Stay Positive
This is a learned technique that can lead to a more joyful life and likely much
better health, as those who are optimistic have an easier time dealing with stress, and
are more inclined to open themselves up for opportunities to have positive,
regenerative experiences. Try keeping a list of all that you're grateful for and make a
commitment to stop any negative self-talk.
7. Stay Connected
Loneliness can be a major source of stress, so make a point to connect with
those around you – even a quick chat while in line at the grocery store. Work your
way up to volunteering, attending community events, meeting acquaintances for
coffee, or taking a class to meet others with like interests.
8. Take A Break or Meditate
Taking even 10 minutes to sit quietly and shut out the chaos around you can
trigger your relaxation response. Meditating during your breaks can help you to
decrease feelings of stress and anxiety even more.
94
9. Reining In Reactions
A great person can express a negative emotion for the right reason to right
degree at the right time. In extremely high pressure situations, often the best emotion
to express is control. A true professional has a calibrated thermostat which prompts
the degree of reaction and control required in any given situation.
10. Feedback
Read between the lines of summary pick up the whisper of feedback, like the
sound of own breathing. Have maturity and self-confidence not to be settled with
nicety feedback.
11. Being Pro-Active
Pro-active behavior is good to our personal life as well. Someone who is pro-
active at the workplace is more likely to be pro-active with his health, in his
relationships, friends and family.
12. Taking Charge
Power is never seized but generated with confidence. It is done by in the most
dangerous situation by the professionals. Generosity, grace and courtesy become
valuable only when shown to others at the height of your professional courtesy and
humility. A professional actively cultivates respect and understanding for people who
are way below.
13. The Big Picture
95
Only the big picture, the context in which we live and work, makes the facts
relevant. And it is only when we understand and actively look at the big picture, will
we develop into grounded professionals.
14. Doing More By Doing Less
You may have to pay attention to what you read, participate in industry bodies
and interest groups and find never ways to accelerate learning and absorption. Look
for newer sources of learning as much as newer ways to learn.
15. Action- Reflection
Observation of one’s own action, reflection on that action, and the drawing out
of lessons and principles for future action, is perhaps the most important tool of all.
There is a standard procedure for action-reflection. Begin with the experiences
themselves, observe yourself while you are acting, jot down notes to jog the memory
later when you have the chance. Reflect on experiences review the things that
happened and the way you acted, note foreseen and unforeseen consequences, where
plans went awry and where intentions surprised you with success. Find patterns in
what you observe; try to draw principles for future behavior out of those patterns.
Develop your own learning’s and principles.
16. Mentorship And Developmental Counselling
Action-reflection, performed alone, will only take one so far. The danger is
that one’s observations are predetermined by how one sees the world, so that one’s
96
reflections never break out of the mode of thinking that has already been developed. It
helps, then, to have a mentor with whom one can reflect, who can challenge and
confront and provide alternative perspectives. Coupled with developmental
counseling, this can be a powerful tool.
CONCLUSION
Work Life balance today has become a highly debated topic employees,
employers and academicians. Work life balance is more of an art than a science and
97
there are no set rules and guidelines for achieving the same. A lot of unpredictable
factors beyond the individuals control will affect his ability to achieve some sort of
work life balance. The best an individual can do is to have priorities in work and life
and proceed accordingly. This is a highly personal issue.
As LIC is a public sector Corporation its HR policies are well framed but due
to the entrance of Multi-national insurance companies it is facing a lot of competition.
So, there are challenges to maintain their leadership in life insurance sector.
The Researcher cannot suggest major changes are Life Insurance Corporation.
Human Resource Management policies but has offered some suggestions for guiding
the employees to achieve some degree of work life balance. This will motivate the
employees to put in their best performance at work.
QUESTIONNAIRE
A STUDY ON QUALITY OF WORK LIFE IN LIC -PERAMBUR

DIVISIONAL BRANCH
Dear Sir/Madam,
98
I am an M.B.A student of the Mother Teresa Women’s University. As a part of my
final year project work, I am doing a research project on ‘A STUDY ON QUALITY OF
WORK LIFE IN LIC –PERAMBUR II DIVISIONAL BRANCH’.
I would be obliged if you fill in the questionnaire for the study. It will be a great help
for my project work. I promise that the data given by you will be kept confidential and used
for academic purpose only. Please answer all the questions truly and objectively.
About the Topic: QUALITY OF WORK LIFE means different things to different people. J.
Richard and J. Loy define QWL as“The degree to which members of a work organization are
able to satisfy important personnel needs through their experience in the organization.”
Quality of work life improvements are any activity which takes place at every level of an
organization, which seeks greater organizational effectiveness through the enhancement of
human dignity and growth … a process through which the stockholders in the organization
management, unions and employees — learn how to work together better to determine for
themselves what actions, changes and improvements are desirable and workable in order to
achieve the twin and simultaneous goals of an improved quality of life at work for all
members of the organization and greater effectiveness for both the company and the unions.
THANK YOU
M.Theresa M.B.A
QUESTION TEMPLATE ON QUALITY OF WORK LIFE
Personal Data
1. Age :
2. Marital Status : married unmarried
3. Sex : male Female
99
4. Designation :
5. Department :
6. Experience
You are requested tot i c k any one of the following options.
Answer pattern Yes / No / No

Comments
Questions Yes No No
Comments
1. Adequate and fair compensation
I am satisfied with the salary received from the Job
2. Safe and healthy working condition

(Sanitation/Refreshment-canteen/Infrastructure/
safety etc.,)
Working conditions of the working place is safe
and healthy
3. Opportunities for development
The organization facilitates the self-improvement
of the members.
4. Opportunities for growth

I have opportunities to advance in the
organizational job ladder.
5. Social Integration
All the members of the organization have the team
spirit.
6. Constitutionalism(Interpersonal Relationship)
I realize good inter personal relationship among
the employees of organization.
7. Work and Life Space (fostering personal

identity)
My organization believe that there is ‘one best for
every one’
8. Social Relevance and Working Life
My work life matches the social life than I am
leading
100
9. Work Life and Life balance
I have a sensible integration of job, career, family
life and leisure time
10. Job Security
I am satisfied about the Job security concerns in
the organization
Tick that which motivates you the most
 Power to control, make decisions
 Being creative in work
 Enjoy working with other people
Your Suggestions
THANK YOU
FOR YOUR KIND HELP
Date:
Signature:
BIBLIOGRPAHY
1. BagchiSubroto, The Professional Penguin books India Pvt Ltd, New Delhi
(2009)
2. C.B. Gupta, Management Theory & Practice, Sultan Chad & Sons,
Educational Publishers, New Delhi (2005)
3. E.H. McGrath, S.J. Basic Managerial skills for all,PH1 LearningPvt Ltd, New
Delhi (2012)
101
4. J. P. Mahajan, Management: THEORY and Practice, Ane books Pvt Ltd, New
Delhi (2011)
5. ND Kapoor, Elements of Company Law, Sultan Chand & Sons, New Delhi
(2006)
6. Pardoe James, How Buffet does it, Tata McGraw Hill Education Pvt Ltd, New
Delhi (2005)
7. Rajendra Pal, J.S. Korlahalli, Essentials of Business Communication, Sultan
Chand & Sons, New Delhi (2009)
8. Sharma. S. Robin, Who will cry when you die ?,Jaico Publishing House,
Mumbai (2006)
9. Tonsing Theodor Johann, Contemporary Leadership : A Practical Application
of the Theories, Better youself Books, Mumbai (2008)
10. Zurabian L. Kate, A Manual for writers of research papers, Thesis and
Dissertations, 8th Edition. The University of Chicago press, London (2010)
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www.elsevier.com/locate/humres
http://en.wikipedia.org/wiki/Work%E2%80%93life_balance
https://docs.google.com/forms/d/1z3pc1AUCYpARJfn9Au1CynAJCn_-
ZqPJH6FvXMF6iMg/viewform?c=0&w=1
http://articles.mercola.com/sites/articles/archive/2014/04/10/workplace-policies.aspx
102
www.BusinessManagementDaily.com
http://en.wikipedia.org/wiki/Work%E2%80%93life_balance
https://www.tcd.ie/cgws/assets/pdf/Literature%20Review%20of%20Work%20Life
%20Balance%20CPA%20Report%2016.pdf
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103

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A STUDY ON QUALITY OF WORK LIFE IN LIFE INSURANCE

A Project Submitted to Mother Teresa Women’s Universityin partial fulfilment of the

requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Under the Guidance of

Dr. NIRMALA .S B.A., M.B.A., M.Phil., P.hD

Department of Management Studies

Mother Teresa Women’s University

Research and Extension Centre

INSURANCE CORPORATION” is bonafide work done under my guidance by Ms. THERESA M

INTERNAL GUIDE EXTERNAL GUIDE

Master of Business Administration,

Mother Teresa Women’s University,

Research and Extension Centre,

INSURANCE CORPORATION” submitted to Mother Teresa Women’s University in partial

Administration is my original work done by me under the guidance of Dr. NIRMALA.S.,B.A.,

M.B.A.,M.Phil., P.hD Assistant Professor (Guest Faculty) Department of Business

fellowship or other similar title.

lot of educative grounds.

I extend my hearty thanks to Dr. K. Manimekalai, Vice-Chancellor, Dr. N. Kala

My respectful thanks are due to professor Dr.A.Kalaimathi, Director, Mother Teresa

and encouragement in my research work.

I owe this opportunity to thank Administrative and Personnel Manager and

information during period of project work.

I register my deep sense of gratitude to my guide Dr.NIRMALA.S.,B.A.,

M.B.A.,M.Phil.,P.hD Assistant Professor (Guest Faculty) Department of Business

I also thank my friends for their useful suggestions to do an effective work.

directly or indirectly in compiling report.

S.N TITTLE P.NO

3 GENDER OF THE RESPONDENTS 41

5 LEVEL OF SATISFACTION WITH COMPENSATION 46

8 LEVEL OF SATISFACTION FOR OPPURTUNITIES FOR GROWTH 52

9 LEVEL OF SATISFACTION FOR SOCIAL INTEGRATION 54

14 LEVEL OF SATISFACTION FOR JOB SECURITY 64

for each person is unique.

persons’ being are astronomical.

being of his life.

as the field of study.

CHAPTER I INTRODUCTION 1-11

PROFILE OF LIC 12-19

CHAPTER II REVIEW OF LITERATURE 20-29

CHAPTER III REASERCH METHODOLOGY 30-37

CHAPTER IV DATA ANAYSIS 38-81

CHAPTER V FINDINGS AND SUGGESSTIONS 82-91

Human Resource Development requires sound hiring practices; Employee

Training; Employee Retention; Recognition; Rewards to sustain quality.Quality is a

specifications. Quality is customer satisfaction.

MEANING / ETYMOLOGY OF THE TERM WORK LIFE

animation, briskness, energy, liveliness, spirit, sprightliness, verve, vigour, vitality,

vivacity, zest. Its opposite is lethargy.

indicates, an attempt to restructure multiple dimensions of the organizational and

to institute a mechanism which introduces and sustains changes overtime. Aspects of

unpredictable and forever responding to one’s interventions.

J.P. Mahajan, in his book, Management-Theory and Practice (2011) quotes

work environment by focusing on eight category of factors:

(i) Adequate and fair compensation

(ii) A safe and Healthy environment

(iii) Jobs that develop human capacities

(v) A chance for personal growth and security