A Study On Quality

A STUDY ON QUALITY OF WORK LIFE AT
SVPC AUTOMATIVE PRIVATE LTD,CHENNAI.
A PROJECT REPORT
Submitted by
D.SHAMINI
(REG NO:613321631069)
In partial fulfillment of the requirement

for the Award of the degree of
MASTER OF BUSINESS ADMINISTRATION
DEPARTMENT OF MANAGEMENT STUDIES
VIVEKANANDHA INSTITUTE OF INFORMATION AND

MANAGEMENT STUDIES,TIRUCHENGODE
ANNA UNIVERSITY:CHENNAI 600 025

JULY 2023
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BONAFIDE CERTIFICATE
This is to certify that the Project report entitled “A STUDY ON QUALITY OF WORK LIFE
AT SVPC AUTOMATIVE PRIVATE LTD” is submitted by D.SHAMINI (613321631069) in
partial fulfillment of the requirements for the award of the degree of master of business
administration of faculty of management studies, affiliated to Anna University, Chennai.
This is the record of bonafide work carried out by the above mentioned student under our
supervision and guidance. The results embodied in this project have not been submitted to any
other University or institute for the award of any degree or diploma.
Signature of Guide Signature of HOD
Submitted for the project Viva-voice examination held on _______________
Internal Examiner External Examiner
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DECLARATION
I, D.SHAMINI (613321631069) hereby declare that the project report, hereby declare that the
project report, entitled “A STUDY ON QUALITY OF WORK LIFE AT SVPC AUTOMOTIVE
PRIVATE LTD” submitted in partial fulfillment of the requirement for the award of the Degree of
Master of Business Administration is a record of the original work done by me, during my period
2022-2023 under the supervision and guidance of Mrs.S.SUGANYA, ME, MBA, (Ph.D )Assistant
professor in the Department of Management Studies, Vivekanandha Institute of Information and
Management Studies, Tiruchengode and it has not formed the basis for the award of any Degree /
Fellowship or similar title to any candidate of any University.
Place: Signature of the candidate

Date:
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ABSTRACT
The project aims to study the concept “Quality of Work-Life” and the role it plays i n
e n h a n c i n g t h e p r o d uc t i v i t y a n d p e r f o r m a n c e i n a n o r g a n i z a t i o n . It a l s o a i m s
a t understanding a wide range of welfare activities to be undertaken in order to
improve Quality of Work-Life (QWL) in an organization.The success of any organization
is highly dependant on how it attracts, recruits, motivates and retains its work force.
Organizations are required to adopt a strategy to improve the employees QWL to satisfy
organizational objectives and employee needs. The project studies the importance of having
effective QWL practices in organizations and their impact on employee performance and
the overall organizational performance. The QWL consists of three main components
namely Occupational health care, Suitable working time and appropriate salary.The
conclusion drawn from the project is that a better QWL leads to motivation and sat isfacti on
and t hereby increases product ion & perform ance. It hel ps i n reduci ng
absenteeism, stress & distractions. A company having a good QWL
b e c o m e s t h e “employer-of-choice” for talented workers which provides competitive
advantages for business in sectors facing shortage of skilled workers and managers.
It also reduces the turnover & high cost of replacing lost workers.It is recommended to
make the employees aware of the company goals, vision, mission, which will give
them a sense of belonging and responsibility to the organization.
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ACKNOWLEDGEMENT
I wish to express my profound gratitude to Management of Vivekanandha Educational Institutions

for giving me the opportunity to do the Project.
I offer heartfelt thanks to our beloved Chairman & Secretary, Vivekanandha Educational
Institutions, Prof. DR. M. KARUNANITHI, B.Pharm. M.S., PhD D.Litt. Who provided all
facilities for carrying out this Project work.
I immensely thanks, Dr. V. MOHANASUNDARAM, MBA, M.Phil., Ph.D. Director,

Vivekanandha Institute of Information and Management Studies for his Valuable guidance,
encouragement in completion of this Project report successfully.
I immensely thank, Prof. T.KRISHNA KUMAR, B.Sc., MBA., M.Phil., SET., Head of the
Department, Vivekananda Institute of Information and Management Studies for his Constant
motivation in completing this Project report successfully.
I take this opportunity to thank my Guide Mrs.S.SUGANYA, ME, MBA, (Ph.D ) Assistant
professor in the Department of Management Studies, Vivekanandha Institute of Information and
Management Studies for his aspiring guidance and constructive criticism during the Project work.
I would also like to thank Ms.A.SANTHIYA, (HR) SVPC Automotive Private Ltd ,who provided
me with all facilities being required and conducive conditions for my MBA Project.
I thank Almighty for showering his perennial blessing on me for giving me the courage to pursue
this Project successfully.
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TABLE OF CONTENTS
S.NO TITLE PAGE.NO
1 ABSTRACT IV
2 TABLE OF CONTENTS VI
3 LIST OF TABLES VII
4 LIST OF CHARTS X
5 CHAPTER I – INTRODUCTION 1-38
6 CHAPTER II – REVIEW OF LITERATURE 39-48
7 CHAPTER III – RESEARCH METHODOLOGY 49-62
8 CHAPTER IV – DATA ANALYSIS AND 63-94

INTERPRETATION
9 CHAPTER V – FINDINGS, SUGGESTIONS & 95-98

CONCLUSION
10 BIBLIOGRAPHY 99
11 APPENDIX 100-101
VI
LIST OF TABLES
TABLE TITLE PAGE.

NO.
NO
4.1 DISTRIBUTION OF THE RESPONDENTS BY AGE 64
4.2 DISTRIBUTION OF THE RESPONDENTS BY GENDER 65
4.3 DISTRIBUTION OF THE RESPONDENTS BY 66

EDUCATIONAL QUALIFICATION
4.4 DISTRIBUTION OF THE RESPONDENTS BY WORK 67

EXPERIENCE
4.5 DISTRIBUTION OF THE RESPONDENTS BY MONTHLY 68

INCOME
4.6 DISTRIBUTION OF THE RESPONDENTS BY MARITAL 69

STATUS
4.7 DISTRIBUTION OF THE RESPONDENTS BY THEIR 70

FAMILY TYPE

FAMILY SIZE

DEPENDENTS
4.10 DISTRIBUTION OF THE RESPONDENTS BY TRANSPORT 73

MODE
4.11.1 DISTRIBUTION OF THE RESPONDENTS AND THEIR 74

OPINION ABOUT MOTIVATING ENVIRONMENT

OPINION ABOUT WORKING CONDITION
VII
OPINION ABOUT COOPERATION AMONG OTHER
DEPARTMENTS

OPINION ABOUT GENDER DISCRIMINATION

OPINION ABOUT RELATIONSHIP WITH
COLLEAGUES

OPINION ABOUT RELATIONSHIP WITH SUPERIOR

OPINION ABOUT TRANINIG REGARDING
INTERPERSONAL SKILLS

OPINION ABOUT FREQUENCY OF TRAINING
PROGRAM

OPINION ABOUT FAIR COMPENSATION

OPINION ABOUT THE REWARDS FOR GOOD WORK

OPINION ABOUT TRANSPORTATION FACILITY

OPINION ABOUT SAFETY MEASURES

OPINION ABOUT COMFORTABLENESS AT WORK
VIII
OPINION ABOUT JOB SECURITY

OPINION ABOUT JOB STRESS

OPINION ABOUT FLEXIBLE TIME

OPINION ABOUT COMMUNICATION CHANNEL

OPINION ABOUT COMMUNICATION SYSTEM
4.20 RESULT OF CHI SQUARE TEST FOR WORK 92

EXPERIENCE AND COMPENSATION
4.21 RESULT OF CORRELATION FOR GENDER AND JOB 94

SATISFACTION
Xl
LIST OF CHARTS
CHART TITLE PAGE.

NO. NO
4.1 DISTRIBUTION OF THE RESPONDENTS BY AGE 64
4.2 DISTRIBUTION OF THE RESPONDENTS BY GENDER 65
4.3 DISTRIBUTION OF THE RESPONDENTS BY 66

EDUCATIONAL QUALIFICATION
4.4 DISTRIBUTION OF THE RESPONDENTS BY WORK 67

EXPERIENCE
4.5 DISTRIBUTION OF THE RESPONDENTS BY MONTHLY 68

INCOME
4.6 DISTRIBUTION OF THE RESPONDENTS BY MARITAL 69

STATUS

FAMILY TYPE

FAMILY SIZE

DEPENDENTS

TRANSPORT MODE

OPINION ABOUT MOTIVATING ENVIRONMENT

OPINION ABOUT WORKING CONDITION
X
OPINION ABOUT COOPERATION AMONG OTHER
DEPARTMENTS

OPINION ABOUT GENDER DISCRIMINATION

OPINION ABOUT RELATIONSHIP WITH
COLLEAGUES

OPINION ABOUT RELATIONSHIP WITH SUPERIOR

OPINION ABOUT TRANINIG REGARDING
INTERPERSONAL SKILLS

OPINION ABOUT FREQUENCY OF TRAINING
PROGRAM

OPINION ABOUT FAIR COMPENSATION

OPINION ABOUT THE REWARDS FOR GOOD WORK

OPINION ABOUT TRANSPORTATION FACILITY

OPINION ABOUT SAFETY MEASURES

OPINION ABOUT COMFORTABLENESS AT WORK
Xl
OPINION ABOUT JOB SECURITY

OPINION ABOUT JOB STRESS

OPINION ABOUT FLEXIBLE TIME

OPINION ABOUT COMMUNICATION CHANNEL

OPINION ABOUT COMMUNICATION SYSTEM
Xll
CHAPTER - I
INTRODUCTION
1.1 INTRODUCTION ABOUT THE TOPIC
Earlier, there was no understanding of human asset administration and minimum

significance was given to the advancement and fulfillment of the human resources.
Workers likewise used to have a sentiment as though they are intended to work like
machines then just they will be paid by the businesses. In the 21st century, globalization
had constrained the economy to advance towards services and data innovations,
accordingly making employees as organisation’s most important resource. Presently no
organisation can survive without a satisfied workforce, so came the idea of Quality of
work life which is an employee oriented approach.
Walton (2007) focused on that Quality of Work Life (QWL) is a vital way to
safeguard human values and emotions which have been earlier disregarded because of
technological headway, economic development and high productivity.
In favourable working environment employees always put their full effort in

completing their task and find their work and organization interesting. So a favourable
working environment assumes an exceptionally imperative part in urging employees to
put their fullest potential in accomplishment of individual and also organizational
objectives. If the employees are given better pay rates with great advantages that satisfied
their own needs they will remain faithful to the organisation which will further improve
the retention rate. In fact, Maslow's need hierarchy likewise accentuated on the
significance of understanding an individual needs which he categorized into
physiological, security, belongingness and love, esteem and self actualization needs. The
lowest level of need in the hierarchy must be satisfied in order to move to the higher level
needs. Rethinam and Ismail (2008) said that QWL has similitude with Maslow's need
hierarchy developed by Abraham Maslow which showed that each individual needs
differs from each other in light of the fact that what is imperative to a few workers may
not be critical to others.
MEANING OF QWL
Quality of work life (QWL) is the measure of the favourable working situation
for the people in an organization. In the older times the complete concentration was on
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specialization and productivity, which has changed completely, in a positive direction. In
the present situation, needs and goals of the representative are evolving. The
organisations are currently overhauling employments for better QWL.
Quality of Work Life (QWL) is a logical arrangement of standards, which holds that
individuals are the most essential asset in the association as they are reliable, dependable
and equipped for making important commitment and they ought to be treated with pride
and regard (Tabassum et. al, 2011; Rose et. al, 2006).
Quality of work life means “The favorableness or unfavorable of a job environment

for people”.
The another meaning of quality of work life is adequate and fair compensation , safe and
healthy working conditions, immediate opportunities to use and develop human
capacities future opportunities for continued growth and security, constitutionalism in the
work organization and the social relevance of work life.
It seems to focus on 3 district are as under
• Good wages and services conditions,

• Good physical environment,
• Good motivational factors.
DEFINITIONS:
• QWL can be defined as "The quality of relationship between employees and the total
working environment.”
• QWL is a process by which an organization responds to employee needs for

developing mechanisms to allow them to share fully in making the decisions that
design their lives at work.
• QWL is “The degree to which members of a work organization are able to satisfy
important personnel needs through their experience in the organization”. by JRichard
and J Loy.
• According walton defines QWL as a process by which an organization responds to

employee needs for developing mechanism to allow them to share fully to making the
decisions that design their lives at work.
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• QWL as a process of work organisation which enables its members at all levels of to
actively participate in shaping the environments,methods and outcomes
QWL programs can be evaluated on the basis of following points:
• Fair compensation and job security
• Health is wealth
• Provide personal and career growth opportunities
• Participative management style and recognition
• Work-life balance
• Fun at workplace
CONCEPT OF QWL
The concept of QWL is based on the assumption that the job is more than just a job
it is the centre of a person’s life and worker as a whole individual rather than a half human
and half machine personally of Jekyili Hyde type. In recent years there has been
increasing concern for QWL due to several factors:
− Increase in education level & consequently job aspirations of employees.
−Association of workers.
− Significance of human resource management.
− Growing of knowledge in human behavior etc.
QWL is a prescriptive concept, it attempts to design work environments so as to

maximize concern for human welfare. QWL acts in two dimensions.
− Goal
− Process
QWL acts as GOAL by
− Creation of more involving
− Satisfying and effective jobs
− Work environment for people at all levels of the organization
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QWL acts as PROCESS by
− Make efforts to realize this goal through active participation
− The whole essence of QWL may be stated thus, the QWL is co – operative
rather than authoritarian; evolutionary and open rather static and rigid; informal rather
than mechanistic; mutual respect and trust than hatred against each other.
IMPORTANCE OF QWL
The importance of quality of work life is to extend jobs and working conditions
that are outstanding for employees as well as economic strength of the organization.It
also help to improve employee productivity.Many companies find that paying attention
to the needs of employees can benefit the company in terms of productivity,employee
loyalty and company reputation.
Therefore,organisations have started to focus on the overall development and

happiness of the employee for their motivation and reducing his/her stress levels without
jeopardising the economic health of the company.Quality of work life becomes an
increasingly popular concept in recent times.
ENHANCE STAKEHOLDER RELATIONS AND CREDIBILITY:
A growing number of companies that focus on QWL improve their relationships

with the stakeholders. They can communicate their views, policies, and performance on
complex social issues; and develop interest among their key stakeholders like consumers,
suppliers, employees etc.Thus quality of life helps the organisation to build a good
relation with the stakeholders.
INCREASE PRODUCTIVITY:
Programmes which help employees balance their work and lives outside the work
can improve productivity. A company’s recognition and support through itsstated values
and policies of employees’ commitments, interests and pressures, can relieve employees’
external stress.
This allows them to focus on their jobs during the workday and helps to minimize
absenteeism.The result can be both enhanced productivity and strengthened employee
commitment and loyalty.Thus the quality of work life helps the organisation to
increase productivity to achieve the maximum profit.
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ATTRACTION AND RETENTION:
Work-life strategies have become a means of attracting new skilled employees

and keeping existing ones satisfied. Many job seekers prefer flexible working hours
as the benefit they would look for in their job. They would rather have the opportunity
to work flexible hours than receive an additional increment in annual pay.
• More employees may stay on a job, return after a break or take a job with one company
over another if they can match their needs better with those of their paid work.
• This results in savings for the employer as it avoids the cost of losing an experienced
worker and recruiting someone new.
• Employers who support their staff in this way often gain loyalty from the staff.
REDUCES ABSENTEEISM:
• Companies that have family-friendly or flexible work practices have low absenteeism.
Sickness rates fall as pressures are managed better. Employees have better methods
of dealing with work-life conflicts than taking unplanned leave.
• Workers (including the managers) who are healthy and not over-stressed are more
efficient at work.
IMPROVE THE QUALITY OF WORKING LIVES
• Minimising work-life role conflict helps prevent role overload and people have a more
satisfying working life, fulfilling their potential both in paid work and outside it.
• Work life balance can minimise stress and fatigue at work, enabling people to
have safer and healthier working lives. Workplace stress and fatigue cancontribute
to injuries at work and home.
• Self-employed people control their own work time to some extent. Most existing
information on work-life balance is targeted at those in employment relationships.
However, the self employed too may benefit from maintaining healthy work habits
and developing strategies to manage work flows which enable them to balanceone
with other roles in their lives.Therefore quality of work life is very important for
improving the quality of employees both work and personal life.Thus, quality of work
life is very important for improving the productivity in the organisation.
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MATCHES PEOPLE WHO WOULD NOT OTHERWISE WORK WITH
JOBS:
Parents, people with disabilities and those nearing retirement may increase their
work force participation if more flexible work arrangements are made. Employment has
positive individual and social benefits beyond the financial rewards.
BENEFITING FAMILIES AND COMMUNITIES:
In a situation of conflict between work and family, one or other suffers. Overseas
studies have found that family life can interfere with paid work. QWL maintains balance
between work and family. At the extreme, if family life suffers,this may have wider
social costs.
Involvement in community, cultural, sporting or other activities can be a benefit

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

media,consider the quality of employee experience in the work place when evaluating a
company.
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ELEMENTS OF QUALITY OF WORK LIFE
• Ask the heads of operating & staff division to develop strategies for continuously
communicating with their employees.
• Accurate timely information abiut vision,mission,strategic and objectives and

proposed changes.
• Essential information repeatedly through multiple channels.
• Opportunities for two way communication with employees.
• Strength work & family programs.
• Increase our investment work place learning as a first step in creation of a learning
organization.
• Better program and management.
BENEFITS OF QUALITY OF WORK LIFE
• More positive feeling toward one’s self
• More positive feeling towards the organization.
• Improved physical and psychological health.
• Greater growth and development of the individual as a person and as a
productivity number of the organization
• Decreased absenteeism and turnover, and fewer accidents.
• Higher quality and quality of output of goods and services.
• More profitability.
• Increased productivity.
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THE FACTORS THAT INFLUENCE AND DECIDE THE QWL ARE
• Attitude
• Environment
• Opportunities
• Nature of Job
• People
• Stress Level
• Career Prospects
• Challenges
• Growth and Development
• Risk Involved and Reward
QWL PROGRAMS HAVE BEEN FOUND TO
• Improve workplace morale
• Encourage employee commitment
• Support recruitment
• Encourage retention
• Enhance productivity
• Reduce absenteeism
• Maximize staff resources
QWL PROGRAMS CAN BE EVALUATED ON THE BASIS OF FOLLOWING

POINTS
The aim of QWL is to identify and implement alternative programs to improve the quality
of professional as well as personal life of an organisation’s employees.
• Fair compensation and job security
• Health is wealth
• Provide personal and career growth opportunities
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• Participative management style and recognition
• Work-life balance
• Fun at workplace
SIGNIFICANCE OF GOOD WORK-LIFE QUALITY:
1. Decrease absenteeism and increase turnover.
2. Less number of accidents.
3. Improved labour relations.
4. Employee personification.
5. Positive employee attitudes toward their work and the company.
6. Increased productivity and intrinsic motivation.
7. Enhanced organizational effectiveness and competitive advantage.
PRINCIPLES OF QUALITY OF WORK LIFE
According to N.Q.Herrick and M.Maccoby there are four basic principles, which will
humanize work and improve the Quality of Work Life.They are principle of
security,principle of equity,principle of individualism,principle of democracy.
THE PRINCIPLE OF SECURITY: Quality of work cannot be improved until

employees are relieved of the anxiety, fear and loss of future employment. The working
conditions must be safe and fear of economic want should be eliminated. Job security and
safety against occupational hazards is an essential precondition of humanization of work.
THE PRINCIPLE OF EQUITY: There should be a direct and positive relation between
effort and reward. All types of discrimination between people doing similar work and
with same level of performance must be eliminated. Equity also requires sharing the
profits of the organization.
THE PRINCIPLE OF INDIVIDUALISM: Employees differ in terms of their attitudes,

skills, potentials etc. Therefore, every individual should be provided the opportunities for
development of his personality and potential. Humanization of work requires that
employees are able to decide their own pace of activities and design of work operations.
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THE PRINCIPLE OF DEMOCRACY: This means greater authority and responsibility
to employees.Meaningful participation in decision making process improves the
quality of work life.
STRATEGIES FOR IMPROVEMENT OF QWL
The strategies for improvement in quality of work life include self-managed

work teams, redesign and enrichment, effective leadership and supervisory behavior,
career development, alternative work schedules, job security, administrative
organizational and participating management. Quality of work life is the shared
responsibility,not only of the management and workers but also of the union leaders and
government officials.
SELF-MANAGED WORK TEAMS:

These are also called autonomous work groups or integrated work teams. These
work teams are formed with 10 to 20 employees who plan, co-ordinate and control the
activities of the team with the help of a team leader who is one among them. Each team
performs all activities including selecting their people. Quality circles develop a culture
of participation among the workers.
JOB REDESIGN AND ENRICHMENT:

Narrow jobs can be combined into larger units of accomplishment. Jobs are
redesigned with a view to enriching them to satisfy higher order human needs.
EFFECTIVE LEADERSHIP AND SUPERVISORY BEHAVIOR:

For effective leadership and supervisory behavior ‘9-9’ style of managerial grid
is suitable.
CAREER DEVELOPMENT:
Provision for career planning, communicating and counseling She employees
about the career opportunities, career path, education and development and for second
careers should be made.
ALTERNATIVE WORK SCHEDULES:

Provision for flexible working hours, part-time employments, job- sharing and
reduced work week should be made.
JOB SECURITY:
This tops the employees list of priorities. It should be adequately taken care of.
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ADMINISTRATIVE OR ORGANIZATIONAL JUSTICE:
The principles of justice, fair and equity should be taken care of in disciplinary
procedure, grievance procedures, promotions, transfers, demotion, work assignment,
leave, etc.
PARTICIPATIVE MANAGEMENT:
Employees should be allowed to participate in management participative
schemes which may be of several types.
ACKNOWLEDGE HARD WORK:

Supervisors should ensure that their employees feel appreciated, McGonagle
says. That appreciation can be expressed by simply praising them publicly when they
do good work and giving them a chance to take risks, even if they make a mistake.
"If employees know that their supervisor has their backs that they're respected
and that you'll look after them no matter what they'll feel pretty darn good about things,"
McGonagle says.
BARRIERS TO QWL
Though the positive effect of QWL is already established, all parties of the
organization still resist to any schemes or procedure to improve QWL. The management
may feel the QWL at the present level is satisfactory and more steps need be taken to
improve it. Employee on the other hand resist to changes with a pre conceivednotion that
any scheme that the management takes up to would be to increase productionwithout extra
cost. Another barrier to the improvement of QWL is lack of financial resources.
Strategies for improving QWL are self managed work teams, job redesign and
enrichment, effective leadership and supervisory behavior, career development,
alternative work schedules, job security, administrative or organizational justice and
participating management.
1.2 STATEMENT OF THE PROBLEM

One of the most important pillars of the constancy of each organization is the
satisfaction of its employees. Quality of work life is beyond job satisfaction; it involves
the effect of the workplace on satisfaction with the job, satisfaction in non-work life
domains and subjective well-being. Job satisfaction and quality of work life needs to be
addressed keeping in view which factor contribute to the organizational effectiveness and
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growth. It is an established fact that high job satisfaction contributes to organizational
commitment, job involvement, better physical and mental health and quality life to the
employees. On the other hand, job dissatisfaction leads to absenteeism, labour turnover,
labour problems and a negative organizational climate. It is in this background an attempt
is made to find out whether quality of work life has any significant impact on job
satisfaction or not.
1.3 OBJECTIVE OF THE STUDY
• To Study the Quality of work life of Employees in SVPC Automotive Pvt Ltd.
• To get an account of welfare activities being provided for the Employees.
• To understand the perception of employees among the Training & Development
program.
• To analyse the nature of supervision and level of job satisfaction among
employees.
• To suggest measures for improving the QWL of the employees.
1.4 SCOPE OF THE STUDY
The study is intended to evaluate the quality of work life of the employees because
effective quality work life is essential to achieve goal of the organization. The presence
of quality of work life in organization, leads to numerous positive outcomes. This study
helps to realize the importance of quality of work life in an organization. The company
will be able to identify the problems related to the QWL of its employees, their job
satisfaction and work life balance. The study is expected to identify the bottlenecks in
implementing the QWL programmes and the perception level of the employees aboutthe
implementation of QWL programmes. QWL study helps to identify the morale of the
workers (i.e.) the degree to which the employees are happy, committed, motivated and
willing to stay with the organization.
1.5 NEED OF THE STUDY
• To analyze quality of work life of the employees working in SVPC Automotive

Pvt.Ltd.
• To give suggestions regarding quality of work life to the organisation.
• To improve the quality of work life in the organisation.
• To make them to known whether quality of work life is strength or weakness to
the organisation.
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1.6 HYPOTHESES OF THE STUDY
A Hypotheses is a tentative statement about the relationship between two or

more variables.It is a specific, testable prediction about what you expect to happen in a
study.
In other words, A hypothesis is a potential explanation for something that

happens or that you observe and think to be true.It can also help to determine the
relationship between two or more variables that relate to each other.
According to Goode and Hatt’ Hypotheses are primary assumptions about the
interrelations of different variables which set the direction of the entire research process.
CHARACTERISTICS OF HYPOTHESIS
• Hypothesis should be clear and precise to consider it to be reliable.

• Hypothesis must be specific and should be ststing the relationship between variables.
• The way of explanation of the hypothesis must be very simple and it should also be
understood that simplicity of the hypothesis is not related to its significance.
• Hypothesis should be capable of being tested.
• It must explain the facts that gave rise to the need for explanation.
• It is never formulated in the form of a question.
• It should be stated as far as possible in most simple terms so that the same is easily
understandable by all concerned.
FUNCTIONS OF HYPOTHESIS
• Hypothesis helps in making an observation and experiments possible.

• It becomes the start point for the investigation.
• Hypothesis helps in verifying the observations.
• It helps in directing the inquires in the right direction.
IMPORTANCE OF HYPOTHESIS
• It ensures the entire research methodologies are scientific and valid.

• It helps to assume the probability of research failure and progress.
• It helps to provide link to the underlying theory and specific research question.
• It helps in data analysis and measure the validity and reliability of the research.
• It provides a basis or evidence to prove the validity of the research.
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TYPES OF HYPOTHESIS
Here are different forms of hypothesis and they are:
• Null hypothesis.
• Alternative hypothesis.
• Directional hypothesis.
• Non-directional hypothesis.
• Simple hypothesis
• Associative and casual hypothesis
NULL HYPOTHESIS
A null hypothesis is a type of statistical hypothesis that proposes that no statistical

significance exists in a set of given observations.There are different types of
hypothesis.They are Simple hypothesis,Composite hypothesis,Exact hypothesis,Inexact
hypothesis.It provides a statement which is contrary to the hypothesis. It’s a negative
statement and there is no relationship between independent and dependent variables. A
statistical hypothesis,however, is a statement of what the statistican expects NOT to
find.For this reason it is called a NULL hypothesis.The symbol is denoted by “HO”.
ALTERNATIVE HYPOTHESIS
Considered to be the opposite of a null hypothesis, an alternative hypothesis is

donated as H1 or Ha. It explicitly states that the dependent variable affects the
independent variable. A good alternative hypothesis example is “Attending
physiotherapy sessions improves athletes' on-field performance.” or “Water evaporates
at 100°C.”
DIRECTIONAL HYPOTHESIS
It shows how a researcher is intellectual and committed to a particular outcome.

The relationship between the variables can also predict its nature. For example- children
aged four years eating proper food over a five-year period are having higher IQ levels
than children not having a proper meal. This shows the effect and direction of the effect.
When a hypothesis states the direction of the results, it is referred as a directional
hypothesis.The directinal hypothesis states that there is a positive (or negative)
Correlation between two variables.
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NON-DIRECTIONAL HYPOTHESIS
It simply states that there will be a difference between the two groups/conditions but
does not say which will be greater/smaller,quicker/slower etc.It is used when there is no
theory involved. It is a statement that a relationship exists between two variables, without
predicting the exact nature (direction) of the relationship.If a hypothesis does not state a
direction but simply says that one factor affects another,or that there is an association or
correlation between two variables then it is called a non-directional(two-
tailed)hypothesis.
SIMPLE HYPOTHESIS
It shows a relationship between one dependent variable and a single independent

variable. For example – If you eat more vegetables, you will lose weight faster. Here,
eating more vegetables is an independent variable, while losing weight is the dependent
variable.
ASSOCIATIVE AND CASUAL HYPOTHESIS
Associative hypothesis occurs when there is a change in one variable resulting in a

change in the other variable.Associative hypothesis predicts an associative relationship
between the independent variable and dependent variable.when there is a change in ahy
one of the variables,changes also occurs in the variable.you note correlation between an
independent and dependent variable but do not make a prediction about how the two
interact.Example:There is a positive association between physical activity levels and
overall health.
Causal hypothesis proposes a cause and effect interaction between two or more
variables.It a prediction that one variable can cause a particular outcome or
event.specifically,it is used to determine whether or not changes in one variable causes
changes in another variable.Example: stress causes depression.smoking causes lung
cancer.
HYPOTHESIS:
H01: There is no significant difference between work experience and compensation.
H1:There is significant difference between work experience and compensation.
H02: There is no significant relationship between gender and job satisfaction.
H2 : There is significant relationship between gender and job satisfaction.
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1.7 OPERATION DEFINITIONS
WORK ENVIRONMENT:
Working environment is a place in which one works. It is a social and professional

environment in which employees are supposed to interact with a number of people, and
have to work with co-ordination in one or the other way. Safe and healthy working
conditions ensure good health, continuity of services, decreased bad labour management
relations. A healthy worker registers a high productivity. Employees are cheerful,
confident and may prove an invaluable asset to the organization if the working
environment is good. It consists of safe physical and mental working situations and
determining reasonable working hours.
ORGANIZATION CULTURE AND CLIMATE:
Organization culture is a set of properties and organization climate is a collective

behaviour of people that are part of an organization values, vision, norms etc. Promotion
opportunities, promotion and reward evaluation criteria used are both under the direct
control of an organization and subject to the organization’s policies.
RELATION AND CO-OPERATION:
Relation and cooperation is a communication between management and

employees, concerning workplace decision, conflicts and problem resolving. Work and
career are typically pursued within the framework of social organization and the nature
of personal relationships becomes an important dimension of Quality of Work Life.
Acceptance of the workers is based on skills, work related traits, abilities and potential
without considering the race, sex, physical appearance, etc.
TRAINING AND DEVELOPMENT:
Training and development is an organizational activity aimed at bettering the

performance of individual and groups. QWL is ensured by the opportunities provided by
the job for the development of the employees and encouragement given by the
management to perform the job, having good conditions to increase personal
empowerment and skills.
COMPENSATION AND REWARDS:
Compensation and rewards are motivational factors. The best performer is given
the rewards, and this builds the competitions among the employees to work hard and to
achieve both organizational and individual goals. The economic interests of employees
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drive them to work and employee satisfaction dependent to some extent on the
compensation offered. Pay should be fixed on the basis of the work done, individual
skills, responsibilities undertaken, performance and accomplishments.
FACILITIES:
Facilities play major role in actualization of the goals and objectives by satisfying
both the physical and emotional needs of the employees. Facilities include food service,
transportation, security, etc. Many employers have found it beneficial to allow alternate
work arrangements for their employees. This is one method to increase employee
productivity and morale. The alternate work arrangements to the employees include
flexible working hours, shorter or no commute, and secure working environment.
JOB SATISFACTION AND JOB SECURITY:
Job satisfaction is the favourableness or un favourableness with which employees

view their work. Job satisfaction is impacted by job design. Jobs that are rich in
constructive behavioural elements such as work autonomy, task variety, identity, work
significance and feedback etc contribute to employees’ satisfaction. Employees want
stability of employment and do not like to be the victims of whimsical personal policies
and stay at the mercy of employers. Job security is another factor that is of concern to
employees. Permanent employment provides security to the employees and improves
their QWL.
AUTONOMY OF WORK:
In autonomous work groups, employees are given the freedom of decision making.
Workers themselves plan, co-ordinate and control work related activities. It also includes
different opportunities for personnel such as independency at work and having the
authority to access the related information for their task.The work has become highly
monotonous today, the worker becomes more mechanical towards the machines and lacks
controls on them.when sufficient autonomy given then workers will use their skill to
develop the organization.
ADEQUACY OF RESOURCES:
Resources should match with stated objectives; otherwise, workforce will not be
competent to achieve the predefined objectives.
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1.8 INDUSTRY PROFILE:
INTRODUCTION
India has become the fastest-growing economy in the world in recent years. This
fast growth, coupled with rising incomes, boost in infrastructure spending and increased
manufacturing incentives, has accelerated the automobile industry. The two-wheeler
segment dominated the automobile industry because of the Indian middle class, with
automobile sales standing at 17.51 million units in FY22.
Significant demand for automobiles also led to the emergence of more original
equipment and auto components manufacturers. As a result, India developed expertise in
automobiles and auto components, which helped boost international demand for Indian
automobiles and auto components. Hence, the Indian automobile industry has a
considerable impact on the auto component industry.
India’s auto component industry is an important sector driving macroeconomic

growth and employment. The industry comprises players of all sizes, from large
corporations to micro entities, spread across clusters throughout the country. The auto
components industry accounted for 2.3% of India’s GDP and provided direct
employment to 1.5 million people. By 2026, the automobile component sector will
contribute 5-7% of India's GDP.
The industry is a leader in exports and provides jobs to over 3.7 crore people.
From FY16-FY22, the industry registered a CAGR of 6.35% and was valued at US$
56.50 billion in FY22. Due to the high development prospects in all vehicle industry
segments, the auto component sector is expected to see double-digit growth in FY22. The
industry is expected to stand at US$ 200 billion by FY26.
The Automotive industry in India is leading in many segments- primarilyin

Passenger Cars, Utility Vehicles, Vans and two Wheelers. Auto Components industry
turnover to reach USD 200 bn by 2026.The automotive aftermarket segment in India
is expected to reach USD 32 Bn by 2026.
The Automobile component industry in India is composed of organized and

unorganized sector. The organized sector refers to original equipment manufacturers
(OEMs) and is engaged in the manufacture of high-value precision instruments.
Whereas, the unorganized sectors comprise of low- valued products catering to
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after-market services.
Various sub-sectors of the Automobile component industry in India are engine parts,
drive transmission & steering parts, body and chassis, suspension and braking parts,
equipment, electrical parts and others such as fan belts, die-casting and sheet metal
parts.
India has a thriving automobile spare parts manufacturing industry with several
companies operating in this sector. These companies play a crucial role in supporting the
automotive industry by producing a wide range of spare parts and components. Here are
some key points about automobile spare parts manufacturing companies in India:
1. DIVERSE PRODUCT RANGE: Indian automobile spare parts manufacturing

companies produce a diverse range of components and parts for various types of vehicles,
including cars, motorcycles, commercial vehicles, and tractors. These components
include engine parts, electrical systems, suspension systems, braking systems, exhaust
systems, and more.
2. OEM AND AFTERMARKET FOCUS: These companies cater to both original

equipment manufacturers (OEMs) and the aftermarket. They supply spare parts directly
to vehicle manufacturers for their production lines and also provide aftermarket solutions
for vehicle repair and maintenance.
3. TIERED SUPPLIER NETWORK: Automobile spare parts manufacturers in India

often operate within a tiered supplier network. Tier 1 suppliers directly supply to OEMs,
while Tier 2 and Tier 3 suppliers provide components to Tier 1 suppliers. This network
ensures a seamless flow of parts and components throughout the automotive industry.
4. DOMESTIC AND GLOBAL PRESENCE: Many Indian automobile spare parts

manufacturing companies have a strong domestic presence and supply components to
Indian vehicle manufacturers. However, several companies have expanded their
operations globally and export their products to international markets. These companies
contribute to India's exports and enhance the country's reputation as a reliable supplier of
automotive components.
5. INVESTMENT IN TECHNOLOGY: Indian spare parts manufacturers are

increasingly investing in advanced manufacturing technologies and processes to improve
quality, productivity, and efficiency. Automation, robotics, digitalization, and data
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analytics are being adopted to enhance manufacturing capabilities and meet global quality
standards.
6. GOVERNMENT SUPPORT: The Indian government has introduced various

initiatives and schemes to promote the automobile and manufacturing sectors. Schemes
like the Production Linked Incentive (PLI) scheme and Make in India campaign
encourage domestic production, attract investments, and boost the competitiveness of the
spare parts manufacturing industry.
7. SUPPLIER TO GLOBAL OEMS: Indian automobile spare parts manufacturers have

established themselves as reliable suppliers to global OEMs. They have developed
partnerships and supply agreements with renowned international vehicle manufacturers,
contributing to the global automotive supply chain.
8. R&D AND INNOVATION: Companies in this sector are increasingly focusing on

research and development to enhance product quality, develop innovative solutions, and
meet changing customer demands. They collaborate with research institutions, invest in
R&D centers, and emphasize innovation to stay competitive in the market.
9. SKILLED WORKFORCE: Indian spare parts manufacturing companies benefit

from a skilled workforce. The country has a large pool of engineers, technicians, and
skilled workers who contribute to the design, development, and production of high-
quality automotive components.
10. GROWING AFTERMARKET INDUSTRY: The aftermarket industry in India is

expanding rapidly, driven by factors like vehicle parc growth, increasing vehicle age, and
changing consumer preferences. Spare parts manufacturers play a crucial role in meeting
the demand for quality aftermarket components and providing repair and maintenance
solutions.
These points highlight the significance of automobile spare parts manufacturing

companies in India and their contribution to the automotive industry's growth and
development in the country.
GLOBAL LEVEL AUTOMOBILE SPARE PARTS MANUFACTURING

COMPANIES:
A global-level automobile spare parts manufacturing company refers to a company that

operates on an international scale and manufactures spare parts for automobiles
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across multiple countries or continents. These companies typically have a wide range
of products, a global customer base, and extensive distribution networks. They may have
manufacturing facilities or partnerships in different regions to cater to local markets
efficiently.
Some examples of global-level automobile spare parts manufacturing companies

include:.
1. Bosch (Germany)
2. Denso Corporation (Japan)
3. Continental AG (Germany)
4. Magna International (Canada)
5. ZF Friedrichshafen AG (Germany)
6. Aisin Seiki Co., Ltd. (Japan)
7. Faurecia (France)
8. Valeo (France)
9. Tenneco Inc. (United States)
10. Lear Corporation (United States)
These companies are renowned globally for their expertise in manufacturing

a wide range of automotive spare parts, components, and systems. They supply to major
automobile manufacturers and play a crucial role in the global automotive industry.
STRENGTHS OF INDIAN AUTOMOBILE SPARE PARTS INDUSTRY:
1.LOCALIZATION EFFORTS: Many Indian spare parts manufacturers focus on

localization by sourcing raw materials and components locally, thereby reducing
costs and minimizing dependence on imports. This localization strategy helps enhance
competitiveness and strengthens the domestic supply chain.
2.QUALITY STANDARDS: Indian automotive spare parts manufacturers strive to
meet international quality standards. They adhere to stringent quality control processes
and certifications to ensure the reliability, durability, and performance of their products.
Many companies have received certifications such as ISO 9001, ISO/TS 16949, and
OHSAS 18001.
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3.EXPORT GROWTH: Indian spare parts manufacturers have witnessed significant
growth in export volumes over the years. They supply spare parts to global markets,
including Europe, the United States, Africa, and the Middle East. This export growth
contributes to the country's foreign exchange earnings and strengthens India's position
as a global automotive spare parts supplier.Indian spare parts manufacturers have been
increasingly focusing on export markets.with their cost competitiveness,quality products
indian companies are gaining recognition and expanding their footprint in global
markets.This potential opens up new avenues for revenue generation and future growth.
4.SUPPLY CHAIN EFFICIENCY: Indian spare parts manufacturers focus on

developing efficient supply chain networks to ensure timely delivery of components
to OEMs and aftermarket channels. This includes establishing strategic partnerships
with logistics providers, implementing advanced inventory management systems, and
optimizing distribution processes.
5.COST COMPETITIVENESS: Indian automotive spare parts manufacturers are

known for their cost competitiveness. They offer competitive pricing without
compromising on quality, making them attractive suppliers for OEMs and aftermarket
customers globally.
6.VERTICAL INTEGRATION: Some Indian spare parts manufacturers practice

vertical integration by having in-house capabilities for design, development,
manufacturing, and quality control. This integrated approach helps streamline processes,
maintain quality standards, and ensure control over the entire value chain.
7.COLLABORATION AND PARTNERSHIPS: Indian spare parts manufacturers

actively collaborate with OEMs, technology providers, and research institutions to foster
innovation, develop new products, and enhance manufacturing capabilities. Such
partnerships help companies stay at the forefront of technological advancements in
the automotive industry.
8.SUSTAINABLE PRACTICES: Indian automotive spare parts manufacturers

increasingly emphasize sustainable practices in their operations. They focus on reducing
carbon emissions, conserving energy, implementing waste management systems, and
adopting eco-friendly manufacturing processes.
9.PRODUCT CUSTOMIZATION: Many Indian spare parts manufacturers offer
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customized solutions to meet the specific requirements of OEMs and aftermarket
customers. They work closely with their clients to develop tailor-made components
and systems, providing added value and customer satisfaction.
10. AFTER-SALES SUPPORT: Indian spare parts manufacturers prioritize after- sales
support to ensure customer satisfaction. They offer technical assistance, warranty
programs, and customer service to address any issues related to their products. This
focus on after-sales support helps build long-term relationships with OEMs and
aftermarket customers.
These points showcase the strengths and characteristics of Indian automotive spare parts
manufacturing companies, highlighting their commitment to quality, innovation,
competitiveness, and sustainability in the industry.
GROWTH DRIVERS:
The Indian automobile spare parts manufacturing industry has several growth drivers
specific to the Indian market. Here are some key factors that contribute to the growth
of automobile spare parts manufacturing companies in India:
1. EXPANDING AUTOMOTIVE MARKET: India has a rapidly growing

automotive market, driven by factors such as increasing disposable incomes,
urbanization, and improved road infrastructure. The rising demand for vehicles creates
a parallel demand for spare parts, providing growth opportunities for manufacturers.
2. LARGE VEHICLE PARC: India has a substantial number of vehicles on the road,
with a large and diverse vehicle parc. As the vehicle parc expands, the need for
maintenance, repairs, and replacements of spare parts increases. This presents a
continuous market for spare parts manufacturers.
3. GROWING MIDDLE CLASS: The expanding middle-class population in India

is driving the demand for affordable vehicles. This segment often seeks cost- effective
spare parts and aftermarket services. Manufacturers catering to this market by
offering quality spare parts at competitive prices can experience significant growth.
4. INCREASING VEHICLE AGE: With the rising affordability of vehicles, the

average age of vehicles in India is also increasing. As vehicles age, the requirement
for replacement parts and components rises. Manufacturers specializing in providing
reliable spare parts for older vehicles can capitalize on this growing market.
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5. GOVERNMENT INITIATIVES: The Indian government has introduced several
initiatives to boost the automotive sector, such as "Make in India" and "Atmanirbhar
Bharat" (Self-Reliant India). These initiatives aim to promote domestic
manufacturing, encourage investments, and reduce dependence on imports.
Automobile spare parts manufacturing companies can benefit from these initiatives
through policy support, incentives, and a favorable business environment.These
initiatives aim to boost domestic manufacturing and create a favorable environment in
company.
6. FOCUS ON LOCALIZATION: Vehicle manufacturers in India are increasingly

focusing on localization to reduce costs and improve supply chain efficiency. This
presents opportunities for domestic spare parts manufacturers to become suppliers to
these vehicle manufacturers. By aligning with the localization efforts and providing
quality components, spare parts manufacturers can experience significant growth.
7. EXPORT POTENTIAL: India has emerged as a major hub for automobile spare parts
manufacturing, with companies exporting their products to various countries. The
availability of skilled labor, cost competitiveness, and adherence to international
quality standards have positioned India as a reliable global supplier. Export
opportunities can drive growth for spare parts manufacturers by expanding their
customer base and generating foreign exchange revenue.India is known for its
competitive manufacturing capabilities and the spare parts industry can tap into global
markets by offering quality products at competitive prices.
8. TECHNOLOGICAL UPGRADATION: Indian automobile spare parts

manufacturers are increasingly adopting advanced manufacturing technologies and
processes. This includes automation, robotics, digitalization, and data analytics to
improve productivity, enhance product quality, and reduce costs. Embracing technology-
driven innovations can lead to increased competitiveness and growth in the industry.
9. AFTERMARKET SERVICES: The aftermarket segment, including maintenance,
repairs, and servicing, presents significant growth opportunities for spare parts
manufacturers. Building strong aftermarket networks, including tie-ups with service
centers and retailers, can enable manufacturers to provide comprehensive solutions and
tap into the growing demand for quality aftermarket services.This factors are the reason
to develop automotive components industry in india.
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Overall, the growth drivers for automobile spare parts manufacturing companies
in India include the expanding automotive market, the large vehicle parc, the growing
middle-class population, increasing vehicle age, government initiatives, focus on
localization, export potential, technological upgradation, and the aftermarket segment.
These factors collectively contribute to the growth and development of the industry in
India.
MARKET SIZE:
The market size of an automobile spare parts manufacturing company can vary
significantly depending on various factors such as the company's scale of operations,
product range, target market, and overall industry conditions. It is challenging to provide
an exact market size without specific information about a particular company.
However, the global automotive aftermarket, which includes the spare parts
manufacturing sector, is substantial. According to a report by Grand View Research, the
global automotive aftermarket size was valued at around USD 378 billion in 2020. The
market is expected to witness steady growth in the coming years.
In India, the automobile spare parts manufacturing industry is also substantial due
to the country's large population and the presence of a thriving automotive sector.
According to a report by India Brand Equity Foundation (IBEF), the Indian auto
components industry, including spare parts manufacturing, was valued at approximately
USD 57 billion in 2020.
It is worth noting that these figures encompass the overall market size of the
automotive aftermarket and not specific to any single company. The market size of an
individual automobile spare parts manufacturing company can vary depending on factors
such as its market share, product range, customer base, and geographical reach.The indian
auto spare components industry has been experiencing steady growth over the years due
to various factors such as increasing vehicle production,expanding aftermarket sales and
rising consumer demand.The industry encompasses a wide range of components
including engine parts,electrical parts,braking systems,suspension systems and more.The
market size of the automobile spare parts manufacturing industry in can vary based on
economic conditions,market demand and other factors. The market size for automobile
spare parts components manufacturing company have lots of scopes in india. The
government also provide various schemes for automobile spare parts manufacturing
company to develop their growth and opportunities in india.
25
The indian government focuses on the make in india campaign and efforts to boost
the domestic manufacturing sector are expected to further fuel the growth of auto spare
parts component industry.The industry also benefits from india’s competitive advantage
in terms of cost effective production and a skilled workforce.
GOVERNMENT SCHEMES FOR AUTOMOBILE SPARE PARTS INDUSTRY:
The Indian government has implemented several schemes and initiatives to

support the automobile spare parts manufacturing industry. These schemes aim to boost
domestic manufacturing, enhance competitiveness, encourage investments, and promote
research and development. Here are some notable government schemes for automobile
spare parts manufacturing companies in India:
1. PRODUCTION LINKED INCENTIVE (PLI) SCHEME:The PLI scheme for auto

sector is open to exisiting automotive companies as well as new non-automotive investor
companies who are currently not in automobile or auto components manufacturing
business.The scheme include business groups from india and international countries such
as korea,united states,japan, france,italy,maruti suzuki,toyota,mahindra,ashok leyland
and eicher motors are some of the big names that have been approved for the PLI scheme.
The PLI scheme is a flagship initiative launched by the Indian government to boost
manufacturing in various sectors, including automobiles and auto components. Under this
scheme, eligible companies receive financial incentives based on their incremental sales
of specific products. The PLI scheme encourages spare parts manufacturers to enhance
their production capabilities, invest in advanced technologies, and increase their market
share.The indian government has introduced these scheme to promote domestic
manufacturing in various sectors,including automobiles and automobiles components.
2. MODIFIED SPECIAL INCENTIVE PACKAGE SCHEME (M-SIPS): The M-

SIPS is a scheme implemented by the Ministry of Electronics and Information
Technology to promote electronic manufacturing in India. Automobile spare parts
manufacturing companies can avail themselves of benefits such as capital subsidies, tax
incentives, and reimbursement of expenses incurred for setting up or expanding
manufacturing facilities. This scheme encourages domestic production of electronic
components used in automotive systems.
3.TECHNOLOGY UPGRADATION FUND SCHEME (TUFS): The TUFS, operated

by the Ministry of Textiles, provides financial support to the textile industry, including
manufacturers of technical textiles used in automobiles. Spare parts manufacturers
26
engaged in the production of textile-based components, such as seat covers, carpets, and
airbags, can avail themselves of capital subsidies, interest reimbursement, and other
incentives for technology upgradation and capacity expansion.These scheme provides
financial assistance to upgrade technology and modernize manufacturing
facilities,including those related to automobile spare parts.
4.NATIONAL AUTOMOTIVE TESTING AND R&D INFRASTRUCTURE

PROJECT (NATRIP): The NATRIP is a centrally sponsored scheme aimed at
enhancing automotive research and development capabilities in India. It establishes state-
of-the-art automotive testing and homologation facilities across the country. Automobile
spare parts manufacturers can benefit from these facilities to conduct performancetesting,
certification, and validation of their products, ensuring compliance with regulatory
standards.These initiative aims to enhance automotive testing,research and development
capabilities in india.It provides support to companies involved in automotives and
components manufacturing for setting up testing and R&D facilities.
5.SKILL DEVELOPMENT INITIATIVES: The Indian government has launched

several skill development initiatives to enhance the employability of the workforce in the
manufacturing sector. Programs such as Skill India, Make in India, and National Skill
Development Corporation (NSDC) provide training and skill upgradation opportunities
for workers in the automobile spare parts manufacturing industry. These initiatives ensure
the availability of skilled manpower and support the growth of the sector.
6.RESEARCH AND DEVELOPMENT SUPPORT: The Department of Science and

Technology (DST) and other government agencies provide funding and support for
research and development activities in the automotive sector. Spare parts manufacturers
can access grants and financial assistance to conduct R&D projects, develop innovative
products, and improve manufacturing processes.
It is important to note that specific eligibility criteria, application processes, and

timelines may vary for each scheme. Automobile spare parts manufacturing companies
should refer to the respective government departments and agencies for detailed
information and guidance on availing benefits under these schemes.
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1.9ABOUT THE COMPANY
CHAIRMAN’S PROFILE
SVPC Automotive Pvt.Ltd. is run successfully under the valuable guidance of

Mr.T.kannan. He has spent long years in the industry to have rich industrial experience
enabling us to understand the varied requirements of clients.
HISTORY OF THE ORGANISATION
SVPC Automotive Pvt. Ltd. was started on the year 1981 by

Mr.A.Thirunavukarasu in chennai.First they started to manufacture small level
automobile spare parts with the investment of 50,000 rupees .Now turnover is 2 crores.
Since they face lot of struggles during their growth of business but never reduce the
quality and their way of approach to the customers. Which made them to increase their
production level to higher level from other competitors in chennai. And they started to
supply products in whole sale, retails.In early years the company likely focused on
producing a limited range of spare parts for specific automobile models or brands.The
company likely invested in research and development to keep up with technological
advancements.This might involve adopting new manufacturing techiques,materials or
automation processes. SVPC is the only four letter word customers known,they are
bestawed with best performance in meeting the customer reqiured time.
MISSION
To exceed customer in quality,delivery and cost through continuous improvement

and customer interaction.
VISION
To be the leading automotive spare parts supplier in the market and automotive
service provider to achieve the highest quality service for maximum customer satisfaction
and growth and profitability.
CORE VALUES
“Team work and people focused”
We work together as a team with mutual respect,honesty and hard work which is
the foundation of our success.
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COMPANY PROFILE
TITLE DESCRIPTION
Company SVPC Automotive Pvt.Ltd.

Name
Company Mr.T.kannan
CEO
Founder 1981
Year
Entity Type Sole proprietorship
Nature of Manufacturing
Business
Additional Retailer, Wholesaler.

Business
Products Automobile Spares parts
No of 250
Employees
Annual 2 crores
Turnover
Location G-12, I Main Road,Ambattur Industrial

Estate,
Chennai-58.
ORGANISATION STRUCTURE
An organizational structure details how certain activities are delegated towards

achieving an organization’s goal. It outlines an employee’s role and various
responsibilities within a company. The more authority employees have the higher up
they’ll be on the organizational structure. In addition, the more organized a structure is
the more efficiency a company operates.so the structure of the company is very important
for the profit of the company.The company have good organisation structure that leads to
the success.
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ORGANISATION CHART
MANAGEMENT
DIRECTOR
MARKETING HUMAN OPERATIONS FINANCE

Chief Revenue Chief Operation Chief Financial
Officer Vice President Officer Officer
(CRO) (VP) (COO) (CFO)
PRODUCTS PROFILE
PRODUCTS
The products that manufactured in “SVPC Automotive Pvt.Ltd. are Automobile Spares
such as shock absorber,gears,connecting rod,brake petals,oil pan,rear suspension
member,silencer, suspension,oil pan,front suspension members,links,coolants, including
car spares.
SILENCER
A muffler or silencer is a device for reducing the noise emitted by the exhaust of an
internal combustion engine especially a noise – deadening forming part of the exhaust
system of an automobile. An unavoidable side effect of this noise reduction is the
restriction of the exhaust gas flow which creates back pressure, which can decrease
engine efficiency. This is because the engine exhaust must share the same complex exit
pathway built inside the muffler as the sound pressure that the muffler is designed to
migrate.
30
LINKS
Located between the tire and the body, these are important safety parts that determine the
posture of the tires. They must have the strength and stiffness to withstand the various
forces coming from the tires. In pickup trucks they also support dampers and springs.
BRAKE PEDAL
This important safety part allows the driver to control the vehicle's speed using just their
foot. It is an interface part that the driver contacts directly and must have the strength and
stiffness to withstand the input force from the driver's foot. It can also be attached to
sensors and switches linked to the seatbelt and brake lamps.
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OIL PAN
Installed at the bottom of the engine, this part retains a certain amount of engine oil
needed to lubricate engine parts and stops oil from leaking out of the engine.
COOLANTS
Coolants comes with high heat dissipating capacity and special additives provide better
corrosion resistance.
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GEARS
Gears are useful for changing rotational speed and power by transferring the power
generated by the engine to the differential.In a car transmission system,there are usually
many arrangements of gears of various size.
CONNECTING RODS
Connecting rod rotates the crank shaft which helps the engine to move on or any vehicles
to rotate its wheels.connecting rods is toward lighter weight components.It must
withstand with greater power loads though it is lower in weight.
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SHOCK ABSORBERS
Shock absorbers are pump like devices which keep your vehicle’s tyres in springs.As
long as your vehicle’s tyres remain in contact with the road,steering,road handling and
braking response will be optimal,helping to keep you safe.
RAW MATERIAL
Metal (steel or aluminum) ,stainless steel,copper:rods,strips,sheets,brasss,bronze, are

used to produce automobile spare parts.Although this raw material are cheap in the
market , it tends to be less competitive and thus less on the market.
MACHINERY
The machines used to manufacture spare parts are ,CNC machine,press machine,surface
grinding,drilling machine,injection moulding machine.
CNC MACHINE
CNC machine is known for its speed,its works very fastly.It is a cost effecive machine
and it need very less workers to operate.
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DRILLING MACHINE
Drills are versatile machines that can be used on a wide range of materials where single
hole drilling is required. The head is lowered vertically and plunges into the material by
means of a hand lever and the table can be adjusted to suit varying size of material.
35
PRESS MACHINE
Press machines are used in various industries for shaping, cutting, and forming materials.
They use pressure to manipulate materials into desired shapes and sizes.
SURFACEGRINDING MACHINE
A surface Grinding Machine is a machine in which a grinding wheel is used as a cutting

tool for removing the material from the surface of the workpiece. It is also called an
abrasive machining process where abrasives are placed on the surface and corners of the
grinding wheel so as to do the finishing process with much more accuracy.
36
INJECTION MOULDING MACHINE
Injection moulding machine has ability to produce parts with complex shapes, tight
tolerances, and superior surface finishes.It can mass-produce thousands of identical
products with this method.
COMPANY STANDARDS
A company standard refers to a set of values, performance benchmarks, and

beliefs. All of these components make up the character of the business. They are a
significant determination of how other people view or form an opinion about your brand.
QUALITY POLICY
The quality policy is a brief statement that aligns with organization’s purpose and
strategic direction, provides a frame work for quality objectives, and includes a
commitment to meet applicable requirements. Our company has been extermely popular
among the customer for its efforts to maintain superior quality standards.
VISUAL INSPECTION
A visual inspection is an inspection of an asset made using only the naked eye.
This kind of inspection does not necessarily require any special equipment. But it does
require special training so that the inspector knows what to look for as they visually
37
review the asset. There is separate employees in our company to check the products
through theirs eyes.
SCHEDULE & DESPATCH
Dispatchers play critical role in the field service organizations. They ensure that the
operations of products run as seamlessly and swiftly as possible. Maintaining a successful
dispatch schedule means applying resources like real-time data to create a priority list
that influences the dispatch schedule. Access to real-time data especially improves the
ease of applying scheduling tools to create effective dispatch schedules.our company is
known for the right time dispatch.The main objective is to provide spare parts at right
time to the clients.
38
CHAPTER – II
REVIEWS OF LITERATURE
2.1 INTRODUCTION
A literature review is more than the search for information, and goes beyond being
a descriptive annotated bibliography. All works included in the review must be read,
evaluated and analyzed (which the author would do for an annotated bibliography), but
relationships between the literatures must also be identified and articulated, in relation to
their field of research. The researcher has given a literature review which is an evaluative
report of studiesfound in the literature related to the present research work.
2.2 NATIONAL AND INTERNATIONAL RELATED LITERATURE REVIEWS
Wayne Lewchuk, Paul Stewart and Charlotte Yates (2002) examines the impact
of lean production on indicators of the quality of life at work in the automotive industry and
findsthat it varies across companies and to a lesser extent between countries. The paper
explains this by arguing that lean production seeks to impose new employment standards.
This is a contested process where management’s capacity to shift to new standards and
labour’s abilityto protect its interests vary across workplaces.
Jean-Pierre Martel and Gilles Dupuis(2006) Ever since the concept of Quality of
Work Life (QWL) was first used over 30 years ago, a range of definitions and theoretical
constructs have succeeded each other with the aim of mitigating the many problems facing
theconcept. A historical overview of the concept of QWL is presented here. Given the lack
of consensus concerning the solutions that have been developed to date, a new definition of
QWLis suggested, inspired by the research on a related concept, general Quality of Life
(QOL) which, as the literature shows, has faced the same conceptualization and definition
problems as QWL. Based on the suggested definition of QOL, a definition of QWL is
provided and themeasuring instrument that results there from (the Quality of Working Life
Systemic Inventory (QWLSI)) is presented. Finally, the solutions that this model and
measuring instrument provide for the above-mentioned problems are discussed.
Nasl Saraji G and Dargahi H (2006) A high quality of work life (QWL) is
essentialfor organizations to continue to attract and retain employees. QWL is a
comprehensive program designated to improve employee satisfaction. This research aimed
to provide insightsinto the positive and negative attitudes of Tehran University of Medical
39
Sciences (TUMS) Hospitals’ employees from their quality of life. A cross sectional,
descriptive and analytical study was conducted among 908 TUMS hospitals’ employees by
questionnaire at 15 studied hospitals. A stratified random sampling technique was used to
select respondents as nursing, supportive and paramedical groups. The results showed that
the majority of employees were dissatisfied with occupational health and safety,
intermediate and senior managers, their income, balance between the time they spent
working and with family and also indicated that their work was not interesting and
satisfying. TUMS hospitals’ employees responding to this survey have a poor quality of
work life. We suggest more training and educations for TUMS hospitals’ managers on
QWL issues are planned.
Baskar P., Sivasubramanian M. and Sritharan R. (2009) The indispensable

purposeof this study is to find the level of quality of work life in the Automobile Industry.
Though there are many factors that directly influence the Quality of work life, three basic
factors are selected and tested for this study. Those three factors are fair pay and
compensation, safe and healthy working conditions and opportunity for Growth and
Security. Well Structured and tested Questionnaire is used to collect the primary data. The
organisation holds five departments and the employees are grouped under three different
levels, viz top level, middle level and lower level. These grouping have been made
according to their pay and designation.The collected data are appropriately analyzed with
suitable tools and findings are made. Basedon the findings, suggestions are given to improve
and maintain the quality of work life in the organisation.
Mohammad Mirkamalia and Fatemeh Narenji Thani (2011) determine the

Quality of Work Life (QWL) among faculty members of University of Tehran and Sharif
University of technology. Utilizing correlation research method, 150 faculty members,
according to their academic ranks was selected based on classifying and relative methods.
Construct and discriminant validity were conducted on the instrument. The collected data
wasanalyzed using T Test. Results indicate that: a) Faculty members of both UT and SUT
are ina relatively unfavorable QWL condition; b) There is no significant difference in the
level of QWL among faculty members of the two universities, however, there is a small
difference in social integrity and cohesiveness the two populations. Put differently, the
members of SUT hold an upper level of social integration and cohesiveness in comparison
with the UT faculty.
40
Maynard Riveral Bagtasos (2011) QWL is a multi-faceted concept, having multi-
dimensional constructs brought about by the variation of interest of the researchers and/or
its users. The issue of QWL has become critical due to the increasing demands of today’s
businessenvironment and of the family structure. This gave rise to an increased interest in
QWL not only in business but also for many professions and fields. Determining QWL
always involvesthe interplay between and among the worker, job content, and job context.
Furthermore, the determination of the extent of QWL in an organization is a perceptual
undertaking. As such, QWL is greatly influenced by the personal characteristics of those
who determine it. Measuring the extent by which QWL in an organization is usually done
through the level of satisfaction employees experience using a given set of variables that are
appropriate and usefulin their situation.
Mohammad Baitul Islam (2012) Quality of work life is a critical concept with
having lots of importance in employee’s life. Quality of work life indicates a proper balance
both in work and personal life which also ensure organizational productivity and
employee’s job satisfaction. This research study attempted to find out the factors that have
an impact andsignificance influence on quality of work life of employees in private limited
companies of Bangladesh. To begin with the factors are identified through literature review
and current context of Bangladesh. Seven factors were found and a quantitative research
was done. Afterdeveloping a questionnaire, survey was conducted among 100 employees.
The outcome of the research is that six out of seven factors (work load, family life,
transportation, compensation policy and benefits, working environment, working condition
and career growth) havesignificant influence on quality of work life. The study concluded
that an appropriateorganization culture, compensation policy, career growth and relative
facilities can leads to asatisfied employee mindset which ensure the overall organization
productivity.
Shefali Srivastava and Rooma Kanpur(2014) In modern era, it has been

observed that stress management has become one of the most substantial concepts in the
professional environment. It is also seen that working efficiency has degraded to some
extent as professionals are unable to maintain a balance between their personal and
professional lives.This difference has made organizations to formulate such policies that
lead to better job performance which results in job satisfaction moreover employee
satisfaction. This degree ofsatisfaction has been referred to as QUALITY OF WORK LIFE.
Quality of work life is a process in an organization which enables its members at
41
all levels to participate actively and effectively in shaping organizational environment,
methods and outcomes. This study focuses on the subjective matter of QWL i.e. its key
elements like job security, job performance, employee satisfaction etc.
Dr.K Jawahar Rani, Chandrasekar T. and Shanmugapriya T. (2014)

Manufacturing industries are on the rise in India. While the service sector is traditionally
the strongest segment of the Indian economy, the manufacturing sector is an important
component which continues to experience steady growth, currently constituting fifteen
percent of the Gross Domestic Product. Now automobile Industries playing vital role in
development of Indian economy. Any activity which takes place at every level of an
Industry, which seeks greater organizational Resilience through the enhancement of human
dignity and growth. There has been much concern today about decent wages, convenient
working hours, conductive working conditions etc. Their term “Quality of work life” has
appeared in researchjournals and the press in USA only in 1970s. There is no generally
acceptable definition aboutthis term. However, some attempts were made to describe the
term quality of work life (QWL). It refers to the favorableness or unfavorable of a job
environment for people. QWL means different things to different people. In this research
paper I focus all aspects of QWL in 360 angles and main factors which has highly impact
on organization excellence.
Asmita Nagpal and Nitin Yadav (2014) Quality of work Life (QWL) has evolved
as an important aspect, which affects an organizational efficiency and productivity. Quality
ofwork life is a key factor for the success of any organization. Quality of work life consists
of opportunities for active involvement in groups arrangements or problem solving that of
mutualbenefit to employees or employers, based on labour management cooperation. If an
organisation expects to conduct its business in long run, then it requires loyal and satisfied
brand of customers that can be earned only when organisation take care of quality in their
work employees and products. This review paper puts forward the meaning of QWL,
various definitions, key dimensions of QWL, factors affecting, barriers to QWL and some
recommendations for the same.
Ladislav Sojka (2014) Specification of the Quality of Work Life Characteristics in

the Slovak Economic Environment. It describes the state of the art of the quality of work
life (QWL) in the Slovak academic and practice environment. It was found that until now
only a little effort has been devoted to this issue within the academic sphere. Definitions of
QWL were critically reviewed and a new definition based on ISO 9000 definition has been
proposed.
42
On the basis of the research conducted on the sample of 721 respondents, ten QWL
characteristics were selected that are relevant to the Slovak economic environment. A
typologyof QWL characteristics and methods of QWL calculation are also presented.
Elamparuthi. D and Jambulingam. S (2014) Each organization wants to retain

their experienced and talented human resources, to be a successful organization in the long
run. Organizations are using Quality of Work Life (QWL) as a tool to retain talents. Need
satisfaction theory was adopted in this study to understand the QWL practices of auto
motive industries in Chennai. The questionnaire was administered with experts and
validated with reliability test. The sample size for this study was 378. Regression analysis
was done by need satisfaction as independent variables with QWL. Regression analysis
indicate that the six variables Health & Safety need, Economic need, Social need, Esteem
need, Actualization needand Knowledge need were explaining 65.7% of quality of work
life. By concentrating these six needs organizations can improve sixty five percent of
quality of work life.
Jin-Soo Lee, Ki-Joon Back and Eric S.W. Chan (2015) investigate perceived
quality of work life (QWL) need attributes among frontline employees in the lodging
industry, to assess the asymmetric relationships between QWL attributes and job
satisfaction (JS) and to prioritize QWL attributes for the effective management of JS. Data
were analyzed using exploratory factor analysis, impact range-performance analysis and
impact-asymmetry analysis. Each QWL attribute showed significant and various
asymmetric or linear impacts on JS or job dissatisfaction (JDS). Study results provided
critical information for hotel managersto prioritize several attributes, such as safe work
place, fair pay, empowerment and effective training, to enhance JS and reduce JDS for
frontline personnel. This study sheds light for identifying the underlying structure of QWL
and further investigate the asymmetric relationship between QWL attributes and JS/JDS
using need satisfaction, self-determination and three-factor theory in the lodging industry.
Balaram Bora (2015) Work is a part of our daily life. We work on an average eight
hours daily in business or career earning our livelihood. That means one third of our life is
spent working. It affects the quality of our life. A satisfied employee can put his best efforts
towards achievement of organisational goals. The employer needs to provide a conducive
environment in the organisation, to reach the goals. The term quality of work life (QWL)
refersto the favourableness or unfavourableness of a job environment for people. A willing
worker puts his best efforts to achieve organisational goals. Retention of worker is a
43
difficult task in complex environment where more stress is there on one side and
opportunities on the other. Satisfaction with pay and relationships with work colleagues,
but also factors that broadly focuses on life satisfaction and general feelings of well-being.
To retain the talented people inthe organisation it is important for the organisation that he
should have low stress level and high quality of work life. This article focuses on detailed
analysis of Quality of work life andits uses to employers and organisations.
Rajiv Vyas and Sharma R.B. (2016) This study focuses on the quality of work
life of employees working in Information Technology based companies. It tries to
determine the role played by the methods and procedures of Work Life Balance in
organizational success. Itis now generally accepted that quality of human capital and its
capabilities is critical to the success of anorganization. An individual’s role in the family
has undergone radical change and hence it is imperative that work and life be balanced
accordingly. Thus, Quality of WorkLife has assumed much significance. Thus, it is in the
interest of organizations to include Work-Life Balance programs as an organizational
initiative. Organizations are open toembracing such initiatives to enhance the capabilities
of their employees. This study attemptsto interpret the Work-Life Balance program being
followed in a selected IT company in orderto determine further improvements in aspects of
working conditions so as to enhance flexibility in work. The study was conducted using
primary and secondary data sources which include questionnaire, interview for primary
data and Company website, Company manuals, journals,records and books. The analysis
concluded that the organization needs to further adopt employee friendly procedures and
facilities and provide the same to its employees in order to enhance the Quality of Work
Life Balance.
Muhammed Irfad P and Ramakrishna H (2017) Quality of work life refers to

the level of happiness and dissatisfaction with one’s career. There is an attempt to look the
quality of work life among workers with special reference to Automobile industry in
Bangalore. Theresearch design chosen is descriptive in nature. The sample size taken to
conduct the researchis 100 workers. The investigation remarkably pointed out the major
factors that influence anddecide the Quality of work life are attitude, nature of jobs, stress
level, career, growth and development and rewards. This study helps for HR practices to
design programs for improvingQWL.
44
Ronaldo Pereira et al. (2017) analyze the consistency of an instrument for quality
of work life evaluation proposed by Walton (1973), based on adequate and fair
compensations,working conditions, use of capacities, opportunities, social integration and
constitutionalism at work, occupied space by work in the life, and social relevance and
importance of work dimensions. Thus, a field research was conducted through a survey
with 518 higher educationinstitution employees in a town of Minas Gerais state. So, an
analysis of structural equations was performed using the Partial Least Squares method
(PLS). The results showed that adequate and fair compensations, working conditions,
constitutionalism and occupied space by work in the life dimensions are suited for the
analysis presented.
Ramawickrama, Opatha and Pushpa Kumari (2017) Quality of Work Life

(QWL) and job satisfaction are critical concepts in the field of Human Resource
Management (HRM).An intellectual puzzle was chosen by the researchers with regard to
whether QWL and job satisfaction are the same or different, and if different, how they are
differed. By using the desk research strategy a systematic attempt was made to solve the
intellectual puzzle to a reasonableextent. Both constructs were found to be different and
related. Four facets of the relationship between the two constructs were revealed: Job
satisfaction being a dimension of QWL; job satisfaction not being a dimension of QWL; job
satisfaction working as an antecedent of QWL; and finally job satisfaction being a
consequence of QWL. Formulated synthesis is perceived as an original contribution to the
concepts of QWL and job satisfaction.
Leander l. Klein, Breno A.D. Pereira and Ricardo B.Lemos (2019) analyze the
parameters of the Quality of Working Life (QWL) evaluation in a public organization and
theperception of the employees in relation to these factors. The article advances in the
theoretical evaluation of QWL in a public context and expanding the presentation of
parameters in the job environment. In practice, we present some behavior patterns in
different groups of analysis. So, we deepen the understanding of assumptions and
hypotheses already existing in theory and propose new ones regarding the standards of
QWL. Ferreira’s (2011) model was taken as the basis for the development of empirical
research. The method of this work is quantitative research, whose data collection was
performed through the use of a questionnaire. The analysisof the data was performed mainly
through the T and ANOVA tests. As the main results, it is possible to highlight the 9 factors
obtained from the exploratory factorial analysis. In addition,there have been some different
perceptions of groups of servers regarding these factors.
45
Erhabor S. Idemudia et al. (2019) investigated the predictive role of pay
satisfaction and organisational politics on quality of work life. Herzberg's Two-Factor
Theory was used asa theoretical framework in this study. Cross sectional survey research
design was adopted. Data were collected from 429 respondents consisting of (Female
53.8%, Males 46.2% 39.14±12.07) via a simple random and convenience sampling
techniques. Work-Related Quality of life scale (WRQLS), Pay Satisfaction Questionnaire
(PSQ) and Perceived Organisational Politics Scale (POPS) were used as instrument for data
collection. Data collected were analysed using Pearson moment correlation (PPMC) and
Multiple Regression analysis. There was significant positive relationship between pay
satisfaction and quality of work life. Positive relationship was found between organisational
politics and the quality of work life. Finally, pay satisfaction and organisational politics
jointly predict quality of work life. These findings have implications for putting up
psychological interventions aim at improving the quality of work life of government
employees.
Pravin Bhende and Nandakumar Mekoth (2020) The purpose of this study is to
unearth the dimensions of quality of work life and work-life balance and to find the impact
ofthe quality of work life on work–life balance. Data have been gathered from 89 managers
of public and private sector banks in India using a convenience sampling method and
analysed using principal component analysis and multiple regression analysis. Both
qualities of work life and work–life balance are multidimensional constructs. Results
indicate that the productivity dimension of a work–life balance was influenced by all
dimensions of quality ofwork life except grievance redress. Further, the skill deployment
dimension was predicted byall three dimensions of quality of work life. However, none of
the quality of work life dimensions had any relation with the efficiency dimension of work–
life balance. The study will help managers to ensure employee productivity and skill
deployment by enhancing the quality of work life. The study has relevance for employee
welfare and organizational output.The study has unearthed new dimensions in quality of
work life and work–life balance and hasestablished new relationships.
Grandikha Faatih Suwandi and Fatwa Tentama (2020) analyze the validity and
reliability of the construct of quality of work life, and to find the dimensions that make up
theconstruct of quality of work life. Quality of work life is measured by six dimensions,
namely job and career satisfaction, general well-being, homework interface, stress at work,
control atwork and working conditions. The subjects of this study were 50 employees
46
in the “X” religious social organization. Data collection methods using a scale of quality
of work life. The research data were analyzed using Structural Equation Modeling (SEM)
SmartPLS 3.2.8with reflective constructs through the 2nd Order CFA. Based on the analysis,
the dimensions and indicators that make up the quality of work life are valid and reliable.
The dominant dimension that reflects the construction of quality of work life is job and
career satisfaction. The lowest dimension that reflects the quality of work life is stress at
work. This shows that all dimensions and indicators are able to reflect and shape quality of
work life. Thus the measurement model can be accepted because the theory that describes
the quality of work lifeis in accordance with empirical data obtained from the subject.
Shno Mohammadi and Premalatha Karupiah (2020) explore the relationship

between the quality of work life (QWL) of academic staff in universities and how QWL
affectstheir performance. Data for this study were collected using a questionnaire from 379
academicstaff in public and private universities in Malaysia. This study found differences
among demographic variables in QWL and work performance by using t-test and one-way
ANOVA method. Partial Least Square was used to explain the relationship among
dimensions of QWLand performance. The result implied that dimensions of powerlessness
and tolerance at workplace affected performance in public universities, while dimensions
of financial, co- worker relationship and tolerance at workplace have positive significant
relationship with performance in private universities. The findings show that managers of
universities must paymore attention on the significant dimensions and improve them among
the academic staff in order to achieve a high level of work performance.
Karthikeyan S and John Britto M (2021) studied that the conception of quality of
labor life and also the role it plays in enhancing the productivity and performance in
organization. It conjointly aims at understanding a large vary of welfare activities to be
undertaken so as to boost quality of labor life. The success of any organization is very
addicted to however it attracts and motivates and retains its hands. Organization square
measure neededto adopt a method to boost workers the workers the staff quality work life
to satisfy structure objectives and employee desires. A self-developed form, measured on a
Liker Scale was accustomed collect knowledge from respondents. The Chi-square check of
association was utilized in testing the hypothesis of the study. Qualitative analysis style was
used victimizationstructured interviews in addition as administering analysis form to all or
any class of staff. Thefindings highlighted issues on worker rewards, timely recognition
and Appreciation, work stress, psychological feature factors, and worker personal
development.
47
Bita Forati Kashani et al. (2021) Quality of working life (QWL) refers to aspects of
life quality, which are related to work settings. This study was designed to evaluate the
QWL and its effective factors among nurses of Tehran University of Medical Sciences
Hospitals. In this cross-sectional descriptive–analytical study, the demographic
questionnaire and work- related quality of life questionnaire were used to collect data
among 435 nurses working in hospitals, affiliated to Tehran University of Medical Sciences.
The average QWL of nurses in the study was 50.56. There was a significant statistical
relationship between gender, frequencyof overtime, and working ward with QWL (P<0.05).
In a multivariate analysis, working wardhad the only meaningful relationship. Due to low
QWL of nurses in the emergency department,the need of interventions to improve conditions
and ultimately to increase QWL of nurses working in the emergency room is being
reminded.
Soumi Majumder and Debasish Biswas (2022) COVID-19 pandemic has been
spread like wild free and left its deadly impact throughout the world. This would harm
businesses according to the sectors. Like other sectors real estate sector under the
construction industry isalso facing the impact of the COVID-19 pandemic. It becomes very
detrimental about labour market, company liquidity, the supply of materials, project
delivery, and key cost components,and so on. In general, it happens that the real estate sector
often experiences complexities in case of project completion, scheduling, and financing. The
planned work cannot be carried out due to the non-availability of sufficient numbers of
skilled labours and staff. Moreover due to effects of pandemic real estate sectors and the
work-life of real estate professionals are being hampered. It is very much obvious that
human resources act as the lifeline of any organization and they need to be handled and
managed with the utmost care and dignity. Despite the physical,technological and financial
resources in the business, human resource is such a critical asset that employers should take
care of their quality of work- life all the time, not only during the crisis period. By satisfying
them the business can achieve its objectives in terms of revenue andrecognition. After a strict
lockdown when things return to new normal and employees return towork, the company
needs to take certain ‘human resource’ perspectives for maintaining a goodquality of work
life. All the employers should implement some strategies concerning to qualitative work life
of the employees during this epidemic situation. The real estate sector is labour intensive
and employees are a very critical resource that helps to increase productivity and enhancing
competitiveness in the market. The impact of the pandemic on the quality of work-life
among real estate employees in Kolkata, India is also studied.
48
CHAPTER – III
RESEARCH METHODOLOGY
3.1 INTRODUCTION
Research is common parlance refers to additional search of knowledge.Research is

also an academic activity and as such the term should be used in a technical sense.
According to “clifford woody” Research comprises defining and redefining

problems, formulating hypothesis or suggested solutions, collecting, organizing and
evaluating data making decisions and searching conclusions and at they fit the
formulating whether they fit the formulating hypothesis.
Methodology is concerned with methods to be used in order to produce a scientific

contribution to a study or research. Methodology is the systematic, theoretical analysis of
the methods applied to a field of study. It comprises of theoretical analysis of the bodyof
methods and principles associated with a branch of knowledge. Typically, it encompasses
concepts such as paradigm, theoretical model, phases and quantitative or qualitative
techniques. It includes the universe of the study, sampling, sampling techniques, method
of data collection, primary data, secondary data, pilot study, tools tobe used.
3.2 RESEARCH DESIGN
When a research is carried-out, it follows a definite pattern or plan of action

throughout the procedure, i.e., since the problem identification to the report preparation
and presentation. This definite pattern or plan of action is called "research design". It is a
map that guides the researcher in collecting and analyzing the data. In other words,
research design acts as a blueprint that is followed throughout the research work.
For example, a building cannot be constructed without the knowledge of its structure. A
builder cannot order raw materials or set dates till he knows the structure of this building,
such as office building, school, home, etc.
Research design helps in finding out faltering in anticipation of the starting of

work, provides answers to the research questions and controls variances. (Good, and Hatt,
2005). In this study, researcher has adopted simple descriptive design. Hans Raj (2007)
expresses descriptive design is one that completely portrays the characteristics of a
particular situations, groups or communities. It may be static, dynamic or historical in
49
nature. In wider sense, it tests and analyses the relations between variables.
In this proposed study it describes the existing life of workers in SVPC Automotive
Company, Chennai. Particularly the socio- economic status of the employees of SVPC
Automotive Company, Chennai was discussed in detail. Employees opinion on QWL is
elaborated systematically. In broad perspectives it includes testing of variables and
analyzing the influence of dependent and independent variables respectively.
NEED OF RESEARCH DESIGN
1. GUIDANCE:
Research design provides a roadmap or guide for conducting a research study. It

outlines the steps, methods, and procedures to follow, helping researchers stay organized
and focused.
2. STRUCTURE:
It brings structure to the research process by defining the research objectives, questions,
and methods. This clarity ensures that the study is conducted in a systematic and logical
manner.
3.VALIDITY:
Research design helps ensure the validity of the study. By carefully planning and
selecting appropriate methods, researchers can collect accurate and reliable data that
accurately represents the phenomenon being studied.
4. EFFICIENCY:
A well-designed research study saves time and resources. It helps researchers
prioritize their efforts, identify the most effective data collection methods, and streamline
the research process.
5.CONTROL:
Research design allows researchers to control extraneous variables that could
influence the results. By carefully designing the study, researchers can isolate and focus
on the variables of interest, increasing the accuracy and reliability of their findings.
6.REPLICABILITY:
A good research design enables other researchers to replicate the study. By providing
clear and detailed descriptions of the design, methods, and procedures, researchers make
it possible for others to reproduce the study and validate the findings.
50
7. ETHICAL CONSIDERATIONS:
Research design helps ensure ethical practices in research. It guides researchers in
obtaining informed consent, protecting participant confidentiality, and adhering to ethical
guidelines and regulations.
8. OBJECTIVITY:
A well-designed research study promotes objectivity by reducing bias and subjective

influences. By following a predefined design, researchers can minimize personal biases
and increase the objectivity of their findings.
9. GENERALIZABILITY:
Research design enhances the generalizability of findings. By carefully selecting

participants and considering the target population, researchers can increase the likelihood
that their findings can be applied to a broader context or population.
IMPORTANCE OF RESEARCH DESIGN
1) REDUCES COST :
Research design is needed to reduce the excessive costs in terms of time, money and
effort by planning the research work in advance.
2) FACILITATE THE SMOOTH SCALING :

In order to perform the process of scaling smoothly, an efficient research design is of
utmost importance. It makes the research process effective enough to give maximum
relevant outcome in an easy way.
3) HELPS IN RELEVANT DATA COLLECTION AND ANALYSIS :

Research design helps the researchers in planning the methods of data collection and
analysis as per the objective of research. It is also responsible for the reliable research
work as it is the foundation for entire research. Lack of proper attention in preparation of
research design can harm the entire research work.
4) ASSISTS IN SMOOTH FLOW OF RESEARCH OPERATIONS :

Research design is necessary to give better and effective structure to the research.
Since all the decisions are made in advance, therefore, research design facilitates the
smooth flow of research operations and reduces the possible problems of researchers.
51
5) HELPS IN GETTING REVIEWS FROM EXPERTS :
Research design helps in developing an overview about the whole research process
and thus assists in getting responses and reviews from different experts in that field.
6) PROVIDES A DIRECTION TO EXECUTIVES :

Research design directs the researcher as well as the executives involved in the
research for giving their relevant assistance.
FACTORS AFFECTING RESEARCH DESIGN
1) RESEARCH QUESTIONS :
Research questions perform an important role in selecting the method to carry-out
research. There are various forms of research designs which include their own methods
for collecting data.
For example, a survey can be conducted for the respondents to ask them descriptive or
interconnected questions while a case study or a field survey can be used to identify the
firm's decision-making process.
2) TIME AND BUDGET LIMITS :

Researchers are bound with restricted amount of time and budget to complete the
research study. The researcher can select experimental or descriptive research when the
time and budget constraints we favorable to him for the detailed study. otherwise
exploratory research design can be adopted when the time is limited.
3) RESEARCH OBJECTIVE :
Every research is carried out to obtain the results which help to achieve some
objectives. This research objective influences the selection of research design. Researcher
should adopt the research design which is suitable for research objective and also provides
best solution to the problem along with the valuable result.So the good research design
helps to achieve the objective.
4) RESEARCH PROBLEM :
Selection of the research design is greatly affected by the type of research problems.
For example, the researcher selects experimental research design to find out cause and-
effect relationship of the research problem. Similarly, if the research problem includes in
depth study, then the researcher generally adopts experimental research design method.
52
5) PERSONAL EXPERIENCES :
Selection of research design also depends upon the personal experience of researchers.
For example, the researcher who has expertise in statistical analysis would be liable to
select the quantitative research designs. While, those researchers who are specialists in
theoretical facets of research will be forced to select qualitative research design
6) TARGET AUDIENCE :
The type of target audience plays very important role in selection of research design.
Researcher must consider the target audience for which the research is carried-out.
Audiences may either be general public, business professionals or government.
For example, if the research is proposed for general public, then the researcher should
select qualitative research design. Similarly, quantitative research design would be
appropriate for the researcher to introduce the report in front of the business experts.
TYPES OF RESEARCH DESIGN
EXPLORATORY RESEARCH
Exploratory research is a methodology approach that investigates researchquestions

that have not previously been studied in depth.
Exploratory research is a type of research design that aims to explore and gain a deeper
understanding of a research topic or phenomenon that is relatively unexplored or not well
understood. It is often conducted when there is limited existing knowledge or previous
research on the subject.
The main purpose of exploratory research is to generate insights, ideas, and hypotheses
that can guide further research or study. It helps researchers familiarize themselves with
the topic, identify key variables, and understand the scope and context of the phenomenon
under investigation. Exploratory research is typically conducted in the early stages of a
research project or when investigating a new or emerging area.
CHARACTERISTICS OF EXPLORATORY RESEARCH

1. Exploratory research is inexpensive, interactive, unrestricted, and open-ended in
nature.
2. It is an unstructured type of research.
3. No pre-research is conducted to support exploratory research and even there is no prior
information available on the problem from the past research.
53
4. It enables a researcher to answer all questions like why, how, and what. Therefore, it
helps a researcher to know about the purpose of the research.
5. All the available material should be studied in detail.
6. It consumes a lot of time to conduct exploratory research and it might sometimes lead
to disappointments.
7. There is no standard format to carry out exploratory research. It is flexible, scattered,
and broad in nature.
8. There must a few theories which can verify your outcome.
9. Make sure the problem you are going to conduct research about should have
importance and value.
10. Most of the time you will get qualitative data as an outcome of this research.
SIGNIFICANCE OF EXPLORATORY RESEARCH
1) NEW DISCOVERIES :
Exploratory research helps researcher to find-out new ideas and insights regarding a
situation. It always tries to explore the unfamiliar aspects which were previously
unknown. Researchers always welcome new ideas and information because it helps them
to mould research in new direction which ultimately gives better results and conclusions.
2) ENHANCES KNOWLEDGE :
Exploratory research is very helpful in adding knowledge to the ongoing research. New
knowledge to the existing pool of knowledge enhances the understanding of researchers
related to certain area of research. Since, exploratory research is not backed by statistical
methods, the conclusions about a given research problem cannot be developed. However,
a clear outline of the subject is effectively produced through this research.
3) WIDE RANGE OF TECHNIQUES :

Exploratory research facilitates the researchers to select the techniques from a wide range
of available sources. The sources used in exploratory research may be published
secondary sources as well as some other sources like depth interviews, case studies, expert
surveys, case studies or casual discussions. The researchers can carry-out the research
process with the help of one or more of techniques from this broad spectrum to better
understand the issue.Thus, exploratory research helps in identifying various techniques
from wide range of resources.
54
4) DIRECTS FUTURE RESEARCH :
Exploratory research provides valuable conclusions and new insights about the
research topic. These findings and insights trigger the researchers for further researches
and acts as a platform for successive investigations. Exploratory research helps the
researchers to understand an issue in a better way that helps in deciding the approach to
be taken to achieve the desired outcomes.
5) STRATEGIC PLANNING :
Exploratory research is also beneficial for strategic planning in organisations as the
conclusions of this research provide general outline of the given subject, which helps in
formulating strategies for future.
For example, in new product development process, an exploratory research may be
conducted which can provide the expected need and demand of such products in the
market. If, the conclusions are not so favorable, new product planning process may be
altered or terminated.
ADVANTAGES OF EXPLORATORY RESEARCH
1. INITIAL INSIGHTS: Exploratory research helps us gain a basic understanding and

initial insights into a research topic.
2. IDENTIFY GAPS: It helps us identify areas where there is little or no existing

research, allowing us to fill those gaps.
3. GENERATE IDEAS: Exploratory research sparks new ideas and helps us generate
hypotheses or specific questions to explore further.
4. FLEXIBLE DATA COLLECTION: It allows us to use flexible methods like

interviews or observations to collect rich and descriptive data.
5. UNDERSTAND COMPLEXITY: Exploratory research helps us understand complex

topics by exploring various aspects and factors involved.
6. IMPROVE FUTURE RESEARCH: It informs the design of future research, making

it more valid and reliable.
7. INFORM DECISION-MAKING: Exploratory research provides insights that can

guide decision-making in business, organizations, or policy.
8. COST-EFFECTIVE AND EFFICIENT: It is a relatively quick and cost-effective

way to gather initial insights and assess the feasibility of further research.
55
9. OPEN DOORS FOR FUTURE RESEARCH: Exploratory research uncovers new
areas of study, encouraging further investigation in the future.
DISADVANTAGES OF EXPLORATORY RESEARCH
1) LEADS TO WRONG DECISIONS :

Since, exploratory research does not statistical analysis to find the conclusions; hence
the conclusions of these researches can be completely reliable. Due to this drawback,
relying on these findings may lead to wrong decisions. Exploratory research is qualitative
in nature, and therefore the outcomes are quite judge-mental.
2) INCORRECT INFORMATION :
Since, the outcomes of exploratory research are qualitative, therefore the analysis may
subject to some personal biases. In addition to this, the results are not distinctive, but are
generally vague. Because of this limitation, it requires further research to confirm the
findings.
3) CANNOT, BE GENERALIZED :
The results of the exploratory research cannot be generalized for the whole population
as these only explore the understanding of a given situation or problem. It cannot be used
for representing the responses or thinking of the entire population.
4) COSTLY :
Conducting exploratory research requires significant amount of time and money to
arrive at conclusions. Even after spending resources, researchers cannot be certain about
the conclusions.
DESCRIPTIVE RESEARCH
Descriptive research design is a powerful tool used by scientists and researchers to
gather information about a particular group or phenomenon. This type of research
provides a detailed and accurate picture of the characteristics and behaviors of a particular
population or subject. By observing and collecting data on a given topic, descriptive
research helps researchers gain a deeper understanding of a specific issue and provides
valuable insights that can inform future studies.
Descriptive research is a type of research design that aims to describe and document
the characteristics, behaviors, and phenomena of a particular population or sample. It
focuses on providing an accurate and detailed picture of the research subject without
attempting to establish cause-and-effect relationships or make predictions.
56
IMPORTANCE OF DESCRIPTIVE RESEARCH
• Understanding of a population or phenomenon.
• Baseline information
• Informative data
• Sampling validation
• Cost effective
• Easy to replicate
CHARACTERITICS OF DESCRIPTIVE RESEARCH

• Purpose
• Participants and sampling
• Data collection techniques
• Data analysis
• Focus on description
ADVANTAGES OF DESCRIPTIVE RESEARCH

• Provides a comprehensive understanding
• Flexibility
• Cost effective
• Informs future research
• Quick results
• Easy to conduct
• Useful for decision making
DISADVANTAGES OF DESCRIPTIVE RESEARCH

• Limited scope
• Dependence on existing data
• Lack of control
• Bias
• Lack of depth
• Time consuming
• Limited predictability
57
EXPERIMENTAL RESEARCH:
Experimental research design is a scientific approach used to investigate cause-and-effect
relationships between variables. It involves manipulating one or more independent
variables to observe their impact on a dependent variable, while controlling for other
factors that could influence the results.
ADVANTAGES
1. Cause and effect
2. Control
3. Reliability
4. Precise measurement
5. Comparison
6. Practical applications
7. Reduction of bias
8. Clear conclusions
DISADVANTAGES
1. Artificiality
2. Ethical limitations
3. Cost and time
4. Limited flexibility
5. Practical constraints
6. Small sample sizes
7. Experimenter bias
3.3 UNIVERSE OF THE STUDY
The workers of SVPC Automotive Company, Chennai were taken for the research
study. The total population consists of 250 employees dated on 01.03.2023.
58
3.4 SAMPLE OF THE STUDY
As the total employees of the industry is included for the study. Due to time factor,
sampling technique is adopted to gather data from the respondents. Probability sampling
was decided to collect the samples, particularly Simple Random Sampling isapplied
where opinion from all the existing departments were obtained. A total of 250 sample
respondents from these groups were collected with 120 sample units from the
organisation.
3.5 VARIABLES OF THE STUDY

Variable is a concept that can take on various quantitative values. For instance,
weight, height, etc.
With regard to the variables in the study, dependent and independent variables are
used.
3.5.1 DEPENDENT VARIABLES

A dependent variable is a variable that is tested in an experiment. It is dependent,
in some way on the variation of an independent variable.
− Work Environment
− Organization Culture
− Relation and Co-operation
− Training and Development
− Compensation and Rewards
− Facilities
− Job satisfaction and Job security
− Autonomy of work
− Adequacy of Resources
3.5.2 INDEPENDENT VARIABLES
An independent variable in an experiment is considered to stand on its own. For

instance, if the test scores of a class are an outcome of their efforts; efforts are an
independent variable, and the score is a dependent variable.
59
− Gender
− Work experience
3.6 SOURCE OF DATA COLLECTION
The research study uses both primary and secondary data. Primary data was
collected from the respondents of SVPC Automotive Company,Chennai which forms the
first hand information. While secondary data was gathered from official
documents,previous research studies, websites, books, journals and working papers of
industries.
3.7 TOOLS OF DATA COLLECTION
The information can be collected by having a discussion with academicians,

scientists, field experts, HR professionals and along with reviews of the related literature
decided the dimensions of QWL. Besides, the questionnaire are structured based on the
pilot study and the final questionnaire consists of the following aspects.
The first section of the questionnaire has
Socio-demographic Characteristics 12 statements
The second section deals with dimensions of QWL
Work Environment 02 statements
Organization Culture 02 statements
Relation and Co-operation 02 statements
Training and Development 02 statements
Compensation and Rewards 02 statements
Facilities 02 statements
Job satisfaction and Job security 02 statements
Autonomy of work 02 statements
Adequacy of Resources 02 statements
60
3.8 SCORING PROCEDURES
Likert scale was used to structure the questionnaire. All the 9 dimensions of the
questionnaire were constructed with 5 point scales. The score for the scale constructed
only positive scores.
The statements framed in the 9 dimensions namely Work Environment,
Organization Culture, Relation and Co-operation, Training and Development,
Compensation and Rewards, Facilities, Job satisfaction and Job security, Autonomy of
work and Adequacy of Resources were subjected to positive scores. It means if Strongly
Agree (SA) was selected by the respondent then he or she becomes entitled for a score
of Five for that particular answer. When Agree (A) happens to be chosen by the
respondent then a score of Four will be awarded. In case when Neutral (N) was preferred
by the respondent, score of Three will be sanctioned. Meanwhile if the respondent
chooses Disagree (DA) then the score of Two shall be allotted and finally when the
respondent prefer Strongly Disagree (SDA) and then score of ONE will be awarded.
3.9 PRE-TESTING
Testing of the tools before the collection of primary data is an important phase of
social research (Panner, Selvam.R., 2004).In this way the drafted questionnaire was
submitted to experts and HR professionals to get their views and suggestions. Once their
evaluation was obtained, to ascertain the relevance and suitability of the questionnaire
pretest was carried among 30 respondents of SVPC Automotive Company, Chennai. The
collected responses were carefully processed and suitable modifications have been made
in the questionnaire.
3.10 PILOT STUDY
A pilot study was made by the researcher in the selected departments to elicit the
information on various aspects of QWL. A draft questionnaire was prepared for this
purpose. Randomly 30 respondents are selected for the pilot study, it has given a more
precise idea and wider knowledge about the research problem, a detailed observation and
informal talk was carried out with employees of SVPC Automotive Company, Chennai.
It helped to strengthen rapport with SVPC Automotive Company, Chennai employees
and to decide the future course of action such as sample size, sampling techniques, data,
collecting tools, period of data collection and research design. It is observed from the pilot
study that the following 9 QWL Practices implemented in the SVPC Automotive
61
Company, Chennai. Work Environment,Organization Culture,Relation and Co-operation,
Training and Development,Compensation and Rewards, Facilities, Job satisfaction and
Job security, Autonomy of work and Adequacy of Resources.
3.11 PROCESS OF DATA COLLECTION
SVPC Automotive Company, Chennai is a private sector undertaking, owned and

managed by the Company act. Some workers were from other states and hence the
questionnaire was made in English. This had reduced the ambiguity and mis
conceptualization of matters in the question. The questionnaires were prepared and
collected through the online and they were given enough time to fill up the questionnaire.
In order to maintain secrecy and to restrict bias the name and employees’ numbers were
specifically omitted.
3.12 TABULATION OF DATA
The collected data are to be expressed in the form that provides easy
understanding. The data is expressed in the form of graphs and pie chart.
3.13 STATISTICAL ANALYSES OF THE DATA
The following statistical analyses are used in this study
• Percentage analysis was calculated to find the exact percentage of respondents.

• Chi-square test applied to find the significant association between variables.
• Karl Person Coefficient correlation test was used to find the significance relationship
between variables.
3.14 PERIOD OF STUDY

The entire research study conducted for three months(February to May 2023).
3.15 AREA OF STUDY

The area of the study was conducted in Human Resource.
3.16 LIMITATIONS OF THE STUDY
• Seeking permission in an industry is quite difficult and that in the case of public
sector is a Herculean task.
• Finding the required respondents during their working hours is difficult owing tothe
availing of personal leave by them.
• Results arriving from interpretation of data may not be applicable to other industries.
62
CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
4.1 INTRODUCTION
Data analysis is considered to be an important step and the heart of the research in
research work. After the collection of data with the help of relevant tools and techniques,
the next logical step is to analyze and interpret data with a view to arrive at empirical
solution to the problem.Data analysis is defined as aprocess of cleaning,transforming,and
modeling data to discover useful information for business decision making.The purpose of
data analysis is to exact useful information from data and taking the decision based upon
the data analysis.
Data interpretation is the process of reviewing data and arriving at relevant

conclusions using various analytical research methods. Data analysis assists researchers in
categorizing, manipulating, and summarizing data to answer critical questions. Raw data
is useless unless it’s interpreted. Data interpretation is important to businesses and people.
The collected data helps make informed decisions.
Any data expressed in the form of numerical figures are called quantitative
data.This type of data can be distinguished into categories,grouped,calculated,or ranked.
The data analysis for the present research was done quantitatively with the help of both
descriptive statistics and inferential statistics. The descriptive statistical techniques like
percentage analysis, and for the Inferential statistics analysis was carried using Co-
Variance were used during the data analysis The descriptive statistical techniques like
percentage analysis. For the analysis of respondents opinion Chi-square test,correlation
were applied.In this chapter the primary data gathered through questionnaire in the form of
graphs and charts.
STATISTICAL TOOLS USED

The statistical tools used in the project for data analysis are
➢ Percentage analysis
➢ Chi-square test
➢ Correlation
63
Table No.4.1 Distribution of the respondents and their age
Particulars No.of respondents Percentage
21 to 30yrs 51 42.5
31 to 40yrs 34 28.3
41 to 50yrs 21 17.5
51yrs & above 14 11.7
Total 120 100.0
Source: Primary data
Chart No.4.1 Distribution of the respondents and their age
45 42.5
40
35
30 28.3
25
20 17.5
15
11.7
10
0
21 to 30yrs 31 to 40yrs 41 to 50yrs 51yrs & above
INFERENCE:
It is observed from the table that majority 42.5% of the respondents belongs to the
age group of 21 to 30yrs, 28.3% belongs to the age group of 31 to 40yrs, 17.5% belongs to
the age group of 41 to 50yrs and remaining 11.7% belongs to the age group of 51yrs &
above.
64
Table No.4.2 Distribution of the respondents and their gender
Male 108 90.0
Female 12 10.0
Total 120 100.0
Chart No.4.2 Distribution of the respondents and their gender
10
90
Male Female
INFERENCE:
It is observed from the table that vast majority 90% of the respondents are male and
remaining 10% are female.
65
Table No.4.3 Distribution of the respondents and their educational qualification
Below Hsc 30 25.0
Diploma 57 47.5
UG 22 18.3
PG 11 9.2
Total 120 100.0
Chart No.4.3 Distribution of the respondents and their educational qualification
50 47.5
45
40
35
30
25
25
20 18.3
15
9.2
10
0
Below Hsc Diploma UG PG
INFERENCE:
It is observed from the table that majority 47.5% of the respondents have diploma
qualification, 25% are Below Hsc, 18.3% are UG, 9.2% are PG.
66
Table No.4.4 Distribution of the respondents and their working experience
1 to 3yrs 53 44.2
4 to 6yrs 44 36.7
7 to 10yrs 15 12.5
11yrs & above 8 6.7
Total 120 100.0
Chart No.4.4 Distribution of the respondents and their working experience
50
45 44.2
40
36.7
35
30
25
20
15 12.5
10
6.7
5
0
1 to 3yrs 4 to 6yrs 7 to 10yrs 11yrs & above
INFERENCE:
It is observed from the table that majority 44.2 % of the respondents have 1 to 3yrs
experience, 36.7% have 4 to 6yrs, 12.5% have 7 to 10yrs and remaining 6.7% have 11yrs
& above.
67
Table No.4.5 Distribution of the respondents and their monthly income
Below Rs.15000 55 45.8
Rs.15001 to 20000 27 22.5
Rs.20001 to 25000 24 20.0
Above Rs.25001 14 11.7
Total 120 100.0
Chart No.4.5 Distribution of the respondents and their monthly income
50
45.8
45
40
35
30
25 22.5
20
20
15
11.7
10
0
Below Rs.15000 Rs.15001 to 20000 Rs.20001 to 25000 Above Rs.25001
INFERENCE:
It is observed from the table that majority 45.8 % of the respondents have below
Rs.15000 monthly income, 22.5% have Rs.15001 to 20000, 20% have Rs.20001 to 25000
and remaining 11.7% have above Rs.25001.
68
Table No.4.6 Distribution of the respondents and their marital status
Married 22 18.3
Unmarried 98 81.7
Total 120 100.0
Chart No.4.6 Distribution of the respondents and their marital status
18.3
81.7
Married Unmarried
INFERENCE;
It is observed from the table that vast majority 81.7% of the respondents are
unmarried and remaining 18.3% are married.
69
Table No.4.7 Distribution of the respondents and their family type
Nuclear 108 90.0
Joint 12 10.0
Total 120 100.0
Chart No.4.7 Distribution of the respondents and their family type
10
90
Nuclear Joint
INFERENCE:
It is observed from the table that vast majority 90% of the respondents have nuclear
family and remaining 10% have joint family.
70
Table No.4.8 Distribution of the respondents and their family size
Small 68 56.7
Medium 41 34.2
Large 11 9.2
Total 120 100.0
Chart No.4.8 Distribution of the respondents and their family size
9.2
34.2
56.7
Small Medium Large
INFERENCE:
It is observed from the table that majority 56.7% of the respondents have small size
of family, 34.2% have medium families and remaining 9.2% have large families.
71
Table No.4.9 Distribution of the respondents and their dependents
1 to 3 Members 83 69.2
4 to 5members 22 18.3
Above 6 members 15 12.5
Total 120 100.0
Chart No.4.9 Distribution of the respondents and their dependents
80
69.2
70
60
50
40
30
20 18.3
12.5
10
0
1 to 3 Members 4 to 5members Above 6 members
INFERENCE:
It is observed from the table that vast majority 69.2% of the respondents have 1 to 3
members of dependents, 18.3% have 4 to 5 members and remaining 12.5% have above 6
members.
72
Table No.4.10 Distribution of the respondents and their transport mode
Company Vehicle 54 45.0
Own Vehicle 66 55.0
Total 120 100.0
Chart No.4.10 Distribution of the respondents and their transport mode
45%
55%
Company Vehicle Own Vehicle
INFERENCE:
It is observed from the table that majority 55% of the respondents use own vehicle
mode of transport and remaining 45% use company vehicle.
73
Employees Perception on QWL Related Tables
Table No.4.11 Distribution of the respondents and their opinion about
work environment
Table No.4.11.1 Motivating Environment

Particulars No.of.respondents percentage
Strongly Agree 42 35
Agree 38 31.7
Neutral 21 17.5
Disagree 10 8.3
Strongly Disagree 9 7.5
Total 120 100
Chart 4.11.1
Distribution of the respondents and their opinion
about motivating environment
40
35
35 31.7
30
25
20 17.5
15
10 8.3 7.5
5
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
INFERENCE:
It is observed from the table that majority 35% of the respondents are strongly
agreed that the working environment is good and highly motivating, 31.7% are agreed,
17.5% are neutral, 8.3% of the respondents are disagreed and remaining 7.5% are strongly
disagreed.
74
Table No.4.11.2 working condition
Particulars No.of. respondents Percentage
Strongly Agree 49 40.8
Agree 27 22.5
Neutral 23 19.2
Disagree 10 8.3
Total 120 100
Source:primary data
Chart 4.11.2
Distribution of the respondents and their opinion about

working condition
45
40.8
40
35
30
25 22.5
19.2
20
15
9.2
10 8.3
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree
INFERENCE:
It is observed from the table that majority 40.8% of the respondents are strongly
agreed with the working condition, 22.5% are agreed, 19.2% are neutral, 8.3% of the
respondents are disagreed and remaining 9.2% are strongly disagreed.
75
organization culture
Table No.4.12.1 co-operation from other department
Particulars No.of.respondents Percentage
Strongly Agree 40 33.3
Agree 32 26.7
Neutral 26 21.7
Disagree 14 11.7
Total 120 100
Source:primary data
Chart 4.12.1

about co-operation from other departments
35 33.3
30 26.7
25 21.7
20
15 11.7
10 6.7
5
0
Agree Disagree
INFERENCE:
agreed with the co-operation from other department, 26.7% are agreed, 21.7% are neutral,
11.7% of the respondents are disagreed and remaining 6.7% are strongly disagreed.
76
Table No. 4.12.2 Gender discrimination
Strongly agree 11 9.2
Agree 13 10.8
Neutral 16 13.3
Disagree 34 28.3
Strongly disagree 46 38.3
Total 120 100
Source:primary data
Chart 4.12.2

about gender discrimination
45
38.3
40
35
28.3
30
25
20
13.3
15 10.8
9.2
10
5
0
agree disagree
INFERENCE:
disagreed about the gender discrimination,28.3% are Disagreed, 13.3% are neutral,
10.8% of the respondents are Agreed and remaining 9.2% are strongly Agreed.
77
relation andco-operation
Table No. 4.13.1 Relationship with colleagues
particulars No.of.respondents percentage
Agree 28 23.3
Neutral 26 21.7
Disagree 13 10.8
Total 120 100
Source:primary data
Chart 4.13.1

about the relationship with the colleagues
40
35 37.5
30
25
20 23.3
21.7
15
10
10.8
5
6.7
0
agree disagree
INFERENCE:
It is observed from the table that majority 37.5 % of the respondents are strongly
agreed with the relationship with colleagues, 23.3% are agreed, 21.7% are neutral, 10.8%
of the respondents are disagreed and remaining 6.7% are strongly disagreed.
78
Table No.4.13.2 Relationship with superior
Agree 36 30
Neutral 20 16.7
Disagree 5 4.2
Total 120 100
Source:primary data
Chart 4.13.2

about their relationship with their superior
45 42.5
40
35
30
30
25
20 16.7
15
10 6.7
4.2
5
0
agree disagree
INFERENCE:
It is observed from the table that majority 42.5 % of the respondents are strongly
agreed with the relationship with immediate superior, 30% are agreed, 16.7% are
neutral, 6.7% of the respondents are strongly disagreed and remaining 4.2% are
disagreed.
79
training and development
Table No. 4.14.1 Training regarding interpersonal skills
Agree 27 22.5
Neutral 23 19.2
Disagree 11 9.2
Total 120 100
Source:primary data
Chart 4.14.1
Distribution of thr respondents and their opinion about

training regarding interpersonal skills
45 40.8
40
35
30
25 22.5
19.2
20
15
9.2 8.3
10
5
0
Strongly agree Agree Neutral Disagree Strongly
disagree
INFERENCE:
It is observed from the table that majority 40.8 % of the respondents are
strongly agreed with the training regarding interpersonal skills, 22.5% are agreed,
19.2% are neutral, 9.2% of the respondents are disagreed and remaining 8.3% are
strongly disagreed.
80
Table No.4.14.2 Frequency of Training program
Particulars No.of.respondnts Percentage
Agree 28 23.3
Neutral 26 21.7
Disagree 13 10.8
Total 120 100
Source:primary data
Chart 4.14.2

about the frequency of training program
40
35 37.5
30
25
20 23.3
21.7
15
10
10.8
5 6.7
0
Strongly agree Agree Neutral Disagree Strongly disagree
INFERENCE:
agreed with the frequency of training program, 23.3% are agreed, 21.7% are neutral, 10.8%
of the respondents are disagreed and remaining 6.7% are strongly disagreed.
81
compensation and rewards
Table No. 4.15.1 Fair compensation
Agree 23 19.2
Neutral 19 15.8
Disagree 18 15
Total 120 100
Source:primary data
Chart 4.15.1

the fair compensation
45 40.8
40
35
30
25
19.2
20
15.8 15
15
9.2
10
5
0
disagree
INFERENCE:
agreed with the fair compensation, 19.2% are agreed, 15.8% are neutral, 15% of the
82
Table No.4.15.2 Rewards for good work
Agree 24 20
Neutral 18 15
Disagree 17 14.2
Strongly disagree 12 10
Total 120 100
Source:primary data
Chart 4.15.2

the rewards for good work
45
40.8
40
35
30
25
20
20
15 14.2
15
10
10
5
0
disagree
INFERENCE:
agreed with the rewards for good work, 20% are agreed, 15% are neutral, 14.2% of the
respondents are disagreed and remaining 10% are strongly disagreed.
83
Table No.4.16 Distribution of the respondents and their opinion about facilities
Table No.4.16.1 Transportation

Agree 34 28.3
Neutral 16 13.3
Disagree 13 10.8
Total 120 100
Source:primary data
Chart 4.16.1

about the transportation facility
50
44.2
45
40
35
28.3
30
25
20
13.3
15 10.8
10
3.3
5
0
agree disagree
INFERENCE:
agreed with the transportation facilities, 28.3% are agreed, 13.3% are neutral, 10.8% of
the respondents are disagreed and remaining 3.3% are strongly disagreed.
84
Table No.4.16.2 Safety measures
Strongly agree 42 35
Agree 31 25.8
Neutral 25 20.8
Disagree 13 10.8
Total 120 100
Source:primary data
Chart 4.16.2

safety measures
40
35
35
30
25.8
25
20.8
20
15
10.8
10 7.5
5
0
disagree
INFERENCE:
agreed with the safety measures, 25.8% are agreed, 20.8% are neutral, 10.8% of the
85
Table No.4.17 Distribution of the respondents and their opinion
about job satisfaction and job security
Table No.4.17.1 Comfortableness in work

Agree 35 29.2
Neutral 16 13.3
Disagree 12 10
Total 120 100
Source:primary data
Chart 4.17.1

comfortableness at work
45
40 38.3
35
29.2
30
25
20
15 13.3
10 9.2
10
5
0
disagree
INFERENCE:
agreed with the comfortableness in work, 29.2% are agreed, 13.3% are neutral, 10% of the
86
Table No. 4.17.2 Job security

Strongly agree 48 40
Agree 30 25
Neutral 23 19.2
Disagree 11 9.2
Total 120 100
Source:primary data
Chart 4.17.2
45
40
40
35
30
25
25
19.2
20
15
9.2
10
6.6
5
0
INFERENCE:
agreed with the job security, 25% are agreed, 19.2% are neutral, 9.2% of the respondents
are disagreed and remaining 6.6% are strongly disagreed.
87
autonomy of work
Table No.4.18.1 Job stress
Agree 12 10
Neutral 19 15.8
Disagree 35 29.2
Total 120 100
Source:primary data
Chart 4.18.1

the job stress
40 37.5
35
29.2
30
25
20
15.8
15
10
10 7.5
0
disagree
INFERENCE:
It is observed from the table that 7.5% of the respondents are strongly
agreed with the job Stress, 10% are agreed,15.8% are neutral, 29.2% are
disagreed and remaining 37.5% are strongly disagreed.
88
Table 4.18.2 Flexible time

Agree 29 24.2
Neutral 28 23.3
Disagree 17 14.2
Total 120 100
Source:primary data
Chart 4.18.2

about flexible time
40 36.7
35
30
24.2 23.3
25
20
14.2
15
10
5 1.7
0
agree disagree
INFERENCE:
agreed with the flexible time,24.2% are agreed,23.3% are neutral,14.2% are disgreed,1.7%
are strongly disagreed.
89
adequacy of resources
Table No.4.19.1 Communication channel

Agree 32 26.7
Neutral 18 15
Disagree 17 14.2
Strongly disagree 12 10
Total 120 100
Source:primary data
Chart 4.19.1
communication channel
40
34.2
35
30 26.7
25
20
15 14.2
15
10
10
0
disagree
INFERENCE:
agreed that the communication channel is good, 26.7% are agreed,15% are neutral,
14.2% are disagreed,10% are strongly disagreed.
90
Table No.4.19.2 Communication system

Agree 34 28.3
Neutral 26 21.7
Disagree 13 10.8
Total 120 100
Source:primary data
Chart 4.19.2
40
37.5
35
30 28.3
25
21.7
20
15
10.8
10
5
1.7
0
INFERENCE:
agreed that the communication system is good,28.3% are agreed,21.7% are neutral,10.8%
are disagree,1.7% are strongly disagreed.
91
4.20 CHI-SQUARE TEST:
H1:There is no significant difference between work experience and compensation.

H01: There is significant difference betwwen work experience and compensation.
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
Experience *
120 100.0% 0 0.0% 120 100.0%
Compensation
Work_experience * Compensation Crosstabulation
Compensation Total
strongly Agree Neutral Diasagree Strongly
agree disagree
Count 49 4 0 0 0 53
1-3years
Expected Count 21.6 10.2 8.4 8.0 4.9 53.0
Count 0 19 19 6 0 44
4-6years
Work Expected Count 18.0 8.4 7.0 6.6 4.0 44.0
experience Count 0 0 0 12 3 15
7-10years
Expected Count 6.1 2.9 2.4 2.3 1.4 15.0
Above 11 Count 0 0 0 0 8 8
years Expected Count 3.3 1.5 1.3 1.2 .7 8.0
Count 49 23 19 18 11 120
Total
Expected Count 49.0 23.0 19.0 18.0 11.0 120.0
Chi-Square Tests
value df Asymp.sig.(2-sided)
Pearson Chi-Square 250.416a 12 .000

Likelihood Ratio 223.567 12 .000
Linear-by-Linear 103.059 1 .000
Association
N of valid cases 120
a.11 cells (55.0%) have expected count less than 5. The minimum expected
count is .73.
92
Symmetric measures
Value Approx.
Sig.
Nominal by
ContingencyCoefficient .822 .000
Nominal
N of Valid Cases 120
INTERPRETATION:
Chi-Square value = 250.416
Degree of freedom = 12
Since p value is less than 0.05(0.000 < 0.05) so, the alternative hypothesis is
accepted.Therefore, there is significant difference between work experience and
compensation.
93
4.21 CORRELATION:
H2: There is no significant relationship between gender and job satisfaction.

H02:There is significant relationship between gender and job satisfaction.
Correlations
Gender Job_satisfaction
Pearson Correlation 1 .690**
Gender Sig. (2-tailed) .000
N 120 120
Pearson Correlation .690** 1
Job_satisfaction Sig. (2-tailed) .000
N 120 120
**. Correlation is significant at the 0.01 level (2-tailed).
INTERPRETATION:
Since p value is less than 0.01.so, the alternative hypothesis is accepted.Therefore,
there is significant relationship between gender and job satisfaction.
94
CHAPTER IV
FINDINGS SUGGESTIONS AND CONCLUSION
PERSONAL PROFILE RELATED FINDINGS

• Majority 42.5% of the respondents are 21 to 30 yrs of age group.
• Majority 90% of the respondents are male.
• Majority 47.5% of the respondents have diploma qualification.
• Majority 44.2% of the respondents have 1 to 3yrs of working experience.
• Majority 45.8% of the respondents have Below Rs.15000 monthly Income.
• Majority 81.7% of the respondents are unmarried.
• Majority 90% of the respondents have nuclear family.
• Majority 56.7% of the repondents have small size of family.
• Majority 69.2% of the respondents have 1 to 3 members of their dependents.
• Majority 55% of the respondents use their down vehicle mode of transport.
• Majority 84.2% of the respondents have other source of income.
WORK ENVIRONMENT RELATED FINDINGS

• Majority 35% of the respondents are strongly agreed that the working environment is
highly motivating.
• Majority 40.8% of the respondents are strongly agreed that the working condition is
good.
ORGANIZATION CULTURE RELATED FINDINGS

• Majority 33.3% of the respondents are strongly agreed that there is co-operation from
other departments.
• Majority 38.3% of the respondents are strongly disagreed about the gender
discrimination.
RELATION AND CO-OPERATION RELATED FINDINGS

• Majority 37.5% of the respondents are strongly agreed about good relationship with
collegues.
• Majority 42.5% of the respondents are strongly agreed about good relationship with
superior.
95
TRAINING AND DEVELOPMENT RELATED FINDINGS
• Majority 40.8% of the respondents are strongly agreed that the organization provide
proper training to develop their inter-personal skills.
• Majority 37.5% of the respondents are strongly agreed about frequency of training
program.
COMPENSATION AND REWARDS RELATED FINDINGS
• Majority 40.8% of the respondents are strongly agreed that the organisation provide
fair compensation.
rewards for the work.
FACILITIES RELATED FINDINGS
• Majority 44.2% of the respondents are strongly agreed about the good transportation
facilities.
• Majority 35% of the respondents are strongly agreed that the organisation provide
good safety measures.
JOB SATISFACTION AND JOB SECURITY RELATED FINDINGS
• Majority 38.3% of the respondents are highly satisfied about comfortableness in
work.
• Majority 40% of the respondents are strongly agreed about job security.
AUTONOMY OF WORK RELATED FINDINGS
• Majority 37.5% of the respondents are strongly disagreed about the job stress.
flexible time to work.
ADEQUACY OF RESOURCES
• Majority 34.2% of the respondents are strongly agreed that the organisation have good
communication channel.
• Majority 37.5% of the respondents are strongly agreed that the organisation have good
communication system.
96
SUGGESTIONS
− The respondents felt a sense of not belonging to the organization and this has its impact
on their performance, and overall productivity of the organization. The organization
could do well in creating a more open, congenial workplace with greater involvement.
− Organizations should consider the responsibilities of the employee while designing the
compensation package.
− The respondents felt that organizations can improve on employee engagement so as to

make the job more satisfying. The organization should take steps should be taken in
this direction.
− The respondents in general felt that the quality of work life was good.However some
employees feels that it is not well. So the organisation should take care of these
employees to increase their involvement and satisfaction level.
− The opportunities for growth and security in the organisation should be fair,
impartial,planned and enjoy consistency.
− The working environment must be improved rapidly in the workshop. Because that
people are total responsible for production and quality of products.
− Even though the employees of all departments are satisfied with the growth and
security, the organisation should improve it continuously in order to keep their level of
satisfaction.
− Proper equipment with advanced technology, building, and other facilities includes
work environment should be maintained.
− While framing the pay and compensation structure to the employees, the organisation
should consider the same given by their competitors and prevailing in the market.
− Training and development programs should be organized regularly, within and outside
the organisation in order to improve the effectiveness of the employees.
− Overall the organisation should carefully concentrate on betterment of middle level and
lower level employees especially in workshop. Because they hold low level of
satisfaction compare to top level employees in all these factors.
97
CONCLUSIONS
This study on Quality of Work Life was undertaken in order to gain insights on
existing condition in SVPC automotive company in Chennai. The study explored the
perceptions of employees towards work and other related issues with respect to their
organizations. The study revealed that Work life of the respondents was highly
qualitative and they felt the environment to be motivating, relationships among
employees and departments to be harmonious, but, responsibilities were not properly
accorded appropriate compensation. This study reveals the strength and weakness of
SVPC Automobile Industry on the Magnitude of Quality of work life program. The
suggestions given in the study is based on findings that are applicable to the all
Automobile units in Chennai. In today’s competitive and globalised world, all
organizations must implement the quality of work life program in all their respective
departments in order to increase their employee satisfaction. It is one of the important
approaches to motivation. It is used as a tool to improve the productivity, decrease
industrial accidents, absenteeism and employee turnover etc. This makes the way of
industrial democracy and minimizes employee disputes. The basic purpose of this
studyis to develop work, increase satisfaction level and providing better working
conditions through quality of work life program.since the employees are the backbone
of the company,the company should satisfy them in order to improve the business in
higher competitive market.
98
BIBLIOGRAPHY
1. Agung Setyawan (2016) “The influence of culture organization, career Development,
work environment, compensation Policy and attitude of employees of the workingLife
quality on the environment of the Secretariat of coordinating ministry for economic
Affairs”, ‘Journal Riset Manajemen Sains Indonesia (JRMSI)’, Vol.7, Issue.1, Pp.117-
135.
2. Balaram Bora (2015) “Quality of Work Life-An Overview”, ‘An International Journal
of Management Studies’, Vol.5, Issue.4, Pp.184-191.
3. Baskar P., Sivasubramanian M. and Sritharan R. (2009) "Quality of Work Life in

Automobile Industry: An Evidence”, ‘International Journal of Human Development and
Information System’, Vol.2, Issue.1-2, January-December, Pp.129-137.
4. Asmita Nagpal and Nitin Yadav (2014) “An Overview of Quality of Work-life”,
‘International Journal of 360o Management Review’, ISSN:2320-7132, Vol.2, Issue.1,
Pp.01-08.
5. Dr.Matheswaran. V.P and Latha G. (2019) “A study on quality of work life among
Employees”, ‘International Journal of Scientific Development and Research (IJSDR)’,
ISSN:2455-2631, Vol.4, Issue.9, Pp.66-70.
6. Wayne Lewchuk, Paul Stewart and Charlotte Yates (2002) “Quality of working life in
theautomobile industry: A Canada-UK comparative study”, ‘New Technology, Work
and Employment’, ISSN: 0268-1072, Vol.16, Issue.2, Pp.01-17.
7. Dr.Jawahar Rani K, Chandrasekar T. and Shanmugapriya T. (2014) “A study on Quality

ofWork Life leads organization resilience in automobile industry with special reference
to Chennai City”, ‘International Journal on Engineering Technology andSciences –
IJETS’, ISSN:2349-3968, Vol.1, Issue.7, November, Pp.01-04.
8. www.google.com
9. www.svpc.co.in
10. www.ibef.org
11. www.entrepreneurindia.com
12. www.makeinindia.com
99
A STUDY ON QUALITY OF WORK LIFE AMONG EMPLOYEES IN
SVPC AUTOMOTIVE PRIVATE LTD.
Questionnaire
A. Personal Profile
1. Age : a) 21 to 30yrs b) 31 to 40yrs

c) 41 to 50yrs d) 51yrs & above
2. Gender : a) Male b) Female
3. Educational Qualification : a) Below Hsc b) Diploma
c) UG d) PG
4. Department 5. Designation
6.Working experience : a) 1 to 3yrs b) 4 to 6yrs

c) 7 to 10yrs d) 11yrs & above
7. Monthly income : a) Below Rs.15000 b) Rs.15001 to 20000
c) Rs.20001 to 25000 d) Above Rs.25001
8. Marital status : a) Married b) Unmarried
9. Type of family : a) Nuclear b) Joint
10. Size of family : a) Small b) Medium c) Large
11. No.of dependents : a) 1 to 3 Members b) 4 to 5members
c) Above 6 member
12. Mode of transport : a) Company Vehicle b) Own Vehicle
B. Opinion about QWL

Please read each statement below and choose a correct option which indicate your level
of agreement with each statement.
(SA - Strongly Agree / A – Agree / N – Neutral /DA – Disagree /SDA – Strongly Disagree)
Sl.No Factors SA A N DA SDA
I Work Environment
13 The working environment is good and highly
motivating
14 Working conditions are good in the

organisation.
100
II Organization Culture
15 There is cooperation among all the departments
for achieving the goals.
16 I am discriminated on my job because of my
gender.
III Relation and Co-operation
17 I get good support from my colleagues.
18 There is a harmonious relationship with my
superior.
IV Training and Development
19 Training program conducted in the organisation
helps to achieve the required skill for
performing the job effectively.
20 I feel that training programs should be
conducted frequently.
V Compensation and Rewards
21 I feel that organisation provide adequate and
fair compensation for the work I do.
22 When I do my job well, I get rewards from my
superior.
VI Facilities
23 Good transportation facilities are provided by
the organisation.
24 The Safety measures adopted by the
organisation are good.
VII Job satisfaction and Job security
25 I feel Comfortable and satisfied with my work.
26 I feel quite secured about my job.
VIII Autonomy of work
27 I feel that my work is quite stressful.
28 The organisation allows a flexible time option.
IX Adequacy of Resources
29 There are well defined channels for information
exchange and transfer.
30 Communication and information flow between
the departments is satisfactory.
101

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A STUDY ON QUALITY OF WORK LIFE AT

SVPC AUTOMATIVE PRIVATE LTD,CHENNAI.

In partial fulfillment of the requirement

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

VIVEKANANDHA INSTITUTE OF INFORMATION AND

ANNA UNIVERSITY:CHENNAI 600 025

Signature of Guide Signature of HOD

Submitted for the project Viva-voice examination held on _______________

Internal Examiner External Examiner

Place: Signature of the candidate

I wish to express my profound gratitude to Management of Vivekanandha Educational Institutions

I immensely thanks, Dr. V. MOHANASUNDARAM, MBA, M.Phil., Ph.D. Director,

S.NO TITLE PAGE.NO

3 LIST OF TABLES VII

5 CHAPTER I – INTRODUCTION 1-38

6 CHAPTER II – REVIEW OF LITERATURE 39-48

7 CHAPTER III – RESEARCH METHODOLOGY 49-62

8 CHAPTER IV – DATA ANALYSIS AND 63-94

9 CHAPTER V – FINDINGS, SUGGESTIONS & 95-98

TABLE TITLE PAGE.

4.1 DISTRIBUTION OF THE RESPONDENTS BY AGE 64

4.2 DISTRIBUTION OF THE RESPONDENTS BY GENDER 65

4.3 DISTRIBUTION OF THE RESPONDENTS BY 66

4.4 DISTRIBUTION OF THE RESPONDENTS BY WORK 67

4.5 DISTRIBUTION OF THE RESPONDENTS BY MONTHLY 68

4.6 DISTRIBUTION OF THE RESPONDENTS BY MARITAL 69

4.7 DISTRIBUTION OF THE RESPONDENTS BY THEIR 70

4.8 DISTRIBUTION OF THE RESPONDENTS BY THEIR 71

4.9 DISTRIBUTION OF THE RESPONDENTS BY THEIR 72

4.10 DISTRIBUTION OF THE RESPONDENTS BY TRANSPORT 73

4.11.1 DISTRIBUTION OF THE RESPONDENTS AND THEIR 74

4.11.2 DISTRIBUTION OF THE RESPONDENTS AND THEIR 75

4.12.2 DISTRIBUTION OF THE RESPONDENTS AND THEIR 77

4.13.1 DISTRIBUTION OF THE RESPONDENTS AND THEIR 78

4.13.2 DISTRIBUTION OF THE RESPONDENTS AND THEIR 79

4.14.1 DISTRIBUTION OF THE RESPONDENTS AND THEIR 80

4.14.2 DISTRIBUTION OF THE RESPONDENTS AND THEIR 81

4.15.1 DISTRIBUTION OF THE RESPONDENTS AND THEIR 82

4.15.2 DISTRIBUTION OF THE RESPONDENTS AND THEIR 83

4.16.1 DISTRIBUTION OF THE RESPONDENTS AND THEIR 84

4.16.2 DISTRIBUTION OF THE RESPONDENTS AND THEIR 85

4.17.1 DISTRIBUTION OF THE RESPONDENTS AND THEIR 86

4.18.1 DISTRIBUTION OF THE RESPONDENTS AND THEIR 88

4.18.2 DISTRIBUTION OF THE RESPONDENTS AND THEIR 89

4.19.1 DISTRIBUTION OF THE RESPONDENTS AND THEIR 90

4.19.2 DISTRIBUTION OF THE RESPONDENTS AND THEIR 91

4.20 RESULT OF CHI SQUARE TEST FOR WORK 92

4.21 RESULT OF CORRELATION FOR GENDER AND JOB 94

CHART TITLE PAGE.

4.1 DISTRIBUTION OF THE RESPONDENTS BY AGE 64

4.2 DISTRIBUTION OF THE RESPONDENTS BY GENDER 65

4.3 DISTRIBUTION OF THE RESPONDENTS BY 66

4.4 DISTRIBUTION OF THE RESPONDENTS BY WORK 67

4.5 DISTRIBUTION OF THE RESPONDENTS BY MONTHLY 68

4.6 DISTRIBUTION OF THE RESPONDENTS BY MARITAL 69

4.7 DISTRIBUTION OF THE RESPONDENTS BY THEIR 70

4.8 DISTRIBUTION OF THE RESPONDENTS BY THEIR 71

4.9 DISTRIBUTION OF THE RESPONDENTS BY THEIR 72