ON

STUDY OF QUALITY OF
WORK LIFE
AT

ABSTRACT

Quality of work life denotes all the organizational inputs which aim at the employees
satisfaction and enhancing organizational effectiveness. The basic purpose is to develop jobs and
working conditions that are excellent for employees as well as economic health of organization.
It refers to the level of satisfaction, motivation, commitment and involvement an individual
experience with respect to their line at the work.
Trichy Customs and Central Excise Collectorate came into existence with effect from June 01,
1983 with the jurisdiction formed out of erstwhile Madurai and Madras Collectorate.The Central
Excise & Customs Commissionerate is responsible for collection of Union Excise duties on the
manufactured goods and Customs duties on goods imported into the country. These duties form
the biggest source of tax revenue for the Central Government and the Central Excise duties form
the single largest source of Government revenue. The Department of Central Excise and
Customs comes under the Department of Revenue, Ministry of Finance. The apex body of the
Department is the Central Board of Excise and Customs (CBEC), which comprises of six
members and is headed by the Chairman. Administratively, the entire country is divided into
Commissionerate of Central Excise and Customs.
This study helps to find the quality of work life in the Office of Commissionerate of Central
Excise and Service Tax. The objective of the study is to determine the various factors influencing
the quality of work life, to measure the level of satisfaction towards the quality of work life and
suggestions to improve the quality of work life.
The type of research adopted in this study is Descriptive Research. Convenience
sampTirucchirappalli Central Excisemethod is used to collect data, the sample size is 70.
Questionnaire was used to collect the primary data.
The findings revealed that the organization is providing good working conditions and the overall
job satisfaction was found to be good and overall quality of work life is good. The organization
can improve infrastructure facilities so as to improve the performance of employees. This study

highlighted only some of the small gaps in employees satisfaction towards the quality of work
life.

About Tirucchirappalli Central Excise

Customs & Central Excise Collectorate, Trichy was formed at Trichy in 1983 by carving
out the jurisdiction of the erstwhile Collectorates of Customs & Central Excise, Madurai and
Madras. During 1997, a separate Commissionerate of Customs was formed at Trichy having
jurisdiction over the whole state of Tamil Nadu excluding Chennai city. Further, the Trichy
Customs Commissionerate was bifurcated into two Commissionerates namely (1) Trichy
Customs Commissionerate and (2) Tuticorin Customs Commissionerate during November
2002. Subsequently, during March 2005, in order to enhance functional efficiency in
preventive operations and exercise effective administrative control, re-organisation and
revamping of Trichy Customs Commissionerate was carried out by way of abolishing
certain formations and tagging on certain other formations to the nearest formation.
Trichy Customs Commissionerate is a hinterland Customs Commissionerate having mainly
preventive and anti-smuggling functions in the entire state of Tamil Nadu and the Union
Territory of Pondicherry, except the areas that come under the jurisdiction of the
Commissioner of Customs, Seaport, Chennai and Customs Airport, Chennai and Tuticorin
Customs Commissionerate(CH). The jurisdiction starts from Northern Chennai and extends
upto the Kerala border in the southwest near Colachel on the Arabian Sea. The total
coastline is about 950 Kms long.
There are 5 Customs Divisions and 23 preventive field formations (Customs Preventive
Units). Most of the formations are situated along the coast of Tamil Nadu except Karur,
Coimbatore and Madurai. All are intended for detecting Commercial Fraud cases to unearth
duty evasions and other violations of Customs Act / Foreign Trade Policy.
Trichy Customs Commissionerate is primarily a preventive Commissionerate for curbing
smuggling activites. There are also minor ports at Cuddalore, Pondicherry, Karaikkal and

Nagapattinam and ICDs at Karur, Pondicherry and Arakkonam and a few bonded
warehouses. There is a Customs Airport at Trichy.
Subsequent re-organisations took place with effect from May 01, 1987 and June 01, 1991, as a
consequence of which Trichy Central Excise Collectorate had 3 Divisions in its fold namely :-

Trichy Central Excise Division

Pondicherry Central Excise Division

Thanjavur Central Excise Division

Trichy Central Excise Division was further bifurcated into two Divisions namely Trichy I Central
Excise Division and Trichy II Central Excise Division w.e.f August 01, 1997. With effect from
October 01, 1997, a new Division namely Cuddalore Central Excise Division was carved out of
the

jurisdiction

of

Pondicherry

Division.

Further with effect from 01-11-2002, a new Commissionerate namely Pondicherry was formed
and Cuddalore Division was attached to Pondicherry Commissionerate. Tanjore Division was
bifurcated as Tanjore Division and Karaikal Division. Trichy II Division was bifurcated into two
Divisions namely Trichy II Division and Karur Division.

At present the following are the Divisions of Trichy Central Excise Commissionerate with
jurisdiction as mentioned below :

TIRUCCHIRAPPALLI - I DIVISION

TIRUCCHIRAPPALLI - II DIVISION

KARUR DIVISION

THANJAVUR DIVISION

KARAIKAL DIVISION

TIRUCHIRAPALLI REVENUE TARGET AND REALISATION

(Rs. in Crores)
Actual Realization

Year

SBE Target

2007-08

325

225.98

2008-09

250

201.60

2009-10

295

362.75

2010-11

450

477.28

2011-12

600

741.44

2012-13

950

639.43

2013-14

660

664.82

(Net Revenue)

Customs Preventive Commissionerate, Trichy.

Central Intelligence Unit (CIU), Trichy.
Air Intelligence Unit (AIU), Trichy.
Customs Division, Trichy.
Customs Division, Trichy.

Customs Airport, Trichy.

CPU, Aranthangi.

CPU, Manamelgudi.

CPU, Salem.

CPU, Coimbatore.

ICD, Karur.
Customs Division, Cuddalore.
Divisional Preventive,
Cuddalore.

Custom House, Pondicherry. Custom House, Cuddalore.

CSBU, Cuddalore.

CPU, Mahabalipuram.

CPU, Tirumullaivasal.

CPU, Porto Novo.

ICD, Arakkonam.

ICD, Pulichapallam.

CFS, Karasur.

CFS, Ambur

Customs Division, Nagapattinam.

Divisional Preventive,
Nagapattinam.

CSBU, Nagapattinam.

CPU, Karaikal.

CPU, Thopputhurai.

CPU, Muthupet.

Karaikal Port.

Custom House,
Nagapattinam.
CPU, Point Calimere.

Customs Preventive Commissionerate, Trichy.

ADC Unit, Ramnad.
Customs Division, Ramnad.
Divisional Preventive, Ramnad.

CPU, Mandapam.

CPU, Thondi.

CPU, Keelakkarai.

CSBU, Rameswaram.

Customs Division, Tuticorin.

Divisional Preventive, Tuticorin.

CPU, Tiruchendur.

CSBU, Kulasekarapattinam.

CPU, Kanyakumari.

CPU, Nagercoil.

CPU, Madurai.

STAFF WELFARE
CUSTOMS AND CENTRAL EXCISE STAFF QUARTERS AT KARUMANDAPAM,
TRICHY
1. Trichy Central Excise Commisionerate was inaugurated on 01.06.1983. The Staff Associations
had been urging for the construction of the residential accomodation. As one of the staff welfare
measures, this Commissionerate purchased land measuring 4.18 acres on 31.10.1994 at Sakthi
Nagar, Karumandapam,Trichy for Rs.63 Lakhs(approx.) for construction of staff quarters.

2. The area is situated 4 Kms. away from the Commissionerate Headquarters Office and lies on
the Trichy-Dindigul road at Karumandapam, Trichy. The said area is a fast developing one in the
City. The staff quarters were constructed by CPWD at a cost of Rs.6.14 Crores(approx.) and
were alloted to the staff members from 01.06.2000 onwards. Presently about 500 staff and their

family members are residing in these 120 quarters of the following types: TYPE - I : 20, TYPE
II :42, TYPE III :54,TYPE IV :4

3. For the development of site and services , the provision viz. Street lights in and around the
complex, Pump House, Sewage Plant, Internal roads and path, filtered water distribution lines,
unfiltered water supply distribution lines, storm water drain and Horticulture operations have
been made.

4. As a staff welfare measure, this office has alloted a flat in Type-III to M/s.KendriyaBhandar,
Trichy for running General Stores. A sentry room has been constructed and round-the-clock
Security System is provided for the safety of the building as well as property of the residents. A
Service Association has also been formed to look after the welfare of the residents. Efforts to
improve the services and facilities are still being continued. It is also proposed to provide a
children's park-cum-playground by installing safe, non-toxic and modern play equipments for
children's recreation and exercise at a cost of about Rs.2 Lakhs from the Customs Welfare Fund.

Organisation Structure of Excise Department:

The structure of excise department is largely similar to the structure of Income tax
department.However in a view that the area of indirect taxes encompasses both custom duties as
well as excise duties,the department is structured in a manner tha facilitates the collection of
indirect taxes.
Central board of excise and customs(CBEC):
Recruitment to the customs and excise department is through the Indian Revenue service.The
successful candidates in civil service examinations are required to choose between the direct
and indirect tax streams.The apex body in charge of collection of both custom duties and
central excise duties is the central board of excise and customs(CBEC).This is
statutatoryboard,set up under the Central Board of Revenue act, 1963.The Board currently
consist of chairman.
The Central Board of Excise & Customs (CBEC) (Department of Revenue, Ministry of Finance,
Govt of India) is responsible for formulation of policy relating to levy and collection of Indirect

Taxes namely Customs, Central Excise and Service Tax. The CBEC also exercises overall
supervision over Customs, Central Excise and Service Tax field formations located all over the
country. The Board discharges various tasks assigned to it, with the help of various Directorates
headed by officers of the rank of Director General (AddlSecy rank) and Director (JtSecy rank)
At the field level there are 34 zones headed by Chief Commissioners of Central Excise and
Customs, who are exercising supervision over the various Commissioners under their charge.
There are 93 Central Excise Commissionerates in the country headed by Commissioners of
Central Excise. These Commissionerates are entrusted with the task of collection of duties in
notified territorial jurisdiction of the Commissionerate and related Administrative functions.
Most of the Commissionerates also deal with work relating to Service Tax & Customs in their
jurisdiction.

Commissionerates:
Immediately below the CBEC are the chief commissioners.The chief of commissioners are
administratively incharge of several commissionarates ranging from 2 to 4,each of which is
headed by a commissioner..The commissione rate, as its name implies,is the main organizational
mechanism for the collection of excise duties. The organisation structure for commissionerate is
as follows:
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.

Commissioner
Commissioner (Appeals)
Additional Commissioner
Joint Commissioners
Deputy Commissioner
Assistant Commissioner (incharge of division)
Superintendent (incharge of range)
Sector officers (Sectors) like inspectors etc.

About Excise duty:

Direct Vs Indirect Taxes:

Taxes

Direct Taxes
I) Income Tax, Wealth Tax

Indirect Taxes
I)

Central Excise, Customs, Service tax

Central Sales Tax, VAT, State Excise Tax

Ii) Paid directly by person concerned

ii) Paid by one person but he records the same from

other person

iii) Tax payer pays directly from his

Income or wealth
IV) Paid after income reaches hands of
Tax payer

iii) Tax payer pays while purchasing goods

and / or services
IV) Paid before goods/ services reach the
tax payer

Advantages of Indirect Taxes

Psychological advantage to tax payer

Easier to collect

Less tax evasion

Lower collection cost

Control over wasteful expenditure

Channelise industrial growth

Support local industry [ High Customs Duty low Excise Duty]

High revenue [ 71% of tax revenue ]

Disadvantages of Indirect Taxes:

Tax is uniform whether purchased by rich or poor

Reduces demand of goods

Increases project cost

Shield to inefficient local industries

Cost of modern imported m/c & technology

Smuggling / tax evasion

Inflationary

Laws Relating to Central Excise

Central excise Act 1944

Central excise rules

Central excise valuation rules (2000)

Central excise tariff Act (CETA) 1985

Additional duties on goods of SP. Importance Act. 1957

Customs excise & service tax appellate tribunal (CESTAT ) procedure rules 1982

Notifications issued by central excise Deptt.

Circulars issued by central excise Deptt.

Important features of Excise Duty (E.D.)

Power to impose Excise Duty is given by constitution to Central Govt.

Power to impose Excise Duty on liquor, opium & narcotics to State. Govt.

Any article can be levied C.E. duty if all following conditions are satisfied :
a)

Duty is on goods [movable & Marketable

b)

Goods must be excisable i.e. mentioned in schedule to CETA 1985

c)

Goods must be manufactured or produced

d)

Such manufacturing or production must be in India

Goods manufactured in SEZ are excluded excisable gods& no E.D. is livable on such
goods

Taxable event is manufacture or production in India

Once duty liability is fixed, it can be collected from a person at time & place found
administratively most convenient for collection

Liability to pay E.D. is on manufacturer or producer of excisable goods.

When goods are stored in a warehouse without payment of duty the liability to pay duty
is on person who stores goods i.e. warehouse keeper.

Duty payable is as applicable on date of removal

Duty is payable even when

-

Goods are used within factory

Goods are captivity consumed within factory for further manufacture

Goods given as free samples

Goods given as free replacement

Duty can be levied on Govt. undertaking also

E.D. should be considered as manufacturing expenses & should be considered as an

element of cost for inventory valuation

Goods manufactured or produced in SEZ are excisable goods but no duty is leviable

Administrative Setup of Central Excise Department

A) C.B.E. & C Board: (Central Board of Excise & Customs)

H.Q. New Delhi. Consists of 6 to 7 members. Board appoints officers & exercise
following powers: To issue instructions & direction to C.E. officers, to ensure uniformity in
classification of goods and to ensure uniformity in levy of E.D.
B) Chief Commissioner of Central Excise
Country is divided into 34 zones. Each zone is under supervision & control of chief
commissioners & commissioners (Appeals) within his zone.
C) Commissioner of Central Excise:
Each zone covers various commission rates & he in-charge of the commissionorate At
present there are 92 commissioners & 71 commissioner (Appeals) they have unlimited
powers of adjudication .

D) Additional commissioner of Central Excise

There can be one or more & they report to commissioners. They have limited powers of
adjudication
E) Joint / Deputy / Assistant commissioner:
He is the Head of the office. Adjudication powers of the Deputy/AssistantCommissioner
are for the cases where the amount of duty involved Up to Rs.5 Lakhs. However all
Valuation andclassification cases are decided by Deputy/Assistant Commissioner
Irrespective of the amount of duty involved.
F) Superintendent: (Gazetted)
Each division is divided into several ranges & he is in-charge of one range.
G) Inspector: (Non-Gazetted)
Lowest in rank. He reports to superintendent.

INTRODUCTION TO TOPIC
DEFINITION:
Richard and J. Loy define Quality of Work Life means the degree to much the members of
the working organization are able to satisfy important personnel needs through their experience
in the organization.
Quality of work life denotes all the organizational inputs which aim at the employees
satisfaction and enhancing organizational effectiveness. The basic purpose is to develop jobs and
working conditions that are excellent for employees as well as economic health of organization.
It refers to the level of satisfaction, motivation, commitment and involvement an individual
experience with respect to their line at the work. The quality of work life is the degree of
excellence brought about work and working conditions that contribute to the overall satisfaction
and performance primarily at individual level and finally at organization level.
Quality of Work Life (QWL) has become one of the most important issues these days in every
organization. Employees are the force that is behind every successful organization. No
organization can become successful with technology only because for the use of technology also,
organizations need to have strong work force. Quality of Work Life was the term actually

introduced in the late 1960s. From that period till now the term is gaining more and more
importance everywhere, at every work place. Initially quality of work life was focusing on the
effects of employment on the general well being and the health of the workers. But now its focus
has been changed. Every organization need to give good environment to their workers including
all financial and non financial incentives so that they can retain their employees for the longer
period and for the achievement of the organization goals.. At the end we can say that a happy and
healthy employee will give better turnover, make good decisions and positively contribute to the
organization goal.
The quality of work life is a process by which an organization responds to employee needs for
developing mechanism that allow them to share fully in making decision that designs their life at
work. Thus QWL means having good supervision, good working conditions, good pay and
benefits and interesting, challenging and rewarding job.

Who Needs Quality of Work Life?

We know that we just can't stop "working at it", discovering, creating and sharing new stuff.
We're all so busy psychologically, work has always been one of the most significant of human
experiences. But when for many people sex and relationships are troublesome since they are
often hazardous to our health work plays an even greater role in keeping us "out of trouble."
Regardless of how much we earn, most of us have some kind of agenda or work plan.
And with so many people opening a home and a cyber-office, with mounting levels of
technology-related stress, owner turned content. Many of us end up involved in more than one
job, which we feel compelled to get done, spending the greatest portion of our lives in what we
consider our workplace. So Quality of Work Life
(QWL) is not some notion of frivolous luxury. QWL is just as real and useful as virtual reality
itself.
The brainchild of Quality of Work Life Services, Manhattan-based, woman-created enterprise,
QWL SPACE has been occupied by equally experienced, open-minded, goal- oriented
professionals men and women with a sense of proportion, future, humanity and humor. QWL

Services invites you to hang out at our expanding venues toward the overall enrichment of your
Work Life and toward access to healthier lifestyles.

Objectives of Quality of Work Life:

To increase in individual productivity, accountability and commitment.

For better teamwork and communication.

For improving the morale of employees.

To reduce organizational stress.

To improve relationships both on and off the job.

To improve the safety working conditions.

To provide adequate Human Resource Development Programs.

To improve employee satisfaction.

To strengthen workplace learning.

To better manage on-going change and transition.

To participate in management at all levels in shaping the organization.

Importance of Quality of Work Life:

Improved Quality of Work Life was not considered as important factor in India until recently as
there were important impending factors like resource deficiency, environmental threats and some
services of financial problems.
Quality of Work Life programme has become important in work place for the following reasons:
1. Increase demands at work
2. Loss of long term employee guarantees
3. The need for enhanced work place skills
4. Greater competition for talent
5. Increased women in work fore
Good quality of Work Life leads to an atmosphere of good impersonal relations and highly
motivated employees who strive for their development. Though monetary benefits still occupy
the first place in the cost of elements like physical working conditions, job restructuring and job
re-designing, career development, promotional opportunities etc. are gaining importance rapidly.
As such, workers expect the management to improve all these facilities which thereby improve
Quality of Work life. If provided with good Quality of Work Life, employees concentrate more
on both individual as well as group development which in turn leads to overall development.

According to Walton (1975) proposed eight conceptual categories. They are as follows:
o Adequate and fair compensation
o Safe and healthy working conditions
o Immediate opportunity to use and develop human capacities

o Opportunity for continued growth and security

o Social integration in the work organization
o Constitutionalisation in the work organization
o Work and the total life span
o The social relevance of work life
According to Herrick & Mac by (1975) have identified four basic principles which summaries
the humanization.
o The principle of Security
o The principle of Equity
o The principle of Individuation
o The principle of Democracy
Successful organization is turning through the introduction of Quality of Work Life strategy to
the people who work in them to maintain competitive advantage. The benefits to both
management and workers include:
1. Improved organization performance through the development of people.
2. Increased co-operation and team work within and across all the levels of the organization
including movement towards management or trade union partnership.
3. Increased environment in doing a good job .
4. Improved quality performance.
5. Increased commitment to the values and goals of the organization.

6. The anchoring of the development of a quality organization

7. Increased flexibility and responsiveness as the organization moves away from
hierarchical, bureaucratic structures
8. Easier introduction and development of new technology and of few competitive systems
for example, Total Quality Management (TQM) and Just in Time (JIT)
9. Increased worker satisfaction as a result of better jobs and organizational environment.
10. Increased opportunities for personal learning and growth

WORK LIFE BALANCE

BENEFITS TO THE

WORKLIFE BALANCE
BENEFITS TO THE INDIVIDUAL

ORGANIZATION

Measured increases in

individual productivity,

More value and balance in

your daily life

accountability and
commitment

Better understanding of what

your best individual work life

Better teamwork and

balance is

communication

Increased productivity

Improved relationships both

Improved morale
Less negative organizational

on and off the job

stress

Reduced stress

About QWL Strategy:

Improve communication with employees
Strengthen family friendly programs
Provide all employees with Internet access
Increase investment in workplace learning
Improve the effectiveness of supervisors and team leaders
Evaluate the effectiveness of diversity management practices and
Improve ability to manage change and transition

The programs, policies and services through Quality of Work life Programmes:
a. Support faculty and staff efforts to manage the competing demands of work and personal
life
b. Support health promotions and wellness
c. Express appreciation for faculty and staff contribution to the university, highlight
outstanding individual contributions and recognize long term commitment.

Quality of Work Life as a process:

As a process Quality of Work Life calls for efforts to release this goal through the active
involvement of people throughout the organization. It is about organization change usually from
a control to an Involvement organization.

The concept of Quality of Work Life views a work as a process of interaction and joint problem
solving by work in people, managers, supervisors and workers.

This process is:

i.

Co-operative rather than authoritarian

ii.

Evolutionary and changing rather than static

iii.

Open rather than rigid

iv.

Informal rather than rule based

v.

Problem solving

vi.

Win-win rather win-lose

Quality of Work life programme has become important in the work place for the
following reasons:
o Increased women in work force
o Increased male involvement in dependant care activities
o Increased responsibilities for elders
o Increased demand at work

o Loss of long term employment guarantees

o The need for enhanced work place skills
o

Greater competition for talent

The following are the some of the specific issues in Quality of Work life
o Pay and stability of employment
o Occupational stress
o Organizational health programme
o Alternative work schedules
o Participative management and control of work
o Recognition
o Grievance procedure
o Adequacy of resources
o Seniority and merit in promotions

Problems of implementing Quality of Work Life programmes:

Bohlander has identified three common problems of implementing Quality of Work Life
programme. The three areas are:

Managerial attitudes

Union influence

Restrictiveness of industrial engineering

Strategies to improve Quality of Work Life:

By implementing some changes, the management can create sense of involvement,
commitment and togetherness among the employees which paves way for better Quality of Work
Life.
a. Job enrichment and Job redesign
b. Autonomous work redesign
c. Opportunity for growth
d. Administrative or organizational justice
e. Job security
f. Suggestion system
g. Flexibility in work schedules
h. Employee participation
Quality of Work life improvements are defined as any activity which takes place at every
level of an organization which seeks greater organizational effectiveness through the
enhancement of human dignity and growth. A process through which the state holders in the
organization, management, unions and employees - learn how to work together better to
determine for themselves what actions, changes and improvements are desirable and
workable in order to achieve the win and simultaneous goals of an improved quality of life at
work for all members of the organization and greater effectiveness for both the company and

the unions.

Key elements:
o Promote human dignity and growth
o Work together collaboratively
o Participative determine work changes
o Assume comparability of people and organizational goals

Factors affecting quality of work life:

Job satisfaction:

Job satisfaction is the favorable or unfavorable with which employees view their work. As with
motivation, it is affected by the environment. Job satisfaction is impacted by job design. Jobs that
are rich in positive behavioral elements such as autonomy, variety, task identity, task
significance and feedback contribute to employees satisfaction. Likewise, orientation is
important because the employees acceptance by the work group contributes to satisfaction. In
sort, each element of the environmental system, can add to, or detract from, job satisfaction.
Pay:Quality of work life is basically built around the concept of equitable pay. In this days
ahead, employees may want to participate in the profit of the organization.
People: Almost everyone has to deal with three set of people in the work place. Those
are namely boss, co-workers in the same level and subordinates. Apart from this, some
professions need interaction with people like patients, media persons, public, customers, thieves,
robbers, physically disabled people, mentally challenged, children, foreign delegates, gangsters,
politicians, public figures and celebrities. These situations demand high level of prudence, cool
temper, tactfulness, humor, kindness, diplomacy and sensitiveness.

Health conditions of employees:

Organisation should realize that their true wealth lies in their employees and so providing healthy
environment for employees should be their primary objective.
Personal and career growth opportunities:
An organization should provide employees with opportunity for personal/professional
development and growth and to preparethem to accept the responsibilities at higher level.
Participative management style and recognition:
Flat organization structure helps organization facilitate employee participation.A Participative
management style improves the quality of worklife.Workers feel that they have control over their
work process and they also offer the innovative ideas to improve them.Recognition also helps in
motivating employees to perform better.Recognition can be in form of rewarding employees for
their best performance.
Autonomous Work Teams:
An autonomous work team is one which can plan, regulate and control its own work world. The
management only specifies the goals that too in collaboration with the team. The team organizes
the contents and structure of its job, evaluates its own performance, establishes its speed and
chooses its production method. It makes its own internal distribution of tasks and decides its own
membership. Autonomous team approach increases satisfaction and reduces turnover and
absenteeism.
Motivation:
Motivation is a complex subject. It involves the unique feelings, thoughts and past experiences of
each of us as we share a variety of relationships within and outside organizations. To expect a
single motivational approach work in every situation is probably unrealistic. In fact, even
theorists and researches take different points of view about motivation. Nevertheless, motivation
can be defined as a persons drive to take an action because that person wants to do so. People
act because they feel that they have to. However,if they are motivated they make the positive
choice to act for a purpose because, for example, it may satisfy some of their needs.

Worklife balance:
Organisation should provide the relaxation time for employees and offer tips to balance their
personal and professional lives. They should not strain employees personal and social life by
forcing on them by demanding working hours, overtime work, business travel, untiming
transfers.
By the globalization the modern employees are experiencing distress. To meet the challenges
posed by present standards, organizational must focus their attention in bringing a balance
between work life and personal life. The underlying assumption is that work life balance will
ultimately ensure Quality of work life.
Today an employee desires work to be more meaningful and challenging because quality is the
acid test. A Quality of work life gives an opportunity for deep sense of fulfillment. Employees
seek a supportive work environment that will enable them to balance work with personal
interests.
Quality of work life provides a more humanized work environment. It attempts to serve the
higher order needs of workers as well as their basic needs. Quality of Work Life indicates that the
work should not have excessively negative conditions. It should not put workers under undue
stress. It should not damage or degrade their humanness. It should not be threatening or unduly
dangerous.
Employees in several companies that instituted Quality of work life experienced better health
and greater safety on the job. Other benefits included improved employee satisfaction, morale,
job interest, commitment and involvement ; increased opportunity for individual growth ; greater
sense of ownership and control of the work environment development of managerial ability for
circle leaders, improved communication in the organization and greater understanding and
respect between management and workers.
The term Quality of work life has been applied to a wide variety of organizational improvement
efforts. The common elements seem to be, has good man indicates, an attempt to restructure
multiple dimensions of the organizational and to institute a mechanism which introduces and
sustains changes overtime . Aspects of the change mechanism are usually an increase in problem
solving between the union and management

Responsiveness to employee concerns. In every organization, people and their behavior assumes
vital role in determining the performance and effectiveness. While many studies concentrated on
physical and financial performance of organization. Studies on behavioral aspects seem to be
inadequate. So, the attempts must to understand the human side of the enterprise.
The Quality of work life movement provides a value frame work and a philosophy which has a
long term implication for the human development and enrichment. It tries to balance both the
work and family life. Hence integrated approach with regard to Quality of work life is required
for the success of an individual and an organization. This underlines the necessity of searching
studies on the nature of human relations and the problems of human relations and the problems
of human behavior in the organization and suggests measures to cope with the problems. Hence,
an in depth on aspects like Quality of work life can throw light on many non-identified aspects of
human behavior which may help in understanding the issues involved and improving the overall
performance of these organizations. There it is found that there is need to study in greater detail
about the topic

QUALITY OF WORKLIFE AT TIRUCCHIRAPPALLI CENTRAL

EXCISE TECHNOLOGIES

Compensation and Benefits Policy

Tirucchirappalli Central ExciseTechnologies focused on compensation as being integral to our
work and recognizing talent.
Philosophy
Salaries vary according to the various departments, designations, qualification, previous work
experiences and a successful, stable work record. Compensation for one particular job or
classification cannot be compared as being relative to any other.
For Software staff, salary is set into fixed levels depending on designation. These levels will
change at least annually based on market conditions. Promotion to the next designations is
accompanied by a commensurate increase in salary and promotions are based entirely on
individual performance and contribution to the company.
For Recruiting staff (IT Recruitment managers, recruiters and all other employees), adjustments
in pay will be awarded on an individual basis dependent upon individual performance and
overall contribution to the Companys profitability.

Compensation Structure
Monthly compensation components include:

Gross salary

Annual Benefits

Retirement Benefits

Other Benefits

Gross Salary includes:

Basic Salary
The Basic Salary is the remuneration that is paid to all employees based on position, rank and
performance. The basic is generally 40% to 45% of the Gross. Other allowances and perquisites
are linked to the basic salary.
House Rent Allowance (HRA)
HRA is paid monthly to all employees and is linked to the Base Pay. In cases where HRA is
nontaxable, employees may seek reimbursement by submitting Rent receipts to the Accounts
department. The amount of tax exemptible House Rent Allowance shall be as per the Indian
Income Tax rules. HRA is 25% to 30% of the gross salary.

Conveyance Allowance (CA)

Conveyance Allowance is given to employees for the purpose of helping them meet the
expenditure incurred pertaining to conveyance in their performance of official duties. Generally
CA is 10% to 15% of Gross.
City Compensation Allowance (CCA)
CCA is an allowance payable, every month; to bear the day to day local expenses. This is fixed
at 10% of the Gross and shall be as indicated in their salary structure.
Other Allowance
Other Allowances is an additional allowance payable every month to employees and shall be as
indicated in their salary structure. OA is 5% of the Gross.

Annual Benefits:

Statutory Bonus: All employees of Tirucchirappalli Central ExciseTechnologies are

eligible to get a statutory bonus.

Performance Linked Variable Compensation: All employees are eligible to receive

8% on Basic annually. Variable Compensation (based on performance) every month after
confirmation.

Retention/Performance Bonus: All Employees are eligible for a

Retention/Performance Bonus. This bonus is entirely at the discretion of the company.
This bonus is paid either annually or semi-annually depending on department and
designation.

Retirement Benefits include:

Gratuity: This is a statutory obligation to the employer to pay gratuity to the employee
who is completed 5 years of service and leaving the company.

Provident Fund: The Provident Fund is a mandatory savings account made up of

contributions deducted from the employees salary monthly equal to 13.5% of base pay
and an equal amount of contribution by Tirucchirappalli Central ExciseTechnologies.
The combined amount is remitted to the Provident Fund Account of the employee.

Thus the PF Account at any given time consists of:

Employers contribution
Employees contribution
Interest on balance

Other Benefits:

ESI: 1% to 2% on Gross is employee contribution and 4% to 5% on gross is employer

contribution. This deduction is applicable to employees whose gross is below Rs.7500.
Medical claim: The premium amount is shown as deduction to those employees whose gross is
above Rs.7500.
LTA: All employees who have completed 2 years in Tirucchirappalli Central
ExciseTechnologies are eligible to claim LTA at 4% to 5% of Basic.
Probation and Confirmation:
A probation period helps the company to monitor the performance of new employees and to take
developmental/corrective action at the initial stage of employment. All newly hired employees
of Tirucchirappalli Central ExciseTechnologies will be on probation for a period of 3 months
from the date of their appointment.
If the management considers it necessary, the probation period can be extended and if the
employees performance were still not found satisfactory, the services of the employee would be
discontinued.
The employee will be informed of his/her probation period through the appointment letter. A
probationer will be deemed to be confirmed in his/her job, only when the Human Resources
Department informs him/her of the same in writing.
Employee Benefits:
The following are the Existing Benefits/Best Practices at Tirucchirappalli Central
ExciseTechnologies:
1. ESI & PF Statutory benefits
2. Personal Accident Insurance to all the employees
3. Medical claim Policy up to 4 family members including employee (for people not
covered under ESI)

4. Subsidized Meal & Free hot/cold beverages

5. 9 Public Holidays & 2 Optional Holidays
6. Over time for working extra hours/weekly offs or holidays
7. Extensive Departmental Training Programs
8. Confirmation/Promotion notices to employees, in advance
9. Committees/Clubs/Competitions
10. Cultural Celebrations
11. Picnics/Outings
12. HR mail ID for any sort of grievances, criticism & suggestions from employees

Separation from the Firm:

Not everyone who joins us will spend an entire career with our firm. Although separation from
the firm, like other times of transition, can be difficult at the time, we recognize the value of each
persons decision.

Employee Initiated Separation/Resignation:

When the employee wishes to terminate his employment with the company, He/she needs to
inform manager. A written notice of your intention to leave and, if agreed, the date of your last
working day in the office must also be provided. The letter of resignation can only be
acknowledged by the appointing authority/duly authorized signatory.
On receipt of the letter, the respective head of department will provide details of procedures,
which need to be completed prior to leaving the company. You will need to get the No-Dues

Certificate duly filled in and send it to the HR Department before your full and final settlement
will be done.

Company Initiated Separation/Termination:

Termination of service is a conscious act on the part of the company and generally results from a
disciplinary action, except where it is the termination or non-renewal of a contract of
employment for a specific period. The HR, as directed by the Divisional Heads, will handle all
cases of termination of service and will ensure compliance with all legal formalities while
undertaking these actions.

Leave Policy:
There are 5 types of leaves at Tirucchirappalli Central ExciseTechnologies
Casual Leave
Sick Leave
Earned Leave
Maternity Leave
Paternity Leave

Employee Welfare Programs:

Keeping in mind the need to expand Tirucchirappalli Central ExciseTechnologies cultural
enthusiasm, initiativeness and employee interaction, in a defined manner, we have come up with
various Clubs with the employees taking charge of it.
The various clubs are as follows:

Sports Club -For all sporting activities in the organization

Cultural Club - It takes care of employee recreation and takes responsible for organizing annual
day cultural events.
Community Service Club By this we involve in many activities for social causes like
orphanage visits, Blood donation camps etc.

Grievances:
If there is any problems, complaints or suggestions can be post to the organizations ID and they
will assure to take care of it.

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.
1.

Journal Name -Organizational Behavior and Human Performance, 16,

Title-Motivation through the design of work:Test of a theory.
P.No: 250-279, Year: 1976, Author: Hackman, J. R., & Oldham, G.R

In this journal, author suggested that the psychological growth needs are relevant to the
consideration of Quality of working life. Several such needs were identified; Skill variety, Task
Identity, Task significance, Autonomy and Feedback. They suggested that such needs have to
be addressed if employees are to experience high quality of working life.
2.

Journal Name: Occupational Psychology, 52

Title: - Scales for the measurement of some work attitudes and aspects of psychological
well being
P.No: 129-148Year:1979 Author: Warr. P, Cook. J and Wall. T

In an investigation of Quality of working life, the author suggested a range of apparently relevant
factors, including work involvement, intrinsic job motivation, higher order need strength,
perceived intrinsic job characteristics, job satisfaction, life satisfaction, happiness. They
discussed a range of correlations derived from their work, such as those between work
involvement and job satisfaction, intrinsic job motivation and job satisfaction, and perceived
intrinsic job characteristics and job satisfaction
3.

Journal Name: Occupational Behavior, 5

Title: - Accounting for the quality of work life.

P.No: 197-212.Year: 1984 Author: Mirvis, P. H. and Lawler, E.
In this journal the author 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.
4.

Journal Name: Organizational Behavior, 12

Title: - Routinization of job context and job content as related to employees' quality of
working life

P.No: 379-386. Year:1991 Author: Baba V. B., & Jamal, M

In this journal, the authorsuggested that the 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. Baba and Jamal also
explored routinisation of job content, suggesting that this facet should be investigated as part of
the concept of quality of working life
5

Journal Name: Journal of Management, 25

Title: - Health and well-being in the workplace: A review and synthesis of the literature

P.No: 357-384. Year: 1999 Author: Danna & Griffin

In this journal, the author suggested thatQuality of Working Life is not a unitary concept, but has
been seen as incorporating a hierarchy of perspectives that not only include work-based factors
such as job satisfaction, satisfaction with pay and relationships with work colleagues, but also
factors that broadly reflect life satisfaction and general feelings of employees .
6.

Book name: Social Indicators Research, 55

Title: - A new measure of quality of work lifebased on need satisfaction theories

P.No: 357-384. Year: 1999 Author: Sirgy, M.J., &Efraty,J

In this journal, the authorsuggested that the key factors in quality of working life are: Need
satisfaction based on job requirements, Need satisfaction based on Work environment, Need
satisfaction based on Supervisory behavior. They defined quality of working life as satisfaction
of these key needs through resources, activities, and outcomes stemming from participation in
the workplace. Maslows needs were seen as relevant in underpinning this model, covering
Health & safety, Economic and family, Social, Esteem, Actualization, Knowledge and Aesthetics,
although the relevance of non-work aspects is play down as attention is focused on quality of
work life rather than the broader concept of quality of life. These attempts at defining quality of
working life have included theoretical approaches, lists of identified factors, correlation analyses,
with opinions varying as to whether such definitions and explanations can be both global, or
need to be specific to each work setting.

Objectives of the study:

1. To determine the factors influencing the quality of work life
2. To study the level of satisfaction of employees towards quality of work life.
3. To find out the way to improve quality of work life
4. The objective of the study is to help the organization to know the level of satisfaction of the
workers and executives at all hierarchical levels towards the facilities and welfare amenities
provided by them.
5. The study is also aimed at reviewing the working conditions including total environment to

bring in positive change for betterment of the Quality of Work Life of employees.
6. The objective of the study is also to find out the challenges and difficulties faced by the

management in providing better Quality of Work Life to the employees.

RESEARCH METHODOLOGY

A Research is a careful investigation or inquiry; especially through search for new facts in any
branch of knowledge .It is a systemized effort to gain more knowledge.
Research methodology is a way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. It is necessary for the
researcher to know not only the research methods or technique but also the methodology.
Researcher always needs to understand the assumption underline various technique and they
need to know the criteria by which they can decide that certain technique and procedures will be
applicable to certain problems and other will not.

Type of research:
The method of conducting research deals with research design, data collection method,
sampTirucchirappalli Central Excisemethod. It explained about the nature of research work to be
done such as descriptive nature of research, which has been used in this study.

Descriptive research:
I have adopted descriptive research design for the purpose of this survey. Descriptive studies are
those studies which is concerned with describing the characteristics of a particular individual, or
of a group.

Types of data
1) Primary data
2)Secondary data

Primary Data:
First time collected data are referred to as primary data. In this research the primary data will be
collected by means of a Structured Questionnaire. The questionnaire consists of number of
questions in printed form. It has both open-end closed end questions in it.
Section I- Personal Data: This section includes questions soliciting the respondents details
such as Age, Gender, Marital status, Education, Designation, section and Work experience.
Section II- Scale for measuring the issues: It comprises of single open ended type and various
close ended questions which includes yes no type, sca Tirucchirappalli Central Excise and other
optional questions.

Secondary Data:
Data which has already gone through the process of analysis or were used by someone else
earlier is referred to secondary data. This type of data will be collected from the books, journals,
company records etc.

Source of Data:
The data has been collecteded from the employees of office of commissionerate of Central
Excise and Service Tax of Trichy.

SampTirucchirappalli Central ExciseUnit:

SampTirucchirappalli Central Exciseunit refers to process of defining the target population that
will be sample. Hence for the present study, data has been collected by means of questionnaire
from the employees.

Sample Size:
Sample size plays a critical role, because the generalizability of the conclusion depends on
sample size. Sample size for the present study will be 200.

Samp Tirucchirappalli Central ExciseMethod:

Samp Tirucchirappalli Central Excise means the method of selecting a sample from a given
universe with a view to draw conclusions about the universe. Sample means representative of
universe selected for the study. Samp Tirucchirappalli Central Excise is a process of units(e.g.
People) from a population of the interest.

SampTirucchirappalli Central Excisemethod has been divided into 2 types

1) Probability Method
2) Non Probability Method
The sampTirucchirappalli Central Excise method that has been chosen is entirely non
probabilitistic in nature. In non probabilitistic method the researcher has adopted convenience
sampTirucchirappalli Central Excise method.
In this method, I have selected the accessible population members from which to get information
and the items selected are easy to approach or easy to measure.

Tools and Techniques:

In this research the tools such as Simple percentage analysis, correlation has been used for data
analysis.

Analysis and Interpretation

1 Table representing gender of Respondents:

S.N
o

Gende
r

No of Respondents

Male

148

74

Female

52

26

Total

200

100

Percentage(
%)

Inference:
From the above table we infer that 74% of data collected from male and 26% of data collected
from female.

Chart representing Percentage of the gender of respondents

26

Male
Female

74

2 Table representing age group of Respondents

S.No

Age Group

No of respondents

Percentage(%

)
1

Below 25 yrs

25-35 yrs

38

19

35-45 yrs

56

28

45-55 yrs

64

32

Above 55 yrs

40

20

Total

200

100

Inference:
From the above table we infer that 32% of data collected from age group of 45-55, 28% and
20% of data collected from age group of 35-45 and Above 55% respectively,19% of data
collected from age group of 25-35 and 1% of data collected from age group of below 25 yrs.

Chart representing the Percentage of age group of respondents

35
30

28

32

25
19

20

20

15
10
5

0
Below 25 yrs

25-35 yrs

35-45 yrs

45-55 yrs

Above 55 yrs

3 Table representing the designation of the Respondents

S.No

Designation

No of respondents

Percentage(%

)
1

Superintendent

60

30

Inspector

88

44

Senior Tax Assistant

28

14

Deputy office superintendent

24

12

Total

200

100

Inference:
From the above table we infer that 44% of data are collected from Inspectors, 30% of the data
are collected from superintendents, 14% of data are collected from Senior Tax Assistants and
12% of the data are collected from Deputy Officer Superintendent.

Chart representing the Percentage of designation of the respondents

12

Supt

30

Inspector

14

STA
DOS

44

4. Table representing the Section of the Respondents

S.No

Section

No of respondents

Percentage(%

)
1

Administrative

28

14

Statistics

28

14

Vigilance

16

Preventive

34

17

Accounts

42

21

Internal Audit

52

26

Total

200

100

Inference:
The above table shows that 26% of data are collected from internal audit section,21% of the
data are collected from Accounts,17% are from preventive section and 8 % are from vigilance
section,14% of the data are collected from administrative section,14% of data are collected from
statistics section.

Chart representing the Section of the respondent's percentage%

30

26

25

21

20

17
14

15

14
8

10
5

In
te
rn
al
Au
di
t

Ac
co
un
ts

Pr
ev
en
tiv
e

vi
gi
la
nc
e

tic
s
St
at
is

Ad
m

in
is
tr
at
iv
e

5. Table representing Education qualification of respondents:

S.No

Qualification

No of respondents

Percentage(%

)
1

SSLC

12

HSC

UG

122

61

PG

60

30

Total

200

100

Inference:
From the above table we infer that 53% and 33% of respondents has UG and PG Qualification
respectively,8% of respondents are SSLC and 6% of respondents are HSC.

Chart representing the Percentage of educational qualification of the respondents

PG

30

UG

61

HSC

SSLC

10

6.

20

30

40

50

60

Table representing the experience of Respondents.

S.N
o

Experience

No of respondents

Percentage(%
)

70

Less than 5
yrs

28

14

5-10 yrs

24

12

10-15 yrs

20

10

15-20 yrs

42

21

Above 20 yrs

86

43

Total

200

100

Inference:
From the above table we infer that 43% of data collected from respondents having above 20
yrs of experience.21% of data are collected from 15-20 yrs of experience, 14% of data are
collected from respondents having less than 5 yrs of experience, 12%10% of data collected from
respondents having experience of 5-10 yrs and 10-15 yrsrespectively.

Chart representing the Percentage of experience of the respondents

50
43

45
40
35
30
25

21

20

14

15

12

10

10

5
0
Less than 5 yrs

7.

5-10 yrs

10-15 yrs

15-20 yrs

Above 20 yrs1

Table representing the marital status of Respondents

S.No

Marital status

No of Respondents

Percentage(%)

Married

174

87

Unmarried

26

13

Total

200

100

Inference:
The above table shows that 84% of respondents are married and 16% of respondents are
unmarried.

Chart representing the Percentage of marital status of the respondents

13

87

8.

Table representing the level of satisfaction with salary and benefits

S. No

Level of
satisfaction

Highly satisfied

No. of
Respondent
s
40

Satisfied

118

59

Neutral

28

14

Dissatisfied

12

Highly
dissatisfied
Total

200

percentage(%)
20

100

Inference:
The above table shows that 59% of the respondents are satisfied about their salary and
benefits 20% of respondents are highly satisfied,14% of the respondents are neutral,6% of the
respondents are dissatisfied with salary and benefits and only 1% of the respondents are highly
dissatisfied

Chart representing the Percentage of level of satisfaction with salary and benefits
70
59

60
50
40
30
20

20
14

10

6
1

0
Highly Satisfied

Satisfied

Neutral

Dissatisfied Highly Dissatisfied

9 Table representing the level of satisfaction with work assignment

S. No

Level of
satisfaction

No. of
Respondents

percentage(%)

Highly satisfied

40

20

Satisfied

122

61

Neutral

28

14

Dissatisfied

Highly
dissatisfied
Total

200

100

Inference:
From the above table we infer that 61% of the respondents are satisfied with their work
assignment , 20% of the respondents are highly satisfied with their work assignment,14% of the
respondents are neutral,4% of the respondents are dissatisfied with their work assignment and
only 1% of the respondent are highly dissatisfied with their work assignment.

chart representing the Percentage of level of satisfaction with work assignment

at
is
fie
d
H
ig
hl
y

di
ss

at
is
fie
d

eu
tr
al
N

Sa
tis
fie
d

di
ss

H
ig
hl
y

sa
tis
fie
d

70
60
50
40
30
20
10
0

10. Table representing the level of satisfaction with transfer policies

S. No

Level of
satisfaction

No. of
Respondents

percentage(%)

Highly satisfied

Satisfied

92

46

Neutral

52

26

Dissatisfied

28

14

Highly
dissatisfied
Total

22

11

200

100

Inference:
The above table shows that 46% of the respondents are satisfied with the transfer policies,26%
of the respondents are neutral, 14% of the respondents are dissatisfied,11% of the respondents
are highly dissatisfied and 2% of the respondents are highly satisfied

Chart representing the Percentage of level of satisfaction with transfer policies

50
45
40
35
30
25
20
15
10
5
0

46
26
14

di
ss
at
is
fie
d

11

H
ig
hl
y

at
is
fie
d

eu
tr
al
N

Sa
tis
fie
d

D
is
s

H
ig
hl
y

sa
tis
fie
d

11. Table representing the level of satisfaction with the promotion policy

S.

Level of
satisfaction

1
2
3
4
5

Highly satisfied

No

percentage(%)

Highly dissatisfied

No. of
Respondents
0
46
32
66
56

Total

200

100

Satisfied
Neutral
Dissatisfied

0
23
16
33
28

Inference:
The above table shows that 33% of the respondents are dissatisfied with the promotion
policies,28% of the respondents are highly dissatisfied, 23% of the respondents are satisfied,
16% of the respondents are neutral, and no one is highly satisfied

Chart representing the Percentage of level of satisfaction with promotion policies

Highly dissatisfied

28

Dissatisfied

33

Neutral

16

Satisfied

23

Highly satisfied0
0

10

15

20

25

30

12.Table representing the level of satisfaction with bonus provided

35

S. No

Level of
satisfaction

No. of
Respondents

percentage(%)

Highly satisfied

Satisfied

60

30

Neutral

40

20

Dissatisfied

52

26

Highly
dissatisfied
Total

42

21

200

100

Inference:
The above table shows that 30% of the respondents are satisfiedwith the bonus provided for
them, 26% of the respondents are dissatisfied, 21% of the respondents are highly dissatisfied
20% of the respondents are neutral, and only 3% of the respondents are highly satisfied

Chart representing the Percentage of level of satisfaction with promotion policies

Highly dissatisfied

21

Dissatisfied

26

Neutral

20

Satisfied

30

Highly satisfied

3
0

13.

10

15

20

25

30

35

Table representing the level of Satisfaction with the medical checkup

S. No

Level of
satisfaction

No. of
Respondents

percentage(%)

Highly satisfied

Satisfied

38

19

Neutral

34

17

Dissatisfied

62

31

Highly
dissatisfied
Total

66

33

200

100

Inference:
The above table shows that 33% of the respondents are dissatisfied with the medical check
upprovided by the concern,31% of the respondents are dissatisfied ,19% of the respondents are
satisfied with the medical checkup,17% of the respondents are neutral, and.no one is highly
satisfied with the medical checkup

Chart representing the Percentage of level of Satisfaction with the medical checkup
35
30
25
20
15
10
5
0

33

31
19

17

at
is
fie
d
hi
gh
ly

di
ss

at
is
fie
d

eu
tr
al
N

sa
tis
fie
d

D
is
s

H
ig
hl
y

sa
tis
fie
d

14. Table representing the level of satisfaction with the recognized list of
hospitals
S. No

Level of
satisfaction

No. of
Respondents

percentage(%)

Highly satisfied

10

Satisfied

74

37

Neutral

72

36

Dissatisfied

22

11

Highly
dissatisfied
Total

22

11

200

100

Inference:
The above table shows that 37% of the respondents are satisfiedwith the authorized list of
hospitals provided by the concern , 36% of the respondents are neutral, 11% of the respondents
are dissatisfied and 11% of the respondents are highly dissatisfied and 5% of the respondents
are highly satisfied.

Chart representing the Percentage of recognized list of hospitals provided

di
ss

at
is
fie
d

fie
d
H
ig
hl
y

D
is
sa
tis

eu
tr
al
N

sa
tis
fie
d

H
ig
hl
y

sa
tis
fie
d

40
35
30
25
20
15
10
5
0

15.Table representing the Satisfaction of Quantity and Quality of food

provided in the canteen:

S. No
1
2
3
4
5

Level of
satisfaction

No. of
Respondents

percentage(%)

Highly satisfied

Satisfied

68

34

Neutral

74

37

Dissatisfied

36

18

Highly
dissatisfied
Total

20

10

200

100

Inference:
The above table shows that 1% of the respondents are highly satisfied about the quality and
quantity of food provided in the canteen, 34% of the respondents are satisfied, 37% of the
respondents are neutral, 18% of the respondents are dissatisfied and 10% of the respondents are
highly dissatisfied.

Chart representing the Percentage level of satisfaction with quantity and quality of food
37

34

40
35
30
25
20
15
10
5
0

18
10

at
is
fie
d
H
ig
hl
y

di
ss

at
is
fie
d

eu
tr
al
N

sa
tis
fie
d

di
ss

H
ig
hl
y

sa
tis
fie
d

16. Table representing the level of satisfaction with the rate of food available
in the canteen
S. No
1
2
3
4
5

Level of
satisfaction

No. of
Respondents

percentage(%)

Highly satisfied

20

10

Satisfied

120

60

Neutral

40

20

Dissatisfied

20

10

Highly
dissatisfied
Total

200

100

Inference:
From the above table we infer that 60% of the respondents are satisfiedabout the rate food
available in the canteen, 20% of the respondents are neutral, 10% of the respondents are highly
satisfied10% of the respondents are dissatisfied about the rate of food in the canteen and no one
is highly dissatisfied.

Chart representing the Percentage level of satisfaction with the rate of food available in the canteen
70
60
50
40
30
20
10
0

10

60

20

Highly satisfied

Satisfied

Neutral

10
0
Dissatisfied Highly dissatisfied

17. Table representing the level of satisfaction with grievance Redressel

S. No

Level of
satisfaction

No. of
Respondent
s

percentage(%)

Highly satisfied

Satisfied

94

47

Neutral

72

36

Dissatisfied

30

15

Highly
dissatisfied
Total

200

100

Inference:
From the above table we infer that 47% of the respondents are satisfied about the grievance
redressel, 36% of the respondents are neutral, 15% of the respondents are dissatisfied 2% of the
respondents are highly dissatisfied and no respondents are highly satisfied

Chart representing the Percentage level of satisfaction with grievance redressel

H
ig
hl
y

di
ss

at
is
fie
d

fie
d

eu
tr
al
N

Sa
tis
fie
d

D
is
sa
tis

H
ig
hl
y

sa
tis
fie
d

50
45
40
35
30
25
20
15
10
5
0

18. Table representing the rating forseating arrangement

S. No

Rate

No. of
Respondents

percentage(%)

1
2
3
4
5

42

21

82

41

52

26

24

12

Total

200

100

Inference:
From the above table we infer that , 41% of the respondents rated 4 out of 5for seating
arrangement,26% of the respondents rated 3 out of 5, 21% of the respondents rated 5 out of 5
for seating arrangement,12% of the respondents rated 2 out of 5 and no respondents rated 1 out
of 5 for seating arrangement.

Chart representing the Percentage of rating for seating arrangement

45
40
35
30
25
20
15
10
5
0
5

19. Table representing the opinion about computer configuration:

S. No

Rate

No. of
Respondents

percentage(%)

46

23

102

51

52

26

Total

200

100

Inference:
The above table shows that51% of the respondents rated 4 out of 5for computer configuration,
26% of the respondents rated 3 out of 5 , 23% of the respondents rated 5 out of 5, no one rated 2
out of 5 and 1 out of 5 for computer configuration

Percentage
60
50
40

Percentage

30
20
10
0
5

20. Table representing therating for Ventilation, A/C

S. No
1
2
3
4
5

Rate

No. of
Respondents

percentage(%)

18

66

33

64

32

32

16

20

10

Total

200

100

Inference:
The above table shows that, 33% of the respondents rated 4 out of 5 for ventilation and A/C,
32% of the respondents rated 3 out of 5,16% of the respondents rated 2 out of 5, 10% of the
respondents rated 1 out of 5 9% of the respondents rated 5 out of 5 for ventilation and A/C.

Chart representing the Percentage of rating for ventilation,A/C

35
30
25
20
15
10
5
0
5

21. Table representing the rating for Lights

S. No
1
2
3
4
5

Rate

No. of
Respondents

percentage(%)

56

28

96

48

48

24

Total

200

100

Inference:
The above table shows that 48% of the respondents rated 4 out of 5 for lightings, 28% of the
respondents rated 5 out of 5, 24% of the respondents rated 3 out of 5,no respondents rated 2 out
of 5 and 1 out of 5 for lighting facility .

Chart representing the Percentage of rating for Lighting facility

50
45
40
35
30
25
20
15
10
5
0
5

22. Table representing therating for Fire-Extinguisher

S. No
1
2
3
4
5

Rate

No. of
Respondents

percentage(%)

108

54

44

22

48

24

Total

200

100

Inference:
The above table shows that 54% of the respondents rated 3 out of 5for fire extinguisher, 24% of
the respondents rated 1 out of 5,22 % of the respondents rated 2 out of 5no one rated 5 out of 5
and 4 out of 5.

Chart representing the Percentage of rating for fire extinguisher

60

54

50
40
30
20

22

24

10
0
50

0
4

23. Table representing the superiors are cooperative

S. No

Variables

No. of
Respondents

percentage(%)

Strongly agree

34

17

Agree

122

61

Moderate

32

16

Disagree

12

Strongly
disagree
Total

200

100

Inference:
The above table shoes that 61% of the respondents agreed that their superiors are cooperative,
17% of the respondents strongly agreed, 16% of the respondents are moderate, 6 % of the
respondents are disagreed and no one is strongly disagreed that their superiors are cooperative.

Chart representing the Percentage of superiors are cooperative

70
61
60
50
40
30
20

17

16

10

0
Strongly agree

Agree

Moderate

Disagree

Strongly0disagree

24. Table representing the satisfaction with the work space

S. No
1
2
3
4
5

Levels
Strongly agree
Agree
Moderate
Disagree
Strongly
disagree
Total

No. of
Respondents
22
98
60
6
14

percentage(%)

200

100

11
49
30
3
7

Inference:
From the above table, we infer that 49% of the respondents are agreed about their workspace
satisfaction, 30% of the respondents are moderate,11% of the respondents are strongly agreed
that they are satisfied about their work space,7% of the respondents are highly disagreed about
their workspace satisfaction,3% of the respondents are disagreed.

Chart representing the Percentage of satisfaction of work space

49
50
45
40
30

35
30
25
20
15

11
7

10

5
0
Strongly agree

Agree

Moderate

Disagree

Strongly disagree

25. Table representing freedom to offer suggestions

S. No

Variables

percentage

Strongly disagree

No. of
Respondents
12
84
58
38
8

Total

200

100

Strongly agree

1
2
3
4
5

Agree
Moderate
Disagree

6
42
29
19
4

Inference:
The above table shows that 42% of the respondents agreed that they are given freedom to offer
suggestions on official matters, 29% of the respondents are moderate, 19% of the respondents
disagreed, 6% of the respondents are strongly agreed and 4% of the respondents strongly
disagreed.

Chart representing the Percentage of freedom to offer suggestions

4

Strongly disagree

19

disagree

29

Moderate

42

Agree
6

Strongly agree
0

10

15

20

25

30

35

40

45

26. Table representing the reward for outstanding performance

S.

Variables

percentage(%)

Strongly disagree

No. of
Respondent
s
2
94
78
6
20

1
2
3
4
5

Strongly agree

Total

200

100

No

Agree
Moderate
Disagree

1
47
39
3
10

Inference:
The above table shows that that 47% of the respondents agreedthey are getting reward for
outstanding performance, 39% of the respondents are neutral, 10% of the respondents strongly
disagreed, 3% of the respondents disagreed and 1% of the respondents strongly agreed.

Chart representing the Percentage of reward for outstanding performance

10

Strongly disagree
3

Disagree

39

Moderate

47

Agreed
1

Strongly agree
0

10

15

20

25

30

35

40

45

50

27. Table representing the level of satisfaction with training

S.

Level of
satisfaction

1
2
3
4
5

Strongly agree

No

percentage(%)

Strongly disagree

No. of
Respondents
8
106
60
26
0

Total

200

100

Agree
Moderate
Disagree

4
53
30
13
0

Inference:
The above table shows that 53% of the respondents are satisfied, 30% of the respondents are
neutral, 13% of the respondents are dissatisfied only 3% of the respondents are highly satisfied
with the training given for them, and no respondents are highly dissatisfied about the training
given for them.

Chart representing the Percentage of level of satisfaction with training

Strongly disagree 0

Disagree

13

Moderate

30

Agree

53

Strongly agree

4
0

10

20

30

40

50

60

28. Table representing the requirement of the speciality hospitals to be added

in the list of hospitals provided.

S.No

Variables

No. of Respondents

Yes

140

70

No

60

30

Total

200

100

Percentage(%)

Inference:
The above table shows that 70% of the respondents required that the speciality hospitals to be
added in the list of hospitals provided by the concern, 30% of the respondents do not require the
specialty hospitals to be added in the list of hospitals provided.

rt representing the Percentage of requirement of speciality hospitals to be added in th list of hospitals provided

30

70

29. Table representing the requirement of health and fitness club

S.No

Variables

No. of Respondents

percentage(%

)
1

Yes

168

84

No

32

16

Total

200

100

Inference:
The above table shows that 84% of the respondents required the health and fitness club
and 16% of the respondents do not require the health and fitness club.

Chart representing the Percentage of requirement of health and fitness club

16

84

30. Table representing the regular feedback on performance

S. No
1
2
3
4
5

Variables

No. of
Respondents

percentage(%)

Always

34

17

Often

28

14

Occasionally

28

14

Rare

88

44

Never

20

10

Total

200

100

Inference:
The above table shows that 44% of the respondents are getting feedback rarely,17% of the
respondents are always getting feedback on their performance, 14% of the respondents are
getting feedback often ,14% of the respondents are getting feedback occasionally, and only10%
of the respondents never getting feedback.

50
45
40
35
30
percentage(%)

25
20
15
10
5
0
Always

Often

Occasionally

Rare

31. Table representing the opinion about the overall quality of work life

S. No

Variables

No. of
Respondents

percentage(%)

Excellent

16

Very good

62

31

Typical

108

54

Fair

14

poor

Total

200

100

1
2
3
4
5

Inference:
The above table shows that54% of the respondents feel that the overall quality of work life is
typical, 31% of the respondents feel very good,8 % of the respondents feel that the overall
quality of work life is excellent, 7% of the respondents feel fair and no respondents feel that the
overall quality of worklife is poor.

Chart representing the Percentage of opinion about the overall quality of worklife
54

60
50
40

31

30
20
8

10
0
Excellent

Very good

Good

Poor

0
Very Poor

32. Table representing the relationship between Designation of the

respondents and the levelof satisfaction with work assignment

Level of satisfaction with work assignment

Highly
Highly

Designation of
the
respondents

dissatisfi

Dissatisfi

ed

ed

Supt
Inspector
Senior Tax
Assistant
Deputy
officer
superintende

0
3

3
6

Neutral
3
2

Satisfie

satisfie

d
37
66

11
17

Total
54
94

14

29

23

15

17

125

40

200

nt
Total

Correlation
Asymp.
Std.
Value
Interval by

Pearson's R

Interval
Ordinal by

Spearman

Ordinal
Correlation
N of Valid Cases

Inference:

Error(a

Approx

Approx.

. T(b)

Sig.

-.120

.123

-.997

.322(c)

-.118

.128

-.978

.331(c)

70

The above table infers that there is negative correlation between the designation and level of
satisfaction with the work assignment. Therefore designation doesnt influence the level of
satisfaction with the work assignment.

33. Table representing the relationship between the gender of the respondents
and the level of satisfaction with transfer Policies

Level of satisfaction with Transfer Policies

Highly
Highly
Dissatisfi Neutr
Satisfie
dissatisfie
satisfie
ed
al
d
d
d
Gender of

Male

Total

17

28

28

76

151

23

14

49

22

33

51

90

200

the
respondent

Femal

e
Total

Chi-Square Tests
Value
Pearson Chi-Square
Likelihood Ratio
Linear-by-Linear
Association
N of Valid Cases

4.669(a
)
4.461
.032

df

Asymp. Sig. (2-sided)

0.32

.047

.859

70

Inference:
The significant value 0.32 is greater than 0.05, hence null hypothesis is accepted. Therefore it is
concluded that there is no relationship between the gender of the respondents and transfer
policies.

34. Table representing the relationship between Age group of the respondents
and the level of satisfaction with medical check up

Level of satisfaction with medical check up

Highly
Neutr
Satisfie
dissatisfie Dissatisfied
al
d
d

Total

Age group of

Below 25 yrs

the

25-35yrs

17

37

respondents

35-45yrs

23

20

16

61

45-55 yrs

23

20

11

62

Above 55 yrs

11

11

38

71

57

32

40

200

Total

Chi-Square Tests

Pearson ChiSquare
Likelihood
Ratio
Linear-byLinear

Value

df

Asymp. Sig. (2-sided)

10.635(a)

12

.560

10.074

12

.609

.311

.577

Association
N of Valid Cases

70

Inference:
Significant value 0.560 is greater than 0.05, hence null hypothesis is accepted. So it is inferred
that there is no relationship between age group and medical checkup.

35. Table representing the relationship between themarital status of the

respondents and the level of satisfaction with transfer Policies
H0: There is no significant relationship between the marital status of the respondents and the
level of satisfaction with transfer policies

H1:There is significant relationship between the marital status of the respondents and the level
of satisfaction with transfer Policies

Level of satisfaction with Transfer Policies

Highly
Highly
Dissatisfie
Neutr
dissatisfie
Satisfied satisfie
d
al
d
d
Marita
l status

Single

Married
Total

Total

11

10

26

11
22

28
28

49
52

80
90

6
8

174
200

Sig.

3.146

.081

ANOVA
Sum of
Square

df

s
Between
Groups
Within
Groups
Total

Mean
Square

3.562

3.562

77.009

69

1.132

80.571

70

Inference:
Significant value 0.081 is greater than 0.05, hence null hypothesis is accepted. Therefore it is
concluded that there is no relationship between the marital status of the respondents and the
level of satisfaction with transfer Policies

36. Table representing the relationship between the designation and the
Opinion about overall Quality of work life
Assumption:
H0: There is no significant relationship between designation and the Opinion about overall
Quality of work life

H1: There is significant relationship between designation and the Opinion about overall Quality
of work life
Opinion about overall Quality of worklife
Very
Excelle
Poor
Designation of
the
respondents

Supt
Inspector
Senior Tax
Assistant
Deputy officer
superintendent

Total

Fair
0
3

3
3

Typical
28
17

19

18

Good
20
37

nt
12
11

63
71

16

37

17

23

81

73

25

200

ANOVA

Between
Groups
Within
Groups
Total

Inference:

Total

Sum of
Square
s

df

Mean
Square

Sig.

4.087

1.362

2.322

.043

38.713

67

.587

42.800

70

Significant value 0.043 is lesser than 0.05, hence null hypothesis is rejected. It is concluded that
the designation influences the opinion about the overall quality of work life.

Need of the study:

In the current scenario every organization expects their employees to perform at their
peak potential. Though monetary aspects play an important role in motivating employees,
organization around the world have come to understand that there are many other aspects that
contributes better employee performance. It is these aspects that form the basis for this study. In
particular this study aims to identify the various tangible and intangible aspects that contribute to
the quality of the workplace. It is very important for an organization to create a very conducive
working environment for employees.

This study is needed to ensure that all employees are performing at their peak potential,
free from stress and strain, and to ensure all their needs are fully satisfied. This study will be
used as feedback from employees to know their current perspective of workplace and also to
identify the areas of improvement for the organization.

Scope of the study:

The term Quality of work life in its broader sense covers various aspects of employment and
non-employment conditions of work. This study covers the overall quality of work life of
employees, i.e. their job satisfaction, work environment, working hours, work stress, their
relation with their colleagues, work assignments, infrastructure provided etc ..The present study
aims at measuring the level of satisfaction of employees and to know about the various welfare
activities and benefits provided for the employees. The study is dependent on the opinion
expressed by all the employees of all the departments.

Quality of work life is a multi dimensional aspect. Some of these aspects are

Compensation and the reward for the work

Personal and career growth opportunities
Motivation
Participative management style
Health and Safety of the employees
Job security
Job specification

By providing better quality of work life, the following results can be achieved.

Better performance of employees

More devotion and dedication towards work
Reduced absenteeism
Voluntary participation in an organizational activities
Reduced corruption
Lesser attrition

Significance of the study:

Quality of work life covers the various aspects under the general umbrella of supportive
organization behavior. Thus the quality of work life should be broad in its scope. It must evaluate
the attitude of employees towards personnel policies. The research will be helpful in
understanding the current position of the organization. And provide some strategies to extend the
employee satisfaction with little modification which is based on the internal facilities of the
organization.
The research can be further used to evaluate the facilities provided by the management towards
the employee. This study also helps to manipulate the expectations of the employees.

FINDINGS:

General observation:
Most of the employees are satisfied with salary and benefits.
Most of the employees are satisfied with their work space and work assignment.
Most of the employees are satisfied with transfer policies but some of North Indian
employees are dissatisfied about the transfer policies.
Most of the employees are satisfied with the quality, quantity and rate of food in the
canteen
The superiors are cooperative
Most of the employees required health and fitness club.
Most of the employees required the speciality hospitals to be added in the authorized list
of hospitals provided.

 Maintenance and service of electrical and computer appliances are poor.

Rectification/Repair is not done instantly.

Most of the employees are dissatisfied about the promotion policies
Most of the employees feel that ventilation is poor.
Cleanliness of furniture and space is not up to the standard.
Most of the employees feel that the infrastructure facilities to be improved.

Observation from questionnaire:

Merely 74 % of data are collected from male and 26% of data are collected from female
Merely 19%, 28%, 32% of the respondents belong to age group of 25-35 yrs , 35-45 yrs
and 45-55 yrs respectively.20%and1% of the respondents belongs to age group of above
55 yrs below 25 yrs.
61% and 30% of the respondents has UG and PG Qualification respectively.6% are SSLC
and 3% are HSC.
Merely 14% of the respondents are having less than 5 yrs of experience, 12 %,10%,
21% of the respondents are having 5-10 yrs,10-15 yrs and 15-20 yrs of experience and
43 % of the respondents are having above 20 yrs of experience.
Merely 87% of the respondents are married and 13% of the respondents are unmarried.
59% of the respondents are satisfied with their salary and benefits and only 6% of the
respondents are dissatisfied with their salary and benefits.
Merely 61% of the respondents are satisfied in their work assignment and only 4% are
dissatisfied in their work assignment.
Merely 19% of the respondents are satisfied with medical checkup and 31 % of the
respondents are dissatisfied with the medical facilities provided by the concern.
70% of the respondents required that the specialty hospitals to be added in the list of
authorized hospital provided by the concern.
Merely 84% of the respondents required the health and fitness club.
Merely 49% of the respondents agreed that they are comfortable with the workspace
allotted for them and only 3% of the respondents are disagreed.
Merely 46% of the respondents are satisfied about the transfer policies and only 14% of
the respondents are dissatisfied.
30% of the respondents are satisfied with bonus provided and 26% of the respondents are
dissatisfied.

 34% of the respondents are satisfied and 18% of the respondents are dissatisfied with the
quality and quantity of food available in the canteen.
60% of the respondents are satisfied and only 10% of the respondents are dissatisfied
about the rate of food available in the canteen.
Only 23% of the respondents are satisfied with the promotion policies and 33% of the
respondents are dissatisfied.
Merely 61% of the respondents agreed that their superiors are cooperative and only 6% of
the respondents are disagreed.
Merely 31% of the respondents feel that the overall quality of work life is very good and
no respondents feel poor.
Only 17% of the respondents are getting always feedback for their performance and 44%
of the respondents are getting feedback on yearly report basis and 10% of the respondents
are never getting feedback.
53% of the respondents are satisfied with the training given for them and only 13% of
the respondents are dissatisfied.
47% of the respondents are agreed that they are getting reward for their outstanding
performance.
42% of the respondents agreed that they are given freedom to offer suggestion on official
matters and 19% of the respondents are disagreed.
21% of the respondents rated 5 out of 5 for seating arrangement, 41% of the respondents
rated 4 out of 5 for seating arrangement and no respondents rated 1 out of 5 for seating
arrangement.
23% of the respondents rated 5 out of 5 for computer configuration, 51% of the
respondents rated 4 out of 5 and no one rated 2 out of 5 and 1 out of 5 for computer
configuration.
9% of the respondents rated 5 out of 5 for ventilation and A/C
28% of the respondents rated 5 out of 5 for lightings, 48% of the respondents rated 4 out
of 5 and no respondents rated 2 out of 5 and 1 out of 5 for lighting facility.
No one rated 5 out of 5 and 4 out of 5 for fire extinguisher.
There is no relationship between the gender of the respondents and transfer policies
There is no relationship between age group and medical checkup

The designation of the respondents influences the opinion about the overall quality of

work life.
The designation doesnt influence the level of satisfaction with salary and benefits

SUGGESTION:

Job satisfactions are found to be good and it can improve by providing the satisfactory
seating arrangement.
The organization can provide separate computers on each table so that they can reduce
paper works and increase speed and accuracy in maintenance and retrieval of records
The organization can provide regular medical checkup for improving the medical
facilities.
The organization can provide bus/cab facilities from quarters to office.
The organization can provide effective training for efficient performance of employees.
The Organization can appoint special computer trainee to meet out the present

computerization of the department.

Separate vigilance checks can be there to ensure punctuality of all employees.
The Organization can improve the infrastructure for efficient working of individuals
The Organization can review the promotion policies
The Organization can concentrate on transfer policies especially for North Indian
employees.

Conclusion:

Every organization has to satisfy some of the basic needs and demands of its employees
because the satisfied and motivated employees are the source of achieving the organizational
goals and objectives. In order to use the maximum potential of the human resource, the
organization has to provide them with the best quality of their working life. Therefore every
organization needs to update and improve the quality of work life of the employees.
From the study it is clear that the overall quality of work life of employees is good in the
office of commissioner of central excise and service tax department of Trichy. This research
highlights some of the small gaps in employees satisfaction towards the quality of work life.

Annexure

Questionnaire
Personal Details:
:

Gender

Male

Female

Age: below 25 yrs 25-35 yrs 35-45 yrs 45-55yrs

Above 55 years
Educational Qualification

: SSLC+2UGPG

Designation

: SuperintendentInspectorSenior Tax Assistant

Deputy Officer Superintendent

Section

Marital status

___________________________

: SingleMarried
: Less than 5 yrs 5-10 yrs 10-15 yrs 15-20yrs

Experience
Above20 yrs

1. List out your satisfaction level regarding the following

S.N

Pay and

Highly

satisfied

1
2
3
4
5
6
7

Previlages
Salary and benefits
Work Assignment
Transfer policies
Promotion policies
Bonus
Medical Check up
List of recognized

hospitals
Quality & Quantity
of food provided in
canteen

Satisfied

Neutral

Dissatisfied

Highly
dissatisfied

Rate of food

10

provided in canteen
Grievance
Redressel

2. Please rate the following infrastructure

S.No
1
2
3
4
5

Infrastructure
Seating Arrangement
Computer configuration
Ventilation, A/c
Lights
Fire extinguisher

Very good

Good

Average

poor

Very Poor

3. List out your opinion about the following statements

S.No

Statements

Strongly Agree

Agree

Moderate

disagree

Strongly
disagree

The superiors are

cooperative
I am comfortable
with the present
workspace

allotment
I am given
freedom to offer
suggestions on

official work
I am rewarded for
my outstanding

work.
I am satisfied with
training
given for me

4. List out your requirements for the following questions.

S.No
1

Requirement
Do you require any specialty hospital to be added in the

Yes

No
6.

list of hospitals provided?

2
Do you require health and fitness club?
How often will you get feedback on your performance?
Always

Often

Occasionally

Rare

Never

7. Your Opinion about overall quality of work life

Excellent

Very good

Typical

Fair

poor

8. Any suggestions would you like to improve overall quality of work life in your organization?

Reference
Books:
1. K. Human Resources and Personnel Management
Tata McGraw-Hill Publishing Company Limited, New Delhi-110 001
2. C.R. Kothari Research Methodology of WishwaPrakashan publishing, Chennai -17

Websites:
www.citehr.edu
www.mbaguys.net
www.centralexcisetrichy.gov.in