SUMMER TRAINING PROJECT REPORT ON QUALITY OF WORK LIFE AT OSRAM INDIA PRIVATE LIMITED

SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF THE DEGREE OF MASTERS OF BUSINESS ADMINISTRATION (SESSION 2010-2012)

SUBMITTED TO: Ms. Shachie Sandhu (M.B.A. FACULTY)

SUBMITTED BY: Sumit Mathur Roll No. 746

Hindu Institute of Management, Sonepat (Affiliated To Maharishi Dayanand University, Rohtak)

INDEX
CHAPTER NO. CHAPTER NAME PAGE NO.

A B C (1)

CERTIFICATE DECLARATION ACKNOWLEGEMENTS INTRODUCTION

SIGNIFICANCE OF THE STUDY OBJECTIVES OF THE STUDY CONCEPTUALIZAION REVIEW OF EXISTING LITERATURE

(2)

COMPANY PROFILE
OSRAM PROFILE HISTORY ORGANIZATION STRUCTURE PRODUCT CATALOG TYPES OF RESEARCH RESEARCH DESIGN SAMPLE DESIGN DATA COLLECTION

(3)

RESEARCH METHOLOGY

(4)

ADDITIONAL INFORMATION
OSRAM WORLDWIDE OSRAM INDIA PVT. LTD. SONEPAT QUALITY OF WORK LIFE MAJOR ISSUES IN QWL

(5)

ANALYSIS & INTERPRETATION

SWOT ANALYSIS QUESTIONAIRE

(6) (7) (8) (9)

CONCLUSION RECOMMENDATIONS & LIMITATION ANNEXURS BIBILIOGRAPHY

DECLARATION

I, SUMIT MATHUR

Roll No.(in words) 746

M.B.A. Final year (III semester) is

of Hindu Institute of Management hereby declare that the Summer Training Report entitled QUALITY OF WORKLIFE AT OSRAM INDIA PVT. LTD. SONIPAT an original work and the same has not been submitted to any other institute for the award of any other degree. A seminar presentation of the Training Report was made on 05-082011 and the suggestions as approved by the faculty were duly incorporated.

Presentation In charge (M.B.A. Faculty)

Signature of the Candidate

SHACHIE SANDHU

SUMIT MATHUR

Countersigned Director

ACKNOWLEDGEMENTS

Perseverance, inspiriting and motivation has always

Played a key role in the success of any venture. The successful completion of the project would have been far from reality without mentioning the people who made an indelible impression while making the project. I wish to convey my sincere thanks to Osram India Pvt. Ltd. Sonepat and the members for instructing me and giving me an opportunity to work for them. I express my sincere and special thanks to Mr. Rajesh. It is a matter of great pleasure for me to place on record my gratitude for their competent and perfect guidance, valuable opinion and healthy criticism, which have gone a long way in enabling me to complete this project successfully. Besides I am also genuinely gratified to my faculty guide Mrs SHACHIE SANDHU who has helped me throughout this project persistently and improve if I was off beam anywhere. Last but not the least I am thankful to the almighty from deep within my soul. My Sincere thanks to all of these for being there for me whenever I needed them and I pay my deep regards to them for helping me out in the successful completion of this wonderful exercise. Sumit Mathur

CHAPTER 1 INTRODUCTION

SIGNIFICANCE OF THE STUDY

No company cannot achieve its goals if it does not have the right set of employees. The employees in a company largely determine the success of the company. Most of the times, skills and knowledge of the employee is considered to gauge his performance in the company. One factor that is being overlooked by most of the company owners is employee satisfaction. Various surveys and researches have shown that employee satisfaction plays a pivotal role in performance of the candidate. If any company wants to draw out the best from its employees then it should provide best means to satisfy the need and requirements of its customers. so the collectively all means to satisfy the employees could be bring at workplace. If the workplace satisfies the employees then automatically employees will be motivated own their own. So the study about the workplace or quality of work life in which the employees or workers are employed is perfectly significant.

REVIEW OF THE LITERATURE

The literature review section examines recent (or historically significant) research studies, company data or industry reports that act as a basis for the proposed study. Being your discussion of the related literature and relevant secondary data from a comprehensive perspective, moving to more specific studies that are associated with your problem. If the problem has a historical background, being with the earliest references. Avoid the extraneous details of the literature; do a brief review of the information, not a comprehensive e report. Always refer to the original source. If you find something of interest in a quotation, find the original publication and ensure you understand it. In this way you avoid any errors of interpretation or transcription. Emphasize the important results and conclusions of other studies, the relevant data and trends from previous research, and particular methods or designs that could be duplicated or should be avoided. Discuss how the literature applies to the study you are proposing; show the weakness or fault in the design, discussing how you would avoid similar problems. If your project deals solely with the secondary data, discuss the relevance of data and the bias or lack of bias inherent in it. The literature review may also explain the need for the proposed work to appraise the shortcomings and informational gaps in secondary data sources. The analysis may go beyond scrutinizing the availability or conclusion of past studies and their data, to examining the accuracy of secondary sources, the credibility of these sources, and the appropriateness of earlier studies.

1. Hindustan Times, dated February 12, 2008 page no. 18 LABL Campaign Director General, TERI handing over solar lantern to PM Certainly a very proud moment indeed for Osram India, Dr.RK Pachauri, Director General, TERI handing over our Solar Lantern to the Honble Prime Minister of India, Dr.Manmohon Singh in Vigyan Bhawan on February 7th, 2008

1. Hindustan Times, dated Jan 10, 2008 page no. 16 Press Release New generation of headlights with OSRAM LED's Revolution in exterior car lighting: the worldwide first SUV with LED-headlights will be launched in 2008.

2.

Times of India, dated December 10, 2007 page no.18

New OSRAM Plant OSRAM to Double Production Capacity in INDIA Energy-efficient Lighting Solutions for the Indian Market: With the construction of a second plant in Haryana region OSRAM double its production capacities in INDIA in the next three years.

CONCEPTUALIASATION

The term refers to the favourableness or unfavourableness of a total job environment for people. QWL programs are another way in which organisations recognise their responsibility to develop jobs and working conditions that are excellent for people as well as for economic health of the organisation. The elements in a typical QWL program include open communications, equitable reward systems, a concern for employee job security and satisfying careers and participation in decision making. Many early QWL efforts focus on job enrichment. In addition to improving the work system, QWL programs usually emphasise development of employee skills, the reduction of occupational stress and the development of more co-operative labour-management relations. Vigorous Domestic and International competition drive organisations to be more productive. Proactive managers and human resource departments respond to this challenge by finding new ways to improve productivity. Some strategies rely heavily upon new capital investment and technology. Others seek changes in employee relations practices. Human resource departments are involved with efforts to improve productivity through changes in employee relations. QWL means having good supervision, good working conditions, good pay and benefits and an interesting, challenging and rewarding job. High QWL is sought through an employee relations philosophy that encourages the use of QWL efforts, which are systematic attempts by an organisation to give workers greater opportunities to affect their jobs and their contributions to the organisations overall effectiveness. That is, a proactive human resource department finds ways to empower employees so that they draw on their brains and wits, usually by getting the employees more involved in the decision-making process.

OBJECTIVES OF THE STUDY

To investigate the type of quality of work life that exists in a globally operating company like Osram India Private Limited.

The motto is to know the factors that actually affect the quality of work life of the employees in practical terms.

To discover the remedies that would help to improve the quality of working life of the people.

4 5

To have a personal vision of employees towards the company. To check whether work hours overpower rest hours.

To get ideas from employees for the betterment.

CHAPTER 2 COMPANY PROFILE

COMPANY PROFILE

OSRAM PROFILE This global player has its headquarters in Munich and employs more than 43.500 people throughout the world. In the 2008 fiscal year (to the end of September) sales amounted to 4.6 billion euros. Osram is one of the two largest lighting manufacturers in the world and has 46 factories in 17 countries. OSRAM India is a young and vibrant company and started its operations in India in early 1994. It is a wholly owned subsidiary of OSRAM GmbH, Germany, which in turn is a group company of Siemens AG, Germany

Within one year of OSRAM entering India, the local manufacture of Compact Fluorescent Lamps was commenced. The acquisition of ECE Lamp Division followed in October 1998. The current local manufacturing range comprises of slim , energy efficient Tri-Phosphor Lumilux Plus Fluorescent Lamps , a wide range of Integrated and pin-based CFL and Glass for FTL.

INNOVATION: THE MOTOR FOR GROWTH

Outlay on research and development is around 6% of sales. Today, Osram is a high-tech company in the lighting industry. Over the next few years Osram expects strongest growth in innovations. OSRAM generates around 60 per cent of sales from energyefficient products.

LIGHT FOR EVERY WALK OF LIFE

The highest sales are achieved by the General Lighting division. Osram is the world's number one supplier of automotive lamps and LED for vehicles. Osram is also one of the market leaders in the field of electronic control gear (ECG) for lamps. Business with optical semiconductors is growing rapidly and has taken on major strategic importance. The special display-optic lamp sector is also characterised by a high rate of innovation.

OSRAM CELEBRATING 100 YEARS

The OSRAM brand name was registered way back in 1906 and is one of the oldest trade names still recognised throughout the world.On July 1, 1919 AEG, Siemens & Halske AG and Deutsche Gasglhlicht AG (Auer Gesellschaft) merged their light bulb production activities. Today, Siemens AG is the sole shareholder in Osram.

HISTORY

86.924: This was the register number in the Trademark Directory, the start of an exciting story in the history of German industry. It is one of the most traditional brand names in the world, synonymous with light around the globe and first saw the light of day more than one hundred years ago. On April 17, 1906 the brand name of OSRAM was entered in the Trademark Directory of the Imperial Patent Office in Berlin. No one have thought in 1906 that one day OSRAM will produce with more than 43.500 employees worldwide in about 46 production facilities in 17 countries sales of 4.6 billion euros (2008). No one have even thought hundred years ago, that the electronic in light sources - not exclusively in light emitting diodes (LED) and other opto-semiconductor products will play a bigger role in the lighting market.

The brand name of OSRAM was "born" in 1906 and registered by the Deutsche Gasglhlicht-Anstalt (also known as Auer-Gesellschaft). The world famous name from 1906 was created from the names of the two materials that were needed at the time to produce filaments - initially Osmium and later Wolfram (or tungsten as it is now more commonly known). 13 years later (on July 1, 1919) it became part of a company name: OSRAM Werke GmbH Kommanditgesell- schaft. At the time, Auer-Gesellschaft, AEG and Siemens & Halske AG combined their lamp production activities; since 1978 Siemens has been the sole shareholder.

In 1919, the world famous picture logo with the light bulb also made its first appearance. Today, the stylised lamp in our picture logo is a symbol not only for light but also for good ideas and our passion for intelligent light.

Today light is more than lighting - who would have thought 100 years ago for example, 1 that light could protect us against diseases?

Pure drinking water is and always will be one of our most precious commodities. With the Puritec UV system from OSRAM water can be disinfected without the use of chemicals. 2

that intelligent light sources would be used in vehicles to enhance

oursafety?
Whereas early cars had no more than two light sources, if at all, a modern car has around 250. Infra-red technology is used to control rain sensors, lane guidance systems and night vision aids.

that

light

source

saves

up

to

80%

of

energy?

1985 OSRAM integrates as the first manufacturer the electronic ballasts (ECG). Today OSRAM Dulux EL Longlife energy-saving lamps last ten years or more. And consume up to 80% less energy than ordinary light.

PRODUCT LINE

OSRAM India Pvt. Ltd. has taken over lamp division of ECE industries limited satiated at Sonepat (Haryana) on Oct 1998. OSRAM India Pvt. Limited is now owner of the factory. Here different luminary products are manufactured in the following plants:-

PRODUCTS AND SERVICES

Product/Services percentage(approx) General lighting46% Fluorescent lamp ballasts 27% Automotive lighting 10% Other 7%

CATALOG
Incandescent lamps Tungsten halogen lamps Compact fluorescent lamps/Energy saving lamps Fluorescent lamps High intensity discharge (HID) lamps Special lamps Display and signal lamps and lamps for traffic light installations LED systems Automotive lamps Display/Optic UNDER CONSTRUCTION Control gears Luminaries

CHAPTER 3

RESEARCH METHOLOGY

RESEARCH METHODOLOGY

Research means a careful investigation or inquiry especially through search for new facts in any branch of knowledge. Thus it is an original contribution to the existing stock of knowledge making for its advancement and research methodology is a way to systematically solve the research problem.

An appropriate methodology is an essence of any research work. The success of any project depends upon the method chosen. The project is about the inventory management.

TYPE OF RESEARCH

The study of Quality of Work Life in Osram India Pvt. Ltd is exploratory in nature. Exploratory research is conducted into an issue or problem where there are few or no earlier studies to refer to. The focus is on gaining insights and familiarity for later investigation. Exploratory studies are typically structured with clearly stated hypothesis. They are more flexible while Descriptive studies are those studies, which are concerned with describing the characteristics of particular individual or a group and they follow a more rigid format. These studies are concerned with specific prediction, with narration of facts and characteristics concerns individuals, group or situation. Exploratory research often relies on secondary research such as reviewing available literature and/or data, or qualitative approaches such as informal discussions with consumers, employees, management or competitors, and more formal approaches through in-depth interviews, focus groups, projective methods, case studies or pilot studies. The Internet allows for research methods that are more interactive in nature:

RESEARCH DESIGN

Research design facilitates the smoothness of various research operations there by making research as efficient as possible, yielding maximal information with minimal expenditure of efforts, time and money.

A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. In this we have used Descriptive Research Design.

a) Descriptive Research Design:

Descriptive Research studies are those which are concerned with describing the characteristics of a particular individual, or for a group. The studies concerns whether with the specific predictions with narration of facts and characteristics concerning individual, group or situation are all example of Descriptive Research Studies. From the point of view of research design, the descriptive as well as diagnostic studies share common requirements and as such we may group together these two types of research studies. Since the aim is to obtain complete and accurate information in the said studies, the procedure to be used must be carefully planned. The research design must make enough provision for provision against bias and must maximize reliability, with due concern for the economical completion of the research study. The design in such studies must be rigid and not flexible. In this we have used DISCRIPTIVE Research Design. b) Exploratory research Design Exploratory research studies are also termed as formulative research studies. The main purpose of such studies that of formulating a problem for more precise investigation or of developing the working hypotheses from an operational point of view. The major emphasis in such studies is on the discovery of ideas and insights. As such the research design appropriate for such studies must be flexible enough to provide opportunity for considering different aspects of a problem under study. Generally, the following three methods in the context of research design for such studies are talked about: (a) the survey of concerning literature; (b) the experience survey and (c) the analysis of insight-stimulating examples.

c) Experimental Research Design: In it, casual relationships between the variables are tested. It is also known as Hypothesis Testing Research Design. The present project is descriptive in nature. The major purpose of descriptive research is the description of state of affairs, as it exists at present. The main characteristic of this method is that the researcher has no control over the variables; he can only report what has happened or what is happening.

SAMPLE DESIGN

A sample design is definite plan for obtaining a sample from a given Population. It refers to a technique or procedure for research would adopt in selecting items for a sample. Sample design may as well lay down the number of items to be included in the sample i.e., the size of the sample. Sample design is determined before data are collected. There

are many sample designs from which a researcher can choose. Some designs are relatively more precise and easier to apply than others. Researcher must select/prepare a sample design which should be reliable and appropriate for his research study.

a) Sample Size: 50 b) Universe: All the employees of OSRAM c) Population: All employees of Sonepat. d) Sampling technique: Convince Sampling is used.

DATA COLLECTION

Data can be defined as quantitative information about some particular characteristics under consideration. Data can be of two types. 1. Primary 2. Secondary

i) Primary sources- Primary data has been collected through observations & questionnaires and through the face to face talks with the company staff members. ii) Secondary Sources- Secondary data is taken from website of the company and books

We have collected Primary Data through Questionnaire and Secondary data through Books and internet.

ANALYSIS PATTERN
1 2 3 Tables Pie Chart Bar Diagram

CHAPTER 4 ADDITIONAL INFORMATION

ADDITIONAL INFORMATION ABOUT COMPANY

OSRAM GmbH

Lamps and lighting systems from OSRAM provide the basis for a beautiful view of things, ensure safety and comfort, allowing for the efficient use of resources. For more than 100 years, OSRAM has been "passionate about intelligent light". As a globally operating company, we also explicitly encourage socially and environmentally responsible policies around the world - as well as sponsoring art and culture at home and abroad.

THE COMPANY

Lamps and lighting systems from OSRAM provide the basis for a beautiful view of things, ensure safety and comfort, allowing for the efficient use of resources. For more than 100 years, OSRAM has been "passionate about intelligent light". OSRAM is one of the two leading lighting manufacturers in the world. In the year ending September 30, 2005 the company, headquartered in Munich, achieved sales of 4.3 billion euros, 88 percent of which came from outside Germany. OSRAM is a high-tech company in the lighting sector. Around 40 percent of sales comes from innovative products. This global player employs more than 38,000 people worldwide, supplies customers in some 150 countries and has 49 production facilities in 19 countries.

MISSION

"Global care" represents our commitment to social and environmental responsibility worldwide. As a leader in innovative lighting solutions, we are dedicated to products and processes that contribute to solving global sustainability challenges, address economic needs and protect the environment for today and for the future.

Light up life through efficient, innovative and environment friendly lighting solutions. Provide customers with products adhering to the highest quality and safety standards at affordable prices. Create an environment that enhances the productivity, motivation of the employees and fosters team-spirit.

VISION
To be the market leader by offering efficient and innovative lighting solutions for all applications.

ACHIEVEMENTS
The OSRAM plant in Sonepat is the fourth in India and the seventh in the world to be awarded the Best4 (Business Excellence Sustainability Task) Integrated Management certification by RINA. This indicates compliance with international standards ISO 9001(quality), ISO 14001 (environment), OHSAS 18001 (health and safety) and SA 8000 (social accountability). The Sonepat Plant has also been honored with the Siemens Environmental Award 2006.

OSRAM WORDWIDE

58 Subsidiaries and Sales Offices For 91 Countries.

54 Countries supported by local Agents or OSRAM Grubh Munich.

54 Production Plants in 18 Countries.

QUALITY POLICY

Management is committed to: Customer Orientation :-

To fulfill the requirement of our & external customer.

PROCESS ORIENTATION :To optimize and harmonize interrelated process Rather than individual functions.

PREVENTIVE BEHAVIOUR :-

To prevent the mistakes to happen.

QUALITY OBJECTIVE

To achieve customer satisfaction index of 60% with in 3 years. To conform with the budgetary plan for production , shrinkage And efficiency. To confirm with annual PPM plan ". To upgrade three raw & packing material supplies each year to a quality score 57/60. To maintain training index of 0.5%

NEW MARKETS

In addition to Europe & North America , strong ,Asia is one of the most

two bases where OSRAM is particularly important growth markets forOSRAM's

innovativeproducts. In 1994 the Indian sub-continent becamea potential growth center for the energy efficient lightning products. OSRAM India Pvt. Ltd. became quite strong & with the acquisition of E.C.E. Lamps , division the projected sale was projected to be in excess of Rs.100 crore. In 1997 and achieved the same the far east joint ventures were established in Taiwan & Indonesia & a new factory was started in Foshan ( China ). continually improves it's market presence in Eastern Europe. OSRAM

EMPLOYEES

As of Sept. 30, 1997, the OSRAM company world wide employed about26, 800 people. In Germany 8000 people were employed & outside Germany 18,800, which is 70% of the employees worldwide.

OSRAM India Pvt. Ltd. Sonepat

The plant of OSRAM India Pvt. Ltd. Sonepat was established by BirlaGroup of company as ECE Industries Sonepat Tungsram, Hungary. In Oct. 1998, environment of Sonepat (Haryana). ECE Industries Ltd. Sonepat was taken over by OSRAM India Pvt. Limited a wholly owned subsidiary of OSRAM GmbH. OSRAM India Pvt. Ltd. having its registered at New Delhi, was primarily formed for sales and marketing operations in India. The company has got three regional offices at Bombay, Calcutta and Banglore in addition to 14 other distribution centers. The OSRAM India pvt. Ltd. expansion has been regular feature of this plant.
(Germany).

in the year 1973 in collaboration with

M/s

It is situated 45 km from Delhi, in industries-oriented

total turnover of

were worth Rs.42 crore in acquisition, innovation and Currently a high speed CFL

manufacturer line and slim tube manufacture line have been brought from With this new induction, total investment at this to approximately Rs.100 crore.

OSRAM India Pvt. Ltd. has Government's approval for manufacturing and trading of the following lamps : Metal Halide and High Intensity discharge lamps. Tri phosphor and energy efficient fluorescent tubes. Automotive Halogen and Discharge lamps. Photo-Optic lamps for films, TV, Theatre, etc. Other high technology, innovation lamps for Medical, Germicidal, UV lamps. Incandescent Lamps.

AWARDS BAGGED BY OSRAM INDIA PVT LTD., SONEPAT 2006-Siemens Environmental Award 2007- DET NORSE VERITAS for Social Accountability 2007-DET NORSE VERITAS for Management System

CURRENT CONDITIONS
Incandescent bulbs remained the anchor of the industry, accounting for about 90 percent of all bulb sales in the late 1990s. But sales of incandescent bulbs remained flat throughout the late 1990s and early 2000s, as sales of advanced high-margin lamps accelerated. Longer-lasting and more costly halogen lamps faced negative publicity in the 1990s, including the revelation that these lamps were responsible for more than 100 fires since 1992. Nonetheless, sales of halogen lamps rose 8 percent in the late 1990s, benefiting largely from an industry-wide effort to push lighting as a decorative item. Some analysts believe the trend toward high-value decorative lighting was fairly commensurate with the overall strength of the U.S. economy in the late 1990s. As a result, demand for this type of lighting was expected to cool somewhat in the weaker economy of the early 2000s. Energy-conservation efforts intensified during this period in response to heightened consumer demand for environmentally sound products. In 1999, the U.S. EPA modified its Subtitle C hazardous waste rules, specifically targeting fluorescent lamps containing the toxic pollutant mercury.

WORKFORCE
Although sales and production volume increased for most industry participants during the 1980s, aggregate employment actually dropped about 12 percent to less than 25,000 in the early 1990s. Manufacturing productivity gains and management restructuring were the primary culprits of recessed employment figures. After registering a brief upswing in the mid-1990s, employment figures spiraled downward to 12,768 in 2000. Production workers accounted for 10,790 of this total, earning an average of $18.72 per hour. Falling employment trends are likely to continue well into the next decade.

INDUSTRY ANALYSIS
The voluntary carbon offset industry is volatile. At present, there are no universal industry standards, leaving the marketplace open to products and suppliers of greatly varying quality levels. In order to analyze this industry on several levels, we followed Porters Five Forces PORTERS 5 FORCES FRAMEWORK 1. Threat of New Entrants: Lack of regulation and a minimal capital investment requirement industry. 2. Supplier Power: Although the market is growing and there is an ever expanding range of project possibilities, any entity willing to contribute monetarily to a carbon offsetting project is a potential substitute for an offset fund. These entities include government grant programs, direct donations from individuals or organizations, and corporate sponsorships. Also, the project suppliers capacity for forward integration is strong. Vermont-based Carbon Farmers of America is a local example of project suppliers selling their offsets directly to end consumers. 3. Buyer Power: The number and variety of offset buyers is growing. There are switching costs and the difference in quality of offsets has contributed to product differentiation. However, consumer evaluation of carbon offsets is largely subjective, and with offsets priced as low as $0.45 per tCO2, offsets that are truly high quality will not necessarily dominate the market. The combination of varied consumer interest and wide-ranging offset prices makes it difficult to discern any definitive supply/demand correlation. for third-party funds contributes to a strong threat of new entrants. Essentially anyone with a website and the ability to accept payments can enter this

4. Rivalry among Competing Firms: Many competing funds exist in all categories, including non-profit, for-profit, domestic, and international funds. There is some indication that public opinion favors non-profits over for-profits, although no real evidence of differences between non-profits and for-profits supports that opinion. Native Energy, a for-profit, top competitor in the industry, was created by UVM alumni and has the support of many local and national businesses and organizations. 5. Threat of Substitute Products: The potential establishment of a cap and trade system in the US poses a threat to the future of the voluntary carbon offset industry. The magnitude of such a threat will be determined by the results of the upcoming Presidential election. A more immediate threat to the demand for carbon offsets is the growing negative public sentiment toward carbon offsets and offset providers. Recently, environmentalist groups have compared carbon offsets and offset providers to religious indulgences of the middle Ages and snake-oil salesmen, respectively. The Five Forces Model demonstrates that a legitimate fund entering this industry faces serious obstacles in every competitive area. The future of the voluntary offset industry is unpredictable, and any entity considering participation in the buying or selling of carbon offsets should proceed with extreme caution.

CRITERIA

FOR

QUANTIFYING

SUSTAINABILITY

To measure the sustainability of our products, OSRAM has identified the following relevant performance characteristics:

Key Performance Indicators (KPI)

The three values in the inner circle constitute the vital signs of a lamp - at OSRAM we follow a 'no steps backward strategy' concerning these KPI when developing new products - assuring a process of continuous improvement.

PRODUCT LIFE CYCLE

PRODUCT LIFE CYCLE

OSRAM works continually to limit the influence of production processes on the environment. For example, in 1967 we were the first lamp manufacturer to stop using the carcinogenic metal beryllium in fluorescent substances. Comprehensive environmental protection is becoming increasingly important. This means that the entire product life cycle is taken into consideration, from the engineering of energy-saving products to waste reduction during production and environmentally compatible disposal.

PRODUCT USE
During product development we place special emphasis on the operating efficiency of our lamps. Technological advances in energy efficiency include energy-saving lamps and LEDs. Lower energy consumption is good for the environment as well as consumers because it reduces their electricity bills. Our research and development also focuses on eliminating as many toxic materials as possible and replacing them with environmentally compatible substances. For example, we have reduced the amount of mercury in our fluorescent lamps and developed mercury-free discharge lamps.

LEGAL REGULATIONS
It goes without saying that we respect all legal standards and regulations. We closely follow current and expected developments in environmental standards and work hand in hand with environmental agencies and institutions. Our guiding principle in everything that we do is to limit our impact on the environment by continually improving our processes.

CUSTOMERS

In order to give our customers an opportunity to select environmentally compatible lamps, such products feature the Global Care Logo in our catalogues. Some OSRAM products unavoidably contain environmentally hazardous materials. Our researchers continue to develop our products to reduce the amounts of toxic substances in OSRAM lamps. The objective is to replace all environmentally harmful substances with environmentally friendly materials.

RESPONSIBILITY AT OSRAM
To achieve its environmental objectives, OSRAM has created the necessary organization with clearly defined areas of responsibility and a management system to produce continual improvements. Overall responsibility for environmental protection at OSRAM lies clearly with company management and is supervised by the head of the Technology Division.

PRODUCTS AND ENVIRONMENT ENVIRONMENTALLY COMPATIBLE PRODUCTS Osrams aim is to generate large amounts of light from very little energy.
Compared with normal light bulbs, Osram energy-saving lamps for example save around 80% in energy for the same light output; savings from halogen energy-saving lamps are around 30%. Over the past few years Osram have constantly expanded its range of energy-efficient lamps and are pleased to be able to offer our customers a broad spectrum including innovative HALOGEN ENERGY SAVERS. Lower energy consumption means lower emissions of CO2. Energy-efficient solutions are therefore working actively against global warming and climate change. At Osram employees are working hard to develop lamps that need as

little power as possible. This is good not only for the environment but also peoples wallet because their monthly electricity bills will be considerably reduced. Together with the peoples support, Osram want to maintain our living space in all its beauty and promote environmental protection for us and for our children. Osram is responsible for the safe handling of our products so it provide all users with relevant environmental information. Technical data, tips on safe handling and information on how to dispose of lamps at the end of their lives can be found in the website of Osram.

FACTS AND FIGURES

OSRAM is one of the two leading lighting manufacturers in the world. Light from Osram shines in about 150 countries. With sales outside Germany accounting for 88 % of total turnover and a sales presence on every continent, Osram is a true global player. In the 2008 fiscal year, OSRAM's more than 43.500 employees produced sales of Euro 4.6 billion.

WOR LDWIDE SALES DIVISIONS

The General Lighting division is Osrams strongest sales performer. Innovative products secure its strong position in all sales channels Osram is the world market leader in both conventional and semi-conductor-based light sources for vehicles Osram occupies a leading world market position in electronic control systems Business with opto semiconductors is growing rapidly and has taken on major strategic importance The special display-optic lamp sector is also characterised by a high rate of innovation

FIVE

YEAR

OVERVIEW

Sales figures declined by 1 percent to EUR 4.6 billion in fiscal year 2008. When the figures are adjusted to currency effects, we ultimately achieved sales growth of 4 percent.

CORPORATE CITIZENSHIP
company like OSRAM has multi-facetted responsibilities in its role as a global citizen. On a local level, employees may become involved with activities in their neighborhood,

while globally, the sourcing of materials, goods, and services is both chance and responsibility in dealing with suppliers. Being a responsible citizen, we ensure adherence to all relevant laws and regulations with our compliance organization and also support fine art projects.

COMPLIANCE
OSRAM does not tolerate corruption, illegal or unethical behavior. This is laid out in our Business Conduct Guidelines, which constitute a binding document for all our employees. We do not leave it at that however: Our compliance organization is carrying out compliance training, and our operational units are checked by internal audits.

SOCIAL COMMITMENT
As a global company we do business in many cultures and societies and are involved in local activities. For example, around 90 percent of the employees at our factory in York, USA support the company's charity projects with voluntary work or donations. Employees build houses for the "Habitat for Humanity" scheme, donate clothing and food for needy children and books for the local reading and writing education center.

SUPPLIER MANAGEMENT
In todays globalized economy, we are involved with a multitude of suppliers, including some in parts of the world where basic values concerning human rights or the environment may be sacrificed to economic growth. As OSRAM will not tolerate a violation of those basic values, we are rolling out a combination of the OSRAM Code of Conduct and the auditing of suppliers to ensure these values are upheld.

GL OBAL COMPACT
OSRAM has a long tradition of acting socially and environmentally responsible. Therefore it was natural for OSRAM to join the UN Global Compact to affirm these values and work towards making them universally accepted throughout the world.

CODE OF CONDUCT
It is a source of pride that the Osram code of conduct for suppliers was in large parts the basis for the code of conduct that Siemens adopted in July 2007, replacing the separate code of conducts used by the different divisions. Praised for its conciseness, the Osram code of conduct was amended on the subject of a formal Environmental Management System. To ensure consistent handling within the Siemens Group, we have restarted the process of getting our suppliers to sign this Code of Conduct. In total, 1500 suppliers have accepted our code of conduct. This rate of return constitutes 96% of our key suppliers.

ENVIRONMENTAL AWARDS
OSRAM has received these awards for its dedication to environmental protection. 2006 - Siemens Environmental Award 2006 - Recognition for joining EPA's National Partnership for Environmental Priorities 2006 - ENERGY STAR Partner of the year

2004 - New Hampshire Governor's Award 2004 - Bavarian Energy Award 2003 - Environmental Award of the City of Regensburg 2003 - SIEMENS ENVIRONMENTAL AWARD 2003 - Environmental Award of the City of Regensburg 2002 - Excellence Award

TRAINING CENTERS Osra m firmly believe that qualifying our workforce is good business sense for OSRAM, and at the same time benefits our employees as individuals. In addition to regular training and development, Osram has gone beyond the norm and established dedicated vocational training centers at several of our production sites. Based on the German dual education system, students attend classes at a local school and at the same time enjoy hands-on training in workshops at the factory. Different types of training are carried out at Osram depending on the function of the employee trained. The roll-out of these trainings is continuing smoothly, starting with our headquarter in Munich and expanding globally. Training for senior management takes place as an in-person training covering AntiBribery and the Foreign Corrupt Practices Act (FCPA), Gifts & Entertainment, Competition Law, and the process of possible investigations. A total of ?? managers were

trained

in

2007,

100%

of

relevant

senior

managers.

A web-based training was implemented for employees with signing authority, employees in management positions, and employees with direct contact to customers. The training covers anti-bribery laws and the principles of global fair competition. 2007 saw 500 employees taking this training in Germany, with the global roll-out to follow in 2008.

ADDITIONAL INFORMATION ABOUT THE PROJECT

EXECUTIVE SUMMARY The project primarily deals with the quality of work life and tries to deal with the issues related to it. This project all about the Quality of work life and tries to find out what is the quality of work life at Osram India Private limited. This project also gives an overview of how a Human Resource Department should try to help out the management in maintaining a better quality of work life in the organization so as to ensure maximum employees satisfaction that would in turn result in good turnover for the company, low attrition rate less absenteeism from the employees part and many other similar advantages. The project first of all deals with the scenario of electric bulbs and tubes lights industry. Next it tries to analyse the industry with the porters 5 forces framework that demonstrates

that a legitimate fund entering this industry faces serious obstacles in every competitive area. The future of the voluntary offset industry is unpredictable, and any entity considering participation in the buying or selling of carbon offsets should proceed with extreme caution though the industry seems to gain lot from its innovative energy saving products. Then the project deals with the company specific information of Osram like its vision, mission, achievements and several other. After this quality of work life, its origin, its history, its elements and issues relating to it considering Osram as focal point has been discussed and after this analysis of the data collected through the responses in the questionnaires has been done a conclusion has been tried to drawn from the interpretations.

Recommendations have been then suggested in which HR people have been suggested to a play a crucial role in making suitable policies, humanizing the working environment carrying out surveys to find out the causes of dissatisfaction among the employees so that the quality of work life can be improved considerably in an organization.

QUALITY OF WORK LIFE

The term refers to the favourableness or unfavourableness of a total job environment for people. QWL programs are another way in which organisations recognise their responsibility to develop jobs and working conditions that are excellent for people as well as for economic health of the organisation. The elements in a typical QWL program include open communications, equitable reward systems, a concern for employee job security and satisfying careers and participation in decision making. Many early QWL efforts focus on job enrichment. In addition to improving the work system, QWL programs usually emphasise development of employee skills, the reduction of occupational stress and the development of more co-operative labour-management relations.

Vigorous Domestic and International competition drive organisations to be more productive. Proactive managers and human resource departments respond to this challenge by finding new ways to improve productivity. Some strategies rely heavily upon new capital investment and technology. Others seek changes in employee relations practices. Human resource departments are involved with efforts to improve productivity through changes in employee relations. QWL means having good supervision, good working conditions, good pay and benefits and an interesting, challenging and rewarding job. High QWL is sought through an employee relations philosophy that encourages the use of QWL efforts, which are systematic attempts by an organisation to give workers greater opportunities to affect their jobs and their contributions to the organisations overall effectiveness. That is, a proactive human resource department finds ways to empower employees so that they draw on their brains and wits, usually by getting the employees more ORIGIN QWL (Quality of Work Life) Movement was initially a loosely organized network in 1970s, the QWL Movement had grown by the 1980s into an international grouping of trade union, personnel managers. Its central thesis was that work-tasks should be redesigned to generate worker satisfaction and harmony in the workplace. The movement therefore drew on intellectual currents that favored such things as industrial democracy, worker participation in job design, and autonomous work-groups which operated without regular supervision. QWL entails the design of work systems that enhance the working life experiences of organizational members, thereby improving commitment to and motivation for achieving organizational goals. Most, often, this has been implemented through the design of jobs that afford workers more direct control over their immediate work environment. involved in the decision-making process.

According to Robbins QWL is a process by which an organization responds to employee needs by developing mechanisms to allow them to share fully in making the decisions that design their lives at work According to J. Lloyd, Quality of work life is the degree to which members of a work organization are able to satisfy important personal needs through their experiences in the organization. More specifically, QWL may be set into operation in terms of employees perceptions of their physical and psychological well-being at work. It includes virtually every major issue that labour has fought.

HISTORY The term quality of work life (QWL) was first introduced in 1972 during an international labour relations conference. It received more attention after United Auto Workers and GM (General Motors) initiated a QWL program for work reforms. QWL has its origins from the merger of the structural, systems perspective of organizational behavior with the interpersonal, human relations, supervisory-style perspective.

QWL IN PRACTISE

Quality of Working Life is best understood if it is seen as a goal, as a process for achieving that goal and as a philosophy setting out the way people should be managed.

QWL as a goal - As a goal, QWL aims to improve organizational effectiveness through the creation of more challenging, satisfying and effective jobs and work environments.

QWL as a process - As a process, QWL calls for efforts to realize this goal through the active involvement of people throughout the organization. It is about organizational change usually from a control to an involvement organization.

As a philosophy QWL views people as assets capable of contributing skills, knowledge, experience and commitment, rather than as costs that are merely extensions of the production process. It argues that encouraging involvement and providing the environment in which it can flourish produces tangible rewards for both individuals and organizations.

THE ROLE OF HR DEPARTMENT

The role of human resource department in QWL efforts varies widely. In some organisations, top management appoints an executive to ensure that QWL and productivity efforts occur throughout the organisation. In most cases, these executives have a small staff and must rely on the human resource department for help with employee training, communications, attitude survey feedback, and similar assistance. In other organisations, the department is responsible for initiating and directing the firms QWL and productivity efforts.

Perhaps the most crucial role of the department is winning the support of key managers. Management support particularly top management support appears to be an almost universal prerequisite for successful QWL programs. By substantiating employee

satisfaction and bottom-line benefits, which range from lower absenteeism and turnover to higher productivity and fewer accidents, the department can help convince doubting managers. Sometimes documentation of QWL can result from studies of performance before and after a QWL effort. Without documentation of these results, top management might not have continued its strong support. The department also has both a direct and indirect influence on employee motivation and satisfaction.

ELEMENTS OF QWL STRATEGY The elements may include:

A statement of organisation philosophy and A participative management style A flat organizational structure QWL based job design and work structuring Effective communications Joint problem solving

values

Reward strategies focusing on the organization, the group and skill Selection processes emphasizing individual attitudes and personal Training to match the QWL culture Developmental performance appraisal

acquisition

characteristics

MAJOR ISSUES IN QWL Seven critical factors which affect the quality of work life during the years ahead are 1. pay 2. risks and rewards 3. growth and development 4. job security 5. working conditions 6. flexible work options 7. occupational stress 8. grievance handling 9. discipline 10. communication 11. transparency

12. work motivation These are some of the constituents, which when appropriate create good QWL an increase employee satisfaction and motivate them to perform better which in turn benefits the company also. By increasing quality of work and profits and It is very obvious that if the employee is satisfied from the company, he will work wholeheartedly, on the contrary bad quality of work life effects directly on indirectly the company.

Pay Quality of Work Life must be built around an equitable pay programs that is worker at equal levels must get equal pay. In coming future more and more workers will/may want to participate in the profits. At Osram the pay scale is according to the wage policy of the government. The company provides the minimum basic pay to each and every worker. The worker is paid what is agreed upon in the contract during his/her joining up to the agreed period. For the staff members different salaries are remunerated for the staff at different managerial levels. There are seven different managerial levels at Osram. Allowances given to the staff members also depend on the level to which staffs belongs to. Employees at a higher managerial level are given more allowance.

Besides, the HRA and conveyance expenses are given to all the employees.

Risks and Reward Since workers are now better organized, educated, they demand more from the employers-apart from the pay-in the form of social security and welfare benefits as matter of right which were once considered a part of the bargaining process. Generally reward or compensation is directly proportional to the quantum of work, man-hours, nature and extent of responsibility, accountability, delegated powers, authority of position in the organizational chart, risk involved, level of expected commitment, deadlines and targets, industry, country, demand and supply of skilled manpower and even political stability and economic policies of a nation. Although risk is involved in every job its nature and degree varies in them reward is a key criteria to lure a prospective worker to accept the offer. At Osram the employees are rewarded for doing good job in the monetary or nonmonetary form. The workers are given bonus for extra work they do or if they perform wonderful. Internal competition for instance, house-keeping is held in which the best department are rewarded.

Growth and Development If an organization does not give chance for growth and personal development it is very difficult to retain the talented personnel and also to find new talent with experience and skill. The job should offer some challenges at least to make it interesting; That enables an employee to upgrade his knowledge and skill and capabilities; whereas the monotony of the job makes a person dull, non-enthusiastic, dissatisfied, frustrating, complacent, initiative - less and uninteresting. Challenge is the fire that keeps the innovation and thrill

alive. A well-accomplished challenging job yields greater satisfaction than a monetary perk; it boosts the self-confidence also. Osram also pays special attention in this area. The company organizes regular training for its employees that is provided by the head of departments of the company. There is a training calendar for the entire year that is meant to upgrade the working skills as well as soft skills of the employees. Osram has a in-house training centre to create the talent pool and hence help the employees grow and also help them in the development of their skills. Some of the the staff members and supervisors and sometimes the workers even, are sent abroad for providing technical training. Apart from these, the company also organizes sports meet for its employees. Employees are also invited to write slogans and the best slogans are rewarded.

Job Security Conditions in the work environment must be created by the employer which will give all the employees freedom from fear of losing their jobs. A system must be created in which there are healthy working conditions with optimum financial security. These are essential to improve the QWL in organizations. Osram also provides job security to its employees in the sense that when the employees join the company a contract is signed. According to this contract, the employees are appointed at least for a minimum period of three years and to a fixed pay scale. Thus, the employees job and pay is secured for three years and henceforth the employees performance decides their stay in the company. Working Conditions

The job may involve dealing with customers who have varied tolerance level, preferences, behavioral pattern, level of understanding; or it may involve working with dangerous machines like drilling pipes, cranes, lathe machines, welding and soldering machines, or even with animals where maximum safety precautions have to be observed which needs lot of concentration, alertness, presence of mind, quick with involuntary actions, synchronization of eyes, hands and body, sometimes high level of patience, tactfulness, empathy and compassion and control over emotions. Apart from these, working conditions also include people with which employees have to work and who influence the work environment greatly. Almost everyone has to deal with three set of people in the work place. Those are namely boss, co-workers in the same level and subordinates. Apart from this, some professions need interaction with people like patients, media persons, public, customers, thieves, robbers, physically disabled people, mentally challenged, children, foreign delegates, gangsters, politicians, public figures and celebrities. These situations demand high level of prudence, cool temper, tactfulness, humor, kindness, diplomacy and sensitiveness. The working atmosphere at Osram seems to be healthy. The company premise is spread out in a large area that is plant as well as the office is spacious. The company is well maintained and kept tidy. Greenery is spread all around to provide a soothing environment to the employees. The plant has underground cooling facility system for keeping the temperature in the production units low. Besides, cooling blowers are also provided to the workers working in relatively warmer conditions. Proper lighting facility and safety guidelines in the plant are given to each employee. The workers are also provided with Peps that is personal protective equipments like hand gloves, goggles, ear pieces etc to ensure complete safety. The staff members are provided with comfortable cabins in which they can proceed with their work serenely. For relaxation, there is restroom and shades for all the workers and there is a canteen too from where the employees may have refreshment at a highly subsidized rate.

For the staff members there are comfortable cabins provided to them where they can work. The cabins are air conditioned and it is also seen that the staff members have all other necessary comforts so they may work comfortably. Health and Wellness Health and well-being of QWL refer to physical and psychological aspects of an individual in any working environment. Wellness and Health Education programs may teach life-enhancing techniques, help reduce the effects of stress, and promote lifestyles that contribute to good health. These programs may lead to fewer illnesses, less absenteeism in the workplace, and lower healthcare costs. Additionally, Wellness and Health Education programs can have a positive effect on job performance, productivity, and morale. Osram takes care of this aspect too. The employees are given training on health and safety aspects too in their regular training programmed in order to inculcate safety habits among the employees. Besides, the safety officer supervises the workers in the plant. Medical facilities are provided to the employees with a doctor and paramedical staff round the clock. Regular health checkups of the employees are also done. Red Cross camps are also arranged in this aspect. The workers are given ESI facility that is the employee state insurance and for the staff members there is Mediclaim insurance facility to provide them insurance against health related problems.

Flexible Work Options Flexible work options offer creative approaches for completing work while promoting balance between work and personal commitments. These approaches involve use of nontraditional work hours, locations, and/or job structures, flexible work arrangements; time worked does not equate to achieve outcomes. Outcomes are based on the staff member's achievement of results and use of competencies critical to achieving those results. Except

in the case of conversion from full-time to a less-than-full time schedule, such as for a part-time assignment or job share, the total numbers of hours worked and expected productivity remain the same. With a view to tackle job boredom, modern organizations have been experimenting with several forms of alternate work schedules such as four-day work week, Five -day a week, flex and part-time work. Compressed work week is a work schedule in which a trade is made between the number of hours worked per day, and the number of days worked per week, like 4 days-10 hours each day=4 X 10 = 40 or 3 days, 12 hours each day 3 X 12 = 36 are examples of the QWL schedule. In India this is in its nascent stage however. At Osram, there are different working shifts for the employees engaged in production namely A-shift which is from 6 a.m. to 2 p.m., B-shift that is from 2 p.m. to 10 p.m. and C-shift whose timing is from 10 p.m. to 6 a.m. in the morning. Different workers work in these three different shifts. But time to time the shifts keep on changing in order to remove monotonous work schedule. Also a worker may change his shift in case of any problem by submitting an application to the concerned department. For the staff members there are no such shifts and they work in the General shift that is from 8:30 in the morning to 5 in the evening though for some of them the company does provide flexibility in terms of timings and also work methodology. The jobs at the plant are also rotated in order to remove boredom and also to maintain enthusiasm among the employees.

Occupational Stress All these above mentioned factors are inter-related and inter-dependant. Stress level need not be directly proportional to the compensation. Stress is of different types - mental stress/physical stress and psychological or emotional stress. A Managing Director of a company will have mental stress, a labourer will have physical stress, a psychiatrist will

have emotional stress. Mental stress and Emotional stress causes more damage than physical stress. An unstrained work environment ensures good health and psychological conditions which enable the employees to perform job and non work related functions without inhibitions. Thus, it leads to an unstressful work environment providing comfortable work life. Depression and anxiety are also another form of stress that contributes towards the deterioration of health. Employees develop various symptoms of stress that can harm job performance, health and even threaten the ability to cope with the environment. For handling stress, Osram is planning to conduct yoga classes for its employees and that is to be implemented soon enough in the near future. Besides, the employees are provided with the techniques to handle stress in their training. The employees also have the liberty to share their problems and the causes of their stress with their supervisors or HR department. The female workers may also directly communicate with the female HR staff in case of any sort of problems they come across. Grievance Handling Severe grievances like harassment and bullying, an employee may undergo many problems without his/her seniors knowledge. Or even worse despite his/her seniors knowledge. Every organisation must have a systematic grievance procedure to redress the grievances effectively as part of good governance. All employers must provide their staffers with a written grievance procedure complying with the statutory grievance procedures (SGPs). This makes the employees aware that they can have an official time bound channel for their grievances. The impact of not having an effective grievance handling system can be rather detrimental. Unattended grievances culminate in the form of conflicts. This can hamper the reputation of the company as an employer. Moreover, it can affect the morale of the employees and create an environment of uncertainty. Improper handling of grievances can lead to frustration and de-motivation resulting in absenteeism and indiscipline. This finally impacts the health and productivity of the organisation.

Osram also has a grievance redressal mechanism for handling the various sorts of grievances of the employees. Workers are supposed to report to their immediate supervisor in case of any difficulty. However, if he is unable to solve the problem he is supposed to take the help of the head of department or the HR department. Also, the trade union that exists is to some extent responsible for handling the grievances of the workers. Discipline Managing for QWL does not involve always being kind. The need to discipline employees is a reality. This must not be seen as negative, however. Discipline is a life principle. People perform in relation to standards. Standards should be seen as goal posts for quality of product and quality of working life and employees should understand the benefits of quality as the impetus for such achievements such as productivity, QWL and others. At Osram, the employees are required to maintain discipline till they are in the companys premise. The disciplinary rules are mandatory to be followed by each and every employee. The employees are intimated with the companys rules and regulations in the beginning itself when they join the company during the induction programme. They are also given behavioural training to teach them how to behave in the company. Employees not complying with these disciplinary rules are penalized may be in monetary or non-monetary terms. In serious cases the employees may also be fired out of the company. It is simply intolerable if any employee uses any unfair means for instance takes or gives bribes and so on. The employees both the staff members as well as the workers are supposed to be in their uniform. They are supposed to be punctual. There is a punching card for keeping the records of employees attendance, arrival time and departure time. Proxy attendance is considered as a serious offence and the employee doing such activities may be suspended or may be liable to pay a monetary fine. Communication

Achieving some level of personal growth may be quite related to the quality of communication in the organization. The organizations should improve the quality of working life through improving the nature and quality of communication of the mission and vision through the use of team briefings as a first step in the process of employee participation. Unclear targets and objectives and poor communication can contribute to dissatisfaction and eventually lead to poor work performance. Effective communication about the tasks and discussions on other crucial matters of the organization is absolutely necessary. Agents should periodically meet team members to share the progress on changes no matter how small. Critical to this is listening to employees feedback and their perception as it is more likely to affect their work performance.. The communication at Osram both vertical and horizontal is permitted. The workers are entirely free to communicate with their seniors or the members of HR department or the head of department though officially they are to report to their immediate supervisor in case of any difficulty. For the female employees there is a female staff member in the HR department to whom they are free to approach in case they face any problem. Also the staff members are absolutely free to communicate and talk to their colleagues as well as their seniors. Transparency Some managers seem to sense a feeling of importance or power if they know things that others do not. Obviously, there are confidential matters but only a small fraction of what goes on in organization needs to be secret. Transparency is important. The danger is that when people are not given the facts, they assume things and often these assumptions are taken as fact. This, in turn, may lead to incorrect actions. People want to know what is going on and where they are going because it gives them a sense of security and peace of mind. Osram has an ISO system that is available online and anybody can access it and can know the companys policies, rules and regulations. Besides, employees are informed about the companys activities going on through e-mails or/and notices. The managing

director is intimated about the activities going on in the company through emails sent by the concerned companys staff. Work Motivation Work motivation is essential in QWL and it must be given a true meaning. Managers must remind their employees of what is believed to be a healthy work ethic. This ethic centres on the job itself. Work should be the primary concern. Recognition, rewards, remuneration and status symbols are peripheral to the primary concern. Work pride and work ethics should be ones primary motivation. Money for some may be a motivation factor for some as its a part of making a living, but its far from life itself. Employees also want a chance to be involved in decision-making; they also want an absence of excessive job stress, a positive impact on their personal lives, and an opportunity to develop close interpersonal ties. If these things are practised, definitely the employees feel encouraged and feel as a part of the organization and hence are motivated to give their best to the organization they belong to. Employees at Osram do get motivated when they undergo training through motivational stories narrated to them. Employees performing their job well get rewards may be in the form of recognition or bonus or even promotions. Performance appraisals are also frequently done in this regard. The employees are also sent emails time to time to intimate them with the progress of the company and the milestone achieved for motivating them.

OUTCOMES Positive QWL results in many advantages with respect to both the employees as well as the organization including reduced

absenteeism, lower turnover Lower job satisfaction. Not only does QWL contribute to a companys ability to recruit quality people, but also it enhances a companys competitiveness

It also effects the companies strategic decision in the following ways satisfied employees perform better so gives the company full liberty to concentrate for best decision making. dissatisfied employees may cause increased attrition which causes company to look

again for new recruitments QWL helps a lot.. Managerial Implication

so it effects the strategic plans..

if everything is stable, the company can assume for long run strategies and in this

In the context of human resource development, employees play an important role in transforming an organization. Motivating employees to contribute their best ability and knowledge in work has long been an active research agenda. If management wants to develop a cohesive, loyal, and dedicated workforce, a clear and nurturing policy must be in place. Management often falls to provide sufficient QWL, especially in the areas of job security, perks, and pay, for a fear of a negative effect on companys financial performance. Effective human resource development programs are the key to organizational survival and change, providing important competitive advantages in the global environment.

CHAPTER 5
DATA ANALYSIS

& INTERPRETATION

SWOT ANALYSIS

STRENGTHS: 1. Osram India Pvt. Ltd. is Strong Brand Equity in the market of the products. 2. It is having a complete product range of its products. 3. Its products are ISO marked which means that the products are standardized products. 4. The company provides after sale services to its customers, which make them, satisfy in all respects.

5. The company uses better and advance technology for manufacturing goods. 6. The company makes available better quality products, which has increased its goodwill in the market very much. 7. Osram India Pvt. Ltd. is having very strong Distribution Network, which make available its product in every part of the world.

WEAKNESS: 1) There is lack of complete automation. 2) Product range is not speedily increasing as compared to that of competitors. 3) East and North market is not fully developed. 4) Lack of professionalism is also its weakness.

OPPORTUNITIES:

1) Power has been accorded a Priority Status by the Govt. of India. 2) Good demand from developing countries resulting in high capacity Utilization. 3) Increasing bulbs and tubes market due to huge investment planned in power generation by the Government. 4) Increased emphasis on energy saving and environment friendly lighting products by all segments all over the world.

5) Huge unexplored export market.

THREATS: 1. Delay in Governments implementation of power sector reforms and Investments. 1. Freeing up imports and reduction of import tariff barriers resulting increase in imports and consequent lowering of capacity utilization And dumping of low quality and cheap products into India. 2. Unchecked import Shrinking of sales and profits due to increase in the number of MNCs coming to India. 3. Market expansion rate is 10% and entering of competitors is at the rate of 30% which results in Supply > Demand

QUESTIONNAIRE ANALYSIS 1.
You are absolutely comfortable with companys disciplinary policies.

Employees response Strongly satisfied Satisfied Not satisfied Dis satisfied Strongly dissatisfied Total

No. of employees 15 25 0 10 0 50

% of employees 30% 50% 0 20% 0 100%

30 25 20 15 10 5 0 Strongly satisfied % of employees No. of employees

Not satisfied

Strongly satisfied

Conclusion:We see that around 50% that is 25 out of 50 employees satisfied to the statement that they are absolutely comfortable with the companys rules while 20% of the employees do not satisfied to this statement that they are comfortable with the companys disciplinary policies. However, around 30% that is 15 out of 50 employees strongly satisfied to the statement that they are comfortable with the companys disciplinary policies.

2.

You really have lots of difficulty in doing your work.

Employees response Strongly satisfied Satisfied Not satisfied Dis satisfied Strongly dis satisfied Total

No. of employees 0 16 0 14 20 50

% of employees 0% 32% 0 28% 40% 100%

No. of employees

Strongly satisfied Satisfied Not satisfied Dis satisfied Strongly satisfied

Conclusion:We see that around 32% that is 16 out of 50 employees satisfied to the statement that they are lots of difficulty in doing your work. while 28% of the employees dissatisfied to this statement that they are lots of difficulty in doing your work However, around 40% that is 20 out of 50 employees strongly dissatisfied to the statement that they are lots of difficulty in doing your work

3.

You are absolutely comfortable with your co-workers.

Employees response Strongly satisfied Satisfied Not satisfied Dis satisfied Strongly dis satisfied Total

No. of employees 24 0 15 0 11 50

% of employees 48% 0 30% 0 22% 100%

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
d sa t is fie d sa t is f ie d fie d sa tis f ie d Sa tis fie sa tis

% of employees No. of employees

No t

St ro ng ly

Di s

Conclusion:We see that around 48% that is 24 out of 50 employees strongly satisfied to the statement that they are absolutely comfortable with your co-workers. while 30% of the employees not satisfied to this statement that they are absolutely comfortable with your co-workers. However, around 22% that is 11 out of 50 employees strongly dissatisfied to the statement that they are absolutely comfortable with your co-workers. 4. You frequently have conflicts with people while you were working recently. Employees response Strongly satisfied Satisfied Not satisfied Dis satisfied Strongly dis satisfied Total No. of employees 0 0 0 28 22 50 % of employees 0 0 0 56% 44% 100%

St ro ng ly

di

No. of employees

Strongly satisfied Satisfied Not satisfied Dis satisfied Strongly dis satisfied

Conclusion:We see that around 56% that is 28 out of 50 employees dissatisfied to the statement that they are frequently have conflicts with people while you were working recently. While 22% of the employees strongly dissatisfied to this statement that they are Frequently have conflicts with people while you were working recently.

5. People do give you complements when you do a good job. Employees response Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied Total No. of employee 4 30 8 0 8 50 % of employee 8% 60% 16% 0% 16% 100%

No. of employee

Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied

Conclusion:It is clear from the chart that the staff members of Osram do get praised for doing a good job. Around 60% of the employees satisfied that is 26 out 50 samples accepted that they do get complements when they perform their work well. 4 of them that is 8% of the sample size are strongly in favor of the statement that they get praised for doing their jobs nicely. However, 16% of them dont satisfy to accept this very statement and around 16% of the samples are dissatisfied what they feel in this respect. 6. Leadership provided by your seniors is all right. Employees response Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied Total No. of employee 24 14 0 12 0 50 % of employee 48% 28% 0 24% 0 100%

No. of employee

Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied

CONCLUSION:From the figures it is quite clear that is around 48 % of the total sample size firmly agrees to the statement that the leadership provided by their seniors is fine and that they have no major problem in their seniors guidance and control. Similarly around 28% staff that is14 out of 50 staff feel similar and they also seem to be satisfied by the leadership that their seniors provide to them. In the contrary, 24% of the sample that is 12 staff members deny with the others and they believe that somewhere their seniors are off beam and do not lead them well enough and they should improve their way of leadin 7. The companys activities are readily communicated to you. Employees response Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied Total No. of employee 4 30 8 0 8 50 % of employee 8% 60% 16% 0% 16% 100%

60 50 40 30 20 10 0 Strongly satisfied % of employee No. of employee

Dissatisfied

CONCLUSION:We can see that around 60% of the total sample size believes that the companys activities are readily communicated to them. The number of such employees is 30. 4 of the staff members that make 8% of the sample size are strongly in favour of this thing where as 16% of the employees feel that the activities going on in the company are not communicated to them readily enough.8 of staff members that make 16% of the sample size are strongly dissatisfied in favour of this thing

8. The behaviour of the senior staff is really good towards you. Employees response Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied Total No. of employee 15 25 0 5 5 50 % of employee 30% 50% 0% 10% 10% 100%

No. of employee

Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied

CONCLUSION:The above chart shows the pattern regarding the behaviour of the senior staff towards them. Around 30% of the staff concur with the statement that the behaviour of the senior staff towards them is good. While 50% of the samples that is 25 of them strongly feel that the senior staffs behave well towards them. However, 10% of the employees that is 5 of the staff members selected as sample do not feel the same and dissatisfied with this thing that their seniors actually behave well to them & 5 of them strongly dissatisfied with this thing . 9. The canteen facility provided over here is fine. Employees response Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied Total No. of employee 8 30 8 0 4 50 % of employee 16% 60% 16% 0% 8% 100%

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% % of employee No. of employee Employees response

CONCLUSION:The respondents feel that the canteen facility provided to them at Osram is well and the percentage of such respondents is around 60%. Up to 16% of the respondents believe firmly that they have been provided a good canteen facility at the company. But 16% of the samples are not convinced about the canteen facility and around 8% of the respondents just dissatisfied that the canteen facility given to them at the company is actually good. 10. You are provided with a comfortable cabin to work in.

Employees response Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied Total

No. of employee 4 24 8 14 0 50

% of employee 8% 48% 16% 28% 0% 100%

No. of employee

Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied

CONCLUSION:From the chart it can be seen that almost 8% of the respondents are strongly satisfied with the statement. And thereafter the majority that is around 48% samples also satisfied to this thing that they are provided with a comfortable cabin to work in. And thereafter that is around 16% samples also not satisfied to this thing they But the rest of the 28% of the respondents just deny that they have been provided with a comfortable cabin to work. 11. You have the liberty to take immediate decisions related to your work. Employees response Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied Total No. of employee 6 27 8 0 9 50 % of employee 12% 56% 16% 0% 18% 100%

No. of employee

Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied

CONCLUSION:We can see that the staffs of Osram have given responses with respect to the liberty they have been provided by the company to take their own decisions related to their job immediately whenever required. Almost 12% of the staffs strongly go with the statement and about 56% of them that is 27 of the respondents have simply agreed to the same. However, 16% of them are just neutral while a significant number that forms about 18% of the total sample size disagree to the statement that they really have been given the liberty to take their own decisions related to their work. 12. The training provided here seems to be beneficial really. Employees response Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied Total No. of employee 10 40 0 0 0 50 % of employee 20% 80% 0% 0% 0% 100%

No. of employee

Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied

CONCLUSION:The above chart represents that the entire staff members selected as samples seem to strongly agree or simply agree with the effectiveness of the training programme at Osram. The percentage of the respondents going with the option strongly agreed is 20% and those going with the option satisfied & the rest of the samples that forms 80%.

13. You dont really feel good about the quality of work you do. Employees response Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied Total No. of employee 0 0 8 35 7 50 % of employee 8% 60% 16% 70% 14% 100%

60 50 40 30 20 10 0 % of employee No. of employee Employees response

\ CONCLUSION:It can be seen from the above that the respondents have responded negatively with respect to the statement that they do not exactly feel good about the quality of work they do. Looking at the percentages we find that almost 16% of the respondents firmly deny that the quality of work they do is not good. The next 70% of the respondents have simply dissatisfied with the statement and the rest 14% of the respondents are not exactly sure about the quality of the work that they have been assigned in the company. 14. The company has sound provisions for employees security.

Employees response Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied Total

No. of employee 45 5 0 0 0 50

% of employee 90% 10% 0% 0% 0% 100%

No. of employee

Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied

CONCLUSION:It is very much comprehensible from the above chart that all the respondents that is 90% of the respondents have given their strong affirmation regarding the security aspect at the company. All the 45 samples have responded in favour of the statement that Osram has really sound provisions for its employees security.& rest of them 10% have satisfied in this statement. 15. Given an opportunity, you would like to switch over to another company.

Employees response Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied Total

No. of employee 0 12 28 0 10 50

% of employee 0% 24% 56% 0% 20% 100%

No. of employee

Strongly satisfied Satisfied Not satisfied Dissatisfied Strongly Dissatisfied

CONCLUSION:The responded to this very statement also very much tactfully though not all of them seem to do so. Almost 56% of the respondents said that they were not sure of this very thing that they would switch over to other company if given a chance. The remaining 24% and 20% agreed and disagreed respectively that they would switch over to another company if they received a good offer.

CHAPTER 6

CONCLUSION

CONCLUSION
From the above analysis it can be concluded that at Osram India Pvt. Ltd. the Quality of Work Life is neither too good nor too bad that is altogether it is satisfactory. The employees particularly the staff members are fairly happy with the quality of work life they have in the company. But since the attrition rate is quite low amongst the staff members it suggests that the employees here are having an adequate work life without having too much trouble and stress in their work life. Besides, the findings reveal explicitly that: 1 2 The company has a fair disciplinary policy that everybody in the company must abide by. Rarely the staff of the company face any complication and they are able to their work with ease that is clear from the low tendency of the employees to remain absent and so the company is good in assigning jobs according to the skill of its employees. 3 Rarely any conflict occurs among the staff members and if it happens to occur the companys staffs quickly comes forward to resolve it. However, the stress faced

by the employees is not considered by the company and nothing is done in this regard. 4 The company does performance appraisals and the employees are rewarded for their good job. Training is also given due importance by the company for the growth and development of the employees and therefore employees also seem to feel inspired for doing innovative things for the company. 5 The hygienic conditions and medical facility is also good enough and the company also pays great attention towards the physical security of its employees and also provide fair job security. 6 The company also has a satisfactory canteen facility, and provides comfortable cabins thus a comfortable working place to its employees so that they can work peacefully.

The employees have a good rapport with their seniors as well as their colleagues and they are well guided by their seniors. The communication pattern prevailing also seems to be satisfactory.

8 9

However, the company does not seem to provide much flexibility in working methodology to its employees to allow them for being more creative. The company gives the salary that does not seem to make its employees happier

CHAPTER 7
RECOMMENDATION

& LIMITATION

RECOMMENDATIONS

The quality of work life in an organization is a crucial aspect that should be tried to maintain at a higher level by the combined efforts of management and HR department of the organization. Following are some broad-spectrum suggestions through which an organization may be able to provide its employees a better quality of work life. 1 A good human resource practice would encourage employees to be more productive while enjoying their work. Effective strategic human resource policies and procedures are essential to govern and provide excellent QWL among the employees. Conversely, poor human resource strategic measures that are unable to address these issues can effectively distort the QWL, which will eventually fail the organizations vision of becoming competitive globally. 2 Human resource practitioners and the management should take proactive steps in integrating relevant human resource strategies, change models, policies,

procedures, appropriate training programs, motivation and coping strategies to improve the QWL. 3 The main elements of the QWL, such as health and well-being, job security, job satisfaction, competence development, balance between work and non-work life are expected to help a lot in improving the QWL at any organization. 4 The relevant departments related to communication, organizational practitioners, decision makers and individual employees should make maximum efforts to humanize the workplace for a better QWL. 5 Conduct annual, large-scale surveys of employees to determine what employees want from the organization and how the organization can best respond to those.

Lack of trust is the common characteristic of top management due to which the work environment at times may appear impersonal and complex. To address this issue, the organizations mission, vision, financial performance, core values, and strategic goals, should be explicitly communicated so that the staff and other workers know more about what is happening and how it affects them.

Support an incentive program to reward healthy lifestyle practices among the employees. A plan could be implemented in the beginning of the year that would allow employees to reduce their own share of health insurance costs by participating in wellness activities, adopting safe working practices and so on.

The development of a culture that values and encourages the balancing of work and family life for the employees should be a priority of the leadership of the organization.

Organization suffers as human capital is the most important resource for any organization and dissatisfied employees who work under stress and with a low morale are less likely to be productive and enthusiastic enough towards their work.

LIMITATIONS OF STUDY

The study depend on the personal experiences of the employees working at the company and the management just feared that the employees may get hurt from the questions in the questionnaire presented to them as during the time of recession the company was not able to satisfy its employees completely.

2 3 4

Data transparency is restricted to small sample. The staff members may have been biased and not responded what actually exists. The study is confined only to Osram India Pvt Ltd., Sonepat and cannot be generalized.

CHAPTER 8

ANNEXURE

QUESTIONNAIRE
EMPLOYEE INFORMATION:
NAME (OPTIONAL) POSITION DEPARTMENT : :

QUESTIONS:
1. You are absolutely comfortable with companys disciplinary policies. a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied

2. You really have lots of difficulty in doing your work. a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied 3. You are absolutely comfortable with your co-workers. a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied 4. You frequently have conflicts with people while you were working recently. a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied 5. People do give you complements when you do a good job. a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied

6. Leadership provided by your seniors is all right. a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied 7. The companys activities are readily communicated to you. a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied 8. The behavior of the senior staff is really good towards you. a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied 9. The canteen facility provided over here is fine. a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied

10. You are provided with a comfortable cabin to work in. a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied 11. You have the liberty to take immediate decisions related to your work. a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied 12. The training provided here seems to be beneficial really. a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied 13. You dont really feel good about the quality of work you do. a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied 14. The company has sound provisions for employees security.

a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied 15. Given an opportunity, you would like to switch over to another company. a.) Strongly satisfied b.) Satisfied c.) Not satisfied d.) Strongly satisfied e.) Dissatisfied

CHAPTER 9

BIBLIOGRAPHY

BIBLIOGRAPHY
1) Book Author janpath , Edition Title Page 2) Book Authors Publisher : 29th : managing workplace safety & health : 507-537 : managing human resource : luis r. Gomez mejia, david b. balkin, Robert l. cardy : Ashoke k. ghosh PHI learning pvt. Ltd. M-97 connought circle new delhi : industrial labour in india ( an empirical approach) : pramod verma New delhi

Publisher : mohan primlani for oxford & IBH publishing co. pvt. Ltd.,66

Edition Title Page 3) Book Authors Publisher Edition Title Page

: 5th : workplace relations : 507- 537 : Personnel management : C.b mamoria, s.v gankar : Himalaya publishing house : 29th : employees work life : 828-839

4) R.S.DWIVEDI,Quality of work life; page no. 764; ed.5;

SITES
www.osramindia.com www.osram.com