sDEPARTMENT OF BUSINESS ADMINISTRATION

MJP Rohilkhand University

BAREILLY

MJP ROHILKHAND UNIVERSITY

SUMMER TRAINING PROJECT REPORT ON: -

A study of Quality of Work life

among the Employees
of

CAMPHOR AND ALLIED PRODUCTS Ltd.

Duration of Training: June-01-07 to July-15-07

Submitted by:

Guided by:

ABHINAY ASHISH

Mr. Qadir Ahmed

MBA (GENERAL)
Department of Business Administration
MJP Rohilkhand University
Bareilly (U.P)

A
RESEARCH REPORT
ON

A Study of Measuring Customer

Satisfaction and Awareness of Various
Retail Banking Products of Various
Banks

Submitted in partial fulfillment of requirement for the degree of Master of

Business Administration (2010-2012) affiliated to GB Technical
University, Lucknow

Under the Supervision of:

Ms. Upasana Saxena

(Assistant Professor)

Submitted By:

Shivani Pradhan
MBA IV Sem.
Roll -1070370066

PREFACE

The Reaserch training forms an integral part of the M.B.A. curriculum. It

provides the aspirants an opportunity to come to the practical grounds and to have
a sense of what is a reality of the industry. Through books, I get knowledge but
exposure of the field give me the knack use of it. My research project is on the
topic entitle QUALITY OF WORK LIFE of the employees in CAMOHOR AND
ALLIED PRODUCTS Ltd. Bareilly.
This project has helped me in understanding the work culture in CAP Ltd
Bareilly. The success of an enterprise ultimately depends on its individual, group
and organizational performance.
The QUALITY OF WORKLIFE satisfies the individual groups by giving him
a good work culture and working condition.

Acknowledgement

Acknowledgement
Firstly I would like to thanks to the mightiest God without whose blessing
nothing can be happen.
It would be insufficient just to say a word of thanks for all those people who have
been so instrumental in the success of this project. However, as a small token of
my appreciation I have named here of all those wonderful people, without whom
all this would not have been possible.
Also my college faculty guide and respected Deputy Director Abhijit Das Sir was
another key contributor in the project completion. They all wholeheartedly
supported me in my endeavor, and provided me with valuable inputs and insights
at each stage. Lastly, I would like to thank all colleagues who helped me clear my
doubts. This project would have never been able to see this stage, had it not been
for their co-operation.
It would be unthinkable for me not to say something special for my guide at CAP,
Mr. Kadir Ahmed (Manager-HR) who has continually helped and guided me. It is
due to his efforts that my project has gained its present stature and I can never
thank him enough for all he has done.
I also take this opportunity to give a heartfelt thank to Ms Upasana (Assistant
Professor) SSVIM , Bareilly, who has been a constant source of motivation and
support for me. A special thanks to him for showing me the right path to success.
I would also like to thank my friends and batch mates for giving me continuous
encouragement and support.

Shivani Pradhan

CONTENTS

TRAINING CERTIFICATE
PREFACE
ACKNOWLEDGEMENT

- About Caps Ltd

Company profile
Symbol of company
History of company
Products
Competitors
Organisation Chart
Objectives of the Study
Literature Review- Quality of Work Life
A Brief introduction
Criteria
Specific issues
Strategies for improvement
Conclusion of topic.
Research Methodology
Limitations
Data collection and interpretation
Outcomes of questionnaire
Analysis of Data
Recommendations
Conclusion of report
Bibliography
Appendices

NEED OF THE STUDY

Quality of work life is a partnership between a company and its employees
where everyone works together to achieve the business objective of the
company and the personal aspiration of the employees. It is therefore
largely the organizations responsibility to create an environment and
culture conducive to this partnership. Quality of work life is a barometer
that determines the association of a person with the organization. Now the
managers believe that improving the quality of work life will increase the
productivity. Therefore, quality of work life needs to be measured at
regular intervals in order to track the employees contribution to the
success of the organization.

SCOPE OF THE STUDY

The present study aims at finding out the Quality of Work Life in NGIL.
The study was limited to the lower level workers working at the Gelatin
Division of NGIL and the Registered Office.

The study attempts to assess the employees attitude in five different Core
Competencies, which are considered to be essential for maintaining good
Quality of Work Life.

By assessing these Core Competencies, the management can know

which are the areas lagging behind and which all problems of the
employees need to be addressed to improve the Quality of Work Life.

The study also aims at giving some suggestions to improve the Quality of
Work Life.

1.5 LIMITATIONS OF THE STUDY

Several constraints were encountered during the study. They are:

The findings of study are based on the assumption that respondents have
given true opinion

Lack of time

The study is restricted only to a few managers, staffs and workers in the
organization. Those need not be the opinions of the other majority

Lack of experience of the researcher

ABOUT CAP
LIMITED

COMPANY PROFILE
Company profile means the scale on which we measure the present
condition whether it is scaling smoothly for facing some area of the hot water.
We have seen after the establishment of CAP, it was having only few items
in it product range. But soon as, it found the market along with the help of its
management and workers the items in the list increases tremendously within few
years.
This includes a range of more than forty (40) Terpene based quality
products including camphor, Thymol, Pine oils, Pine tars etc. Before they were
also producing pesticides but now they have stopped manufacturing it due to
certain safety & environment factors.
Due to excellent quality based products, CAP has been able to build good
image to international market also tie-ups with influential companies abroad.
So we see that companies profile or its earnings have increased day by
day.

THE SYMBOL

The symbol of Campher & Allied products Ltd has been chosen with certain
objectives in mind. Symbol holds more than an eye graphically. It is symbolized in
more than one way.
The symbol CAP indicates as "CROWN" in the industrial world. The philosophy
behind Campher & Allied Products Ltd and 'C' is the covering letter of the symbol,
is for company.
The circle like oval shaped symbol of perfection given an elliptical outline around
its workers for achieving a common goal.

C --------

COMPANY.

ADMINISTRATION.

--------

P --------

PARIVAR/PRODUCTIVITY.

History of CAP Ltd

Camphor and Allied products Ltd founded in 1961, by Sri Jayant Dalal, a
man largely responsible for making break throughs in Indian Turpentine industry,
was the first Camphor and Terpene chemicals producing company to be
established in India.
CAP started producing in1964 with very few items in its products range.
Subsequently overcoming all the teething troubles. CAP took strides of
development and rapidly enlarged its scale of operations in both facilities and
personnel.
With in a short span of time through a combination of its technical and
creative competence, Cap has achieved tremendous growth in all fields.
CAPs Multi-chem research center was developed specially to meet
continual demands of Indias rapidly growing industries conceived and built by
Jayant Dalal, the ultra modern Multi-chem research center is now headed by Dr.
Sachdeva an eminent and renowned scientist in the field of Terpene chemistry.
Through the diversification of its activities CAP has been creating more and
more employment avenues.
CAP has history of harmonious relationship between management and
workers. All the employees of the CAP Ltd come under a huge Camphor
Parivar.
For the welfare of this parivar, the company has taken steps like building of
housing colonies full fledged 20 bedded hospital school club, temple, library,
swimming pool and parks etc.

Excellence Awards
Company has received following awards
In 1968 Govt of India granted Awards for excellence in printing of its brouchure.
In 1970 CAP won the IInd export awards from export promotion council
In 1975 Company received Sir P.C. Ray award from the Indian Chemicals
manufacturers Association for the development of indigenious technology.
In 1995 Star category award granted by industries deptt. Govt. of
Pradesh.

Uttar

In 1996-97 First and the best awards for exports granted by export promotion
bureau Govt of Uttar Pradesh.
In 1997- 98- Award for excelleny in exports, granted by export promotion Bureau,
govt of Uttar Pradesh.

Company is holding a Green Card granted by the Govt. of U.P.

Product Profile of CAP

Within an short span of time through a combination of its technical and
creative competence, CAP has achieved tremendous qualitative and
quantitative growth. The range orf products of CAP Ltd. are very wide and
vast at present time.
The list is as under

FRAGRANCE CHEMICALS:
Isoborneol

Isobornyl acetate
Terpeneol
Terpenyl acetate
Di-hydrorecenol
Nopol
Nopyl acetate
DiHydroterpenylacetate

Bicycle monoturpene secondary alcohol,

white
crystalline
powder,
Piney
camphoracious odour
Bicycle monoturpene ester, colourless
liquid camphoracious odour
Mixture of turpene alcohol, pale yellowq
to colourless liquid, sweet piney pleasant
Colourless liquid, fresh bergamot
lavender
Acyclic terpene di- ene alcohol, fresh
citrus like odour with blossom note.
Colourless liquid camphoracios odour
Colourless liquid fresh fruity woody
odour
Colourless liquid citrus fresh pine needle
odour

PHARMACETICAL PRODUCTS
Camphor
USP/EP/DAB/JP
Menthol USP/BP

Thymol USP/BP

2-camphanone, white granular powder,

topical anti infective and topical anti prurtic
Colourless accular primatic crystals or
powder, resemblence to odour of
peppermint
Crystals or lumps pungent, reminiscent of
thyme, topical antiseptic

Termineol /BP

Mixture of tertiary alcohol, colourless liquid

sweet pleasant lilac odour.

GENERAL FRAGRANCE CHEMICALS

Fenchone

Camphor oil

Citwanene

Pine oils

Campholene

Fenchone & Iso Fenchone mixture, Pale

yellow liquid, strong camphoraceous
odour
Mixture of bi cycle terpene hydrocarbons,
colourless to pale yellow, camphareous
odour.
Mixture
of
monocyclic
terpene
hydrocarbons, colourless to pale yellow,
camphoreous odour.
Mixture of terpene hydrocarbons &
alcohols, colourless to pale yellow, sweet,
floral odour.
Mixture
of
monocyclic
terpene
hydrocarbons, colourless to pale yellow,
sweet, liquid, piney.

INORGANICS
Sodium Acetate tri
hydrate
Sodium
acetate
anhydrate

Sodium salt of acetic acid, colourless or

white crystalline powder.
Sodium salt of acetic acid, white powder.

TERPENTINE RAW MATERIALS/INTERMEDIATES

Beta pinene

Camphene

Delta-3-Carene

Para cymene

Mycrene

Alpha pinene expoxide

Cis-pinane
Dihydromyrcene

Campholenic Aldehyde

Bicycle
monoterpene
hydrocarbon,
starting material for mycene, linaloon,
citronellol, etc.
Bicycle
monoterpene
hydrocarbon,
starting material for sandalwood type
aroma chemicals.
Bicycle
monoterpene
hydrocarbon,
starting material for synthetic 1-menthol,
incecticides, etc.
Methyl isopropyl benzene, starting
material for several polycyclic muck
chemicals.
7-Methyl-3-methylene,
6-otadiene,
intermediate for the variety of fragrance
chemicals.
Intermediate for campholenic aldehyde
derivatives
and
other
perfumery
chemicals.
Intermediate for dihydromycene.
3,7,dimethyl-1, 6-octadiene. Intermediate
for dihydromycenol, dihydromycenal
acetate.
2,2,3-Trimethyl-3-cyclopentneacetaldehyde, Intermediate for preparing
several fragrances.

RESINS
Capolyte CP resins
Caperez resins

Terpene-phenol copolymers, Tracking

agents.
Neutral terpene hydrocarbon resin,
Tracking agents.

INDUSTRIAL SOLVENTS/CHEMICALS
Distilled turpentine

Mixture if cyclic turpene hydrocarbons,

Di-pentene

pale yellow liquid, solvent in paint and

liquor industry.
Mixture if cyclic turpene hydrocarbons,
colourless to yellow liquid, turpene odour.

Gum resin

Disturpene resin acid mixture.

Pine tars

High boiling turpene residues, dark brown

viscous liquid.

SPECIAL FRAGRANCE CHEMICALS

Longifolene
Isolongifolene
Sand alice NE
Amberone

Ketone 101

Capinone
Astrolide 50
Maracene

Gardinone

Sesquiterpene hydrocarbon, colourless to

pale yellow liquid, terpenic odour.
Sesquiterpene hydrocarbon, colourless to
pale yellow liquid, characteristic odour.
Colourless viscous liquid, sweet, and
pleasant odour of sandalwood.
Sesquiterpene methyl-1 Ketone, pale
yellow viscous liquid, sweet, remiscent to
gardenic.
Sesquiterpene ketone, pale yellow liquid,
sweet earthy, woody, reminiscent to patch
oil.
Acetyl longifolene, colourless to pale yellow
liquid, rich, sweet, and woody odour.
Isochroman, colourless liquid, powerfull,
long lasting musk odour.
Acetyl bi cyclic turpene, colourless to pale
yellow liquid, strong, poleasent, citrus
odour.
Monocyclic terpene alcohal, colourless
viscous liquid, sweet pleasant odour.

SPECIAL CHEMICALS
P-Methane

Polymerization initiator

hydroperoxide
Pinane hydroperoxide

Polymerization initiator

Per acetic acid (45%)

Epoxidation reagent

Per acetic acid (35%)

Epoxidation reagent

DELIVERY SCHEDULE
The company has appointed dealers in the states. The industries, which are in
need of the products, give orders to these dealers who is in turn pass these orders
to the Delhi dealers in Delhi.
It has its sales and marketing offices. The indent is sent to Bareilly from where the
delivery of goods takes place.

RAW MATERIAL
Through their does the Camphor use many raw materials, which are used for
production process, the main raw material and Allied products are listed below-

Turpene oil
Caustic soda
Sodium Bicarbonate
Copper Sulphate
Manganese Sulphate
Acetic Acid
Soda ash
Nitric Acid
Nitric Sulphate
Zinc Chloride

CUSTOMER OF CAP.

Internally the major buyers of camphorare the southern states buying 80%-90% of
the camphor produced. Along the important of camphor and its allied products like
alpha-pinene, beta-pinene. Longifolene and delta-3-carene etc. are the imported
to West Germany, Britain, USA, Switzerland and Spain etc.

LIST OF CUSTOMERS OF VARIOUS PRODUCTS

CAMPHOR

Ayurveda sevashram limited

Arpana camphors
Arun camphors
Shree baidyanath sevashram limited
Bengal chemicals work
Asian paints limited
A 1 agarbatti company

THYMOL

Parag chemicals limited

Amritanjan company

ISOBRY ACETATE

Karnataka soap limited

Shri Raam traiding company
Nath Peter pharmaceuticals
Hindustan liver limited

CAMPHINONE

Paras chemicals limited

Karnataka soaps limited

CAMPHOLYTE

MRF limited
Shri Chakra tyres
Modi continental
Nath Peter Pharmaceuticals

CAMPHOR AND OTHER MAJOR PRODUCTS CUSTOMERS IN

INDIA

Ayurveda sevashram Ltd BANGLORE

Astra IDL BANGLORE
Ajanta traders LUCKNOW
Alpana camphor
Aromatic chemicals Ltd
Asian paints Ltd MUMBAI
Asian chemicals works MUMBAI
Adhalka udyog BAREILLY
Amardeep paints industry MUMBAI
Ahuja tyres DELHI
Arun camphor MADURAI
A 1 agarbatti company SECUNDRABAD
Agro agencies RAMPUR
A.B traders BAREILLY
Arun camphor MAYAURAM
B.D.Gupta company BAREILLY

CAP IN HOLY PURPOSES

Camphor is used for many purposes. The important among those are that it is
mainly used for Pujas & Hawans For this southern India serves as the main
consumer of camphor. One cannot imagine but it is true that hundreds of ton of
camphor is used daily.
It is also used as a base to perfumes. Camphor and its byproducts are also used
in medical or drugs industries, tyre industries, chewing gums and paints industries
etc. The well-known Vicks products are also camphors byproduct Thymol.
Hindustan Lever Limited is mainly a consumer for its products for pine oil etc
giving fragrance in its soaps.

RESEARCH AND DEVELOPMENT

In the area of manufacturing terpene-based chemicals, CAPs place is a top. To
maintain its numero uno position, company has giving top priority to research and
development. Its established a self-sufficient ultra modern research center at
Baroda a stepping stone to greater progress for terpene industry which is
equipped with large gadgets and machines and well qualified staff to undertake
new research, develop new technologies, test and control the quality of its own
production and check the supplied raw materials and to look into specific
requirements of customers. The creation of synergic research and projects by
CAPs scientists and Engineers is in full swing. Market will have more orize
products (import substitutions) in near future.

QUALITY CONSCIOUSNESS
To stay ahead of competition, CAP is always quality-conscious and is constantly
alert to changes and anti cipates future trends and discovers new areas.
Excellence in quality is the prime motto of the company. Special efforts are taken
by the company to keepthe high standard of its products established for all these
years, as well as maintain the companys goodwill amongst the customers and
associates. Besides also have analytical laboratories equipped with state-of-the
art instrumentation, first-rate equipment and experienced staff for the analysis and
control of its products.

MARKETING INDIGENOUS AS WELL AS EXPORT

The company is in the forefront in the local market. Its export has also registered
gradual growth and the export markets in USA, SPAIN, BELGIUM, FRANCE,
GERMANY, JAPAN, SWITZERLAND NETHERLAND, SINGAPORE, HOLLAND,
and DUBAI etc. are growing steadily. Many eminent industries includes
multinational units are CAPS must satisfied and happy customers for over two
decades.
To name a few are--------

Proctor and Gamble Hygienic &Health care

Emani Ltd
Mukesh Pharma Distributers
Macron Industries
Goldfield Fragrances Pvt Ltd
Bhupesh Colour
Reckitt Bnekirer (I) Ltd
Ferminich Aromatics
Asian Paints
Ceat Ltd.
MRF Ltd
Kinetic Chemicals
Kumar Chemicals

COMPETITORS
Camphor
Within the past ten years the monopoly of CAP Industry has been threatened.
The present market position portrays three major competitors of Cap in the
camphor market.
They were
1. Twin city
2. Dryodhwal
3. Crystal chemical
Together these three hold 25% of the market.
Other competitors are Dryodhwala (Jammu) Prabhat industry (H.P.) and
Terpene products (Triputi).

Menthol
This product is a loosing preposition. This is mainly due to the fact
thatprocess for the manufacture of this product is a costly and lengthy one.
At present the menthol is being produced just enough to meet the standing
expenses.

Astrolyate
The only competition for this product is from the foreign sector.
Used for making men perfume, this product has no peers in the Indian market. Its
present capacity is 50 tones.

Thiamol
It is also manufactured ona minimum scale.
However trends in the resent years have been very encouraging when no
competitors to cut the market expansion plans are on the increase the capacity of
the plant increase from it present thirty-five tones.

Fenevelerate
This product, mainly use as a pesticide, to very precise a wheaticide, was
produced in lesser quantity the precious year. (62 tones; Makcap 120 tone). The
reason lay in the dray and arid conditions prevailing in the last two years. The
market position is modest if not very good with 25% of the national market being
held by CAP.
The major competitors in this case are:
1. Gujarat chemicals
2. SEARL

Organization
Chart

Executive Director
General Manager
(Commercial)
Manager
(Production)

General Manager
(Works)
Manager
(Engineering)

Manager
(Finance)

Deputy Manager
(Maintenance)
Deputy Manager
(Electrical)
Deputy Manager
(Instrumental)

Deputy Manager
(Administration)

Assistant Manager
(Instrumental)

Assistant Manager
(Commercial)
Senior Officer
(Personnel)

Superintendent

Superintendent

Superintendent

Superintendent

Engineer (Plant)
Engineer (Shift)

Engineer (Shift)

Officer (Production)

Officer

Officer

Officer

Operatives

Operatives
Office Assistant

Office Assistant

Semi-skilled
Un-skilled
Labour

Skilled
Semi-skilled
Unskilled
Labour

Deputy Manager
(Accounts &Taxation)

OBJECTIVES OF THE STUDY

To study the QUALITY OF WORK LIFE of the employees of CAMPHOR

AND ALLIED PRODUCTS LIMITED.

To study the WORK CULTURE in the CAMPHOR AND ALLIED

PRODUCTS LIMITED.

To examine the EMPLOTEES-EMPLOYER relationship in CAMPHOR

AND ALLIED PRODUCTS LIMITED.

To study the contents of the COMPENSATION given to the employees.

To analyse the monitary and non-monitary BENEFITS given to the

employees.

LITERATURE
REVIEW

CONCEPT
There has been much concern today about the decent wages, convenient
working hours, conductive working conditions, etc. Their term QUALITY OF
WORK LIFE has appeared in research journals and press in USA only in 1970s.
There is no generally acceptable definition about this term.

QUALITY OF WORKLIFEmeans different things to different

people.
However, some attempts were made to describe the term quality of work
life (QUALITY OF WORKLIFE). It refers to the favourableness or
unfavourableness of a job environment for the people.
J.Richard and J.Loy define
QUALITY OF WORKLIFE as the degree to which members of a work
organization are able to satisfy important personnel needs through their
experience in the organization.
Its focus is on the problem of creating a human work environment where
employees work cooperatively and contribute to organizational objectives. The
indicators of QUALITY OF WORKLIFE are job involvement, job satisfaction and
productivity.
Quality of worklife improvements are defined as any activity which takes place at
every level of the organization, which seeks greater organizational effectiveness
through the enhancement of the humen dignity and tne growth . . . . . A process
through which the stock-holders in the organization management, unions and
employeeslearn how to work together better to determine for themselves what
actions, changes and improvements are desirable and workable in order to
achieve the twin and simultaneous goals of an improved quality of life at the work
for all members of the organization and greater effectiveness for both the
company and the unions.

The first two persuits, ie family and health need special attention as these
aspects, like glass panes cannot be mended on development of any crack. But
the remaining aspects are flexible and providing scope for fixing them.
This continuous juggling pulls the employees into a grid and leaves them stressed
and stretched. Thus managing work life balanced is one of the major challenges
of new generation of 21st centuary, as the work place schedules take its toll on
employees health, relationships and well-being.
Quality of work life also said as work life balance, the balance between work
and life.

According to Raja Achanta,

Life is known to be set of pursuits. The list includes: family, health, wealth, career,
social obligations, intellectual and spirituality. A perfectly balanced life for an
employee needs a careful adjustment of these quests.
According to Richard E. Walton
Quality of work life in terms of eight broad conditions of employment that
constitute desirable Quality of Work life (QUALITY OF WORKLIFE). He proposed
the same criteria for measuring QUALITY OF WORKLIFE.

EXAMPLE
Suppose there are two persons (A & B) working in two separate firms (C & D)
respectively having the following data:
PERSON
COMPANY
WORKING TIME
WAGES/SALARY

A
C
9.00am to 5.00pm
3Lakhs Per annum

B
D
8.00am to 10.00pm
5Lakhs Per Annum

Both A & B were having similar types of family conditions and responsibilities.
From this example we came to draw the result that person A, who is working in
the firm C is happier and satisfied that the person B who is working in firm D
through he is earning less than B.

Because of simple reason he has a balanced in his office working hours and time
devoted by him towards his family, which is an indipensable (absolutely,
necessary) part of his life.
Hence we can say that work life balance is about people having a measure of
controlover when, where and how they work. Leading them to be able to enjoy an
optimal quality of life.
Work life balance is achieved when an individuals right to a fulfilled life, inside and
outside paid work is accepted and respected as the norm to the mutual benefit of
the individual, business and society.

IMPORTANCE OF QUALITY OF WORKLIFE

Importance of work life balance is being realized both by corparates and
employees. With changing times, more and more employees are facing the need
to adopt the rules, i.e. it is the productivity that matters most, rather than hours
spend by the employees in the office. Employers are making efforts to be flexible
and trying to face the operational challenges.
Similarly employees today want to have freedom and live lives their way. They
value balance between work and life than ever before.

CRITERIAS
Those conditions criteria include:

1-Adequate and Fair Compensation

There are different opinions about the adequate compensation. The committee on
fair wages defines fair wage as. the wages which is above the minimum wage
but below the living age.

2-Safe and Healthy Working condition

Most of the organizations provide safe and healthy working conditions due to
humanitarian requirements or legal requirements. In fact, these conditions are a
matter of enlightened self-interest.

3-Opportunity to use and develop Human Capabilities.

Contrary to the traditional assumptions, QUALITY OF WORKLIFE is
improvedthe extent that the worker can exercise more control over his or her
work, and the degree to which the job embraces an entire meaningful task but
not a part of it. Further, QUALITY OF WORKLIFE provides for opportunities like
autonomy in work and participation in planning in order to use human capabilities.

4-Opportunity for Carrier Growth

Opportunities for promotions are limited in case of all categories of employees
either due to educational barriers or due to limited openings at the higher level.
QUALITY OF WORKLIFE provides future opportunity for continued growth and
security by expanding ones capabilities, knowledge and qualification.

5-Social integration in the work force

Social integration in the work force can be established by creating freedom
from prejudice, supporting primary work groups, a sense of community and interpersonal openness, legalitarianism and upward mobility.

6-Constitutionalism in the work Organization

QUALITY OF WORKLIFE provides constitutional protection to the employees
only to the level of desirability as it hampers workers. It happens because the
managements action is challenged in every action and bureaucratic procedures
need to be followed at that level. Constitutional protection is provided to the
employees on such matters privacy, free speech, equity, and due process.

7-Work and Quality of Life

QUALITY OF WORKLIFE provides for the balanced relationship among work,
non-work and family aspects of life. In other words, family life and social life
should not be strained by working hours including overtime work, work during
inconvenient hours, business travel, transfers, vacations, etc.

8- Social Relevance of work

QUALITY OF WORKLIFE is concerned about the establishment of social
relevance to work in a socially beneficial manner. The workers self esteem would
be high if his work is useful to the society and the vice versa is also true.

SPECIFIC ISSUES IN QUALITY OF WORKLIFE

Trade union claims that they are responsible for the improvement in various
facilities to workers whereas management takes credit for improved salaries,
benefits and facilities. However, personnel manager has (identified) specific
issues in QUALITY OF WORKLIFE besides normal wages, salary, fringe benefits,
etc. and take lead in providing them so as to maintain higher order QUALITY OF
WORKLIFE.
Klott, Mundick and Schuster suggested 11 major QUALITY OF WORKLIFE
issues.
They are:1-PAY AND STABILITY OF EMPLOTMENT
Good pay still dominates most of the other factors in employee
satisfaction. Various alternative means for providing wages should be developed
in view of increase in cost of living index, increases in levels and rates of income
tax and profession tax. Enhancing the facilities human resource development can
provide stability to a greater extent.
2-OCCUPATIONAL STRESS
Stress is the condition of strain on ones emotions, thought process and
physical condition. Stress is determined by the nature of work, working condition,
working hours, pause in the work schedule, workers ability and nature and match
with the job requirements. Stress is caused due to irritability, hyper-excitation or
depression, unstable behaviour, fatigue, stuttering, trembling, psychomatic pains,
heavy smoking and drug abuse. Stress adversely affects employees productivity.
The personnel manager, in order to minimize the stress, has to identity, prevent
and tackle the problem. He may arrange the treatment of the problem with the
health unit of the company.

3-ORGANISATIONAL HEALTH PROGRAMMES

Organizational health programmes aims at educating employees about
health problems, means of maintaining and improving of health, etc. these
programmes cover drinking and smoking cessation, hypertension control,
reduction, and other forms of cardiovascular risk reduction, family planning, etc.
Effective implementation of these programmes result in reduction in absenteeism,
hospitalization, disability, excessive job turnover and premature death. This
programme should also cover relaxation, physical exercise, diet control, etc.

4-ALTERNATIVE WORK SCHEDULES

Alternative work schedules includes work at home, flexible working hours,
staged hours, reducing work weeks, part-time employment which may be
introduced for the convenience and comfort of the workers as the work schedule
which offers the individual the leisure time, flexible hours of work is preferred.

5-PARTICIPATIVE MANAGEMENT AND CONTROL OF WORK

Trade union and workers believe that workers participation in management
and decision-making improves QUALITY OF WORKLIFE. Workers also feel that
they have control over their work, use their skills and make a real contribution to
the job if they are allowed to participate in creative and decision making process.

6-RECOGNITION
Recognizing the employee as a human being rather than as a labourer
increases the QUALITY OF WORKLIFE. Participative management, awarding the
rewarding systems, congratulating the employees for their achievement, job
enrichment, offering prestigious designations ti the jobs providing well-furnished
and decent work places, offering membership in clubs or association, providing
vehicles, offering vacatiojn trips are some means to recognize the employees.

7-CONGENIAL WORKERS-SUPERVISORS RELATIONS

Harmonious supervisor-worker relations gives the worker a sense of social

association, belongingness, achievement of work results, etc. This in turn leads to
better QUALITY OF WORKLIFE.

8-GRIEVANCE PROCEDURE
Workers have a sense of fair treatment when the company gives them the
opportunity to ventilate their grievances and represent their case succinctly rather
than settling the problems arbitrarily.

9-ADEQUACY OF RESOURCES
Resources should match with stated objectives; otherwise, employees will
not be able to attain the objectives. This results in employee dissatisfaction and
lower QUALITY OF WORKLIFE.

10-SENIORITY AND MERIT IN PROMOTIONS

Seniority is generally taken as the basis for promotion in case of operating
employees. Merit is considered as the basis for the advancement for managerial
people whereas seniority-cum-merit is preffered for promotion of ministerial
employees. The promotional policies and activities should be fair and just in order
to ensure higher QUALITY OF WORKLIFE.

11-EMPLOYMENT ON PERMANENT BASIS

Employment of workers on casual, temporary, probationary basis gives them a
sense of insecurity. On the other hand, employmant on permanent basis gives
them security and leads to higher order QUALITY OF WORKLIFE.

12-SUGGESTION SYSTEM

Suggestion system satisfies psychological needs of the employees. Many

organizations that have introduced some suggestion syatem make use of cash
awards for useful suggestions. They sometimes publish the workers name with
his photograph in the companys magzine. This motivates the employees to be in
search for sometimes which may be of great use to the organization.

BARRIERS TO QUALITY OF WORKLIFE

Quality of work life suffers from barriers like any other new schemes.
Management, employees and unions fear the effect of unknown change. All these
parties feel that the bends of this concept are few through they are convinced
about its effect on personnel management as a whole and on the individual
parties separately. Management should develop strategies to improve quality of
work life in view of the barriers.

STRATEGIES FOR IMPROVEMENT OF QUALITY OF

WORKLIFE

The strategies for improvement in quality of work life include self-managed

work team, redesign and enrichment, effective leadership and supervisory
behavior, career development, alternative work schedules, job security,
administrative or organizational and participating management.

1-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. Each team has
authority to make decision and regulate the activities. The group as a whole is
accountable for the success or failure. Salaries are fixed both on the basis of
individual and group achievement.

2-Job Redesign and Enrichment

Narrow jobs can be combined into large units of accomplishment. Jobs are
redesigned with a view to enriching them to satisfy higher order human needs.

3-Effective Leadership and Supervisory Behaviour

For effective leadership and supervisory behaviour 9-9 style of managerial grid is
suitable.

4-Carrer Development
Provision for the carrer planning, communicating and counseling the employees
about the carrer opportunities, carrer path, education and development and for
second carrers should be made.

5-Alternative Work Schedules

Provision for flexible working hours , part-time employments , job- sharing and
redused work week should be made.

6-Job Security
This tops the employees list of priorities. It should be adequately taken care of.

7-Administrative or Organisational 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.

8-Participative Management
Employees should be allowed to participate in management participative schemes
that may be of several types. The most sophisticated among them is quality circle.
Implimentation of these strategies ensures higher level of quality of work
life.

CONCLUSION
All these steps create an atmosphere of trust and communication between
management and employees.
Thus, balance between work and life is now more critical factor for the job
satisfaction and motivation. Organizations are interested in rejuvenated (to
become young again) and more productive employees. It is involving the hearts
and minds of the employees thus enable them find overall fulfillment and full
potential. Thus, employees to feel better and perform better.

RESEAECH
METHODOLOGY

RESEAECH METHODOLOGY
INTRODUCTION TO THE PROBLEM
12345-

Study the quality of work life

Study the work culture
Examine the employee-employer relations
Study the contents of compensation
Analyze the monitary and non-monitary benifits

RESEARCH DESIGN
Research design is simply the framework or plan for a study, used as a guide in
collecting and analyzing data. There are three types of Research Design:1. Exploratory Research Design: - The major emphasis in exploratory Research
design is on discovery of ideas and insights.
2. Descriptive Research Design: - The Descriptive Research Design study is
typically concerned with determining the frequency with which something
occurs or the relationship between two variables.
3. Causal Research Design: - A Causal Research Design is concerned with
determining cause and effect relationship.

For the study, Descriptive Research Design was undertaken as it draws the
opinion of employees/ workers on a specific aspect.

SAMPLING DESIGN

1. Population:Element: Managers (15)

&
Employees (100 per shift)
Sampling Unit:
Departments- Sections- Managers- Employees
Extent:
Camphor & Allied Products Ltd. Bareilly.

.
2. Sampling Unit:The organisation structure of has been classified into three Department
viz. Finance, General & Administration and Works, which are headed by Mr. Ravi
Vaish (Manager Finance), Mr. S.P. Singh (General Manager, Commercial &
Administration) and Mr.V.K. Tyagi
(General Manager, Works). These heads
are followed by Mr. Rajeeva (Assistant Manager, Finance), Mr. Kamal M. Mishra
(Dy. Administrative Officer), Mr. Divakar Kumar (Assistant Manager, Commercial),
Mr. Milan Khandelwal (Plant Manager), Mr. Epin Bargie ( Manager, Production)
and Mr. P.L. Shah (Manager, Engineering).
The list of employees, total 375(100 per shift) was provided by the organisation.

(a)

Sampling Frame:List of managers from which sample is actually drawn is as follows:

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.

Mr. Ravi Vaish (Manager Finance)

Mr. Rajeeva (Assistant Manager, Finance)
Mr. Ravi Ranjan ( Senior Officer, Stores)
Mr. B.P. Khandelwal ( Senior Officer, Taxation)
Mr. S.P. Singh (General Manager, Commercial & Administration)
Mr. Kamal M. Mishra (Dy. Administrative Officer)
Mr. Divakar Kumar (Assistant Manager, Commercial)
Mr. R.A. Shammi (Assistant Liason, Officer)
Mr. Quadir Ahmed ( Assistant Officer, Personnel)
Mr. N.K. Bali (Senior Sales Officer)
Mr. V.K. Tyagi ( General Manager, Works)

12.
13.
14.
15.

Mr. Milan Khandelwal (Plant Manager)

Mr. Epin Bargie ( Manager, Production)
Mr. P.L. Shah (Manager, Engineering)
Mr. Sanjay Paul (Dy. Manager, Engineering)
(d) Sample Size:4 Managers + 21 Employees
12345-

Finance department (Mr. Ravi Vaish)

Commercial department (Mr. SP Singh)
Personnel department (Mr.Kadir Ahmed)
Administration department (Mr. Kamal M Mishra)

(e) Sampling Method:There are two methods of sampling:1. Probability Sampling:

It is based on the concept of random selection of a controlled procedure that
assures that each Population element is gives a non-zero chance of selection.
Probability Sampling is of following types:
Simple Random
Systematic
Cluster
Stratified
Double
2. Non-Probability Sampling:
Non probability sampling is non-random and subjective. That is each member
does not have a known non zero chance of being included. Types of NonProbability Sampling
Convenience
Judgement
Quota

Researcher selects the sample as per their convenience.

For this research work I have choosen Non- Probability Convenience Sampling
because time limit for the completion of the work is limited and also managers and
employees are not available all the time.
DATA COLLECTION METHOD

Data for the present study is collected from two sources:

a.

Primary:The first hand information is collected with the responses of questionnaire. For
this purpose a questionnaire is given to the managerial staff of the CAP. They
were asked to choose the best alternative among the given alternatives, as per
their knowledge, experience and observation.

b.

Secondary: Secondary data will be collected from published sources like Journals,
Magazines, various newspapers and published books.

LIMITATIONS OF THE PROJECT

Considering the fact that nothing is perfect in the world, every individual os bound
to make mistake at some points or the other. We are not expected for this.

The information is collected only from employees of CAP Ltd and interviewing
a small section of employees.
The results have not been tested.

The respondent may be biased or influenced by some other factors.

Some times respondent were not in a position to reply with full confidence and
sometimes they reply without much thinking over the matter.

The questionnaire techniques and observations method was used.

Information collection took one month.

Data Collection
and
Interpretation

QUESTION NO 1The top level of this organization goes out of its way to make sure that
employees enjoy their work?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Top level of the management always goes out of its way to make
sure that employees enjoy their work as 60% of the respondents says always and
8% and 16 % employees says rarely and sometimes respectively.

QUESTION NO-2
Do your supervisor have harmonious relation with you?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: The relations among seniors and juniors in the organization are very
harmonious as 68% of the respondents are in strong favour of this.

QUESTION NO 3
Employees in the company are very informal and do not hesitate to discuss
their personals problems with their supervisors ?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Majority of the respondents (88%) has the view that employees in
the company are very informal and do not hesitate to discuss their personals
problems.

QUESTION NO 4
Do you get equal salary for equal work?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Good majority (76%) of the employees are satisfy with their
salaries.

QUESTION NO-5
Do you get financial and non-financial rewards for your extra efforts?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Getting financial and non-financial rewards as (44%) are saying

always and (24%) are saying sometimes.

QUESTION NO-6
Do promotion decision are always based on the suitability of the promotee?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Promotion decisions are based on the suitability of the promotee

as (40%) are saying always and (32% & 20%) are saying sometimes and rarely
respectively.

QUESTION NO-7
How often health and safety programme have been organized ?
A-YEARLY
C-MONTHLY

B-QUATERLY
D-NEVER

Interpretation: Health and safety programme organize monthly due to the

majority of the respondents (78%)

QUESTION NO-8
Do these programmes help in employees development?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Health and safety programme help in employee development due

to respondent as (60%)are saying always

QUESTION NO-9
Do workers participate in decision-making activities?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Workers participation in decision-making activities as (32%) are

saying sometimes and (20% & 32%) are saying always and never respectively

QUESTION NO-10
Do the company provide flexible working schedule?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Company provide flexible working schedule as (64%)respondent

are saying always and (24%) are saying sometimes

QUESTION NO 11
Senior executives in the company take active interest in their juniors and
help them to learn their jobs ?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Senior executive in the company take active interest in their

juniors as (76%) are saying always and also help them to learn their jobs as
(20%)are saying sometimes

QUESTION NO-12
When senior delegate authority to their juniors, the junior uses it as an
opportunity for development?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Majority of respondent says they use it as the opportunities for the
company development as (80%) of respondents are saying always

QUESTION NO-13
Do your extra efforts give you distinct identity in the company?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Respondents (40%) are saying that his extra efforts give him
distinct identity in the company and (16% &12%) are sometimes and rarely
respectively

QUESTION NO-14
Do you think the resources provided by company match with their stated
objectives?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: The resources provided by the company matches with their stated
objective as (56% & 40%) respondent are saying always and sometimes
respectively

QUESTION NO- 15
Do company provide basic amenities (housing, food and clothing)?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Company provide all basic amenities as a lot of respondent (84%)

are say always and the remaining percent (16%) are saying sometimes

QUESTION NO-16
Are you satisfied with your dearness allowances?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Satisfaction of employees about dearness allowance as (40%) are

saying always and (32% &24%) are saying sometimes and never respectively

QUESTION NO-17
Do you get sufficient amount on behalf of overtime?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Getting sufficient amount of overtime as (72%) are saying always

and sometimes, (20%) are saying never

QUESTION NO- 18
Do you get accidental claim?
A-ALWAYS
C-RARELY

B-SOMETIMES
D-NEVER

Interpretation: Majority of respondent (72%) are saying always and (20%)

respondent are saying sometimes that they are getting accidental claim

QUESTION NO 19
Are you satisfied with QUALITY OF WORKLIFE?
A - YES

B- NO

Interpretation: Majority of respondent (92%)are satisfy with QUALITY OF

WORKLIFE and (8%) of respondent are not satisfy with QUALITY OF WORKLIFE

Inferences
1) The top management is relaxed always.60%
2) There relations are harmonious.68.
3) Some percentages feel shame due to ignorance and illiteracy. 44%
4) They all satisfy with salary.76%
5) They get rewards .44%
6) Promotion decision is based on demand. (Right person = Right job)
7) Programmes held monthly.78%
8) Programmes help in employee development 60%
9) Top management takes suggestion from lower level than the top
management makes decision if he like.
10)They get flexible working schedule.64%
11) Here senior concentrate to help them to learn their jobs.76%
12)It happens to make different image 80%
13)Persons get distinct identity.40%
14)They get the resources sufficiently. 56%
15)Basic amenities (housing, food and clothing) is for every body.84%
16)They are/are not satisfy with dearness allowance.
17)They get sufficient amount of overtime.60%
18)Accidental claim under ESI (Employee State Insurance)
19)92% are satisfy by QUALITY OF WORK-LIFE

RECOMMENDATION
AND
SUGGESTION.

 Regular interaction between officers and the workers is essential to

evaluate and discuss the various problems connected with production and
management.
Representatives of the employees of the organization should be allowed
to take part in decision-making activities.
Employees with an outstanding performance must be acclaimed through
rewards or awards that can be given on special occasions like annual
function, labour day, etc.
It is suggested that both seniority of the employees and their performance
appraisal, should be taken as the criteria for their promotions.
The representative of the employees must be called participate in making
most of the decisions regarding production and management.
Top management need to provide the latest technology to keep in pace
with the latest trends.

Routine health checkup of the employees must be organize frequently as

can to ensure a general good health of all.

Routine workshops on general safety and disaster management should be

organized at least once a year to update all the employees about the
safety rules and regulation.
Routine workshop, motivated presentation and training programmes
should be organized to up grade the technical know how of the employees
to keep in pace with the latest trends.

Conclusion
of
report

CONCLISION
After the detailed study of my project I came to the conclusion that through the
company has succeeded in maintaining its goodwill, standing and maintaining its
monopoly in the market but now in this era of globalization it is facing more and
more competition from its competitors.
There are lot of factors by which company get success, one of its factor is Quality of
work life ,it keep a right balance between job work and personal life, by which
employee give more productivity to the company.
To overcome this problem they have to change their way of working. Moreover ,
CAP should maintain its quality and above all they should make the procedure of
production more automatic just to decrease the production cost.
In more similar way I would like to say through CAP has reached the skies of
success but as times demand changes, CAP should undergo the chance which will
help the company to maintain success trend.

BIBLIOGRAPHY:

 Human Resource Management- C.B. Mamoria, Himalaya Publishing

House, 21st Edition.
Research Methodology- Carl Mc Daniel & Roger Gates, Thomson Learning,
8th Edition.
Organisational Behaviour- Stephen P. Robbins, Prentis Hall, 7 th Edition.
Human Resource Management- Gary Dessler, Prentis Hall, 7 th Edition.
Essentials of Human Resource Management & Industrial Relations.- P.
Subba Rao, Himalaya Publishing House.
Personnel Management- Edwin B. Flippo, Mcgraw Hills, 6 th Edition

www.hrdnetworks.com
www.hrdindia.com
www.google.com
www.citehr.com
www.guruji.com

Appendices

Department: ______________________________________
Designation: ______________________________________
Age: ____________________________________________
This questionnaire is constructed to study a project title Quality of work life
which is compulsory part of the two year MBA programme from M.J.P
Rohilkhand University. Answer should be quite confidential and used for
academic purpose only.
1- The top management of this organization goes out of its way to make sure
that employees enjoy their work?
A: Always
B: Sometimes
C: Rarely
D: Never
2- Employees in the company are very informal and do not hesitate to
discuss their personal problems with their supervisors?
A: Always
B: Sometimes
C: Rarely
D: Never
3- Do you get equal salary for equal work?
A: Always
B: Sometimes
C: Rarely
D: Never
4- Do promotion decision are always based on the suitability of the
promotee?
A: Always
B: Sometimes
C: Rarely
D: Never
5- How often health and safety programme have been organized?
A: Yearly
B: Half yearly
C: Monthly
D: Never
6- Do these programme help in employee development?
A: Always
B: Sometimes
C: Rarely
D: Never
7- Do workers participate in decision-making activity?
A: Always
B: Sometimes
C: Rarely
D: Never

8- Senior officer/executives in the company take active interest in their

juniors and help them to learn their jobs?
A: Always
B: Sometimes
C: Rarely
D: Never
9- When senior delegate authority to junior, the junior uses it as an
opportunity for development?
A: Always
B: Sometimes
C: Rarely
D: Never
10-Are you satisfy with your dearness allowance?
A: Always
B: Sometimes
C: Rarely
D: Never
11- Do your supervisor have harmonious relation with yourself?
A: Always
B: Sometimes
C: Rarely
D: Never
12-Do you get any financial and non-financial rewards for your extra efforts?
A: Always
B: Sometimes
C: Rarely
D: Never
13-Do the company provide flexible working schedule?
A: Always
B: Sometimes
C: Rarely
D: Never
14-Do your extra efforts give you distinct identity in the company?
A: Always
B: Sometimes
C: Rarely
D: Never
15-Do you think the resources provided by the company match with their
stated objectives?
A: Always
B: Sometimes
C: Rarely
D: Never
16-Do company provide basic amenities (housing, food &clothing)?
A: Always
B: Sometimes
C: Rarely
D: Never
17-Do you get sufficient amount on behalf of overtime?
A: Always
B: Sometimes

C: Rarely
18-Do you get accidental claim?
A: Always
C: Rarely

D: Never

B: Sometimes
D: Never

19-Are you satisfy with quality of work life of your organization?

Yes
No

Your recommendation & Suggestion______________________________

___________________________________________________________
___