MAJOR PROJECT 2011

TABLE OF CONTENT CHAPTER 1 INTRODUCTION 2 INDUSTRY PROFILE 3 COMPANY PROFILE 4 LITERATURE REVIEW 5 DATA ANALYSIS AND INTERPRETATION 6 FINDINGS, SUGGESTIONS AND CONCLUSION BIBILIOGRAPHY ANNEXURES TITLE PAGE NUMBER

LIST OF CHARTS S. NO NAME OF THE PAGE NUMBER

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CHARTS 1 Organizational Structure Organizational structure of HR Department Specific issues in QWL

LIST OF TABLES S.NO 5.1 5.2 2.3 NAME OF TABLES Length of experience of employees in the organization Level of job satisfaction of employees Level of satisfaction with respect to working condition prevailing in the organization
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5.4 5.5 5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 5.14 5.15 5.16 5.17 5.18 5.19

Motivation derived from working environment Employees freedom to express comments and suggestions Level of interpersonal relationship existing in the organization Data pertaining to training and development programmes conducted in the organization Data pertaining to the benefit of training and development programme Data pertaining to compensation for the work done Data regarding linking of reward to the performance of the employee Data regarding suitability of employee to the job position Data regarding supply of resources by the company Data regarding freedom of application of creativity Working schedule of the organization Degree of motivational support from superiors at work place Date with respect to relationship of workers with their immediate superior Data regarding relationship of workers with subordinates Data regarding the communication system in the organization Feedback provided by the superior regarding
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the employees work 5.20 5.21 5.22 5.23 Extend of motivation derived from the feedback given by the superior Data regarding the quality of training programme provided by the company Extend of welfare activities provided by the company Initiatives undertaken by the company with respect to career growth and development programme Scope for career growth and development in the work of the employee 5.25 Grievance reddressal system prevailing in the organization

5.24

LIST OF DIAGRAMS S.NO 5.1 5.2 2.3 5.4 5.5 NAME OF DIAGRAMS Length of experience of employees in the organization Level of job satisfaction of employees Level of satisfaction with respect to working condition prevailing in the organization Motivation derived from working environment Employees freedom to express comments
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5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 5.14 5.15 5.16 5.17 5.18 5.19 5.20

and suggestions Level of interpersonal relationship existing in the organization Data pertaining to training and development programmes conducted in the organization Data pertaining to the benefit of training and development programme Data pertaining to compensation for the work done Data regarding linking of reward to the performance of the employee Data regarding suitability of employee to the job position Data regarding supply of resources by the company Data regarding freedom of application of creativity Working schedule of the organization Degree of motivational support from superiors at work place Date with respect to relationship of workers with their immediate superior Data regarding relationship of workers with subordinates Data regarding the communication system in the organization Feedback provided by the superior regarding the employees work Extend of motivation derived from the
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feedback given by the superior 5.21 5.22 5.23 Data regarding the quality of training programme provided by the company Extend of welfare activities provided by the company Initiatives undertaken by the company with respect to career growth and development programme Scope for career growth and development in the work of the employee 5.25 Grievance reddressal system prevailing in the organization

5.24

CHAPTER 1 INTRODUCTION The human resource has immense potential. The role of economic development of any nation depends on the degree of effective mobilization of these resources. India is a developing country. This means that majority of the population belong to the working class. They have to struggle to make both the ends meet. In their struggle for daily living, they loose sight of the individual development, productivity, selfactualization etc.There are certain special characteristics with regard to
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the Indian labourer, such as coming from villages to city in search of work, being away from loved ones, having to accept work at poor working conditions, low wages, etc. The success of any organization is critically dependent on how it attracts recruits, motivates and retains its workforce. Todays organizations need to be more flexible so that they are equipped to develop their work force and enjoy their commitment. Organizations are therefore required to adopt strategies to improve the employees Quality of Work Life to satisfy both the organizational objectives and employee needs. Quality of Work Life (QWL) as a human resource strategy is being recognized as the ultimate key for development among all the work system. QWL addresses the concerns of the improving employee satisfaction, strengthen work place learning and better management of the on-going change and transition. One of the important strategies to improve QWL is to create work rules that can help in maintaining and orderly atmosphere where employees are treated with dignity and respect that is pleasant for employees to work effectively, helping to ensure that employees conduct themselves in a professional and safe manner, encouraging open communication between employer and employee. The present scenario in India is that the employers are becoming aware of their workers needs and are taking effective measures to improve their morale and self worth by the various Quality of Work Life programmes. Quality of Work Life measures is inevitable to any organization where workers are involved. An organizations responsibility to its employees extends beyond the payment of wages for their services. The employees safety and welfare on and off the job within the organization

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is a vital concern of the employer. Providing a safe and healthy environment is a pre-requisite for any productive effort. Through this study on QUALITY OF WORK LIFE of employees with reference to PEEKAY STEEL CASTINGS PVT. LTD, CALICUT the researcher is trying to get some awareness about the factors affecting the Quality of Work Life and the approaches to improve the Quality of Work Life.

OBJECTIVES OF THE STUDY This study would give an overview of the Quality of Work Life of employees of peekay steel castings pvt. Ltd, Calicut. Since Quality of Work Life of employees is essential for improving the productivity of an organization, a study on the existing Quality of Work life of employees would help the organization perform better. Objectives of the study are: To find out impact of quality of work life initiatives extended by the company towards the employees. To find out the ways to improve quality of work life. To gain an insight in to current quality of work life policies and practices prevailing within the company and also to understand the work life balance issues.
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To find out the satisfaction level of employees with respect to their work and working environment. SCOPE OF THE STUDY The scope of study is confined to studying the level of quality of work life of employees of Peekay steel casting . pvt. Ltd, Calicut. This study will help to understand the role of quality of work life in shaping the personality of the employees of Peekay steel castings pvt. Ltd in better way. So this analysis can be useful for top management to take appropriate decision for improving the Quality of Work Life of employees in the organization. RESEARCH METHODOLOGY Research methodology is a way to systematically solve a research problem. In research methodology we study the various steps that are generally adopted by a researcher in studying his research problem along with logic behind them. Research methodology has many dimension and research methods do constitute a part of research methodology. RESEARCH DESIGN A research design is the arrangement of conditions for the collection and analysis of the data in a manner that aims to combine relevance to the research purpose. It constitutes the blue print for the collection, measurement and analysis of data. A good research design is one which minimizes bias and maximizes the reliability of data collected and analyze.The research design used under this study is descriptive research. DESCRIPTIVE RESEARCH Descriptive research studies are those studies which are concerned with describing the characteristics of a particular individual or group. Hence the researcher must be able to define clearly, he wants to measure and

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must find adequate methods for measuring it along with a clearest definition of population he wants to study. SOURCES OF DATA There are two sources from where data are collected. They are: PRIMARY DATA Primary data consist of original information collected for specific purpose. The primary data for this study was collected through a direct survey with the respondents guided by a structured questionnaire. These data are used for analysis SECONDARY DATA Secondary data consist of information collected from already published data like books, websites and organization brochures.

SAMPLE DESIGN Sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or procedure the researcher would adopt in selecting items for sample. Study is concerned with the Quality of Work Life of the employees of peekay steel castings co. pvt. Ltd, calicut. Respodents are employees mainly administrative and middle level of the organization. SAMPLE SIZE Sample size of the study includes 50 employees. SAMPLING TECHNIQUE

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It refers to the technique or procedure the researcher would adopt for selecting items from the sample. Sampling technique used in this study is convenience sampling. TOOLS FOR ANALYSIS The data was analyzed and interpreted using appropriate tools such as specifically prepared tables and charts. Simple percentage is also used. The filled questionnaire were scrutinized and analyzed. The formula used for calculating simple percentage is given below. Percentage = no of the responses Total no of respondent 100

LIMITATIONS OF THE STUDY The main limitations of the research study are. The respondents were unable or unwilling to give a complete and accurate response to certain questions. The duration of the study was 21days and in depth study is not possible. Respondents might have given biased information that may affect the reliability of results. Data is collected by way of primary and secondary sources.

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CHAPTER 2 INDUSTRY PROFILE STEEL INDUSTRY Steel is an important indicator to analyze the economic development of a country. The steel industry is highly scientific and technology oriented. Technological advancement is very important for the overall health of the steel industry. The steel industry, in general, is on up springing, due to strong growth in demand propelled particularly by the demand for steel in China. The world scenario coupled with strong domestic demand has benefited the Indian steel Industry. The faster growth of domestic consumption relative to production was reflected in a decline in exports of finished steel (2.6 million tons) by 18.2 percent
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compared to the corresponding period of previous year. Production of pig iron is falling due to the integration of the steel making process with the production of pig iron being consumed as a raw material in the process itself. World steel prices rose from December 2001 onwards. The price increase of hot-rolled (HR) coils, during January 2002 to December 2004 was from US$ 140 175 per ton. As part of building up infrastructure, India has started a tremendous program of construction across the country. As a result, domestic steel demand has risen. But The Industry has lost its patience and has been day-by-day facing all odds. The past few years have tough for secondary steel rerollers in India. The market is hit by sluggish demand coupled with falling prices, high raw material prices, high wages exorbitant power tariff increases and fuel price increase. Actually, the backbone of the manufactures would have been broken, but their patience, enthusiasm, willpower to survive and technological improvement within their own resources saved this industry. During ancient period The history of iron and steel making in India goes back by several centuries. It dates to 480 BC when archers in India used arrows tipped with steel. The iron pillar of Dhar near Indore in Madhya Pradesh dates back to about 321 AD, the iron pillar of Kutab Minar near Delhi dates back to about 400 AD and the iron beams of Sun temple of Konark in Orissa dates back to 13th century. These pillars are a testimony to ancient India's expertise in the making of steel. Before independence The roots of the Indian Steel industry in modern times can be traced to the year 1874, when a company called Bengal Iron works at Kulti near Asansol in West Bengal produced iron. One of the most important landmarks in the history of Indian steel industry was the commencement
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of the Tata Iron and Steel Company at Jamshedpur in the state of Bihar in 1907.The other prominent steel manufacturers before independence were Indian Iron and Steel Company (1922), Mysore Iron and Steel Works(1923) and steel corporation of Bengal (1937). After independence India found it difficult to sustain development in steel sector after independence on its own due to the lack of technological development. The high cost of developing technology in this sector proved to be a major hindrance. That's when the government decided to go for synergy with other countries for technology transfer. Some of the prominent steel plant set up then was in Rourkela in collaboration with West Germany and in Bokaro in collaboration with Russia. These steel plants came under the purview of public sector enterprises. The post liberalization scenario in the Indian Steel industry has witnessed a monumental shift. Some of the salient features are: The need for license for increasing capacity has been abolished. Steel industry has been removed from the list of Industries under the control of state sector. Foreign equity investment in steel has gone up to 74%. In January 1992 the price and distribution controls were removed.

Policies like convertibility of rupee on trade account, freedom to mobilize resources from overseas financial markets and restructuring of existing tax structure have immensely benefited the industry.

Milestone The Indian steel industry has come a long way since its humble beginnings. The takeover of the British steel giant Corus steel by Tata Steel and the acquisition of Arcelor by Mittal Steel herald a new beginning for the Indian steel industry. These events signify the fact that
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the Indian steel industry has acquired a global identity and is today extremely competitive globally. INDIAN STEEL INDUSTRY The Indian steel industry is nearly a century with Tata Iron & Steel Company (Tata Steel) being the first integrated steel plants being set up in 1907. Post independence the steel industry made a ready progress. In India, a major part of steel is consumed in engineering applications, followed by automobiles and construction. The growth of steel, as well known, is dependent upon the economy, industrial production and infrastructure sectors. Over the last few years the performance of Indian steel industry had been adversely affected due to overcapacity, cheap imports, economic slowdown, global declining steel prices and also antidumping duty imposed by USA on Indian exports. Most major steel companies, with the exception of Tata steel have thus been reporting losses. Globally, crude steel production has attained an altitude of 1239.5 mn tones (mt) in the year 2006. Share of top ten steel producing countries was about 76.4% with China, leading the pack, contributing almost 34% and India ranked 7th with reasonable 3.5%.In the recent past, a major swing has been observed in the global steel productions in developing countries. During the year 2003- 2005, the compound annual growth rate (CAGR) of steel productions in developing economies like china (25.5%) and India (9.5%) was much higher than the CAGR of the world steel production (8%). On the consumption aspect, globally, India has emerged as the 5th largest consumer of steel in the year 2005. Indian steel industry is characterized by fragmentation, particularly in the downstream segment, with a large number of unorganized players. Energy intensiveness of Indian steel industry is highlighted by its

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consumption of about 10% and 27% of total electricity & coal consumed respectively by the entire Indian industry. Primary procedures (integrated steel producers (ISPs) in the country produce majority of flat products and secondary producers (mini steel plants) produce most of the long products. Globally, 65.4% of crude steel is produced by BF/BOF route (Blast Furnace/Basic Oxygen Furnace), 31.7% by EAF route(Electric Arc Furnace) and rest by open hearth method. In India, BF/BOF route dominants with 41% share, followed by induction furnace at 31%, EAF at 25% and COREX at 3 %. In financial year 2006, domestic steel production was approximately metric ton. Imports and exports as a% of steel produced stood at 8.8% (3.77% metric ton) & 10.2 % (4.35tm) respectively. In financial year 2006, India consumed about 38 metric tons of steel, infrastructure sectors being the largest consumer. The demand for the flat steel in the country is increasing with the growth in automobile and consumer durable industries. Cost of production of steel depends on technology employed for production and extent of backward integration, sourcing of power and raw material. Typical power consumption per ton of steel produced ranges between 500-650KHS.Raw material accounts for 60-70% and energy (coal and power) 25-30% of total cost of production. India has self sufficiency in iron ore but for coaking coal, coke and scrap it has to depend upon imports. In financial year 2006, India produced about 166 metric tons of iron ore out of which 66.3 metric ton was consumed by domestic steel producers and the rest was exported. The demand growth of scrap is expected to be lower because of substitution by sponge iron. Since 2003, India has been the largest sponge iron

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producer in the world. In 2005, out of total global production of 56.05 metric tons irons, India produced around 11.1 metric tons (19.8). In line with production target of 110 metric tons of steel(National Steel Policy) by financial year 2000, many steel producers have announced their capacity expansion plans by signing Mouse with various state governments like Chhattisgarh, Orissa and Jharkhand. The steel producers are expected to add around 8 metric tons of capacity by financial year 2008. We estimate that during 2006-09, demand for steel in the domestic market would grow at a CAGR of 8.4%. Hot rolled (HR) steel because of its widespread applicability is expected to grow at a CAGR of 17.5%. During this period, major demand drivers would be Consumer durable, Automobiles and Construction. After latent scenario till 2003, international steel prices rose to touch highs in early 2005, mainly driven by rapid growth in steel demand from developing economies. Domestically, steel prices of flat products follow the international trend. Globally steel prices are expected to firm up with continued growth in steel consumption. Further, the winds of consolidations have gathered peace with Arcelor-Mittal merger and latest acquisitions of Corus by Tata Steel. The Indian steel industry has announced huge capacity expansions. With commissioning of these capacities demand-capacity ratio is expected to decline in financial year 2009 due to excess capacity. The industry classification is based on products categories (and the major producers) can be divided in the following: Iron ore National Mineral Development Corporation (NMDC), Kudremukh Iron Ore Company (KIOCL) and major merchant producers of iron ore. SAIL and Tata steel have their captive iron ore mines.

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Pig iron KIOCL, Sesa Goa and Usha Ispat. Apart from them there are many mini blast furnace MBF pig iron producers and even integrated steel plants like SAIL and RINL produce a significant amount of pig iron. Sponge iron Essar Steel, Ispat industries, Vikram Ispat (a division of Grasim) is the major producers of gas sponge iron. Flat steel products SAIL, Tata steel, Essar steel, Ispat industries and Jindal Vijayanagar (JVSL) are the major producers of hot rolled coils(HRC). Sail, Tata steel, Ispant industries, Jindal group of companies, Uttam steel and Bhustan steel are the big producers of cold rolled coil sheets(CRC) and galvanized sheets(GP/GC). Long products SAIL and Tat steel other major producers of long products. Future Trends It has to be said that the global recession has affected the Indian steel industry especially stainless steel, but the steel industry is trying to offset the negative effect of the recession by focusing on transportation and construction projects which are usually funded by the government. India is the only country globally to record a positive overall growth in crude steel production at 1.01 per cent for the period January -March 2009. It is estimated that India's steel consumption will grow at nearly 16% annually till 2012. The National Steel Policy has forecasted the demand for steel would reach 110 million tons by 2019-2020.

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CHAPTER 3 COMPANY PROFILE PEEKAY STEEL CASTINGS PVT LTD

Peekay Steel Castings (P) Ltd, established in 1991, is a modern state-of-the-art foundry located at Calicut (Kozhikode) in Kerala on the western coast of South India, manufacturing high quality steel castings made of Carbon steel, Alloy steel, Stainless steel, Duplex steel, Nickel base alloys etc. in various sizes and weights up to 11000 Kg per piece for the petrochemical industry, power supply, earth moving, transportation and other engineering industries. The annual production capacity is 5000 MT. This capacity is being enhanced to 7200 MT/annum from April 2008 onwards. Peekay Steel Castings (P) Ltd is the flag ship company of Peekay group which plays a vital role in the industrial development of Kerala. The company was incorporated with the Registrar of Companies, Kerala as a private limited company on 09.04.1991. Peekay Group was established in the year 1942 by Haji P.K.Moidu, a legend of his own time for his uncommon vision. The strong foundation laid down by his extraordinary business acumen and uncompromising integrity has given the group a strong set of values and fundamentals. After the blazing success for the past 65 years, the group has held those values closer than ever and has focused more on its
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business objectives surpassing conventional paradigms and setting new benchmarks. Today, under the leadership of Mr.P.K.Ahammed, the company has become one of the most respected Indian family business houses with an annual turnover exceeding 120 Million US Dollars. The group's strong vision has given it the right direction and ever increasing urge to grow. Peekay group plays a vital role in the industrial development of Kerala and its activities include steel, flour mills, real estate, construction, plantations, education, health care, charitable institution etc,. PEEKAY GROUP M/s. Peekay Steel Castings Pvt. Ltd., Calicut M/s. Peekay Steel Castings Pvt. Ltd., Coimbatore M/s. Peekay Rolling Mills Pvt. Ltd., Calicut M/s. Janatha Steel Mills Pvt. Ltd., Calicut M/s. Ahammed Roller Flour Mills Pvt. Ltd., Calicut M/s. Pondy Roller Flour Mills Pvt. Ltd., Mahe M/s. Peekay Roller Flour Mills, Calicut M/s. Peekay Overseas Ventures, Calicut M/s. P.K.Ahammed & Co, Calicut M/s. Nellikot Traders, Calicut M/s. Peekay Constructions, Calicut M/s. Peekay Estates, Thamarassery.

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ORGANIZATIONAL STRUCTURE OF PERSONNEL DEPARTMENT CHART NO: 2

JOINT MANAGING DIRECTOR

EXECUTIVE DIRECTOR

HR MANAGER

WELFARE OFFICER

MANAGER LABOUR LAWS

EXECUTIVES

EXECUTIVES

EXECUTIVES

VISION To be an engineering conglomerate and lead Peekay to new horizons, expanding and diversifying to new industries and cutting edge technologies. A one stop supplier to all the major OEMs globally in terms of ready to assemble machined castings, forging and fabrications requirements globally. MISSION To produce 13200 Tons of Steel Castings in the financial year 2008-09.To serve the customers, with wide range of requirements starting from 0.5kg to 12 Tons single casting from our different plants in different locations. QUALITY POLICY Peekay Steel Castings shall consistently and diligently manufacture products exceeding the expectations of the customers, to remain a market leader by excellence in total quality performance. It commits to
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continuously improving its processes, personnel and system towards meeting customer satisfaction. BOARD OF DIRECTORS Chairman Managing Director Joint Managing Director MAJOR CUSTOMERS ARI - Armaturen Albert Richter GmbH & Co. KG, Germany Cardwell Westinghouse, USA Control Component Inc., USA Dresser Produits Industriels, France General Electric Company, USA Koso Fluid & Controls Pvt. Ltd., Leser GMBH & CO.KG, Germany Malbranque S.A., France Mokveld Valves, BV Nordstrom Audco Inc, USA (Flowserve) Severn Glocon Ltd., UK SPX Process Equipment, USA Termomecannica Pompe, Italy Advance Valves, Faridabad Alstom Projects India Ltd, Baroda Audco India Ltd, Chennai Bharat Heavy Electricals Ltd, Tiruchirappalli Dresser Valve, India Koso Fluid & Controls Pvt. Ltd., Fisher - Xomox Sanmar Limited , Chennai
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- Mr. P .K. Ahanmmed - Mr.K E.Moidu - Mr.K.E.Shanavaz

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CERTIFICATION

FlowServe India Controls Private Limited, Bangalore Instrumentation Limited, Palakkad Kent-Introl Pvt. Ltd., Nashik KSB, Coimbatore MIL Controls Limited, Thrissur

ISO 9001-2000 By TUV Germany has been certified since 2000. AD 2000-Merkblatt W 0 By TUV Germany Company has been certified since 2000. Certificate of Quality system for material manufacture according to directive 97/23/EG By TUV Germany. Well Known Foundry certification under Boiler Regulations 1950 for castings upto 12000 Kg/Piece. Approval of manufacturer Certificate by DNV (Det Norske Veritas). Manufactures Capability Certificate (MCC) by Germanischer Lloyd Germany. Foundry Approval by BV Marine. Approval from Lloyds Register Asia. Supplier Qualification Certificate from Emerson.

ABOUT STEEL CASTINGS

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The company manufacturing high quality steel castings made of Carbon steel, Alloy steel, Stainless steel, Duplex steel, Nickel base alloys etc. in various sizes and weights up to 11000 Kg per piece for the petrochemical industry, power supply, earth moving, transportation and other engineering industries. The annual production capacity is 5000 MT. This capacity is being enhanced to 7200 MT/annum. In the Foundry the moulding is carried out in no-bake process (Alkaline Phenolic) equipped with high speed continuous sand mixing and reclamation system, fluidized bed cooler etc. The melting Department has 3 ton, 5 ton, 6Ton & 10Ton induction furnaces with ladle pre-heater. Apart from fully equipped fettling department we have 1 MT, 6MT,10 MT (2 nos.) capacities as per API calibrated ceramic fibre lined temperature controlled heat treatment furnaces. The company has a separate work centre equipped with 250 Kg and 150 Kgs furnaces for shell castings production. It also has a modern radiography enclosure room with Cobalt 60 and Iridium 192 duly approved by the Atomic Energy Dept. of the Government of India for radiography testing of castings. The castings are subjected to physical and chemical testing in a well equipped sophisticated laboratory which consists of multi channel optical emission spectrometers, digital UTM with electronic extensometer, impact testing machine, micro structure analyzer, profile projector, Hardness tester etc. It employs most modern technology and has installed state-of art machinery and equipment for the manufacture of high quality steel castings. It has the most modern and sophisticated quality control laboratory for all types of physical and chemical testing and a radiography enclosure room with Cobalt 60 and Iridium 192 for radiography testing of castings. The entire manufacturing process and service departments are supervised and managed by qualified,
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experienced and competent personnel. The technology is constantly upgraded and the most advanced technology is available in the foundry sector. Fully equipped Machine shop imported machinery is attached to the Calicut foundry for meeting the growing demand for machined, ready to use castings/components for the oil and gas and other engineering sectors. The steel castings are exported to various countries of the European union, Germany, France, Italy, UK, Netherlands, Spain, Belgium, USA, Canada, Japan, Korea, Singapore and UAE. The castings are made according to the customer specifications in terms of quality and delivery. The company holds several certification and recognition from renowned international agencies. The company also holds the largest number of international certification under one umbrella in India. STEEL MANUFACTURING PROCESS The casting process is classified into five stages: 1) Pattern Making 2) Moulding and Core Making 3) Melting and Casting 4) Fettling
5) Testing and Inspection

PATTERN MAKING Pattern is the principle tool used in the casting process. It is the replica of the object to be cast. It is constructed to form an impression called mould. Pattern used in sand castings may be made of wood, araldite, aluminium, shell or cast iron. Mostly for pattern making wood is used. The major types of patterns are: 1) Single Piece Pattern
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2) Split Pattern 3) Match Plate Pattern 4) Gated Pattern 5) Sweep Pattern 6) Shell Pattern 7) Skeleton Pattern Pattern Making Allowances DRAFT ALLOWANCES The slight inward tapering on the vertical surface of a pattern is called Draft Allowances.The pattern needs to incorporate suitable allowances for draft, so its sides are tapered so that when it is pulled from the sand, it will tend not to drag sand along with it. MACHINE ALLOWANCES The extra amount of metal provided in the surfaces to be machined. CONTRACTION ALLOWANCES The shrinkage. CORE PRINTS The core in the mould cavity, a recess is made in the mould with the help of projection suitably placed in the pattern. This projection is core print. pattern has to incorporate suitable allowances for

METAL PATTERN Large number of castings are to be made from a single metal pattern. The metals used for pattern are cast iron, steel, brass, aluminium and white metal.

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For pattern making , the design is received from the customers. The customers send their specifications and design using the AUTOCAD software. The pattern is then made with all these requirements. The main machines used here are: Planning Tool Grinder Wood thickness planer cum surface planer Measuring Instruments Band Saw Machine Drilling Machine Portable Saw Circular Cutting Machine Digital and Electronic Equipments Portable Planner Machine Portable Zig Saw Machine MOULDING AND CORE MAKING It is the process of manufacturing by shaping pliable raw material using a rigid frame or model called a mould. A mould is a hollowed out block that is filled with a liquid like plastic, glass, metal of ceramic raw materials. The liquid hardens or sets inside the mould, getting its shape. Process: After the patterns are made, it is arranged properly in the pattern shop. The size is selected according to the method card. After filling the mould into the pattern, the remaining section is filled with reclined sand. Aftr setting the sand pre-heating of the mould and core is done by torching. Then coating is applied on the mould using brushes. There are three types of coatings. Isomol Serakote - White colour - Blue

Zrakofluid - Green

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The coated area of the mould is then torched. After the mould is prepared core setting and after the core setting the wall thickness and core print clearance is checked. MELTING AND CASTING Scraps of different properties are used for this process. They are lifted with a magnetic crane to the place near furnace. The induction furnace is used in the foundry shop. An induction furnace is an electrical furnace in which the heat is applied by induction heating of a conductive medium (usually a metal) in a crucible around which water-cooled magnetic coils are wound. Two hours are taken to melt the entire scrap. Various melting furnaces are used for various grades of steel. Pyrometer is used to check the melting temperature. The machines used in this process are: Ladle Preheaters Digital Crane Weigher Method of Pouring: Lip Pouring, Bottom Pouring Immersion type Pyrometer for temperature control FETTLING It is the process of cutting off unwanted parts, cleaning and finishing the surfaces. This is the process of stripping away any unwanted metal to produce the finished cast product. It includes the process of shot blasting, welding, oxy cutting, dressing, welding and heat-treating. Also includes: Removes off core in casting.

Removal of gates, riser, spruces and runner from the casting by knocking and breaking with hammer.

Removal of unwanted projections. Repairing castings to fill up blow holes. Straightening the warped or deformed casting. Fettling process of carbon steel 1) Shakeout or Knockout:
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The casting is removed from the mould at the shakeout or knockout area. Sometimes the mould is placed on a vibrating screen or grid, for the moulding sand to fall into a hopper or sand collector. 2) Gas Cutting: Oxy cutting is used to remove metal projections that are unable to be knocked off by other means, or when breakage of casting may appear. For eg: carbon steel castings. 3) Heat Treatment It involves in the improvement properties of materials used in castings. The castings are further heated in the heat treatment furnace. Cooling involves either a controlled cool down in the oven or furnace, air cooling, or quenching in water special oils. 4) Shot Blasting Here the steel shot is projected by a slinger (a spinning wheel containing blades) in a predetermined pattern. Castings placed within this shot blast pattern area are cleaned by the abrasive action of the steel shot. 5) Magnetic Particle Inspection It is non- destructive methods for the detection of defects in ferrous materials. This process uses an externally applied magnetic field or DC current. The defect in the castings are found out in this way. 6) Welding These techniques are mainly used for repair or reworking of castings. TESTING AND INSPECTION After the shot blasting process the castings are subjected to testing and inspection. The castings are inspected on the basis of dimensions. Mainly four types of inspections are done: a) Dimension Inspection
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b) Magnetic Particle Inspection c) Ultrasonic Inspection Very hot ultrasonic pulse-waves center frequencies ranging from 0.1-15 Mhz are launched into materials to detect internal flaws. It is a form of non-destructive testing used in many industries. d) Radiography Radiography is the use of ionizing electromagnetic radiation to view objects in a way that cant be seen otherwise. It is a method of inspecting materials for hidden flaws by using the ability of short wavelength electromagnetic radiation to penetrate various materials. CHEMICAL TESTING a) Moisture Testing Small portion of sand (raw material) is taken and tested to determine the moisture content. b) Sieve Shaker Sand is sieved using a sand siever It is to measure the fineness of sand. c) PH Meter The Ph value of the sand is determined using digital Ph meter. The Ph value of sand is determined. d) Amount of Clay The sand is weighed in common balance or digital balance. After the sand is washed, it is again weighed. The difference in the weight of sand shows the percentage of clay present. e) Loss of Ignition It is tested by loss of Ignition machine, to determine the loss of sand due to the process. MECHANICAL TESTING It is done to test the strength, hardness etc. of TMT bars.
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a) Compression Testing Machine to test materials under compression bending hardness test on metals are also conducted a) Hardness Testing to check hardness resistance power c) Universal Testing Machine to test the compressive properties of materials to check the metal strength how much load it can withstand d) Charpy Impact Testing Machine to check the toughness the energy it can take. HEAT TREATMENT Process carried out to get the required property. Casting is put into furnace and heated to the particular temperature. Its kept in this temperature for a particular time and cooled. Its done to achieve mechanical properties.

WELDING - Shielded metal Arc welding - Free of Defects -Welding procedure qualifications

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CHAPTER 4 LITERATURE REVIEW QUALITY OF WORK LIFE Quality Of Life may be defined as subjective well-being. Recognizing the subjectivity of Quality Of Life is a key to understanding this construct. QOL reflects the difference, the gap, between the hopes and expectations of a person and their present experience. Human adaptation is such that life expectations are usually adjusted so as to lie within the realm of what the individual perceives to be possible. This enables people who have difficult life circumstances to maintain a reasonable QOL. - Janssen Quality-of-life StudiesOur definition of quality of life is: The degree to which a person enjoys the important possibilities of his/her life. Possibilities result from the opportunities and limitations each person has in his/her life and reflect
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the interaction of personal and environmental factors. Enjoyment has two components: the experience of satisfaction and the possession or achievement of some characteristic, as illustrated by the expression: "She enjoys good health." Three major life domains are identified: Being, Belonging, and Becoming. Quality of Work Life The term Quality of Work Life refers to the favourableness or unfavourableness of a total job environment for people. QWL programs are another way in which organizations recognize their responsibility to develop jobs and working conditions that are excellent for people as well as for economic health of the organization. Definition The American Society of Training and development defined quality of work life as a process of work organizations which enables its members at all levels to actively participate shaping the organizations environment, methods and custom. This value based processor aimed towards meeting the twin goals of enhanced effectiveness of organization and improved quality of life at work for the employees. QWL in long and short can easily be defined as an approach concerned with overall climate and the impact that the work has an organizational effectiveness. Direct participation of employees in problem solving and decision making in areas to their work helps upgrade the quality of life at work. Various scholars and management practitioners have defined QWL but a unanimous approach towards the definition was not found. The elements in a typical QWL program include open communications, equitable reward systems, a concern for employee job security and satisfying careers and participation in decision making. Many early QWL efforts focus on job enrichment. In addition to
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improving the work system, QWL programs usually emphasise development of employee skills, the reduction of occupational stress and the development of more co-operative labour-management relations. Vigorous Domestic and International competition drive organizations to be more productive. Proactive managers and human resource departments respond to this challenge by finding new ways to improve productivity. Some strategies rely heavily upon new capital investment and technology. Others seek changes in employee relations practices. Human resource departments are involved with efforts to improve productivity through changes in employee relations. QWL means having good supervision, good working conditions, good pay and benefits and an interesting, challenging and rewarding job. High QWL is sought through an employee relations philosophy that encourages the use of QWL efforts, which are systematic attempts by an organization to give workers greater opportunities to affect their jobs and their contributions to the organizations overall effectiveness. That is, a proactive human resource department finds ways to empower employees so that they draw on their brains and wits, usually by getting the employees more involved in the decision-making process. A Rationale Job specialisation and simplification were popular in the early part of this century. Employees were assigned narrow jobs and supported by a rigid hierarchy in the expectation that efficiency would improve. The idea was to lower cost by using unskilled workers who could be easily trained to do a small, repetitive part of each job. Many difficulties developed from that classical job design, however. There was excessive division of labour. Workers became socially isolated from their co-workers because their highly specialized jobs weakened their community of interest in the whole product. DeMBA@JMC 34

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skilled workers lost pride in their work and became bored with their jobs. Higher-order (social and growth) needs were left unsatisfied. The result was higher turnover and absenteeism, declines in quality and alienated workers. Conflict often arose as workers sought to improve their conditions and organizations failed to respond appropriately. The real cause was that in many instances the job itself simply was not satisfying. Forces for Change A factor contributing to the problem was that the workers themselves were changing. They became educated, more affluent (partly because of the effectiveness of classical job design), and more independent. They began reaching for higher-order needs, something more than merely earning their bread. Employers now had two reasons for re-designing jobs and organizations for a better QWL: 1. Classical design originally gave inadequate attention to human needs. 2. The needs and aspirations of workers themselves were changing. Humanised Work through QWL One option was to re-design jobs to have the attributes desired by people, and re-design organizations to have the environment desired by the people. This approach seeks to improve QWL. There is a need to give workers more of a challenge, more of a whole task, more opportunity to use their ideas. Close attention to QWL provides a more humanized work environment. It attempts to serve the higher-order needs of workers as well as their more basic needs. It seeks to employ the higher skills of workers and to provide an environment that encourages them to improve their skills. The idea is that human resources should be developed and not simply used. Further, 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. Finally, it should contribute to, or at least leave unimpaired, workers abilities to perform in other life roles, such as
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citizen, spouse and parent. That is, work should contribute to general social advancement. CRITERIA OF MEASURING QWL (i) Adequate and Fair Compensation There are different opinions about the adequate compensation. The committee on Fair Wages defined fair wage as the wage which is above the minimum wage but below the living age.

(ii) Safe and Healthy Working Conditions Most of the organizations provide safe and healthy working conditions due to humanitarian requirements and/or legal requirements. In fact, these conditions are a matter of enlightened self-interest. (iii) Opportunity to Use and Develop Human Capabilities Contrary to the traditional assumptions, QWL is improved the 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. Further, QWL provides for opportunities like autonomy in work and participation in planning in order to use human capabilities. (iv) Opportunity for Career 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. QWL provides future opportunity for continued growth and security by expanding ones capabilities, knowledge and qualifications. (v) Social Integration in the Work Force

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Social integration in the work force can be established by creating freedom from prejudice, supporting primary work grq a sense of community and inter-personnel openness, legalitariani and upward mobility. (vi) Constitutionalism in the Work Organization QWL 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 employees on such matters as privacy, free speech, equity and due process. (vii) Work and Quality of Life QWL 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. (viii) Social Relevance of Work QWL 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. DEFINITION OF TERM JOB PERFORMANCE: It is the measurement of performance of an individual in his job. Performance is defined as the ability of the people to achieve results that can keep their organization ahead of competition. COMPENSATION:

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This refers to a just and equitable balance between effort and reward out of it. The compensation should help the employee in maintaining a socially desirable standard of living and bears an appropriate relationship to the payment received for their work. WORKING CONDITIONS: Quality of work cannot be high unless the work environment is free from all hazards detrimental to the health and safety of employees. Reasonable hours of work, cleanliness pollution free atmosphere, and risk free work etc are the main elements of a good physical environment for work. HUMAN CAPABILITY: It includes employee feel job challenging, regular feedback about work to employees, workers enjoy autonomy at work moderate delegation of authority to workers. Opportunities available for growth of employees also contribute to QWL. OPPORTUNITY SECURITY: FOR CONTINUED GROWTH AND

Here the focus is on career opportunities and not a job itself. It includes career planning system policy, arrangement for employment security, availability of training and development program, suggestion scheme. BALANCED ROLE OF WORK IN THE TOTAL LIFE SPAM: Equality in work, work should be commensurable with qualification, skills and pay, worker spare time for family/ society, balancing his work. SOCIAL RELEVANCE OF WORK: The discharge of social responsibility of business organization also contributes to QWL. Employees enjoy weekly off, employees avail
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government declared holidays and employee enjoy pay leaves, and communication facilities for the employees are some of the measures in providing social relevance of work.
MANAGEMENT PERCEPTION:

Management perception includes perception about impact of QWL on sales on profit and a quality of service. EMPLOYEE PARTICIPATION: Employee wants to participate in deciding matters which affect their lives. There fore, quality circles, management by objectives, suggestion system and other form of employee participation in management helps to improve QWL. PRIDE: Employee should be proud about their company identity, civic participation and environment concern. JOB CONTENT: Job content specifically includes job variety and job autonomy of work. Qualities are more likely to design tasks to maximize employee discretion and individual autonomy, in order to allow more individualized service. MANAGERIAL/SUPERVISORY STRATAGIES: STYLE & HR

Managers and supervisors are likely to thrash about with the twin logics of achieving efficiency while providing quality customer service. Challenges include the requirement to manage performance and motivate employees within a high pressure. HR strategies such as games, team work, the one of bonus and reward and recognition systems, the application of performance criteria and ongoing work appraisal is an
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attempt to enhance commitment and organizational identification while sustaining the quality of service delivery. WORKING HOURS: Hours of work, an employee need to spend on his work is also related with QWL. The extended, UN social working hours, and inflexible shift system and leave arrangements in the work place, may cause poor QWL. SPECIFIC ISSUES IN QWL

CHART NO: 3

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Trade unions claim that they are responsible for the improvement in various facilities to workers whereas management takes credit for improved salaries, benefits and facilities. However, Personnel/HR manager has (identified) specific issues in QWL besides normal wages, salaries, fringe benefits, etc. and takes lead in providing them so as to maintain higher order QWL. IKlott, Mundick and Schuster suggested 11 major QWL issues. They are: (I) Pay and Stability of Employment 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, increase in levels and rates of income tax and profession tax. Stability to a greater extent can be provided by enhancing the facilities for human resource development. (ii) Occupational Stress Stress is determined by the nature of work, working conditions, working hours, pause in the work schedule, workers abilities and nature and match with the job requirements. Stress is caused due to irritability, hyper excitation or depression, unstable behavior, fatigue, stuttering, trembling psychomatic pains, h smoking and drug abuse. Stress adversely affects employ productivity. The P/HR manager, in order to minimize the stress, has identify, prevent and tackle the problem. He may arrange the treatment of the problem with the health unit of the company. (iii) Organizational Health Programmes Organizational health programmes aim at educating employees abdut health problems, means of maintaining and improving of health, etc. These programmes cover drinking and smoking cessation, hypertension control, other forms of cardiovascular risk reduction, family
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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. (iv) Alternative Work Schedules Alternative work schedules including work at home, flexible working hours, staggered hours, reduced work week, part-time employment which may be introduced for the convenience and comfort of the workers as the work sch which offers the individual the leisure time, flexible hours of work is preferred. (v) Participative Management and Control of Work Trade unions and workers believe that workers participation in management and 1e improves WL. Workers also feel that they have control r their work, use their skills and make a real contribution to the job if they are allowed participate in creative and decision-making process. (vi) Recognition Recognising the employee as a hum being rather than as a labourer increases the QWL Participative management, awarding the rewarding systems, congratulating the employees for their achievement, job enrichment, offering prestigious designations to the jobs, providing well furnished and decent work places, offering membership in clubs or association, providing vehicles, offering vacation trips are some means to recognise the employees. (vii) Congenial Worker-Supervisor Relations Harmonious supervisor-worker relations gives the worker a sense of social association, belongingness, achieve of work results, etc. This in turn leads to better QWL.
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(viii) 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. (ix) 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 QWL (x) 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 advancement for managerial people whereas seniority-c is preferred for promotion of ministerial employees. The promotional policies and activities should be fair and just in order to ensure higher QWL. (xi) Employment on Permanent Basis Employment of workers on casual, probationary basis gives them a sense of insecurity. On the other hand, employment on permanent basis gives them security and leads to higher order QWL. Requirements for success of QWL Employees must be given opportunities for advancement in the organization. Supervisors must be trained to function effectively in a less directive, more collaborative style. Traditional status barriers between management and work force must be broken to permit establishment of an atmosphere of trust and open communication.
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Employees must receive feedback on results achieved and recognition for superior performance. Personal should be selected and for promoted for excellence in their performance STRATEGIES FOR IMPROVEMENT OF QWL The strategies for improvement in quality of work life include selfmanaged work teams, redesign and enrichment, effective leadership and supervisory behaviour, career development, alternative work schedules, job security, administrative organizational and participating management. (i) 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, coordinate 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 decisions 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. (ii) Job Redesign and Enrichment Narrow jobs can be combined into larger units of accomplishment. Jobs are redesigned with a view to enriching them to satisfy higher order human needs. (iii) Effective Leadership and Supervisory Behaviour For effective leadership and supervisory behaviour 9-9 style of managerial grid is suitable.

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(iv) Career Development Provision for career planning, communicating and counseling $he employees about the career opportunities, career path, education and development and for second careers should be made. (v) Alternative Work Schedules Provision for flexible working hours, part-time employments, jobsharing and reduced work week should be made. (vi) Job Security This top the employees list of priorities. It should be adequately taken care of. (vii) Administrative or Organizational Justice The principles of justice, fair and equity should be taken care of in disciplinary procedure, grievance procedures, promotions, transfers, demotion, work assignment, leave, etc. (viii) Participative Management Employees should be allowed to participate in management participative schemes which may be of several types. The most sophisticated among them is quality circle. Implementation of these strategies ensures higher level of quality of work life.

CHAPTER 5 DATA ANALYSIS AND INTERPRETATION

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LENGTH OF EXPERIENCE OF EMPLOYEES IN THE ORGANIZATION The Table no: 5.1 given below shows the response of employees with regard to the length of experience of employees in the organization. TABLE NO: 5.1 RESPONSES LESS THAN 1 YEAR 1-2 YEARS 2-5 YEARS 5 YEARS OR MORE TOTAL Source: survey data 50 100 9 16 13 18 32 26 NO:RESPONDENTS 12 PERCENTAGE 24

LENGTH OF EXPERIENCE OF EMPLOYEES IN THE ORGANIZATION DIAGRAM NO: 5.1

Interpretation

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From the pie diagram no: 5.1 given above, it is clear that 24% of the employees are having an experience less than one year, 18% of employees are between 1-2 years, 32% of the employees are 2-5 years and remaining 26% of the employees are having experience of 5 years or more.

LEVEL OF JOB SATISFACTION OF EMPLOYEES The Table no: 5.2 given below shows the response of employees with regard to the level of job satisfaction in the organization. TABLE NO: 5.2 RESPONSES HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED TOTAL Source: survey data 50 100 25 3 1 0 50 6 2 0 NO: RESPONDENTS 21 42 PERCENTAGE

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LEVEL OF JOB SATISFACTION OF EMPLOYEES DIAGRAM NO: 5.2

Interpretation From the pie diagram no: 5.2 shown above, it is clear that 42% of the employees are highly satisfied with their job. 50% of employees are satisfied. 6% of employees are neutral satisfied and 2% of the employees are dissatisfied of their job.

LEVEL OF SATISFACTION WITH RESPECT TO WORKING CONDITION PREVAILING IN THE ORGANIZATION The Table no: 5.3 given below shows response of employees with respect to the level of satisfaction with respect to working condition prevailing in the organization. TABLE NO: 5.3 RESPONSES NO: RESPONDENTS PERCENTAGE

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HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED TOTAL Source: survey data

12 38 0 0 0

24 76 0 0 0

50

100

LEVEL OF SATISFACTION WITH RESPECT TO WORKING CONDITIONS PREVAILING IN THE ORGANIZATION DIAGRAM NO: 5.3

Interpretation From the pie diagram no: 5.3, we can say that 24% of the employees are highly satisfied about working conditions provided by the company. And 24% of the employees are satisfied and no employee is dissatisfied about the working conditions provided by the company.

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MOTIVATION DERIVED FROM WORKING ENVIRONMENT The Table no: 5.4 given below shows the response of employees with respect to the motivation derived from working environment. TABLE NO: 5.4 RESPONSES NO: RESPONDENT S HIGHLY MOTIVATING MOTIVATING NEUTRAL LESS MOTIVATING NON MOTIVATING TOTAL Source: survey data 36 1 0 0 50 72 2 0 0 100 13 26 PERCENTAGE

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MOTIVATION DERIVED FROM WORKING ENVIRONMENT DIAGRAM NO: 5.4

Interpretation From the pie diagram no: 5.4 given above, it is clear that 26% of the employees are getting high motivation from the working environment. And 72% of the employees are getting motivation from working environment and 2% of employees are neutral motivating from the working environment.

EMPLOYEES FREEDOM TO EXPRESS COMMENTS AND SUGGESTIONS The Table no: 5.5 given below shows the response of employees with regard to the freedom to express comments and suggestions TABLE NO: 5.5 RESPONSES YES NO NO: RESPONDENTS 45 5 PERCENTA GE 90 10

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TOTAL Source : survey data

50

100

EMPLOYEES FREEDOM TO EXPRESS COMMENTS AND SUGGESTIONS DIAGRAM NO: 5.5

Interpretation From the diagram no: 5.5, it is clear that 90% of the employees are agrees to the fact that they feel free to express their comments and suggestions with respect to their job. And only 10% of the employees are opposing this.

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LEVEL OF INTERPERSONAL RELATIONSHIP EXISTING IN THE ORGANIZATION The Table no: 5.6 given below shows the response of employees with respect to the level of interpersonal relationship existing in the organization TABLE NO: 5.6 RESPONSES Strongly agree Agree Disagree Strongly disagree TOTAL Source: survey data NO: RESPONDENTS 9 39 2 0 50 18% 78% 4% 0 100 PERCENTAGE

LEVEL OF INTERPERSONAL RELATIONSHIP EXISTING IN THE ORGANIZATION

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DIAGRAM NO: 5.6 Interpretation From the pie diagram no: 5.6, we can say that 18% of the employees are strongly agrees to the fact that there exists a harmonious relationship with all the members / colleagues within the firm. And 78% of the employees are also agreeing this fact. But 4% of the employees are against this fact.

DATA PERTAINING TO TRAINING AND DEVELOPMENT PROGRAMME CONDUCTED IN THE ORGANIZATION The Table no: 5.7 given below shows the response of employees with respect to the training and development programme conducted in the organization. TABLE NO: 5.7 RESPONSES YES NO: RESPONDENTS 42 PERCENTAGE 84

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NO TOTAL Source: survey data

8 50

16 100

DATA PERTAINING TO TRAINING AND DEVELOPMENT PROGRAMME CONDUCTED IN THE ORGANIZATION DIAGRAM NO: 5.7

Interpretation From the pie diagram no: 5.7, it is clear that 84% of the employees are agrees to the fact that company conduct training and development programmes which are oriented towards the improvement of work life. But 16% of employees are not having training and development programmes.

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DATA PERTAINING TO THE BENEFIT DERIVED FROM TRAINING AND DEVELOPMENT PROGRAMME The Table no: 5.8 given below shows the response of employees with respect to the benefit derived from training and development programme. TABLE NO: 5.8 RESPONSES YES NO TOTAL Source : survey data NO: RESPONDENTS 45 5 50 PERCENTAGE 90 10 100

DATA PERTAINING TO THE BENEFIT DERIVED FROM TRAINING AND DEVELOPMENT PROGRAMME DIAGRAM NO: 5.8

Interpretation

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From the pie diagram no: 5.8, it is clear that 90% of the employees are agrees to the fact that the training programme benefited them to achieve required skill for performing the job effectively. But 10% of the employees are against this fact.

DATA PERTAINING TO THE COMPENSATION FOR THE WORK DONE The Table no: 5.9 given below shows the response of employees with respect to the compensation for the work done. TABLE NO: 5.9 RESPONSES Strongly agree Agree Disagree Strongly disagree TOTAL Source: survey data NO: RESPONDENTS 15 30 10 0 50 30 60 10 0 100 PERCENTAGE

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DATA PERTAINING TO THE COMPENSATION FOR THE WORK DONE DIAGRAM NO: 5.9

Interpretation From the pie diagram no: 5.9, it is clear that 30% of the employees are strongly agrees to the fact that they are compensated with an adequate and fair pay for the work done. And 60% of the employees are also agreeing the same. But 10% of the employees are against this fact.

DATA REGARDING LINKING OF REWARD TO THE PERFORMANCE OF THE EMPLOYEES The Table no: 5.10 given below shows the response of employees with respect to the organization linking of reward to the performance of the employees. TABLE NO: 5.10

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RESPONSES YES NO TOTAL Source : survey data

NO: RESPONDENTS 27 23 50

PERCENTAGE 54 46 100

DATA REGARDING LINKING OF REWARD TO THE PERFORMANCE OF THE EMPLOYEES DIAGRAM NO: 5.10

Interpretation From the pie diagram no: 5.10, it is clear that 54% of the employees are agrees to the fact that the company links rewards to job performance. But 46% of the employees are against this.

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DATA REGARDING SUITABILITY OF EMPLOYEE TO THE JOB POSITION The Table no: 5.11 given below shows the response of employees with respect to the suitability of employee to the job position TABLE NO: 5.11 RESPONSES Strongly agree Agree Disagree Strongly disagree TOTAL Source: survey data NO: RESPONDENTS 10 34 6 0 50 PERCENTA GE 20 68 12 0 100

DATA REGARDING SUITABILITY OF EMPLOYEE TO THE JOB POSITION

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DIAGRAM NO: 5.11

Interpretation From the pie diagram no: 5.11 shown above, it is clear that 20% of employees are strongly agrees to the fact that they are placed at a position which best matches up with their skills and abilities that they possess. And 68% of employees are also agrees to this fact. But 12% of the employees are disagrees to this fact.

DATA REGARDING SUPPLY OF RESOURCES BY THE COMPANY The Table no: 5.12 given below shows the responses of employees with respect to adequate resources are provided by the company for obtaining the stated objectives. TABLE NO: 5.12 RESPONSES Strongly agree Agree Disagree Strongly disagree TOTAL NO: RESPONDENTS 10 40 0 0 50 PERCENT AGE 20 80 0 0 100
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Source: survey data

DATA REGARDING SUPPLY OF RESOURCES BY THE COMPANY DIAGRAM NO: 5.12

Interpretation From the pie diagram no: 5.12 shown above, it is clear that 20% of the employees are strongly agrees to the fact that adequate resources are provided by the company for obtaining stated objectives. And remaining 80% of the employees are also agrees to this fact. No employee is against this fact.

DATA REGARDING FREEDOM OF APPLICATION OF CREATIVITY The Table no: 5.13 given below shows the response of employees with respect to employees freedom of application of creativity. TABLE NO: 5.13
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RESPONSES YES NO TOTAL Source : survey data

NO: RESPONDENTS 50 0 50

PERCENTAGE 100 0 100

DATA REGARDING FREEDOM OF APPLICATION OF CREATIVITY DIAGRAM NO: 5.13

Interpretation From the pie diagram no: 5.13 shown above, it is clear that all employees are agrees to the fact that the organization give them freedom to apply their creative skills and abilities in relation to their job. No employee is against this fact.

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WORKING SCHEDULE OF THE ORGANIZATION The Table no: 5.14 given below shows the response of employees with respect to the working schedule of the organization TABLE NO: 5.14 RESPONSES EXCELLENT GOOD SATISFACTORY UNSATISFACTORY TOTAL Source: survey data NO: RESPONDENTS 8 17 22 3 50 16 34 44 6 100 PERCENTAGE

WORKING SCHEDULE OF THE ORGANIZATION

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DIAGRAM NO: 5.14

Interpretation From the pie diagram no: 5.14 shown above, it is clear that 16% of the employees are rated excellent about the work timing of the organization. 34% of the employees are rated good, 44% of the employees are rated satisfactory. But 6% of the employees are rated unsatisfactory about the work timing of the organization.

DEGREE OF MOTIVATIONAL SUPPORT FROM SUPERIORS AT WORK PLACE Table no: 5.15 given below shows the response of employees with regard to the degree of motivational support from superiors at work place TABLE NO: 5.15 RESPONSES EXCELLENT GOOD SATISFACTORY UNSATISFACTORY NO: RESPONDENTS 12 30 8 0 PERCENT AGE 24 60 16 0

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TOTAL Source: survey data

50

100

DEGREE OF MOTIVATIONAL SUPPORT FROM SUPERIORS AT WORK PLACE DIAGRAM NO: 5.15

Interpretation From the pie diagram no: 5.15 shown above, it is clear that 24% of the employees are rated Excellent about the motivation given by their superior at work place. 60% of employees rated Good and remaining 16% of the employees are rated Satisfactory about the fact. And no employee is unsatisfied about the motivation given by their superior at work place.

DATA WITH RESPECT TO RELATIONSHIP OF WORKERS WITH THEIR IMMEDIATE SUPERIOR

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The Table no: 5.16 given below shows the response of employees with respect to relationship of workers with their immediate superior TABLE NO: 5.16 RESPONSES EXCELLENT GOOD SATISFACTORY UNSATISFACTORY TOTAL Source: survey data NO: RESPONDENTS 17 27 6 0 50 34 54 12 0 100 PERCENTAGE

DATA WITH RESPECT TO RELATIONSHIP OF WORKERS WITH THEIR IMMEDIATE SUPERIOR DIAGRAM NO: 5.16

Interpretation From the pie diagram no: 5.16 shown above, it is clear that 34% of the employees are rated Excellent about their relationship with their
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immediate superior. 54% of the employees are rated Good, and remaining 12% of the employees are rated satisfactory about their relationship with their immediate superior. No employee is dissatisfied about the relationship with their superior.

DATA REGARDING RELATIONSHIP OF WORKERS WITH SUBORDINATES The Table no: 5.17 given below shows the response of employees with regard to the relationship of workers with subordinates. TABLE NO: 5.17 RESPONSES EXCELLENT GOOD SATISFACTORY UNSATISFACTORY TOTAL Source: survey data NO: RESPONDENTS 17 28 5 0 50 PERCENT AGE 34 56 10 0 100

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DATA REGARDING RELATIONSHIP OF WORKERS WITH SUBORDINATES DIAGRAM NO: 5.17

Interpretation From the pie diagram no: 5.17 shown above, it is clear that 34% of the employees rated Excellent about the relationship with their subordinates. 56% of the employees rated Good and remaining 10% of the employees rated satisfactory. No employee is dissatisfied about the relationship with their subordinates.

DATA REGARDING THE COMMUNICATION SYSTEM IN THE ORGANIZATION The Table no: 5.18 given below shows the response of employees with respect to the company communicates them with all the new updates which are relevant for their job. TABLE NO: 5.18 RESPONSES Strongly agree NO: RESPONDENTS 6 PERCENT AGE 12

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Agree Disagree Strongly disagree TOTAL Source: survey data

44 0

88 0 0

50

100

DATA REGARDING COMMUNICATION SYSTEM IN THE ORGANIZATION DIAGRAM NO: 5.18

Interpretation From the pie diagram no: 5.18 given above, it is clear that 12% of the employees are strongly agrees to the fact that company communicates them with all the new updates which are relevant for their job. Remaining 88% of the employees are also agrees to this fact. No employee is disagrees to this statement.

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FEEDBACK PROVIDED BY THE SUPERIOR REGARDING THE EMPLOYEES WORK The Table no: 5.19 given below shows the response of employees with regard to feedback provided by the superior regarding the employees work. TABLE NO: 5.19 RESPONSES YES NO TOTAL Source: survey data NO: RESPONDENTS 42 8 50 PERCENTAGE 84 16 100

FEEDBACK PROVIDED BY THE SUPERIOR REGARDING THE EMPLOYEES WORK DIAGRAM NO: 5.19

Interpretation
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From the pie diagram no: 5.19 shown above, it is clear that 84% of the employees are agrees to the fact that their supervisors provide them adequate feedback with respect to their job. But 16% of the employees are disagrees to this fact.

EXTEND OF MOTIVATION DERIVED FROM THE FEEDBACK GIVEN BY THE SUPERIOR The Table no: 5.20 given below shows the response of employees with respect to the extend of motivation derived from the feedback given by the superior. TABLE NO: 5.20 RESPONSES HIGHLY MOTIVATING NEUTRAL LESS MOTIVATING NON MOTIVATING TOTAL Source: survey data 50 100 0 0 20 0 40 0 NO: RESPONDENTS 30 60 PERCENTAGE

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EXTEND OF MOTIVATION DERIVED FROM THE FEEDBACK GIVEN BY THE SUPERIOR DIAGRAM NO: 5.20

Interpretation From the pie diagram no: 5.20 shown above, it is clear that 60% of the employees are getting high motivation from the feedback given by their superior. And remaining 40% of the employees are motivated neutral.

DATA REGARDING THE QUALITY OF TRAINING PROGRAMME PROVIDED BY THE COMPANY The Table no: 5.21 given below shows the response of employees with respect to the quality of training programme provided by the company. TABLE NO: 5.21 RESPONSES NO: PERCENTAGE

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RESPONDENTS EXCELLENT GOOD AVERAGE POOR TOTAL Source: survey data 8 28 14 0 50 16 56 28 0 100

DATA REGARDING THE QUALITY OF TRAINING PROGRAMME PROVIDED BY THE ORGANIZATION DIAGRAM NO: 5.21 Interpretation From the pie diagram no: 5.21 shown above, it is clear that 16% of the employees are rated Excellent about the quality of training programme provided by the company. 56% of the employees are rated Goodand remaining 16% of the employees are rated Average about the quality of training programme conducted by the company.

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EXTEND OF WELFARE ACTIVITIES PROVIDED BY THE COMPANY The Table no: 5.22 given below shows the response of employees with respect to the welfare activities extended by the company. TABLE NO: 5.22 RESPONSES EXCELLENT GOOD AVERAGE POOR TOTAL Source: survey data NO: RESPONDENTS 15 29 6 0 50 PERCEN TAGE 30 58 12 0 100

EXTEND OF WELFARE ACTIVITIES PROVIDED BY THE COMPANY

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DIAGRAM NO: 5.22

Interpretation From the pie diagram no: 5.22 shown above, it is clear that 30% of the employees are rated Excellent about the welfare activities extended by the company. And 58% of the employees are rated Good and remaining 12% of the employees are rated Average about the welfare activities extended by the employees. No employee rated poor.

INITIATIVES UNDERTAKEN BY THE COMPANY WITH RESPECT TO THE CAREER GROWTH AND DEVELOPMENT PROGRAMME The Table no: 5.23 given below shows the response of employees regarding initiatives undertaken by the company with respect to the career growth and development programmes. TABLE NO: 5.23 RESPONSES YES NO TOTAL Source: survey data NO: RESPONDENTS 37 13 50 PERCENTAGE 74 26 100

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INITIATIVES UNDERTAKEN BY THE COMPANY WITH RESPECT TO THE CAREER GROWTH AND DEVELOPMENT PROGRAMME DIAGRAM NO: 5.23

Interpretation From the pie diagram no: 5.23 shown above, it is clear that 74% of the employees are agrees to the fact that the company conducts career growth and development programmes. But remaining 26% of the employees are disagrees to this fact.

SCOPE FOR CAREER GROWTH AND DEVELOPMENT IN THE WORK PERFORMED BY THE EMPLOYEES The Table no: 5.24 given below shows the response of employees with respect to the scope for career growth and development in the work of the employees.
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TABLE NO: 5.24 RESPONSES YES NO TOTAL NO: RESPONDENTS 46 4 50 PERCENTAGE 92 8 100

Source: survey data

SCOPE FOR CAREER GROWTH AND DEVELOPMENT IN THE WORK OF THE EMPLOYEE DIAGRAM NO: 5.23

Interpretation From the pie diagram no: 5.24 shown above, it is clear that 92% of the employees are agrees to the fact that their work and work environment gives them sufficient scope for career and career development. But 8% of the employees are disagrees to this fact.

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GRIEVANCE REDDRESSAL SYSTEM PREVAILING IN THE ORGANIZATION The Table no: 5.25 given below shows the response of employees about the grievance redressal system in the organization. TABLE NO: 5.25 RESPONSES EXCELLENT GOOD AVERAGE POOR TOTAL Source: survey data NO: RESPONDENTS 3 38 9 0 50 6 76 18 0 100 PERCENTAGE

GRIEVANCE REDDRESSEL SYSTEM PREVAILING IN THE ORGANIZATION DIAGRAM NO: 5.25

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Interpretation From the pie diagram no: 5.25 shown above, it is clear that 6% of the employees are rated Excellent about the grievance reddressal system in the organization. 76% of the employees are rated Good and remaining 18% of the employees are rated Average about the grievance reddressal system in the organization.

CHAPTER 6 FINDINGS, SUGGESTION AND CONCLUSION FINDINGS All employees are satisfied with the working condition provided by the company.
All employees are agrees to the fact that they are getting

motivation derived from their working environment.

90% of the employees have freedom to express their comments and

suggestions with respect to their job. Remaining 10% of the employees like office assistants, drivers are having no freedom to express their suggestions. 90% of the employees are agrees to the fact that they are getting fair compensation for the work they have done. 10% of the employees are not agrees to this fact and they wish hike in salary.

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92% of the employees show their satisfaction on job. 2% of the employees show their dissatisfaction due to their personal reason. 54% of the employees are agrees to the fact that company linking rewards to the performance. 46% of the employees are against to this fact. Because there is no systematic linkage of reward to the job performance.
88% of the employees are agrees to the fact that they are placed at

a position which best matches up with their skills and abilities that they possess. Remaining 12% of the employees are against to this fact. Because many educationally qualified persons are placed at the lower position job.
50% the technical category employees and 44% of the non

technical category employees are satisfied with the 8 hour working schedule of the organization. 6% of the non technical category employees are not satisfied with the working schedule since they have to work overtime and they are not been paid overtime benefit.
Superior subordinates relationship in the organization is good.

And feedback from the superiors motivates the subordinates.

All the employees are agrees to the fact that company

communicates all the new updates with the employees which are relevant for the job.
The welfare activities extended by the company are quite

satisfactory.
Company provides free canteen facility to all employees and

accommodation for needed employees. 84% of the employees are having training and development programmes conducted by the company and remaining 16% of the employees are not having training and development programmes. Because company provides customized training and
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development programme according to the job requirement of the employees. 90% of the employees are agrees to the fact that they are getting benefit from the training and development programmes. 10% of the employees are not agrees to this fact.
92% of the employees are agrees to the fact that they have

sufficient scope for career growth and development. 8% of the employees are against to this fact.

SUGGESTIONS
There is no systematic procedure for promotion and salary

increment in the organization. So the organization must implement a specific procedure for promotion and salary increment. Employees will be more satisfied by improving employees compensation and fringe benefits.
An excellent grievance reddressel system needs to be developed in

the organization. The management can arrange for transport facilities to the employees as a part of non statutory welfare measures. Periodic feedback from the employees regarding the Quality of Work Life could be carried out by the company.
The management could conduct annual pleasure trip and other

entertainment programmes for improving the satisfaction of employees in the organization. The training and career development programmes for non technical staffs needs to be provided by the organization.

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CONCLUSION The study conducted in Peekay Steel Castings Pvt. Ltd, Calicut regarding Quality of Work Life of employees has helped in understanding various factors that mainly affect the Quality of Work Life of employees in the organization. The study helped in analyzing the overall quality of work environment of the organization and revealed that the employees are satisfied with the work environment and the existing QWL measures provided by the organization. At the same time organization need to improve in some areas like working schedule, compensation, training programmes etc. Thus, the organization can make the work environment highly satisfactory and motivating to the employees by incorporating more strategies of QWL and bringing improvement in those areas where the organization is lagging behind.

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BIBILIOGRAPHY BOOKS AUTHOR 1. V.S.P RAO NAME BOOK HUMAN RESOURCE 2. DEEPAK KUMAR MANAGEMENT HUMAN RESOURCE OF THE PUBLISHIN G HOUSE EXCEL BOOKS EXCEL BOOKS ALL INDIA PUBLISHERS AND DISTRIBUTE 4. C.R. KOTHARI RESEARCH RS NEW AGE NAL PUBLISHERS REPORTS AND JOURNALS 1. PEEKAY STEEL MANUALS 2. HR MANUALS 3. QUALITY MANUALS

BHATTACHARYA MANAGEMENT, 3. FISHER HUMAN SCHOENFELDT SHAW RESOURCE MANAGEMENT

METHODOLOGY INTERNATIO

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WEBSITES
1. WWW.WIKIPEDIA.COM 2. WWW.PEEKAYSTEEL.COM

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