ABSTRACT

‘Quality of Work Life’ is the part of overall quality of life that is influenced by work. Quality of Life is the product of the interplay among social, health, economic and environmental conditions which affect human and social development. Quality of Work Life (QWL) – management activities that promote such values as fairness, meaningful work, employee empowerment, and balance between family and work life.

Work is an integral part of our everyday life, as it is our livelihood or career or business. On an average we spend around twelve hours daily in the work place, that is one third of our entire life; it does not influence the overall quality of our life. It should yield job satisfaction, give peace of mind, a fulfillment of having done a task, as it is expected, without any flaw and having spent the time fruitfully, constructively and purposefully. Even if it is a small step towards our lifetime goal, at the end of the day it gives satisfaction and eagerness to look forward to the next day.

The factors that influence and decide the Quality of Work Life are: Attitude, Environment, Nature of job, Opportunities, People, Stress Level, Career prospects, Challenges, Growth and development and Risk and Reward.

QWL illustrates the “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 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 work place

The aim of QWL is to identify and implement alternative programs to improve the quality of professional as well as personal life of an organization’s employees.

INTRODUCTION

INDUSTRY PROFILE

In the growing global competition, the productivity is the key for the survival of any business organization. Among different functions in an organization, production/operations function is a vital function which does the job value addition to products/services, respectively.

An organization consists of mainly four functional subsystems, viz. Marketing, Finance, Production and Personnel.

Functional subsystem of an organization

  • The Marketing function of an organization aims to promote its products among customers, which helps it to obtain substantial sales order. This in turn, is communicated to the production subsystems which are concerned with the management of physical resources for the production of an item or provision of a service.
  • To manufacture the products as per the specifications, the production function needs to organize its resources (raw materials, equipments, labour and working capital) according to the predetermined production plans.
  • The Finance function provides authorization and control to all other subsystems to utilize money more effectively through a well designed mechanism.
  • The Personnel function is a supporting function which plans and provides manpower to all other subsystems of the organization and to itself by formulating proper recruitment and training programmes. It also monitors the performance of the employees for better direction, promotions and results.

Production/operations management is the process which combines and transforms various resources used in the production/operations subsystem of the organization into value added products/services in a controlled manner as per the policies of the organization.

The set of interrelated management activities which are involved in manufacturing certain products is called as production management. If the same concept is extended towards services management, then the corresponding set of management activities is called as operations management.

The inputs to the system are materials, Labour, equipments and capital. These inputs are combined and converted into goods/services by a suitable technology. In product manufacturing, the major inputs are capital, machines, equipments and tools, and Labour is required to operate and maintain the materials requirement planning

a)Capacity planning

b)Scheduling and control

c)Line balancing

d)Line of balance

e)Single machine scheduling

f)Flow shop scheduling

g)Job shop scheduling

  1. Maintenance management
  2. Feedback and control techniques

a)Quality control

b)Inventory control

Production/operations function

COMPANY PROFILE

Rane group inception in the year 1929 as a trading house.

Serves a variety of industry segments: Passenger cars, Multi Utility Vehicles, Light Commercial Vehicles, Medium & Heavy Commercial Vehicles, Farm Tractors, Three-wheelers, Two-wheelers and Stationary engines.

Rane companies & Product range

  • Rane Holdings Limited ( Holding Company)
  • Rane Madras Limited ( Manual steering & suspension systems)
  • Rane Engine Value Limited ( Engine valves, Valve guides, Tappets)
  • Rane Brake Lining Limited (Brake Linings, Disc Pads, Clutch Facings, Composite Brake Blocks, CV Brake Pads & Sintered Brake Pads)
  • Rane TRW Steering Systems Limited ( Power Steering Systems, Seat Belt Systems)
  • Rane NSK Steering Systems Limited ( Steering Columns & Electric Power Steering )
  • Kar Mobiles Limited ( Large Engine Valves for Automotive & Defence Applications)
  • Rane Die cast Limited ( High Pressure Die Casting Products )

Rane Design

  • Core Design philosophy of “getting it right the first time”
  • Contemporary Computer aided engineering and design applications
  • Finite element analysis for all critical parts
  • Vehicle steering system analysis to stimulate real life conditions

Rane Manufacturing

The production plants at Chennai (2 plants), Mysore, Puducherry each a industry segment. Independent manufacturing cells produce specific components.

  • Chennai plant - Light Commercial Vehicle, Heavy Commercial

Vehicle and Utility Vehicles Segments.

  • Mysore plant - Tractor and Commercial Vehicles Segments.
  • Puducherry plant – Passenger Car Segments
  • Varanavasi (Chennai) plant – Exports market
  • Uttarakhand plant – Caters specifically to the customers in the north of

India

Rane Quality policy

  • ISO/TS 16949:2002 Certifications for each of its manufacturing locations
  • ISO 14001 Certifies plants
  • OHSAS 18001 Certified
  • Deming Application Prize winner in the year 2007

Modern Manufacturing Facilities

  • Facilities consistently upgraded to meet technological advancements
  • Integrated production lines for all group companies on par with world standards.

Product Development Facilities

  • Significant portion of the group’s turnover invested in Research and Product Development
  • Simulation techniques and exhaustive testing mechanisms implemented regarded as the industry standard

CAD CAM Software - CATIA, PRO-E, IDEAS, ADAMS

Diesel Engine Test Bed for
Engine Components

Computer Controlled Test Rig for Ball Joints

Torsion bar Test Rig for
Power Steering Gear
Components

Location

HRD Vision

  • “ To stimulate and nurture the intrinsic desire in people to learn, grow and enhance performance to achieve business success and growth”

HRD Goals

  • Recruit and retain high caliber employees
  • Encourage and recognize outstanding merit and contribution
  • Create opportunities for professional growth and satisfaction
  • Develop leadership capabilities at all levels

HRD Organization

HRD operates at two levels namely

  • At Group Level- Formulates policies, and designs major people development initiatives to enhance professional capability of employees at group level
  • At Business Unit Level – Companies implement group policies and develop Unit Specific interventions

HRD Strategies and Initiatives at the Group Level

  • Recruitment and Retention
  • Recognition and Reward
  • Opportunities for Professional Growth
  • Leadership Development
  • Foster Employee Involvement

CORPORATE SOCIAL RESPONSIBILITY

Active Environment Concern

  • Seventeen plants accredited to ISO 14001 Certification
  • The plant set standards higher than mandated by law to continuously reduce industrial waste and pollutants

Corporate Social Responsibility

  • Rane Group contributes to societal causes through a trust
  • All plants involved in development activities in their neighbourhood, mainly in the areas of education and health

Reasons to study

  • Primary reasons to study QWL is because a good quality of working life is associated with better retention and lower absence
  • To identify and resolve work place problems such as Absenteeism, Attitude Survey, Burnout, Discipline, Employee assistance programs (EAP)
  • Quality circles
  • Stress, Substance abuse, turnover and Work/life initiatives.

Need for study

Primary objectives of study

  • To study the quality of work life of factory workers of Rane Madras Limited

Secondary objectives of study

  • To study whether the workers at Rane Madras Limited are satisfied with the benefits extended by the company
  • To study the perception of Rane Madras Limited regarding their job security
  • To check whether the workers are affected by occupational stress.
  • To assess the social integration of Rane Madras Limited workers
  • To study the workers participation in industrial relations of Rane Madras Limited workers
  • To study the job satisfaction of Rane Madras Limited workers

Scope of study

  • Main aim of the study was to find the quality of work life of factory workers of Rane Madras Limited is a prominent organization with 80 years of experience. They are very much concern about their employees. Thus this study helps the organization to have a peep in to their workers quality.
  • It also helps the management to have an idea on whether the workers are satisfied with the company policies and rules. It also helps them to improve the entire organization. This study also helps the workers of Rane Madras Limited to have knowledge about their organization.
  • This study also helps the society to analyze the reasons for the success of the company for the last 80 years. It helps the researcher to gain new insight into the organizations life and also to have a through knowledge on the importance of Quality of Work Life in the organization.
  • The area covered by the researcher is Rane Madras Limited. The researcher selected the factory workers of Rane Madras Limited for conducting the study on Quality of Work Life.

Deliverables of study

  • Improvement of QWL can be made by providing Job Enrichment and Job Design
  • Success of the organization is highly dependent on how it attracts recruits, motivates, and retains its workforce.
  • Today’s organizations need to be more flexible so that they are equipped to develop their workforce and enjoy their commitment.
  • Therefore, organizations are required to adopt a strategy to improve Quality of Work Life (QWL) to satisfy both organizational objectives and employee needs.
  • The need for improving the Quality of Work Life through making the job more satisfying and productivity has been greatly felt.
  • An assured Quality of Work Life will not only attract young and new talent but also retain the existing experience talent.

CHAPTER 2

Review of Literature

Various authors and researchers have proposed models of Quality of Working Life which include a wide range of factors. Selected models are reviewed below.

Hackman and Oldhamdrew attention to what they described as psychological growth needs as relevant growth to the consideration of Quality of Working. Several such needs were identified; Skill variety, Task significance, Task identity, Autonomy and Feedback. They suggested that such needs have to addresses if employees are to experience high quality of working life.

Taylor more pragmatically identified the essential components of Quality of Working Life as: basic extrinsic job factors of wages, hours and working conditions, and the intrinsic job notions of the nature of the work itself. He suggested that a number of other aspects could be added, including ; individual power, employee participation in the management, fairness and equity, social support, use of one’s present skills, self development, a meaningful future at work, social relevance of the work or product, effect on extra work activities. Taylor suggested that relevant quality of working life concepts may vary according to organizations and employee group.

Mirvis and Lawler suggested that Quality of Working Life was associated with satisfaction with wages, hours and working conditions, describing the “basic elements of a good quality of work life” as; safe work environment, equitable wages, equal employment opportunities and opportunities for advancement.

Baba and Jamal listed what they described as typical indicators of Quality of Working Life, including: job satisfaction, job involvement, work role ambiguity, work role conflict, work role overload, job stress, organizational commitment and turn-over intentions.

Sirgy et al suggested that the key factors in quality of working life are: Need satisfaction based on job requirements, Need satisfaction based on work requirements, Need satisfaction based on supervisory behavior, Need satisfaction based on Ancillary programmes, organizational commitment. They defined quality of work life as satisfaction of these key needs through resources, activities, and outcomes stemming from participation in the work place.

Sangeetha Jain’s concept, QWL is defined as a “whole parcel of terms and conditions of which really belong to the Quality of Working Life umbrella”. They include industrial effectiveness, human resource development, Organizational effectiveness, Work restructure, Job enrichment, Socio-technical systems, Working humanization, Group-work concepts, Labour management, Co-operation, Working together, Workers involvement, Workers participation and Co-operative work structures.

The International Labour Organization (ILO) lists the following areas as concerns of QWL:

  • Hours of Work and arrangement of working time.
  • Work organization and Job contents.
  • Impact of new technologies on working conditions.
  • Working conditions of women, young workers and others special categories.
  • Work related welfare services and facilities.
  • Shop floor participation in the improvement of working conditions.

Research Gap

Quality of work life (QWL) is a comprehensive program designed to enhance service to the public by improving employee satisfaction. Work place strength can be achieved by providing training and helping employees to manage change and transition.

QWL can be in form of a participatory management, in most cases the initiative for implementing the QWL programs is up to the employees at the floor level. Nevertheless, strong management support and leadership, usually in the form of joint council is the first step to success. In most firms annual QWL plans were developed and implemented at the department levels. Each department would have a QWL coordinator who is responsible for coordinating QWL activities.

Measurement of QWL is a difficult task as the intention is to enhance the employees work life qualitatively and not quantitatively. The result would be reflected in better productivity. Morale and Job satisfaction leads to overall organizational effectiveness.

The theories of motivation and leadership would provide a sound base for the concept of QWL. Maslow depicted the complexity of human nature by describing various levels of human needs and satisfaction for the high order needs.

Herzberg went a step further and distinguished hygiene factors, which maintain a reasonable level of motivation and the motivational factors which can improve employee performance. McGregor in his “Theory Y” assumed that under proper conditions, employees have the potential to work with responsibility.

An annual employee survey would give a snap shot of employee views about the quality of their work life and helps to surface employee issues that require attention. Continuous research and experiments have been undertaken to understand human beings at work and the ways to improve their job satisfaction, balanced with the aim of the organizations to combine better productivity with job and employee satisfaction which gives rise to QWL.