QUALITY OF WORKLIFE

IN HIGH-TECH / HIGH-TOUCH COMPANIES

AT APPSHOP SOLUTIONS (PVT) LIMITED
BANGALORE.

A DISSERTATION SUBMITTED IN PARTIAL FULFILLMENT

OF THE REQUIREMENTS FOR THE AWARD OF
MBA DEGREE OF BANGALORE UNIVERSITY.

SUBMITTED BY
MISS ARCHANA KUMAR
Reg. No – 02XQCM6008

UNDER THE GUIDANCE OF

DR. V. PRAKASH DR. K. V. PRABHAKAR

ADJUNCT PROFESSOR ADJUNCT PROFESSOR
(INTERNAL GUIDE) (INTERNAL CO-GUIDE)

&
SHRI. MANOJ BALACHANDRAN
PRACTICE HEAD
APPSHOP SOLUTIONS (PVT) LIMITED, BANGALORE
(EXTERNAL GUIDE)

M. P. BIRLA INSTITUTE OF MANAGEMENT

(ASSOCIATE BHARATIYA VIDYA BHAVAN)
BANGALORE – 560001
SEPTEMBER – OCTOBER 2004

1
 DECLARATION

I hereby declare that the research work embodied in this

dissertation entitled “Quality of Work Life at APPSHOP Solutions (Pvt) Ltd.,
Bangalore” has been carried out by me under the guidance and supervision of Dr.
V. Prakash, Adjunct Professor, MPBIM, Bangalore (Internal Guide) and Dr. K. V.
Prabhakar, Adjunct Professor, MPBIM, Bangalore (Internal Co-Guide) and Shri.
Manoj Balachandran, Practice Head, APPSHOP Solutions (Pvt) Ltd., Bangalore
(External Guide).
I also declare that this dissertation has not been submitted to
any University or Institution for the award of any Degree or Diploma.

Place: Bangalore
Date : 7th September 2004

(Miss Archana Kumar)

2
 CERTIFICATE

I hereby certify that the research work embodied in the

dissertation entitled “Quality of Work Life in High-Tech/ High-Touch Companies” at
APPSHOP Solutions Private Ltd., Bangalore, has been undertaken and completed by
Ms Archana Kumar under my guidance and supervision.

I also certify that she has fulfilled all the requirements

under the covenant governing the submission of dissertation to the Bangalore
University for the award of MBA degree.

Place: Bangalore
Date : 7th September 2004 (Dr. V. Prakash)
Adjunct Professor
MPBIM, Bangalore-1
(Internal Guide)

3
 CERTIFICATE

I hereby certify that the research work embodied in the

dissertation entitled “Quality of Work Life in High-Tech/ High-Touch Companies” at
APPSHOP Solutions Private Ltd., Bangalore, has been undertaken and completed by
Ms Archana Kumar under my guidance and supervision.

I also certify that she has fulfilled all the requirements

under the covenant governing the submission of dissertation to the Bangalore
University for the award of MBA degree.

Place: Bangalore
Date : 7th September 2004 (Dr. K. V. Prabhakar)
Adjunct Professor
MPBIM, Bangalore-1
(Internal Co-Guide)

4
 CERTIFICATE

I hereby certify that this dissertation is an offshoot of the

research work undertaken and completed by Miss Archana Kumar under the
guidance of Dr V. Prakash, and Dr. K. V. Prabhakar, Adjunct Professors, MPBIM,
Bangalore (Internal Guides) and Mr. Manoj Balachandran, Practice Head,
APPSHOP Solutions (Pvt) Ltd., Bangalore (External Guide).

Place: Bangalore
Date : 7th September 2004 (Dr. N. S. Malavalli)
Principal, MPBIM

5
 ACKNOWLEDGEMENT

I am happy to express my deep sense of gratitude to Mr. Nagesh

Malavalli, (Principal, M. P. Birla Institute of Management), and Mr. Manoj

Balachandran (Practice Head, APPSHOP Solutions) for their encouragement,
guidance and many valuable ideas imparted to me for my project.

I extend my sincere thanks to Dr. V. Prakash and Dr. K. V.

Prabhakar (Adjunct Professors/ Internal Guides) for providing me all the
information required and the guidance throughout the project without which this
project would not have been possible.

I have gained a lot of knowledge, both theoretical and practical,

throughout the course of carrying out this project; I also learnt a lot about the
intricacies of the actual business world.

I would also like to sincerely thank all my lecturers and friends for
their help in completing my project successfully.

(Miss Archana Kumar)

Reg No. 02XQCM6008

6
CONTENTS Page
No.
EXECUTIVE SUMMARY 1

PART ‘A’ (THEORETICAL SETTING)

Chapter I : Concept of Quality of Work Life 4

Chapter II : Company Profile 9
Chapter III : Review of Literature 20
Chapter IV : Research Methodology 37

PART ‘B’ (SURVEY FINDINGS)

Chapter V: Data Analysis and Interpretation 40

PART ‘C’ (CONCLUSIONS AND RECOMMENDATIONS)

Chapter VI : Major Findings of Research 85

Chapter VII : Recommendations 94
Chapter VIII : Directions for Future Research 100

ANNEXURE:

Questionnaire 102
Select Bibliography including websites surfed 115

Research Instrument – Life Inventory 117

7
EXECUTIVE SUMMARY

8
 EXECUTIVE SUMMARY
Background

The concept of quality work life (QWL) has been around for sometime but
it remains an elusive term. To some, it means ‘humane’ work; to others, it means
an environmentally healthy and equitable organization. Specifically the concept of
QWL is the value-based process of making work meaningful for employees in an
organizational environment where they are motivated to perform well and are
satisfied with their work.

Typically, eight criteria constitute the broad realm of QWL:

Balance between effort and reward


Safe and healthy working conditions



Immediate opportunity to use and develop human capabilities



Opportunity for continued growth and security



Social integration in the company



Work and the total life space (hard core of QWL)



The central idea of QWL is that balancing work and personal life is not merely a
matter of personal choice but a corporate responsibility in terms of:

Improving work schedules



Improving compensation systems



Improving self-fulfillment


There seems to be an increased demand by employees for QWL programs.

Companies such as GM, P&G, EXXON, TRW, KODAK, POLAROID are all
‘trying’ such programs.

The concept of QWL in India manifests itself in a variety of operational systems

which fall within the broad realm of QWL. There is a need to probe deeply these
operational systems. There is an abundant research data available on operational

9
aspects of QWL. The available data on these aspects is scanty and superficial.
This has prompted us to take up this research investigation.

Problem statement

How do we operationalize the concept of QWL especially in high-tech/ high-

touch companies?

Objectives

To examine the mechanism of QWL and relate it to “life beyond work” in



high-tech/ high-touch companies where balancing the work and life space
is hard.
To develop and formulate appropriate guidelines for operationalizing the


QWL concept so that the work becomes meaningfully productive and the
worker achieving incredibly.

Research methodology

The proposed research is exploratory and analytical. Balancing work and

personal life expands to include a subjective meaning. It is an “egocentric”
concept, the satisfaction and realization of which is a matter of individual
inference and experience. The research design needs to be geared heavily towards
the qualitative aspects of QWL.

The population size is 108 and will be based on a consensus. The area of
enquiry is the Bangalore branch of the chosen company. The primary data is
proposed to be collected through structured questionnaires with a fine blend of
open-ended and close-ended questions. Secondary data is acquired on the basis of
facts through review of literatures. Since the research is of high-voltage from the
qualitative angle of QWL, we propose to analyze data in the form of percentages
using tables. There are a few research limitations like:

10
 The bias/ prejudice


Non- response error



Inconclusiveness


Generalization problem, as the QWL programs in action vary enormously



from company to company in terms of its intensity and impact

Major Findings

From the analysis done it was found out that Appshop Solutions provided
average work-life atmosphere. Also, it was able to deduce that the Employee
Satisfaction level was above average with just 30% prone to highly stressful
situations. Also it was discovered that there was very good employee-employer
interaction within the organization.

Recommendations

From the analysis done, one of the suggestions could be more emphasis on


employee needs assessment.

Also regarding pay structure, the market pay structure should be kept in


mind while devising the company pay scale.

The loan policies also should be made more distinctive in nature, so that


employees are aware of the various loan facilities they can avail.

11
 PART ‘A’
(THEORETICAL SETTING)
I : CONCEPT OF QUALITY OF
WORKLIFE
II : COMPANY PROFILE
III : REVIEW OF LITERATURE
IV : RESEARCH METHODOLOGY

CHAPTER I
CONCEPT OF QUALITY OF
WORKLIFE

12
 CONCEPT OF QUALITY OF WORK LIFE.

Sigmund Freud is considered to be the father of psychoanalysis. His

prescription for a healthy person is a combination of Lieben and Arbeiten (Love
and Work). The modern version is probably best expressed in terms of Quality of
Work Life (QWL). The stress of modern work life is often so stressful that it has
become very imperative to strike a balance between work life and personal life.
The underlying assumption is that the work life balance will ultimately ensure
QWL. There is growing recognition among the best employee centered
organizations to accord top priority to QWL. Concepts like flexitime,
telecommuting has become increasingly popular with both employers as well as
employees. And in both the cases, the objective is to improve the quality of work
life as well as quality of personal life.

The task force of American Society of Training and Development defined

QWL as a value-based process of work organizations which enables its members
at all levels to actively participate in shaping the organization’s environment
where they are motivated to perform well and are satisfied with their work.

Criteria which constitute the broad realm of QWL:

1. Adequate and fair compensation i.e., balance between effort and reward.
This includes:
Fair job evaluation


Training to perform the job effectively



Ability of the organization to pay



Demand and supply of talent and skills



Profit sharing


2. Safe and healthy working conditions. This includes among others:

Reasonable hours of work


Zero-risk physical conditions of work



Age restrictions on both lower and upper side



13
3. Immediate opportunity to use and develop human capabilities. That is the
job should:
Allow sufficient autonomy and control


Permit the use of wider range of skills and abilities



Provide immediate feedback to workers to take corrective action



4. Opportunity for continued growth and security which focuses on:

What are the career opportunities as against the job?


How much and what kind of opportunities are available to develop



new and expand existing abilities to avoid obsolescence?

Whether the newly acquired talent could be put to some use and hence


lead to personal growth and security?

5. Social integration in the work organization. This includes:
Absence of hierarchical status


Opportunity of upward mobility



Openness and trust



Sense of community feeling on the job



Freedom from prejudice based on sex, caste, race, creed and religion


6. Constitutionalization in the work organization which refers to ensuring

zero violation of the constitutional guarantee by executive decisions and
includes right to personal privacy, free speech, equitable treatment and
governance by the rule of law.
7. Work and the total life space which refers to avoiding heavy and
unreasonable demands of the work like late hours, frequent travel, quick
transfers. Unreasonable demands of the work are costly socially and
psychologically and depressing to the employees and their families.
8. Social relevance of work life which refers to the fact that social
responsibility of the organization is an important determination of QWL.

Humanization of work:

The basic concept underlying QWL is ‘humanization of work’. It involves

basically the development of an environment of work that stimulates the creative

14
abilities of the workers, generates cooperation and interest in self-growth. It is
based on the following four basic principles:
The principles of security, freedom from anxiety, fear of loss of


employment
The principle of individuation which refers to work environment in which


employees are encouraged to develop themselves to their utmost

competence, a system of work that facilitates blossoming of individual
potential.
The principle of democracy which refers to greater authority and


responsibility vested into the work force.

Goals of QWL:

The main goal of QWL program is to make the work moe fulfilling and
productive. Specifically, the goals of QWL are:
To improve quality control


To improve work schedules



Improve compensation systems



Improve self-fulfillment


There is an increasing demand by workers for QWL programs. Companies

such as GM, Procter and Gamble, Exxon, General foods, Eastman Kodak and
Polaroid are all trying such programs.

Change in technology and quality of work life:

Although it is true that technological innovation paved for the standard of

living. It is also true that the quality of ours has not been always enhanced by
those changes. The environmental and ecology movements that have sprung up in
the past decades are but one indication that growing numbers of people no longer
believe that unchecked technological growth is the wisest course to follow.
Possibly, in the near future we may see the entire direction of change focus less on
technological innovation and more on technological ‘containment’ and on

15
interpersonal, inter-group changes in human behavior. It is becoming increasingly
obvious that the major issue in information technology is not technology-based, it
is management-based. Today, ideas are being aired to preserve the environment
call for changing our notions of the value of technological growth. Progressive
social change may come to mean greater emphasis on the kinds and quantities of
the products we produce.
We can see that sometimes there is a conflict between personal and social
values. For example, our lifestyle is seen as an outward evidence of our own
values, beliefs, and perspectives. Certainly, our own lifestyles affect and are
affected by company-related issues. Companies are aware of the influence and
many are careful to hire only those with compatible lifestyles. Large companies
have installed QWL programs in an attempt to see what degree members of the
workforce are able to satisfy important personal needs through their experiences
in the company. The more satisfying the quality of work life, the more similar the
employee and the company lifestyles.

QWL in Indian Scenario:

It is indeed hurting to see a majority of Indian companies’ still wedded to

the old style presenteism philosophy instead of offering the employees
opportunities to strike a healthy work-life balance. Call it market pressure of the
pre-industrial mindset of Indian corporates, the change has been pretty sluggish. It
is not surprising that the General X or a Geek is more loyal to their careers than to
the company.

Globally, however, the two-decade-old work-life balance debate has made

much progress. From a one-sided employees’ attempt to change the hearts and
minds of the company chieftains, the debate now centers around developing tools
that help employers gain in productivity, customer retention and the bottom-line-
in that order- by employing an effective work-life balance approach.

It appears that the snailish pace in India is also to do with the submissive
nature of the Indian managers. This is clearly evident when Indian managers go

16
abroad to work. Instead of enjoying the long-weekends and the 9 to 6 work hours,
Indian managers typically stay in late more often than others.

Fortunately big IT companies in India are leading the trend in providing an

enjoyable work environment and flexible work hours. But the real test of their
commitment comes when market conditions turn unfavourable. Companies are
investing in recreational and sports facilities on work sites but people stay longer
hours in such places, which is not what managers’ families would want.

Flexi-time, touted as a panacea for stressed out managers, is no loner in

fashion in the post dotcom era. Many high flying managers, especially women,
fear that their career prospects may be hurt if they insist on working flexibly
especially in organizations where they are seen as lacking in commitment.

Clearly, many companies are beginning to see work-life balance as an

enabler of diversity, and diversity is critical to their existence. “We have to have
diversity of thought and diversity of connections with our clients, or we become
irrelevant,” says an HR head of an auto company in Chennai .

Managers with better work-life balance develop into well-rounded

personalities, not one-dimensional blokes they are forced to become in old-
fashioned companies. And managers who pursue hobbies and enjoy a satisfying
family life are known to be sharper and more creative- attributes that companies
pay dearly to acquire.

17
 CHAPTER II
COMPANY PROFILE
COMPANY PROFILE

Appshop supports over 450 separate Oracle Application

environments spanning more than 300 enterprise-class servers in two world-class
data centers. In 2003 Appshop was recognized by Oracle Corporation as one of
five global Partner Award winners. Appshop is an integrated global delivery firm
with sophisticated offshore capabilities incorporated into the fabric of the
business. A wholly owned subsidiary in India enables outstanding cost and skill
set values to customers worldwide. Whether seeking traditional offshore
capabilities, such as report writing, custom development, data conversion,
interfaces or web development or consulting services, performed either on-site or
off-site, Appshop provides the services in a client centric, cost effective, and
competent manner.

Learn why we are a trusted application outsourcing partner to global 1000

companies that span major industries and two continents.
Appshop invites you to benchmark your application performance against one of
our Oracle 11i E-Business Suite clients. We’re sure you’ll agree with our
customers that our uniquely integrated approach to global delivery of Oracle
Application Outsourcing and Professional Services will surpass your
expectations

Appshop is the leading provider of application outsourcing and professional

services for the complete Oracle Application Lifecycle. When it comes to the

18
Oracle E-Business Suite of applications and complementary third-party software,
we’re experts.

Whether you need business consulting, application outsourcing, packaged

implementations or customization, Appshop masters the complexities of advanced
technologies and delivers unparalleled solutions that allow you to quickly achieve
Sustainable results.

In addition to assisting our customers with over 125 Oracle application

implementations, Appshop manages more than 450 Oracle application
environments in our two world-class data centers. Our state-of-the-art facilities
employ N+1 architecture providing a reliable, redundant and highly available
infrastructure for customers that span five major industry segments, high
technology, manufacturing, retail, healthcare and financial services.

With more than 60 implementations of Oracle 11i E-Business alone, it’s no surprise
we’re one of only five partners to be recognized by Oracle Corporation with a 2003
Partner Award. We’re also a proud member of the Oracle Certified Advantage Partner
Program for Oracle Implementation Services and a Certified Solutions Partner for the
deployment of Oracle’s E -Business Suite of applications.

CORPORATE OVERVIEW.

Appshop is a leading provider in application outsourcing and professional

services for the complete Oracle Application Lifecycle.

History

Appshop was founded in 1997 and has flourished into a 200 member team of
dedicated employees and senior executives from companies like Arthur Andersen
Consulting, Deloitte & Touche and KPMG with data centers in Colorado and
California and a 24x7 development, support and service center in India.

Solutions

19
Appshop has built a single, tightly integrated organization to deliver Oracle
implementation, management and support for the entire application lifecycle.

Appshop currently supports over 450 Oracle application environments in our

world-class data centers. We have helped our clients with over than 125 Oracle
application implementations, including more than 60 Oracle 11i E-Business Suite
applications.

Professional Services - The business and technical consultants of our



professional services organization share one overriding goal;

continuous improvement of your enterprise applications. Whether
you’re in need of a complete end -to-end solution or a specific focus on
one phase of the application lifecycle, Appshop professional services
will help you realize the full potential of your investment.
Our highly trained consultants have significant Oracle implementation


experience. Many are CPAs or have American Production & Inventory

Control Society (APICS) certifications. Our project managers have
been certified through Project Management Institute (PMI) recognized
courses.
Application Outsourcing – Our comprehensive outsourcing services


offer you flexible options for remote or hosted management of your

enterprise applications.
Appshop consistently exceeds our industry-leading service level


agreements. Experienced analysts that are trained to quickly respond to

your technical and functional queries staff or around-the-clock help
desk.
Industries - Appshop has worked hand-in-hand with our clients to


select, deploy and manage Oracle applications tailored for a diverse set
of industries, including manufacturing, high-technology, retail,
financial services and healthcare.

Alliances

20
Appshop is just one of five partners recognized by Oracle Corporation with a
2003 Partner Award. Appshop is also a proud participant in the following Oracle
Partner Programs:

Certified Advantage Partner

Certified Solutions Partner

9iAS Portal Partner

Oracle Partner Network

Oracle Authorized Implementer

We have crafted strong relationships with leading technology companies including

Oracle, Sprint, Sun, Hewlett-Packard, Network Appliance and Veritas.
Executive Management

Larry Abramson, President and Chief Executive Officer

Mark O'Connor, Chief Financial Officer

Michael D. Jennings, Senior Vice President, Business Development and

Chief Technology Office

Mike Bedell, Senior Vice President Sales

Najeeb Uddin, Senior Vice President of Global Operations and Managing

Director – India

Board of Directors
Douglas C. Carlisle, Managing Director, Menlo Ventures

J. Sanford (Sandy) Miller, Managing Director, 3i

Ravi Kulasekaran, Co-Founder

Shanda Bahles, Managing Director, El Dorado Ventures

Shekhar Mandal, Chief Financial Officer, Cyras

Investors

3i

El Dorado Ventures

21
 Menlo Ventures

Osprey Ventures WIIG-TDF

Public Relations

Sherry Frandle, Director of Marketing,

Phone: 770.388.0094, Email:sfrandle@appshop.com

OUR APPROACH

Appshop’s innovative approach to int egrated, Global Delivery of



Application Outsourcing and Professional Services provides your

company the means to react quickly to reach your business objectives.

Long ago, Appshop realized that application outsourcing and professional



services delivery are really just two sides of the same coin. We realized that
our job wasn’t complete after an application implementation or even when
that application was moved into our hosted facilities. That’s because to keep
those critical applications aligned with your changing business goals and be
nimble in this increasingly competitive, global marketplace; you have to
continue to improve on these investments. That’s why our global delivery
team has one overriding goal: Continuous Improvement of your Oracle
applications

All phases of the application lifecycle require careful business planning,

strategic alignment and business focus from disparate units of an

organization. Typically projects include changes to organizational structure,
business processes, tools and technologies used by the organization.
Appshop’s approach begins with a complet e review of the entire enterprise
and goes well beyond traditional IT cost-cutting or collaboration on non-core
functions.

Appshop global delivery team is integrated to deliver all services and support,

so you can count on the same resources to plan, implement and upgrade your
Oracle applications as you can to manage, optimize or extend those

22
 applications months from now. Your Appshop team really gets to know and
understand your business, your people and your needs.

Drawing on our industry expertise, we bring a solid understanding of



business as well as technology. Sharing risk and responsibility with our

clients, we drive the structural changes required to make companies
leaner, more agile and leaders in their markets. Our innovative approach to
leveraging people, processes and technology enable you, our client to
achieve the dramatic business results they desire, in record time.

SOLUTIONS: Expertise, Experience and Execution

Implementing, optimizing and managing your Oracle enterprise



applications can be tasks that take your eye off of your core business. Our
unique ability to deliver streamlined business and technical solutions for
every phase of the Oracle Application Lifecycle will enable you to embark
on strategic initiatives without jeopardizing your business focus.

Appshop’s ground -breaking approach to enterprise application solutions is



achieved through our integrated global delivery of the following services:

Professional Services

IT Strategy


Software Selection


Implementation


Integration


Customization


E-Learning


Application Outsourcing

Remote Management


Hosted Management


Disaster Recovery


23
 Database and Applications Management


Audit Services


Technical and Functional Help Desk Support



Global Delivery


INDUSTRIES

Expert Solutions for Industry-Leading Customers

Appshop understands the unique demands of operating in highly



competitive, rapidly evolving industries. Through a powerful blend of

deep industry knowledge, business acumen and technical expertise, we
have the capabilities and experience to respond to our clients unique,
industry-specific challenges and opportunities.

PROFESSIONAL SERVICES

A Trusted Partner for the complete Oracle Application Lifecycle



Outsourcing the implementation and maintenance of Oracle enterprise

applications provides you access to knowledge experts schooled in the
nuances of complex enterprise applications. Let’s face it, when choosing a
professional services partner for your Oracle enterprise applications; you
can’t afford the services of a novice, no matter what the cost. You need a
trusted partner, seasoned Oracle experts for the complete application
lifecycle – that’s exactly what you’ll get from Appshop.

Appshop business and technical consultants share one overriding goal:



continuous improvement of your Oracle enterprise applications. We’ll

evaluate your current business processes against your future requirements
and help you select, implement, integrate, and customize the right Oracle
enterprise applications to ensure your success.

Whether you’re looking for a complete end -to-end solution or a specific



focus on one phase of the application lifecycle, Appshop professional

Services will help you realize the full potential of your investment.

24
 IT Strategy: Complementing qualitative business cases with quantitative


financial models, our ability to develop tightly integrated business-

technology strategies is unsurpassed. Through close collaboration with
you, our client, we’ll identify key operational areas for improvement and
evaluate proven and emerging technologies to address your requirements.

Software Selection: Trust Appshop’s experience in strategic IT and



Oracle enterprise applications to research and recommend the exact mix of

Oracle applications, third-party solutions, or custom solutions to address
your business needs.

We’re prepared to effective ly manage the

entire software selection process including evaluating off-the-shelf products,
authoring Requests for Proposal (RFP) and assisting in the selection of
vendors. After a thorough analysis, Appshop will recommend an enterprise
software solution and implementation strategy to meet your goals.

Implementation: Implementing enterprise applications are a complex



process. Appshop clients benefit from our experience of implementing

enterprise applications for customers across five major industries. Our
comprehensive approach to implementation addresses all the components
required for a successful deployment, including IT strategy, organizational
alignment, business process design, solution implementation and
infrastructure setup.

Integration: It’s vita l that your enterprise applications integrate



seamlessly with your legacy systems, supply chain partners, industry-

standard software packages and external interfaces. Whether it's a new
application or an existing system, Appshop ensures that your enterprise
applications are smoothly integrated throughout the enterprise.

Customization: When standard enterprise applications functionality isn’t



enough, Appshop expertise with enterprise applications – augmented by

25
 our Global Development and Service Centers - enable us to build the
necessary modifications or custom solutions that address your very
specific requirements.

E-Learning: Appshop Web-based E-Learning employs robust, interactive



tools to educate users on the Oracle E-Business Suite in a time-efficient

and cost-effective manner. Appshop E-Learning solutions combine audio,
video, online assessments and valuable tips to ensure a highly valuable
learning experience.

Methodology: Best practice Methodology and innovative toolkits help



streamline the implementation process and allow our clients to quickly

realize maximum benefits from their enterprise application.

APPLICATION OUTSOURCING

Your Trusted Partner

Take the risk out of implementing complex enterprise applications.



Outsource your applications to Appshop and focus on what you do best.

We’ll audit, implement, upgrade and manage your Oracle applications,
allowing you to remain focused on your core business-building activities.
Appshop Application Outsourcing services allow you to reduce capital


expenditures by converting fixed costs to variable operating expenses.

Despite the complexity of implementing an enterprise application, with
outsourcing, costs can be made more predictable.
Appshop Application Outsourcing services are made complete with web-


based performance monitoring of your remote or hosted applications and

world-class data center facilities. Our state-of-the-art data centers are
equipped with more than 250 enterprise-class servers. Our N+1
architecture ensures you can count on a reliable, redundant, high
performance infrastructure capable of supporting all your application
needs.

26
GLOBAL DELIVERY

Cost-Effective Development and Support: Do you need to manage



Oracle applications around the world? Perhaps your company success is

dependent on a strategic application customization or incorporating an
industry-leading software package. If so, Appshop Global Development
and Service Centers offer application management, customization and
support services for the entire Oracle Application Lifecycle.

Appshop has years of experience delivering impressively cost-effective



software development. Our Global Development and Service Centers

comprised of highly skilled development consultants and local technical
experts employ Appshop standard methodology to ensure outstanding
project quality and delivery.

Appshop Global Development and Service Centers offer our clients:

Customization and extension of applications



Report writing


Interface development


Data migration


Technical and application upgrades



GOLD SUPPORT

Appshop's Gold Support enables our customers to supplement its current IT



staff with highly skilled support personnel from Appshop. Our Gold Support
provides customers support for their Oracle E-Business Suite of applications
during and after implementation to assist with upgrades, changes and
modifications, and to address business critical situations on short notice.

27
 Several customers have already taken advantage of Appshop's Gold Support


package, including Cree, the world leader in the development, manufacturing

and marketing of electronic devices made from silicon carbide (SiC). The
Gold Support package is available today for a fixed monthly fee. Additional
features include:

Functional application consultants dedicated to each account



Variable weekly hours of consulting to use where it fits your



business needs
Access to consultants from diverse disciplines


On-site consultation, as required



Ability to bank unused hours



Assistance in extending or delivering additional Oracle-standard



functionality

TRAINING

Unlike standard training products, Appshop E-Learning Software



incorporates audio and video, making it interactive and easy-to-use.

Appshop E-Learning is designed to educate users on the Oracle E-
Business Suite, whether they need training on new versions of products,
new product modules or new job responsibilities.

Additional features of the E-Learning Software include on-the-spot



assessment, an "Ask the Experts" section, Tips for advanced users and
Online tests to see how well the users understands the information. E-
Learning Software allows users to learn and study at their own pace, from
the convenience of their own computer.

The E-Learning Software Modules that are currently offered by Appshop



for the Oracle E-Business Suite are; Accounts Payable, Accounts

Receivable, Cash Management, Cost Management, WIP, BOM, MRP,
Customer Relationship Management (CRM), Fixed Assets, General

28
Ledger, Human Resources, Inventory, Order Management Services, i-
expenses, Purchasing and i-procurement.

29
 CHAPTER III
REVIEW OF LITERATURE

PURPOSE OF REVIEW

Reviews helps this study in relating to the QWL concept in a more broader
aspect. Through reviews, it is possible to assimilate and deduce the relation work
life balance has on employee productivity and attrition rate. Also in order to keep
up with the latest issues in this area reviews are very informative.

Title: Balancing the work-life scales

Website: www.aspiraworld.com

The work life balance campaign was launched by the government in 2000
and reinforced with the DTI strategy “Prosperity for All” in 2003. It is recognised
that flexible working practices that benefit both the employer and the individual
will characterize the high performance workplaces of the future.

Yet with all this work life balance promotion, in a recent international survey
random samples of employees were asked about the amount of time they felt they
were able to spend with their families. In the UK 36% wanted to spend more time
at home and the percentage in the US was 46%. Yet some parts of the world did
much better such as Spain where only 8% wished for more time with their
families. Warwick University studies have shown that stress—as measured by
medical mental health scores—has worsened sharply in UK workers over the last
decade.

Why do we have this obsession with work? It is excellent that employers are

30
embracing a wide range of work balance options including flexible working and
flexible benefit packages but what can we do as individuals to take ourselves off
the proverbial treadmill.

Work life balance is not about an equal balance between each of your activities at
all times. Life is much more fluid than that. Nor is it a perfect one size fits all
balance, as we are all individuals with our own different priorities. Your work life
balance will vary over time and at different stages in your life.
The start of balance is to have achievement and enjoyment in each of life’s
quadrants. These four quadrants are:

Family


Friends and community



Work


Self


Ask yourself when was the last time you both achieved and enjoyed something in
any of these 4 quadrants, and have you achieved and enjoyed something in all 4 in
the last week. If the answer is yes then you are moving towards balance.

If the answer is no you may need to consider some changes to achieve more
balance. Achievement and enjoyment are the front and back of the coin
representing the value in life. You need both, just as you cannot have a one sided
coin. Often many so called “su ccessful” people are not happy as they are focusing
so much on one side of the coin they forget about the other. If you aim for both
achievement and enjoyment it helps avoid the life dulling habit of planning to get
round to the joys of life. It is those thoughts that start with “someday I will…” or
“as soon as…” start enjoying now.

At work create your own work life balance by making sure you not only achieve
but also enjoy the job. If no one pats you on the back, pat yourself on your back.
When you are a person that not only gets things done but also enjoys doing it, it

31
will attract people to you. They will want to be on your team and for you to be in
their team. It is up to you to start to make the work life balance happen.

Title: Quality of Work Life task force looks to integrate home and work.

Website: www.vanderbilt.edu/HRS/worklife/services.htm

There is a thread running through this issue, and it is Quality of Work Life.
Sometimes abbreviated QWL, Quality of Work Life is a quick phrase that
encompasses a lot, because it refers to the things an employer does that adds to the
lives of employees. Those “things” are some combination of benefits both explicit
and implied, tangible and intangible, that make somewhere a good place to work.
Implied in the idea of QWL is the notion that to be a good employer, a business or
institution must recognize that employees have lives before and after work (and,
for that matter, during work as well). That recognition, in turn, creates trust and
loyalty among employees, everybody benefits, and the world is a better place.
In this year’s State of the Medical Center Address, Dr. Harry R. Jacobson, Vice
Chancellor for Health Affairs, specifically pointed out this connection and
Vanderbilt’s commitment to being known as the premier employer in Middle
Tennessee.
Since 1999 Vanderbilt has had a Quality of Work Life task force. It came about
after the staff satisfaction survey that year indicated that QWL issues would be a
good focus to bring about some of the changes recommended by employees who
responded to that survey. The QWL task force is currently chaired by Jay Groves,
administrative director of the Kim Dayani Center, and Marilyn Holmes,
administrator of Health Plus, the staff and faculty wellness program.
“What Vanderbilt is trying to do as an employer is to create resources, services,
and an environment that allows employees to better manage their home and work
lives,” Groves says.

32
In an effort to figure out where Vanderbilt stands in relation to other employers in
Middle Tennessee and in relation to other institutions similar to Vanderbilt, the
QWL task force, with the support of Human Resource Services, asked a
consultant, the Segal Company, to take a look at the University and what it offers.
The report’s demographic breakdown of the University and Medical Center shows
that 6 percent of Vanderbilt employees are younger than 25, 33 percent are
between 25 and 36, 33 percent are between 37 and 46, 19 percent are between 47
and 55, and 9 percent are over age 56.

Not surprisingly, there are quite different needs for people depending on their age,
and Groves and Holmes say the QWL task force is keying on the demographic
information as a way to target services and information. “The direction we are
heading is life stages,” Groves says, “People have different needs depending on
where they’re at.”
The task force has, over the past few months, asked employees of different life
stages to come together for discussions called “pulse check groups” to discuss
their perceptions of what the University offers for people in their age group and
circumstances.
The consultant’s report also noted that Vanderbilt offers a tremendous amount of
benefits and help for people who work here, but that often people don’t know
what is available.
“There is so much that I don’t think any one person knows it all,” Holmes says.
“When you stand back a see it all it’s overwhelming.”
Groves agrees, noting that an employer who cares about its employees tends to
have a loyal, motivated work force— but the employee needs to know what is
available.
“If you don’t know, you don’t feel the institution cares. Knowledge is very
important. It helps to build trust.”
The Quality of Work Life task force reports to the HR Policy Advisory
Board, and Lisa Ponton, who is a member of both, says that more training and
education of new employees and training for managers on QWL issues are
planned.

33
 Title: Quality of Work Life
Website: www.DCAA.mil

The newest technology, most innovative management practices, and state-

of-the-art office buildings are of no value without the talent, commitment, and
contribution of a quality workforce. At DCAA, we do our best to provide a
working environment that is inclusive, enriching and encouraging to all
employees. This spirit is visible in our work processes and benefits, making
DCAA the employer of choice for a diverse and dedicated workforce.

At DCAA we do not just talk teamwork - we practice it. Across the organization,
our Participative Work Teams reinforce an environment of trust and help us more
effectively and efficiently accomplish our mission. These work teams allow every
voice to be heard, from entry-level auditors to senior managers, and enable us to
maximize the unique and diverse skills and perspectives of each employee.

With our business-casual dress code, flexible work hours, and state-of-the-art
computer technology, we strive to make the quality of your work life as satisfying
as possible. We know that employees are challenged as never before to balance
work and personal responsibilities. DCAA continually addresses these challenges
by utilizing Federal personnel flexibilities and establishing programs that help our
employees meet their work and personal obligations. In addition to a
comprehensive benefits package and extensive opportunities for training and
development, DCAA is proud to offer an ever-expanding network of employee
programs including:

Employee Assistance Program (EAP)

34
From time to time, each of us is faced with personal problems - many of which
can be solved with professional assistance. DCAA employees can get this
assistance through the Employee Assistance Program (EAP), a free, confidential
counseling and referral service. Meeting with you privately and confidentially, an
EAP counselor will help you assess the problem and work with you to find a
solution - in most cases through either short-term counseling or referral to an
appropriate and affordable resource. Emotional issues, family and marital
problems, substance abuse, or financial concerns - EAP counselors are equipped
to handle your requests for assistance.

Transit Subsidies

Getting to and from work using public transit systems has just become easier for
DCAA employees! If you elect to use public transportation to get to work at
DCAA, you are eligible to receive tax-free vouchers for your commuting
expenses. Qualifying transit services include public bus, subway, ferry, and rail
services; commuter buses, and registered vanpools, used on a regular and
continuing basis.

Health and Wellness

At DCAA we believe that a healthy employee is a happier, more productive

employee. From providing on-site fitness centers, to reimbursement for
membership in off-site facilities, we actively support employee health and
wellness. DCAA encourages its employees to achieve and maintain a high level of
fitness by sponsoring a variety of programs and events, including those on
smoking cessation, weight management, and mental health, as well as mobile
mammography and wellness evaluations.

Telework

DCAA participates in the governmentwide Telework program - which provides

the opportunity for employees in eligible positions to perform their duties at an
alternate worksite, such as home or a satellite work center. Most positions in

35
DCAA are eligible for telework on either a regular or ad-hoc basis. In addition to
reducing automobile-created air pollution and traffic congestion, telework affords
an excellent way to accommodate any short-term or long-term health problems
you may have, and it offers the potential for increased productivity by eliminating
interruptions during the workday.

Title: Flexibility at work

Website: www.worklifebalancecentre.org

Sarah Jones and Rachel Watson are Performance Development Managers

at the Barclays UK Banking Contact Centre at Gadbrook Park in Northwich,
Cheshire. They both work part time, 3 days a week, and together they are
responsible for improving the working environment for the 450 staff employed at
the contact centre.

“Balancing the demands of being successful in work, raising children, looking

after sick relatives and having some space for friends, family and out of work
interests is a very real and increasing challenge. The business impact of not
achieving a good work-life balance is very real - people who are under an
immense burden simply don’t perform to their best.

We have actively promoted and encouraged staff to take advantage of the flexible
working options on offer, and we’ve done this for two reasons: Firstly, because
the management team believes it’s the right thing to do to keep staff motivated
and fulfilled, by allowing them to choose a working pattern that suits them, their
families, and their lifestyles. Secondly the contact centre has undergone a period
of growth and expansion over the last 12 months. In Cheshire we’re based in an
area of low unemployment. As such there are a lot of companies competing in the
employee market. And it’s the range of flexible working policies that Barclays
offers that sets us aside from so much of the competition, and attracts staff to work
for Barclays. Take up has been really positive. We have staff working part time,
job share, term time, compressed week, and so on and so forth.

36
And it’s not just working mums who have taken advantage of the flexible working
patterns for childcare purposes:

We have staff who are working part time - using their days off to work


towards a qualification or pursue a hobby.

We have staff using their free time to care for elderly or sick relatives.


We’ve recruited several retired members of Barclays staff who work



part time – this provides them with the ideal balance of enjoying their
retirement, whilst also utilising their years of banking experience to the
benefit of less experienced staff, and providing significant benefits to
the business.

In promoting our flexible working agenda, we have encouraged team leaders and
managers to adopt a ‘can do’ attitude. It’s fair to say that often managers see all
the reasons that flexible working can’t work, rather than looking at all the benefits
and reasons to make it work. For instance, they see job sharing as two staff to
manage and two performance reviews to complete, rather than getting a mix of
skills and experience in 2 job share partners which maximise the effectiveness of a
role.
Our performance development team acts as a role model for the rest of the contact
centre – 100% of staff on the team are on flexible working contracts – proof that
flexible working really can and does work.
We’ve implemented a wellbeing programme, which has several components. The
two elements which have the greatest impact on work-life balance and staff
wellbeing are as follows:
Holistic
We’ve intr oduced holistic therapies for staff during the working day. Response
has been overwhelming, and we now have consultants who come in 3 days per
week – offering Reflexology, Reiki, back massage, Indian Head Massage and
sports massages. The cost of these treatments are subsidised for staff. Due to
popular demand we have also introduced a beautician who is on site one day a
week, offering facials, manicures and pedicures.

37
Concierge
We are currently piloting a concierge role. Basically the concierge is there to take
the everyday hassles out of peoples lives. Because Gadbrook Park is based outside
the town centre, we have staff dashing into town during their lunch hour to run
various errands. The Concierge makes a daily trip into Northwich to run those
errands for staff. Whether it be dry cleaning, post office, cheques to be paid in,
shoes to be mended – the Concierge can do those errands for staff. It enables staff
to take a quality lunch break instead of dashing into town whilst constantly
clockwatching. Takeup has been tremendous, and feedback excellent. And there’s
a lot more going on in addition to these initiatives:

Financial well-being – whereby we get financial advisors to visit the



contact centre to speak to staff – once again saving time that staff
would otherwise have had to fit in to their lunch hours.
lots of community and charitable initiatives taking place


an innovative approach towards environmental initiatives



we’re running a wide variety of workshops for staff:



o Performance Development
o Recruitment & Assessment
o Coaching skills
o CV writing
o Assertiveness

We’re actively promoting and encouraging use of the Barclays



University library and the training hub on site

We’ve set up a staff council – which acts as a forum for staff issues


and suggestions.
And for the first time we’ve held a big awards ceremony for 250 staff


which recognized and rewarded significant achievements across the

business

So how have these initiatives added value to the business?

38
 We’ve seen a marked improvement in our sickness and attrition.


Feedback from staff taking advantage of the holistic treatments is that



they feel energized, relaxed, de-stressed, etc.

The feedback from the introduction of Concierge services has been so


encouraging, that we are now looking to make the role a permanent

position.
We were shortlisted for the Age Positive awards 2004.


We’ve recently been notified that we’ve been shortlisted for the European


Call Centre Awards 2004.

And staff satisfaction survey scores are at a record high.


Work-life balance is a deeply personal issue, there is no right answer, only the right
answer for each individual - it is not Barclays responsibility to take the many pressures of
balancing home and work away from individuals. However it is our role to support people
with flexible policies that allow them to take career breaks, carers leave, emergency
leave, etc. at the times when they need to.”

Title: Quality of Work Life gives recommendations; some changes already in

the works
Website: www.mc.vanderbilt.edu
Author: Wayne Wood
Edition: June 20, 2003

The Quality of Work Life task force recently passed to senior

administration nine recommendations, including the addition of adoption benefits,
back-up child care, and an incentive proposal by Health Plus to reward faculty and
staff for healthy lifestyle practices through a discount on the cost of their health
insurance.

The task force was created several years ago and is under the direction of Kevin
Myatt, associate vice chancellor and chief human resource officer at Vanderbilt. It
is made up of members from both the Medical Center and University, and is

39
chaired by Jay Groves, administrative director of the Kim Dayani Center, and
Marilyn Holmes, manager of Health Plus.

“These recommendations come from our task force’s work -talking with
employees of all ages and from surveys conducted of what staff and faculty would
like the university to do,” Groves said.

“Taken as a whole, these recommendations provide additional support tow ard

helping faculty and staff balance the needs of work, family, and other areas of
their lives,” Holmes said.

The full slate of quality of work life priority recommendations:

Create a back-up child care facility and expand capacity and availability


for child care. Efforts are under way to initiate the pilot of a back-up child
care program.
Implement a training and awareness program for managers so that they


know what employee benefits, services and opportunities are available at

Vanderbilt. “We want our managerial staff to be engaged and help
employees have a better quality of life,” Groves said. This is currently in
the pilot stage and will be fully implemented later this year.
Create standard methods of communicating quality of work life


information to staff and faculty. This could take the form of a regular
insert into the VUMC Reporter.
Examine the possibility of a new paid time off program. Paid time off


(PTO) is a leave practice that makes no distinction between sick time,

vacation time or personal leave. PTO programs have been successfully
implemented in a number of health care institutions to make use of time
off more predictable. This is being studied by Human Resources.
Support an incentive program to reward healthy lifestyle practices among


staff and faculty. A plan could be implemented as early as January that

would allow staff and faculty to reduce their own share of health insurance
costs by participating in wellness activities, such as those offered through
Health Plus.

40
 Create a “life pha se education series” where staff and faculty could go to


learn how to manage various passages of life, such a childbirth, day-care

planning, elder care for aging parents, etc. This proposal remains in the
planning stages; more information may be available during September’s
Employee Recognition Month.
Provide adoption benefits for Vanderbilt employees, to help offset the cost


of an adoption in the same way that health insurance helps offset the costs
of childbirth. Details are still being worked out, but Human Resources
Services plans to implement such a plan in January.
Conduct annual, large-scale surveys of staff and faculty to determine what


employees want from the University and how the University can best
respond. Details are being worked out for such surveys, which would be in
addition to other less-comprehensive surveys of employee opinion already
conducted.
Strategically address the “trust gap” identified in last year’s Fortune


magazine employee survey, which indicated that many employees have

lower levels of trust for Vanderbilt as an employer when compared to
other top 100 employers. “Lack of trust is often characteristic of very large
employers where the work environment at times may appear impersonal
and complex. To address this issue the Quality of Work Life task force has
recommended more communication about Vanderbilt’s mission, vision,
financial performance, core values, and strategic goals, so staff and faculty
know more about what is happening and how it affects them,” Holmes
said.

“The de velopment of a culture that values and encourages the balancing of work
and family life for staff and faculty is a priority of the leadership of the
University,” Myatt said. “Several initiatives are either under way or on the
drawing board to address many of the issues raised during the survey conducted
by the QWL task force.”

Some of the information used in formulating the recommendations and changes

came from the random survey of employees conducted last year as part of the

41
University’s application to be considered for Fortune magazine’s “Top 100 Places
to Work in America” list.

Vanderbilt did not make the list, but was a finalist, having been selected one of the
top 300 companies and institutions.

The University has been invited to participate in the process to make the Fortune
list again this year, and the random survey that is part of that process will be
mailed out later this month to 250 randomly selected staff and faculty, Groves
said.

“I would like to publicly express my appreciation to the Quali ty of Work Life task
force, individually and collectively for all the time, effort and energy they have
put into keeping the QWL initiatives in front of senior leadership,” Myatt said.

Title: Work-Life Balance Defined - What it really means!

Website: www.worklifebalance.com
Author: Jim Bird
Edition: March 18, 2003

Work-Life Balance does not mean an equal balance. Trying to schedule an equal
number of hours for each of your various work and personal activities is usually
unrewarding and unrealistic. Life is and should be more fluid than that.

Your best individual work-life balance will vary over time, often on a daily basis.
The right balance for you today will probably be different for you tomorrow. The
right balance for you when you are single will be different when you marry, or if
you have children; when you start a new career versus when you are nearing
retirement.

There is no perfect, one-size fits all, balance you should be striving for. The best
work-life balance is different for each of us because we all have different
priorities and different lives.

42
However, at the core of an effective work-life balance definition are two key
everyday concepts that are relevant to each of us. They are daily Achievement
and Enjoyment, ideas almost deceptive in their simplicity.

Engraining a fuller meaning of these two concepts takes us most of the way to
defining a positive Work-Life Balance. Achievement and Enjoyment answer the
big question "Why?" Why do you want a better income…a new house…the kids
through college…to do a good job today…to come to work at all?

Most of us already have a good grasp on the meaning of Achievement. But let's
explore the concept of Enjoyment a little more. As part of a relevant Work-Life
Balance definition, enjoyment does not just mean "Ha-Ha" happiness. It means
Pride, Satisfaction, Happiness, Celebration, Love, A Sense of Well Being …all
the Joys of Living.

Achievement and Enjoyment are the front and back of the coin of value in life.
You can't have one without the other, no more than you can have a coin with only
one side. Trying to live a one sided life is why so many "Successful" people are
not happy, or not nearly as happy as they should be.

You cannot get the full value from life without BOTH Achievement and
Enjoyment. Focusing on Achievement and Enjoyment every day in life helps you
avoid the "As Soon As Trap", the life dulling habit of planning on getting around
to the joys of life and accomplishment "as soon as…."

My caffeine source and one of my little enjoyments is Diet Coke. And I'm a fussy
Diet Coke drinker. I don't like cans or bottles, I like fountain. And there is a big
difference in fountain drinks. So I know all the best fountains within a five-mile
radius of my house and office. My favorite is a little convenience store near my
home called Fitzgerald's.

Let's say I'm wandering into Fitzgerald's at 6 in the morning, in my - pre

caffeinated state and the implausible happens. Some philosophical guy bumps into
me, and says…. "Heh mister… what's your purpose in life?" Well even in that

43
half-awake condition, I'd have an answer for him. I'd say, "You know, I just want
to achieve something today and I want to enjoy something today. And if I do both
of those things today, I'm going to ahve a pretty good day. And if I do both of
those things every day, for the rest of my life… I'm going to have a pretty good
life." And I think that's true for all of us. Life will deliver the value and balance
we desire …when we are achieving and enjoying something every single day…in
all the important areas that make up our lives. As a result, a good working
definition of Work-Life Balance is:

Meaningful daily Achievement and Enjoyment in each of my four life

quadrants: Work, Family, Friends and Self.

Ask yourself now, when was the last time you Achieved AND Enjoyed something
at work? What about Achieved AND Enjoyed with your family; your friends?
And how recently have you Achieved AND Enjoyed something just for you?

Why not take 20 minutes on the way home from work and do something just for
yourself? And when you get home, before you walk in the door, think about
whether you want to focus on achieving or enjoying at home tonight. Then act
accordingly when you do walk in the door.

At work you can create your own best Work-Life Balance by making sure you not
only Achieve, but also reflect the joy of the job, and the joy of life, every day. If
nobody pats you on the back today, pat yourself on the back. And help others to
do the same.

When you do, when you are a person that not only gets things done, but also
enjoys the doing, it attracts people to you. They want you on their team and they
want to be on your team.

Simple concepts. And once you focus on them as key components of your day,
they are not that hard to implement. So, make it happen, for yourself, your family
and all the important individuals you care about… every day for the rest of your
life… Achieve and Enjoy.

44
 Title: Balancing Work and Family

Website: www.familiesandwork.org

Family life and work life take on new meanings once a baby is introduced into the
family. Schedules need to be rearranged and in all likelihood, the division of
household duties will come up for renegotiation more than once. Parenting
becomes a team effort. Achieving balance will mean different things to different
families. However, experts offer this advice on managing the dual responsibilities
of being a working mother.

Get in touch with your values. What do you want from life for you and your
family? How does work fit into this? Is work important for your sense of self, or is
it important primarily for financial reasons?

Set priorities. Based on your values, decide what is important to you. Be realistic.
The mythical "superwoman," a working mother excelling 100% on the job and
100% in caring for her family, is just that – a myth. For most of us, there is always
more to do than time allows. Focus on what you can do. Give up what’s not
essential. Let a few things slide. If children and work are your most important
priorities, stop trying to maintain a "House Beautiful" home.

Develop a transition ritual. It can take time to shift gears from work to family.
Establish a ritual that helps to mark the end of the workday and the beginning of
family time. Use the commute home to listen to music or a book on tape. When
you get home, change clothes before cuddling with your baby, or engaging with
your toddler. Be consistent in these routines. The ritual will automatically signal
the end of one thing and the beginning of another.

Investigate your options. More than ever, businesses recognize the value of
being family-friendly. Your company may offer work options such as flextime,
telecommuting, compressed work weeks, or job sharing arrangements. Check with
your Human Resources department for availability and details, or click to the
article Family-Friendly Work Schedules: A Work/Family Balance Solution listed
below in the Reference Sources. It offers an excellent overview of the most

45
common full-time and part-time flexible work arrangements. Understanding the
pros and cons of each will help you decide if any are suitable for you and if so,
how to approach your immediate supervisor about them.

Take care of your physical health. Healthy people have stamina. They are better
able to withstand emotional and physical stress. Don’t neglect your health. Eat
properly and get as much sleep as you can. Find time to do the things that nourish
your whole being.

Talk to other working mothers. Other working moms will gladly share with you
how they navigated the passage from working-before-baby to working-after-baby.
They will tell you what worked for them, what didn’t and how they found
alternative solutions.

Learn about work and family. Read as much as possible on work and family
issues in magazines, newspapers and on the Internet, and look for tips you can
use. When using Internet search engines, use keywords and phrases like – family,
work and family, parenting, work family balance, career. You’ll gain valuable
information and find guidance on developing a plan that works for you, your
spouse and your child. Learn the impact that certain stressors and influences have
on work life and home life. It can help you gain a different perspective on many of
the issues and challenges you’ll face as a working mother. Parenting at any stage
requires a sense of humor and the ability to juggle many tasks. Look at all the
things going on in your family in a positive light, have faith that there are ways to
make a household run smoothly; and don’t forget to ask for help when you really
need it. Grandparents and extended family are usually delighted to offer a helping
hand. In all probability they’re tickled pink to be able to spend time with your oh -
so-cute baby or toddler.

METHODOLOGY

Reviews are acquired through websites as secondary data. Also with the help of
professors through interviews and lectures, data has been furnished. Various
publications are also included.

46
CONCLUSION

With the help of reviews it has been possible to relate work life balance wit
employee satisfaction level and the attrition rate. Also reviews have given a deep
insight of how employer can influence the lives of employees.

47
 CHAPTER IV
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY

PROBLEM STATEMENT:

How do we operationalize the concept of QWL, especially in high-tech/



high-touch companies?
How do we determine the interface between work and life beyond work?


RESEARCH OBJECTIVES:

To examine the mechanism of QWL and relate it to “li fe beyond work” in



high-tech/ high-touch companies where balancing the work and life is

hard.
To develop and formulate appropriate guidelines for opertionalizing the


QWL concept so that the work becomes meaningfully productive and the
worker achieving incredibly.
To compare the employee satisfaction level at Appshop with that of its


counterparts and to upgrade the present work-life balancing system by

benchmarking the best in this field.

TYPE OF RESEARCH

48
 Type of research used here is a combination of descriptive and qualitative
research. Descriptive research has been used to describe the state of affairs as it
exists at present; to be more precise, Ex post facto has been implemented.
In qualitative research, data have been acquired through projective
techniques like opinion or attitude research.

SAMPLING TECHNIQUE

For the Appshop Solutions company, we have adopted consensus method,

as there are just a little more than 100 employees. For other IT companies, we
have adopted convenience/ judgement sampling method. The whole idea is to
contact employees adequate enough to make projections in our research
investigation.

SAMPLING SIZE

The sample size includes the whole population in Appshop. On the other
hand, sample population varies from 6-8 in other IT companies like Infosys, HP,
Accenture. Oracle etc. Sample sizes that that have been taken for Appshop and
other software companies

1) Appshop: n= 100
2) Appshop sample: n= 6
3) Oracle: n= 6
4) HP: n= 6
5) I2: n= 6
6) Infosys: n= 7
7) Msource: n= 6
8) Accenture: n= 5

49
 9) Tata teleservices: n= 8

SAMPLING DESCRIPTION

The sample under study consists of employees from various departments

in each company like Administration, Data base Administration, Rapid Response
team, Customer advocacy group, HRMS to name a few.
In other IT companies also, Software professionals have been included.

INSRTUMENTATION TECHNIQUES

Indicators like the respondents knowledge, opinion, expectation have been

used to arrive at the technique. Then index has been formed using Graphic Rating
scales. Data has then been analyzed in percentages and graphs.
Since our research investigation is highly qualitative in nature, the data
have not been subjected to vigorous statistical techniques. We believe that
qualitative analysis is as important as quantitative analysis.

ACTUAL COLLECTEION OF DATA

The main crux is primary data. This has been accomplished through a fine
blend of open-ended and multiple choice structured questionnaires. Also
interviews have been conducted on a one-to-one basis. A minimum quantity of
data has been acquired as secondary through various publications, reports,
magazines etc.

LIMITATION OF THE STUDY

• The bias/ prejudice

• Non- response error
• Inconclusiveness
• Generalization problem, as the QWL programs in action vary enormously
from company to company in terms of its intensity and impact.

50
 PART ‘B’
(SURVEY FINDINGS)
V : DATA ANALYSIS AND INTERPRETATION

51
 EMPLOYEE SATISFACTION SURVEY QUESTIONNAIRE
ANALYSIS

The purpose of this questionnaire is to enable Appshop to “REACH OUT” to its

employees & to create the right environment in which people can stay & flourish.
This survey is being conducted as part of the HR project which I am currently
undertaking at Appshop. The results of this survey would be collected, tabulated,
analyzed and which would also include my recommendations given and presented
to the Appshop Management for their future actions.

1) How much time is expected from you by the company at your workplace?
a) 78% say the company expects them to put in 8- 10 hrs.
b) 15% say the timing is strictly 8 hrs/day.
c) 7% say the company expects them to put in 10-12 hrs.

2) How much time do you spend at your workplace?

a) 54% say they spend 8-10 hrs
b) 30% say they spend 10-12 hrs
c) 16% say that timings are flexible

3) Do you like your work timings?

a) 94% say Yes
b) 6% say No

4) If No, what are your suggestions on the work timing?

Slight change on shift timings are preferred with longer gaps between
change of shifts

5) How often do you get stressed?

a) 57% say they get stresses sometimes
b) 26% say they hardly get stressed
c) 9% say they never get stressed
d) 8% say they get stressed very often

52
6) What causes you stress?
a) 48% say work load
b) 13% say it is due to lack of manpower & more issues
c) 11% say priority issues
d) 10% say it’s the work atmosphere and ambience
e) 7% say it’s the people around
f) 6% say they have sleeping disorder which leads to stress
g) 5% say they have PC stress
h) 5% say its performance related
i) 4% say its personal
j) 1% say it’s t he night shifts
k) 1% say its internal administration
l) 1% say its decision by management that stresses them

7) Are you able to handle stress?

a) 82% say Yes
b) 18% say sometimes.

8) If Yes, how do you manage stress?

a) 36% Confide in peers/superiors/family/friends
b) 31% indulge in recreational activities
c) 14% resolve the use to relieve their stress
d) 13% say they play Sports
e) 11% take a break
f) 5% do yoga or meditation
g) 3% take it sportively
h) 1% resort to smoking
i) 1% relive their stress by laughter therapy
j) 1% listen to music

53
9) If No, what can Appshop do to help you manage stress?
a) Provide a good mentor, well defined procedures, more recreational
facilities
b) Make it a Day job and manage employees bills and accounts efficiently
c) Create library, conduct yoga classes
d) Relaxation parties should be organized
e) Apply stress management techniques

10) Do you know all the employees of Appshop?

a) 58% know almost all the employees
b) 26% know only a few of the employees
c) 13% know all the employees
d) 3% know only their team

11) How can Appshop help you to interact better with all the employees?
a) 81% prefer quarterly/ monthly gatherings
b) 13% of the people don’t want Appshop to help in any way
c) 3% want team building activities to be conducted
d) 2% say employee information should be updated on the website
e) 1% wants induction program to be conducted effectively

12) What are the social services taken up by Appshop?

a) 81% are not aware
b) 17% say blood banks are organized
c) 15% say donation of clothes to the poor is being organized
d) 1% say they are helping the handicapped

13) What could Appshop include in its social service activities?

a) 28% wants to sponsor NGOs
b) 25% say no need to do social work
c) 24% says to donate to orphanage
d) 21% says to provide education to illiterate children
e) 15% say to organize blood donation camps

54
f) 9% say to help old age homes
g) 4% say to provide free medical facilities
h) 2% say to provide life saving drugs
i) 2% say to conduct environmental activities

14) How often does Appshop organize social events?

a) 42% say only on occasions
b) 21% say it happens quarterly
c) 15% are not aware of the social events organized
d) 14% say it is conducted annually
e) 5% say it happens monthly
f) 2% say it is done half-yearly
g) 1% say it is done frequently

15) What social events should Appshop organize?

a) 60% prefer family outing to resorts
b) 39% would like recreational activities to be organized
c) 21% want festivals to be celebrated
d) 10% say it is not required
e) 6% would like birthdays to be celebrated
f) 1% wants corporate interaction to be held annually

16) Are there Team Building Programs conducted?

a) 59% say Yes
b) 34% say No
c) 7% seem to be confused about its existence

17) If Yes, how often are they conducted?

a) 25% say it is conducted quarterly
b) 11% say it is annually
c) 29% say it is half-yearly
d) 8% say it is done as and when needed
e) 4% say it is done frequently

55
f) 13% say it is done monthly
g) 2% say it is done once
h) 7% say it is done every 15 days
i) 1% say it is done weekly

18) If No, what kind of Team Building Programs can be organized?

a) Professional coaching, group discussions
b) Sports, ALP, Offsite meetings
c) Training to motivate, improve performance, ALP
d) Internal feedback, pep talks, public speaking

19) What are the Training Programs conducted by Appshop?

a) 62% said there is technical training given
b) 53% say there are communication programs
c) 37% say there are self development programs
d) 13% are not aware of any such programs
e) 5% say there are cross-skill trainings given

20) Suggest any Training Programs that could be incorporated.

a) 60% want regular knowledge updation
b) 21% say nothing more is required
c) 17% say they need indepth communication training
d) 7% want cross trainings to be conducted
e) 4% say there should be special training for new employees to make
them feel more independent

21) How often are Employee feedbacks conducted?

a) 37% are not aware of this
b) 14% say it is conducted quarterly
c) 14% say it is done annually
d) 13% say it is done half-yearly
e) 9% say it is conducted frequently
f) 7% say it is done as and when needed

56
 g) 2% say it is monthly
h) 1% say it is done during probation period
i) 1% say it is done weekly
j) 1% say it is done occasionally
k) 1% say it is done during ISO audit

22) How comfortable is your workplace on a scale of: 1-4:

Excellent:4 Good: 3 Fair: 2 Poor: 1

Ambience 13 73 12 2
Workspace 23 65 12 0
Chairs, 11 54 25 10
Utilities :
People 37 39 18 6
Food 6 30 38 26
Transport 3 33 41 23
Source: Field Investigation

23) What is Appshop doing to retain employees?

a) 50% have no idea
b) 22% say they have good QWL
c) 15% say they pay more than the market rate
d) 14% feel the work culture is good
e) 7% say they provide technical opportunities
f) 7% say there is job rotation/ enrichment
g) 4% say there is empowerment of employees
h) 4% say they provide ESOP
i) 1% say there is flexibility in work schedules

57
24) What could be done to retain employees?
a) 34% say QWL should be good
b) 23% say they should provide better options
c) 20% wants appshop to build its brand image
d) 17% would like outbound trainings
e) 16% feel everything is sufficient at present
f) 13% want job satisfaction
g) 12% want understanding managers
h) 10% would like regular hikes
i) 10% want knowledge transfer to be encouraged
j) 8% want regular performance appraisals
k) 8% feel that recruitment and HR policies are to be modified considerably

25) What kind of Employee Welfare schemes can Appshop introduce?

a) 36% do not require anything extra
b) 30% would like interest free personal loans to be offered
c) 21% say parents should be covered under HIS
d) 9% need tax saving plans
e) 5% require Life insurance schemes
f) 3% would like health care facilities like medical discounts
g) 3% would prefer food discount coupons like sodexo passes
h) 2% want employee insurance agents to help them with insurance policies
and procedures
i) 1% say that guesthouse should be provided for outstation employees
j) 1% require pension schemes
k) 1% need incentives for personal benefit

26) How can you build “Brand Image” of Appshop?

a) 50% say Advertising
b) 46% say Seminars
c) 27% say Social work
d) 26% say Word-of-mouth
e) 14% say good performance/client relationship

58
 f) 6% say to sponsor events
g) 2% say not applicable
h) 2% say radio city would help
i) 2% says quality of work speaks for itself
j) 2% people think that technical workshops could be useful
k) 1% say environmental activities would help in spreading public awareness

27) Comment on a scale of 1-4 on the following :

Poor1 Fair:2 Good: 3 Excellent:4 Not aware

Health Insurance Scheme 0 21 58 5 9

Mentoring (Career Guidance) 5 19 63 12 1

HR team functioning 6 38 45 6 4
(Effectiveness)
Recruitment process (Efficient) 12 17 62 8 1

Induction Program (Ice-breaker) 11 27 45 3 9

Current Employee feedback 5 20 56 2 17

system (Performance)
Organization Structure (Reporting 2 4 65 29 0
to Superior)
Career Growth (Future Prospects ) 1 18 57 18 6

Company Growth 0 8 57 28 6
(Competitiveness)
Source: Field Investigation
28) Comments & Suggestions regarding Q.No 27 :
a) 41% have no comments or suggestions
b) 37% say the HR policies should be clearer and HR should be more
responsible
c) 2% say the induction program should be more prompt if it has to be
effective

59
d) 11% say the recruitment process should be more systematic and referrals
should be eliminated
e) 6% say the HIS should cover parents and dental
f) 4% say mentoring should be improved
g) 3% say there should be regular performance appraisals
h) 3% say the job should be challenging and job rotation should be
encouraged
i) 2% say the decision making should not be biased
j) 2% wants the beverage section to be improved
k) 1% says the organization structure should be more clear
l) 1% says there should be health care facilities
m) 1% says that Appshop should branch in India
n) 1% says they need exposure to the US IT industry

60
Sl. No Appshop Pay structure Market Pay Structure
1 Components

Basic pay Basic pay

Leave Travel Allowance (LTA) Leave Travel Allowance( LTA)
Medical Allowance Medical Allowance
Perquisites (perks) Dearness Allowance
Long-term Incentives Perquisites
Fringe Benefits Quarterly Incentives
Variable Housing Allowance Long-term Incentives
(VHA) Bonus
Special Allowance Fringe Benefits
Conveyance Allowance Variable Housing Allowance
(VHA)
Training Allowance
Night Shift Allowance
2 Fringe benefits

Weekend Allowance Old age, disability

Group health insurance Worker’s compensation
Guaranteed annual wage Unemployment compensation
Maternity leave (3 months) Pension plans
Sick leave (12 working days/ Group life insurance
year) Group health insurance
Suggestion awards (10,000 – Maternity leave
15,000/ employee referral) Paternity leave
Vacation pay (12 days/ year) Child care leave
Holidays (10 mandatory Sick leave
government holidays) Dental benefits
Company car and subsidies Tuition aid benefits
Moving expenses for new Suggestion awards
employees during relocation Service awards

61
 Free employee meals Severance pay
Vacation pay
Holiday pay
Moving expenses
Employee meal allowances
Discounts on employer’s goods
and services
Child care facilities
3 Long –term Incentives
Stock-options Stock-options
Provident Fund Provident fund
Gratuity
Variable CPI
Sl. No Appshop Pay structure Market Pay Structure
4 Perquisites

Special parking Special parking

Plush office Plush office
Auto expenses for official Vacation travel
purposes Auto expenses
Home PC/ Laptop, cell Phones Membership in clubs for
for senior grades Managers
Home PC/ Laptop, Cell Phones for
Managers
Chauffeur driven cars for
Managers
Paid spouse travel for meetings
Ticket booking
Bill payments
Holiday homes
Purchasing products (Laptop) at
factory rates.

62
Sl. No. Appshop loan facility Other IT Companies’ Loan
Facility
1 Interest free loans Low interest rate for Home Loans
Interest free loans for Vehicle
Loans

2 Parameters for providing a loan

Severity of the issue Salary scale

Employee seniority with respect to
position
Number of years in the company
3 Different kind of loans

Personal loans Vehicle loans

Housing loans
Medical loans
Personal loans
Educational loans
Emergency loans
4 Duration of repayment of loan
Depends on the amount borrowed 15-20 years
and if ≥ 50,000/- then 3 years
5,000/month is deducted from the 1-2 years
salary.

Source: Field Investigation

63
 Attribute Oracle Appshop HP i2 Infos Accenture Msource Tata Appshop
sample ys Teleservices
% of people 100 84 34 33 33 30 29 26 8
who said
Employee
feedbacks
happened
regularly

120

100
% of
80 people
who said
60 Employee
feedbacks
40
happened
20

0
e

op
ce
e

i2

re
HP

ys
pl
cl

ce
tu

ur

sh
os
ra

vi
en

so
O

sa

pp
er
In

cc

A
p

le
A
ho

Te
pp

ta
A

Ta

Source: Field Investigation

Interpretation:
100% in Oracle said that employee feedbacks happened regularly.
84% in Appshop sample said that employee feedbacks happened regularly.
34% in HP said that employee feedbacks happened regularly.
33% in i2 said that employee feedbacks happened regularly.
33% in Infosys said that employee feedbacks happened regularly.
30% in Accenture said that employee feedbacks happened regularly.
29% in Msource said that employee feedbacks happened regularly
26% in Tata Teleservices said that employee feedbacks happened
regularly.
8% in Appshop said that employee feedbacks happened regularly.

64
 Attribute i2 Appshop Infosys Msource Tata HP Oracl Accenture Appsho
sample Teleservices e p
% of people 53 39 38 30 29 21 20 20 9
who said
Work
atmosphere
was
excellent

60

50

40
% of people
30 who said Work
atmosphere
20 was excellent

10

0
i2

HP

e
s

ce

p
e
e

es

cl
sy

ho
ur
pl

ur

ra
ic

nt
fo
m

ps
so

rv

ce
In
sa

Ap
se
M

Ac
p

le
ho

Te
ps

ta
Ap

Ta

Source: Field Investigation

Interpretation:
53% in I2 said that work atmosphere was excellent.
!

39% in Appshop sample said that work atmosphere was excellent.

!

38% in Infosys said that work atmosphere was excellent.

!

30% in Msource said that work atmosphere was excellent.

!

29% in Tata Teleservices said that work atmosphere was excellent.

!

21% in HP said that work atmosphere was excellent.

!

20% in Oracle said that work atmosphere was excellent.

!

20% in Accenture said that work atmosphere was excellent.

!

9% in Appshop said that work atmosphere was excellent.

!

65
 Attribute Infosys Oracle HP i2 Msource Accenture Appshop Tata Apps
sample Teles hop
ervice
s
% of people 61 52 52 46 44 43 34 27 10
who said
EWS were
good

70

60

50

% of
40 people
who said
30 EWS
were
20 good

10

0
e
re

op
s

es
P

i2

pl
sy

cl

c
H

tu

ic
ur

sh
ra

m
fo

en

rv
so

sa
O

pp
In

se
cc
M

A
op

le
A

Te
sh
pp

ta
Ta
A

Source: Field Investigation

Interpretation
61% in Infosys said that EWS were good.
"

52% in Oracle said that EWS were good.

"

52% in HP said that EWS were good.

"

46% in i2 said that EWS were good.

"

44% in Msource said that EWS were good.

"

43% in Accenture said that EWS were good.

"

34% in Appshop sample said that EWS were good.

"

27% in Tata Teleservices said that EWS were good.

"

10% in Appshop said that EWS were good.

"

66
 Attribute Infosys HP Tata Accentu i2 Oracle Msource Appshop Apps
Teleserv re hop
ices sampl
e
% of 53 44 44 40 36 33 20 11 0
people who
said social
services
were
organized

60

50

40

30 % of people
who said
social services
20 were
organized
10

0
es

e
re

op
s

ce
e
i2
P

pl
sy

cl
H

tu
ic

ur

sh

m
ra
fo

rv

en

so

sa
pp
O
In

se

cc

op
A
le

A
Te

sh
pp
ta
Ta

Source: Field Investigation

Interpretation
53% in Infosys said that social services were organized.
#

44% in HP said that social services were organized.

#

44% in Tata Teleservices said that social services were organized.

#

40% in Accenture said that social services were organized.

#

36% in i2 said that social services were organized.

#

33% in Oracle said that social services were organized.

#

20% in Msource said that social services were organized.

#

11% in Appshop said that social services were organized.

#

None in Appshop sample were aware that social services were being
#

organized.

67
 Attribute HP Infosys Oracle Accen i2 Msourc Tata Appshop Appsho
ture e Teleservic sample p
es

% of people 63 56 50 35 30 29 28 26 14
who said
social
activities
were
conducted
frequently

70
60
50
40 % of people
who said
30
social
20 activities
10 were
0
conducted
es

e
e

op
s

ce
P

i2
ur

pl
sy

cl
H

ic
ur

sh
m
ra

t
fo

en

rv
so

sa
O

pp
In

se
cc

A
op
le
A

Te

sh
pp
ta
Ta

Source: Field Investigation

Interpretation:
63% in HP said that social activities were conducted frequently.
$

56% in Infosys said that social activities were conducted frequently.

$

50% in Oracle said that social activities were conducted frequently.

$

35% in Accenture said that social activities were conducted frequently.

$

30% in i2 said that social activities were conducted frequently.

$

29% in Msource said that social activities were conducted frequently.

$

28% in Tata Teleservices said that social activities were conducted

$

frequently.
26% in Appshop sample said that social activities were conducted
$

frequently.
14% in Appshop said that social activities were conducted frequently.
$

68
 Attribute HP Msource Accentu i2 Oracl Infosys Tata Appsho Appsho
re e Teleservices p p
sample

% of 100 50 50 42 42 33 33 30 26
people
who are
prone to
stress

120

100

80
% of
people
60
who
are
40 prone
to
20 stress

0
e

es

op
s

e
P

e
i2
ce

ur

sy

pl
cl
H

ic
ur

sh
ra

m
t

fo
en

rv
so

sa
O

pp
In

se
cc
M

op
le
A

Te

sh
pp
ta
Ta

Source: Field Investigation

Interpretation:
100% in HP are prone to stress.
%

50% in Msource are prone to stress.

%

50% in Accenture are prone to stress.

%

42% in i2 are prone to stress.

%

42% in Oracle are prone to stress.

%

33% in Infosys are prone to stress.

%

33% in Tata Teleservices are prone to stress.

%

30% in Appshop are prone to stress.

%

26% in Appshop sample are prone to stress.

%

69
 Attribute Infosys HP i2 Oracle Accentu Tata Appshop Msource Appshop
re Teleservic sample
es

% of people 97 66 60 57 52 43 39 37 33
who said
training
happened
regularly

120

100

80
% of people
60 who said
training
happened
40 reglarly

20

0 e
e

op
s

es
e

ce
P

i2

pl
ur
sy

cl
H

ic

ur
sh

m
ra

nt
fo

rv

so

sa
O

pp
e
In

se
cc

M
A

op
le
A

Te

sh
pp
ta
Ta

Source: Field Investigation

Interpretation:
97% in Infosys said training happened regularly.
&

66% in HP said training happened regularly.

&

60% in i2 said training happened regularly.

&

57% in Oracle said training happened regularly.

&

52% in Accenture said training happened regularly.

&

43% in Tata Teleservices said training happened regularly.

&

39% in Appshop said training happened regularly.

&

37% in Msource said training happened regularly.

&

33% in Appsop sample said training happened regularly.

&

70
 Attribute i2 Apps Tata Appshop Oracle Infosys Msource HP Acce
hop Teleservices sample nture

% of people 83 58 51 50 50 50 50 34 33
who said
employee
interaction
was good

90

80

70

60

50

40

30
Source: Field Investigation
Interpretation:
83% in i2 said employee interaction was good.
'

58% in Appshop said employee interaction was good.

'

51% in Tata Teleservices said employee interaction was good.

'

50% in Appshop sample said employee interaction was good.

'

50% in Oracle said employee interaction was good.

'

50% in Infosys said employee interaction was good.

'

50% in Msource said employee interaction was good.

'

34% in HP said employee interaction was good.

'

33% in Accenture said employee interaction was good.

'

71
 Attribute Appshop Oracle HP i2 Accentu Apps Infosys Msourc Tata
sample re hop e Teleser
vices

% of 84 83 67 67 60 59 57 50 38
people
who said
TBP were
held
regularly

90
80
70
% of
60 employees
50 who said
40 Team
Building
30
Programs
20 were held
10
0
es
e

ce
e

s
P

i2
pl

ur
cl

sy
o
H

ic
ur
sh
ra
m

fo
en

rv
so
sa

pp

In

se
cc

M
A
p

le
A
o

Te
sh
pp

ta
Ta
A

Source: Field Investigation

Interpretation:
84% in Appshop sample said Team Building Programs were held
(

regularly.
83% in Oracle said Team Building Programs were held regularly.
(

67% in HP said Team Building Programs were held regularly.

(

67% in i2 said Team Building Programs were held regularly.

(

60% in Accenture said Team Building Programs were held regularly.

(

59% in Appshop said Team Building Programs were held regularly.

(

57% in Infosys said Team Building Programs were held regularly.

(

50% in Msource said Team Building Programs were held regularly.

(

38% in Tata Teleservices said Team Building Programs were held

(

regularly.

72
Attribute Appshop i2 Appshop Infosys Oracle HP Msour Tata Accenture
sample ce Teleser
vices
% of 100 100 94 86 83 83 83 38 20
people
who liked
their work
timings

120

100

80
%of
people
who
60 liked
their
40 work
timings
20

0
es

re
op

s
e

e
i2

ce
sy
pl

cl

tu
ic
ur
sh

ra
m

fo

en
rv
so
sa

pp

O
In

se

cc
M
A
op

le

A
Te
sh
pp

ta
Ta
A

Source: Field Investigation

Interpretation:
100% in Appshop sample liked their work timings.
)

100% in i2 liked their work timings.

)

94% in Appshop liked their work timings.

)

86% in Infosys liked their work timings.

)

83% in Oracle liked their work timings.

)

83% in HP liked their work timings.

)

83% in Msource liked their work timings.

)

38% in Tata Teleservices liked their work timings.

)

20% in Accenture liked their work timings.

)

73
 Graphical representation of Appshop Employee Satisfaction level
Time expected to be at work
Attribute 8- 10 hrs 8 hrs 10-12 hrs

Time expected to 78 14 7
be at work (%)

8-10 hrs

8 hrs

10-12 hrs

Source: Field Investigation

Interpretation:
78% say time expected to work is around 8 – 10 hours.
*

14% say time expected to work is 8 hours.

*

7% say time expected to work is around 10 – 12 hours.

*

Time spent at work

Attribute 8-10 hrs 10- 12 hrs flexible

Time spent at 54 30 16
work (%)

8-10 hrs

10-12 hrs

flexible

Source: Field Investigation

Interpretation:
54% say they spend 8 – 10 hours at work.
*

30% say they spend 10 – 12 hours at work.

*

16% say they work flexible hours.

*

74
 Convenient work timings?

Attribute Yes No

Convenient work timings? (%) 94 6

Yes

No

Source: Field Investigation

Interpretation:
94% say work times are convenient.
+

6% say work times are not convenient.

+

Frequency of stress
Attribute Sometimes Hardly Never Very often

Frequency of stress 57 26 9 8
(%)

som etim es
rarely
never
very often

Source: Field Investigation

Interpretation:
57% say they are sometimes prone to stress.
+

26% say they hardly get stressed.

+

9% say they never get stress.

+

8% say they get stressed very often.

+

75
 Causes of stress
Attribute Work Lack of Priority Work People Sleepin Perform Perso Intern
load man issues atmosph around g ance nal al
power ere disorder related admin
istrati
on
Causes of 48 13 11 10 7 6 5 4 1
stress (%)

Source: Field Investigation

Interpretation:
48% say workload causes them stress.
,

13% say it is due to lack of manpower.

,

11% say priority issues give them stress.

,

10% say work atmosphere causes them stress.

,

7% say people around them stress them out.

,

6% say stress is due to sleeping disorder.

,

5% say stress is related to performance in one’s job.

,

4% say their stress comes from personal issues.

,

1% say it is due to inadequate internal administration

,

76
 Management of stress
Attribute Yes Sometimes No
Management of stress 81 14 0

Yes

Sometimes

No

Source: Field Investigation

Interpretation:
81% say they can manage stress.
-

14% say they can sometimes manage stress.

-

Attribute Confide in Peers/ superiors/ Recreational activities Resolve Sports Take a Yoga/
Family/ Friends issue break Meditation
Ways of 37 32 15 13 12 6
managing stress

Confide in Peers/
superiors/ Family/
Friends
Reacreational
activities

Resolve issue

Sports

Take a break

Yoga/ Meditation

Source: Field Investigation

Interpretation:
37% relieve their stress by confiding in peers/ superiors/ family/ friends.
-

32% manage stress through recreational activities.

-

15% resolve the issue that causes stress.

-

13% relieve their stress by playing sports.

-

12% take a break from the situation that is stress prone.

-

6% resort to Yoga/ meditation to reduce getting stressed.

-

77
 Only my
Attribute Almost all A few Yes team
Community Interaction 58 26 13 3

Community Interaction

Almost all
A few
Yes
Only my team

Source: Field Investigation

Interpretation:
58% say they know almost all the employees of Appshop.
.

26% say they know only a few of the Appshop employees.

.

13% say they know everyone in Appshop.

.

3% say they only know their team members in Appshop.

.

Attribute Quarterly / monthly gatherings Not required Updation of Team Induction

employee building programs
information activities
Ways to interact better with 81 14 3 3 1
employees

Ways to interact better with employees

Quarterly /
monthly
gatherings
Not required

Updation of
employee
information
Team building
activites

Induction
programs

Source: Field Investigation

78
Interpretation:
81% say to conduct quarterly/ monthly gatherings.
/

14% say nothing is required to be done to assist good interaction.

/

3% say employee information should be updated.

/

3% say Team Building activities should be conducted.

/

1% say Induction programs should be made more efficient for effective

/

interaction.

Donation Help
Attribute Not aware Blood banks of clothes handicapped
Social services in Appshop 81 17 15 1

Social services in Appshop

Not aware

Blood banks

Donation of clothes

Help handicapped

Source: Field Investigation

Interpretation:
81% are not aware of any social services.
/

17% say blood banks are organized.

/

15% say they donate clothes to the poor.

/

1% say they assist the handicapped in the form of cash and kind.
/

79
 Activities to be included
in future
Sponsor NGO 29
Not required 25
Donate to orphanage 24
Provide education 22
Blood donation 15
Help old age homes 9
Free medical services 5
Life saving drugs 3
Environmental activities 2

Activities to be included in future

Sponsor NGO

Not required

Donate to orphanage

Provide education

Blood donation

Help old age homes

Free medical services

Life saving drugs

Eniviormental activites

Source: Field Investigation

Interpretation:
29% say Appshop could start sponsoring NGOs.
0

25% say no activities are required to be organized for social cause.

0

24% say donation should be made to the orphanage.

0

22% would like to provide education for the illiterate slums.

0

15% say to organize blood donation camps.

0

9% says to assist old age homes.

0

5% say to provide free medical service to the poor and slums.

0

3% say to provide life saving drugs to people who cannot afford them.
0

2% say to conduct environmental activities like making the city more

0

green.

80
 Attribute On occasions Quarterly Not aware Annually Monthly Half Frequently
yearly

Frequency of 42 21 15 14 5 3 1
organizing
Social events

Frequency of organising Social events

On occasions
Quarterly
Not aware
Annually
Monthly
Half yearly
Frequently

Source: Field Investigation

Interpretation:
42% say social events are held on occasions.
1

21% say they are held quarterly.

1

15% say they have no idea about social events being held.
1

14% say they are conducted annually.

1

5% say it is held monthly.

1

3% say social events are held half-yearly.

1

1% say they are held quite frequently.

1

81
 Attribute Family outings/ Recreational Festivals Not required Birthdays Corporate
Resorts activities interaction
Social events to be organized 61 40 21 10 7 1

Family outings/
Social events to be organized Resorts
Recreational
activities
Festivals

Not required

Birthdays

Corporate
interaction

Source: Field Investigation

Interpretation:
61% say family outings to resorts could be organized.
2

40% say recreational activities could be planned.

2

21% say festivals could be celebrated.

2

10% say nothing is required.

2

7% say birthdays could be celebrated.

2

1% say corporate interaction should be conducted informally.

2

Attribute Yes No Not

applicable
Team building programs conducted 59 34 6

Team building programs conducted

Yes

No

Not applicable

Source: Field Investigation

Interpretation:
59% say Team Building programs are conducted.
2

34% say they are not conducted.

2

6% say they are not sure as they are new employees.

2

82
 Attribute Quarterly Annually Half As & when Monthly Frequently Weekly Quarterly
yearly needed
Frequency of 24 11 9 8 4 4 1 1
Team building
programs

Frequency of Team building programs Quarterly

Annually

Half yearly

As & when
needed
Monthly

Frequently

Once

Source: Field Investigation

Interpretation:
24% say Team Building programs are held quarterly.
3

11% say they are conducted annually.

3

9% say it is held half-yearly.

3

8% say they are held as and when needed.

3

4% say they are held monthly.

3

Another 4% say they are held frequently.

3

1% each says they are conducted on a weekly and quarterly basis.

3

83
 Attribute Technical Communication PDP Not aware Cross skill
Training programs conducted 62 53 37 14 5

Training programs conducted

Technical
Communication
PDP
Not aware
Cross skill

Source: Field Investigation

Interpretation:
62% say technical trainings are conducted.
4

53% say communication training is given.

4

37% say Personality Development Programs are conducted.

4

14% are not aware.

4

5% say cross-skill trainings are conducted.

4

Attribute Regular Not required In-depth Cross training Training for

knowledge communication new
updation employees
Training programs suggested 61 22 18 7 4

Training programs suggested

Regular knowledge
updation
Not required

In-depth
communication
Cross training

Training for new

employees

Source: Field Investigation

84
Interpretation:
61% would like regular knowledge updation.
5

22% do not require anything.

5

18% require in-depth communication.

5

7% would like to undergo cross-skill training.

5

4% say to conduct training for new employees.

5

Attribute Not aware Quarterly Annually Half- Frequently When Monthly At ISO Weekly
yearly needed audit
Frequency 31 23 14 13 8 6 3 1 1
of
employee
feedbacks

Frequency of employee feedbacks

Not aware
Quarterly
Annually
Half-yearly
Frequently
When needed
Monthly
At ISO audit
Weekly

Source: Field Investigation

Interpretation:
31% are not aware.
5

23% say it happens quarterly.

5

14% say they are conducted annually.

5

13% say it is held half-yearly.

5

8% say they are done frequently.

5

6% say it happens as and when needed.

5

3% say they are held monthly.

5

1% each say during ISO audit and weekly.

5

85
 Attribute Not Good QWL Good Work Technical Job ESOP Empowerm Flexible
aware pay Culture opportunities enrichment/ ent of timing
Rotation employees
Retaining of 50 23 16 14 8 7 4 4 1
employees
at Appshop

Retaining of employees at Appshop Not aware

Good QWL

Good pay

Work Culutre

Technical
opportunites
Job enrichment/
Rotation
ESOP

Source: Field Investigation

Interpretation:
50% are not aware.
6

23% say the QWL is good.

6

16% say they have good pay structure.

6

8% say they provide technical opportunities.

6

7% say there is job enrichment and rotation.

6

4% say they provide ESOP.

6

4% say there is empowerment of employees.

6

1% say work times are flexible.

6

86
 Attribute QW Better Build Out Not Job Understan Regular Knowledge Regular Good
L Options brand bound required Satisfaction ding hikes sharing PA HR
image training mangers policy
recruitm
ent
Ways to 35 24 21 18 16 14 12 11 10 9 8
retain
employees

QWL
Ways to retain employees
Better Options

Build brand image

Out bound training

Not required

Job Satisfaction

Understanding Managers

Regular hikes

Knowleged shaing

Regular PA

Good HR policy &

recruitment

Source: Field Investigation

Interpretation:
35% say to improve QWL.
7

24% say better options can help retain employees.

7

18% say outbound training helps to reduce attrition rate.

7

16% say nothing is required.

7

14% say providing job satisfaction will help retain employees.

7

12% say managers should be understanding to help retain employees.

7

11% say to provide regular hikes.

7

10% say knowledge sharing should be encouraged to facilitate job rotation

7

9% say performance appraisals should be held regularly.

7

8% say good HR recruitment policy helps in retaining employees.

7

87
 Attribute Not Interest HIS Tax LIC Health ESO Sodexo employee Guest Pension
requir Free saving care P insurance houses
ed personal plans facilities agents
loans
employee 36 31 21 9 6 4 3 3 3 2 1
Welfare
schemes that
can be
introduced

Not required
Employee Welfare schemes that can be
Interest Free personal
introduced loans
HIS

Tax saving plans

LIC

Health care facilites

ESOP

Sodexo

employee insurance
agents
Guest houses

Pension

Source: Field Investigation

Interpretation:
36% say nothing more is required.
8

31% say to provide Interest free personal loans.

8

21% say HIS should be introduced.

8

9% say tax saving plans should be incorporated.

8

6% say LIC should be introduced.

8

4% say health care facilities should be included.

8

3% say ESOPs should be given.

8

3% say sodexo passes should be distributed.

8

3% say employee insurance agents should be hired.

8

2% say to provide guest houses.

8

1% say to provide pension plans.

8

88
 Attribute Good Excellent Fair Poor
Rating of ambience 73 13 12 2

Rating of ambience

Good
Excellent
Fair
Poor

Source: Field Investigation

Interpretation:
¾
73% say ambience is good.
¾
13% say ambience is excellent.
¾
12% say ambience is fair.
¾
2% say ambience is poor.

Attribute Good Excellent Fair

Rating of Workspace 65 23 12

Rating of Workspace

Good
Excellent
Fair

Source: Field Investigation

Interpretation:
65% say work space is good.
9

23% say work space is Excellent.

9

12% say work space is fair.

9

89
 Attribute Good Fair Excellent Poor
Rating of Chairs, Utilitites 54 24 12 10

Rating of Chairs, Utilitites

Good
Fair
Excellent
Poor

Source: Field Investigation

Interpretation:
54% say chairs & utilities are good.
:

24% say chairs & utilities are fair.

:

12% say chairs & utilities are excellent.

:

10% say chairs & utilities are poor.

:

Attribute Good Excellent Fair Poor

Rating of people 39 37 18 6

Rating of people

Good
Excellent
Fair
Poor

Source: Field Investigation

Interpretation:
39% say people are good.
:

37% say people are excellent.

:

18% say people are fair.

:

6% say people are poor.

:

90
 Attribute Fair Good Poor Excellent
Rating of Food 38 30 26 6

Rating of Food

Fair
Good
Poor
Excellent

Source: Field Investigation

Interpretation:
38% say food is fair.
;

30% say food is good.

;

26% say food is poor.

;

6% say food is excellent.

;

Attribute Fair Good Poor Excellent

Rating of Transport 41 33 23 3

Rating of Transport

Fair
Good
Poor
Excellent

Source: Field Investigation

Interpretation:
41% say transport is fair.
;

33% say transport is good.

;

23% say transport is poor.

;

3% say transport is excellent.

;

91
 Attribute Good Fair Not aware Excellent
Rating of HIS 58 21 9 5

Rating of HIS

Good
Fair
Not aw are
Excellent

Source: Field Investigation

Interpretation:
58% say HIS is good.
<

21% say HIS is fair.

<

9% are not aware.

<

5% say HIS is excellent.

<

Attribute Good Fair Excellent Poor Not aware

Rating of Mentoring 63 19 12 5 1

Rating of Mentoring

Good
Fair
Excellent
Poor
Not aw are

Source: Field Investigation

Interpretation:
63% say HIS is good.
<

19% say HIS is fair.

<

12% say HIS is excellent.

<

5% say HIS is poor.

<

1% is not aware.
<

92
 Attribute Good Fair Excellent Poor Not aware
Rating of HR 45 38 6 6 4

Rating of HR

Good
Fair
Excellent
Poor
Not aw are

Source: Field Investigation

Interpretation:
45% say HR is good.
=

38% say HR is fair.

=

6% say HR is excellent.
=

6% say HR is poor.
=

4% are not aware.

=

Attribute Good Fair Poor Excellent Not aware

Rating of Recruitment 62 17 12 8 1

Rating of Recruitment

Good
Fair
Poor
Excellent
Not aw are

Source: Field Investigation

Interpretation:
62% say recruitment is good.
=

17% say recruitment is fair.

=

12% say recruitment is poor.

=

8% say recruitment is excellent.

=

1% is not aware.
=

93
 Attribute Good Fair Poor Not aware Excellent
Rating of Induction program 45 27 11 9 3

Rating of Induction program

Good
Fair
Poor
Not aw are
Excellent

Source: Field Investigation

Interpretation:
45% say induction program is good.
>

27% say induction program is fair.

>

11% say induction program is poor.

>

9% are not aware.

>

3% say induction program is excellent.

>

Attribute Good Fair Not aware Poor Excellent

Rating of employee feedback 56 20 17 5 2

Rating of employee feedback

Good
Not aw are
Fair
Poor
Excellent

Source: Field Investigation

Interpretation:
56% say employee feedback is good.
>

20% say employee feedback is fair.

>

17% are not aware.

>

5% say employee feedback is poor.

>

2% say employee feedback excellent.

>

94
 Attribute Good Excellent Fair Poor
Rating of organization structure 65 29 4 2

Rating of organization structure

Good
Excellent
Fair
Poor

Source: Field Investigation

Interpretation:
65% say organization structure is good.
?

29% say organization structure is excellent.

?

4% say organization structure is fair.

?

2% say organization structure is poor.

?

Attribute Good Fair Excellent Not aware Poor

Rating of Career growth 57 18 18 6 1

Rating of Career grow th

Good
Fair
Excellent
Not aw are
Poor

Source: Field Investigation

Interpretation:
57% say career growth is good.
?

18% say career growth is fair.

?

18% say career growth is excellent.

?

6% are not aware.

?

1% say career growth is poor.

?

95
 Attribute Good Excellent Fair Not aware
Rating of Company growth 57 28 8 6

Rating of Company grow th

Good

Excellent

Fair

Not aware

Source: Field Investigation

Interpretation:
57% say company growth is good.
@

28% say company growth is excellent.

@

8% say company growth is fair.

@

6% are not aware.

@

96
 MAJOR RESEARCH FINDINGS

1. 100% in Oracle said that employee feedbacks happened regularly.

2. 84% in Appshop sample said that employee feedbacks happened regularly.
3. 34% in HP said that employee feedbacks happened regularly.
4. 33% in i2 said that employee feedbacks happened regularly.
5. 33% in Infosys said that employee feedbacks happened regularly.
6. 30% in Accenture said that employee feedbacks happened regularly.
7. 29% in Msource said that employee feedbacks happened regularly
8. 26% in Tata Teleservices said that employee feedbacks happened regularly.
9. 8% in Appshop said that employee feedbacks happened regularly.
10. 53% in I2 said that work atmosphere was excellent.
11. 39% in Appshop sample said that work atmosphere was excellent.
12. 38% in Infosys said that work atmosphere was excellent.
13. 30% in Msource said that work atmosphere was excellent.
14. 29% in Tata Teleservices said that work atmosphere was excellent.
15. 21% in HP said that work atmosphere was excellent.
16. 20% in Oracle said that work atmosphere was excellent.
17. 20% in Accenture said that work atmosphere was excellent.
18. 9% in Appshop said that work atmosphere was excellent.
19. 61% in Infosys said that EWS were good.
20. 52% in Oracle said that EWS were good.
21. 52% in HP said that EWS were good.
22. 46% in i2 said that EWS were good.
23. 44% in Msource said that EWS were good.
24. 43% in Accenture said that EWS were good.
25. 34% in Appshop sample said that EWS were good.
26. 27% in Tata Teleservices said that EWS were good.
27. 10% in Appshop said that EWS were good.
28. 53% in Infosys said that social services were organized.
29. 44% in HP said that social services were organized.
30. 44% in Tata Teleservices said that social services were organized.
31. 40% in Accenture said that social services were organized.

97
32. 36% in i2 said that social services were organized.
33. 33% in Oracle said that social services were organized.
34. 20% in Msource said that social services were organized.
35. 11% in Appshop said that social services were organized.
36. None in Appshop sample were aware that social services were being
organized.
37. 63% in HP said that social activities were conducted frequently.
38. 56% in Infosys said that social activities were conducted frequently.
39. 50% in Oracle said that social activities were conducted frequently.
40. 35% in Accenture said that social activities were conducted frequently.
41. 30% in i2 said that social activities were conducted frequently.
42. 29% in Msource said that social activities were conducted frequently.
43. 28% in Tata Teleservices said that social activities were conducted frequently.
44. 26% in Appshop sample said that social activities were conducted frequently.
45. 14% in Appshop said that social activities were conducted frequently.
46. 100% in HP are prone to stress.
47. 50% in Msource are prone to stress.
48. 50% in Accenture are prone to stress.
49. 42% in i2 are prone to stress.
50. 42% in Oracle are prone to stress.
51. 33% in Infosys are prone to stress.
52. 33% in Tata Teleservices are prone to stress.
53. 30% in Appshop are prone to stress.
54. 26% in Appshop sample are prone to stress.
55. 97% in Infosys said training happened regularly.
56. 66% in HP said training happened regularly.
57. 60% in i2 said training happened regularly.
58. 57% in Oracle said training happened regularly.
59. 52% in Accenture said training happened regularly.
60. 43% in Tata Teleservices said training happened regularly.
61. 39% in Appshop said training happened regularly.
62. 37% in Msource said training happened regularly.
63. 33% in Appsop sample said training happened regularly.

98
64. 83% in i2 said employee interaction was good.
65. 58% in Appshop said employee interaction was good.
66. 51% in Tata Teleservices said employee interaction was good.
67. 50% in Appshop sample said employee interaction was good.
68. 50% in Oracle said employee interaction was good.
69. 50% in Infosys said employee interaction was good.
70. 50% in Msource said employee interaction was good.
71. 34% in HP said employee interaction was good.
72. 33% in Accenture said employee interaction was good.
73. 84% in Appshop sample said Team Building Programs were held regularly.
74. 83% in Oracle said Team Building Programs were held regularly.
75. 67% in HP said Team Building Programs were held regularly.
76. 67% in i2 said Team Building Programs were held regularly.
77. 60% in Accenture said Team Building Programs were held regularly.
78. 59% in Appshop said Team Building Programs were held regularly.
79. 57% in Infosys said Team Building Programs were held regularly.
80. 50% in Msource said Team Building Programs were held regularly.
81. 38% in Tata Teleservices said Team Building Programs were held regularly.
82. 100% in Appshop sample liked their work timings.
83. 100% in i2 liked their work timings.
84. 94% in Appshop liked their work timings.
85. 86% in Infosys liked their work timings.
86. 83% in Oracle liked their work timings.
87. 83% in HP liked their work timings.
88. 83% in Msource liked their work timings.
89. 38% in Tata Teleservices liked their work timings.
90. 20% in Accenture liked their work timings.
91. 78% say time expected to work is around 8 – 10 hours.
92. 14% say time expected to work is 8 hours.
93. 7% say time expected to work is around 10 – 12 hours.
94. 54% say they spend 8 – 10 hours at work.
95. 30% say they spend 10 – 12 hours at work.
96. 16% say they work flexible hours.

99
97. 94% say work times are convenient.
98. 6% say work times are not convenient.
99. 57% say they are sometimes prone to stress.
100. 26% say they hardly get stressed.
101. 9% say they never get stress.
102. 8% say they get stressed very often.
103. 48% say workload causes them stress.
104. 13% say it is due to lack of manpower.
105. 11% say priority issues give them stress.
106. 10% say work atmosphere causes them stress.
107. 7% say people around them stress them out.
108. 6% say stress is due to sleeping disorder.
109. 5% say stress is related to performance in one’s job.
110. 4% say their stress comes from personal issues.
111. 1% say it is due to inadequate internal administration
112. 81% say they can manage stress.
113. 14% say they can sometimes manage stress.
114. 37% relieve their stress by confiding in peers/ superiors/ family/
friends.
115. 32% manage stress through recreational activities.
116. 15% resolve the issue that causes stress.
117. 13% relieve their stress by playing sports.
118. 12% take a break from the situation that is stress prone.
119. 6% resort to Yoga/ meditation to reduce getting stressed.
120. 58% say they know almost all the employees of Appshop.
121. 26% say they know only a few of the Appshop employees.
122. 13% say they know everyone in Appshop.
123. 3% say they only know their team members in Appshop.
124. 81% say to conduct quarterly/ monthly gatherings.
125. 14% say nothing is required to be done to assist good interaction.
126. 3% say employee information should be updated.
127. 3% say Team Building activities should be conducted.

100
128. 1% say Induction programs should be made more efficient for
effective interaction.
129. 81% are not aware of any social services.
130. 17% say blood banks are organized.
131. 15% say they donate clothes to the poor.
132. 1% say they assist the handicapped in the form of cash and kind.
133. 29% say Appshop could start sponsoring NGOs.
134. 25% say no activities are required to be organized for social cause.
135. 24% say donation should be made to the orphanage.
136. 22% would like to provide education for the illiterate slums.
137. 15% say to organize blood donation camps.
138. 9% says to assist old age homes.
139. 5% say to provide free medical service to the poor and slums.
140. 3% say to provide life saving drugs to people who cannot afford
them.
141. 2% say to conduct environmental activities like making the city
more green.
142. 42% say social events are held on occasions.
143. 21% say they are held quarterly.
144. 15% say they have no idea about social events being held.
145. 14% say they are conducted annually.
146. 5% say it is held monthly.
147. 3% say social events are held half-yearly.
148. 1% say they are held quite frequently.
149. 61% say family outings to resorts could be organized.
150. 40% say recreational activities could be planned.
151. 21% say festivals could be celebrated.
152. 10% say nothing is required.
153. 7% say birthdays could be celebrated.
154. 1% say corporate interaction should be conducted informally.
155. 59% say Team Building programs are conducted.
156. 34% say they are not conducted.
157. 24% say Team Building programs are held quarterly.

101
158. 11% say they are conducted annually.
159. 9% say it is held half-yearly.
160. 8% say they are held as and when needed.
161. 4% say they are held monthly.
162. Another 4% say they are held frequently.
163. 1% each says they are conducted on a weekly and quarterly basis.
164. 62% say technical trainings are conducted.
165. 53% say communication training is given.
166. 37% say Personality Development Programs are conducted.
167. 14% are not aware.
168. 5% say cross-skill trainings are conducted.
169. 61% would like regular knowledge updation.
170. 22% do not require anything.
171. 18% require in-depth communication.
172. 7% would like to undergo cross-skill training.
173. 4% say to conduct training for new employees.
174. 31% are not aware.
175. 23% say it happens quarterly.
176. 14% say they are conducted annually.
177. 13% say it is held half-yearly.
178. 8% say they are done frequently.
179. 6% say it happens as and when needed.
180. 3% say they are held monthly.
181. 1% each say during ISO audit and weekly.
182. 50% are not aware.
183. 23% say the QWL is good.
184. 16% say they have good pay structure.
185. 8% say they provide technical opportunities.
186. 7% say there is job enrichment and rotation.
187. 4% say they provide ESOP.
188. 4% say there is empowerment of employees.
189. 1% say work times are flexible.
190. 35% say to improve QWL.

102
191. 24% say better options can help retain employees.
192. 18% say outbound training helps to reduce attrition rate.
193. 16% say nothing is required.
194. 14% say providing job satisfaction will help retain employees.
195. 12% say managers should be understanding to help retain
employees.
196. 11% say to provide regular hikes.
197. 10% say knowledge sharing should be encouraged to facilitate job
rotation.
198. 9% say performance appraisals should be held regularly.
199. 8% say good HR recruitment policy helps in retaining employees.
200. 36% say nothing more is required.
201. 31% say to provide Interest free personal loans.
202. 21% say HIS should be introduced.
203. 9% say tax saving plans should be incorporated.
204. 6% say LIC should be introduced.
205. 4% say health care facilities should be included.
206. 3% say ESOPs should be given.
207. 3% say sodexo passes should be distributed.
208. 3% say employee insurance agents should be hired.
209. 2% say to provide guest houses.
210. 1% say to provide pension plans.
211. 73% say ambience is good.
212. 13% say ambience is excellent.
213. 12% say ambience is fair.
214. 2% say ambience is poor.
215. 65% say work space is good.
216. 23% say work space is Excellent.
217. 12% say work space is fair.
218. 54% say chairs & utilities are good.
219. 24% say chairs & utilities are fair.
220. 12% say chairs & utilities are excellent.
221. 10% say chairs & utilities are poor.

103
222. 39% say people are good.
223. 37% say people are excellent.
224. 18% say people are fair.
225. 6% say people are poor.
226. 38% say food is fair.
227. 30% say food is good.
228. 26% say food is poor.
229. 6% say food is excellent.
230. 41% say transport is fair.
231. 33% say transport is good.
232. 23% say transport is poor.
233. 3% say transport is excellent.
234. 58% say HIS is good.
235. 21% say HIS is fair.
236. 9% are not aware.
237. 5% say HIS is excellent.
238. 63% say HIS is good.
239. 19% say HIS is fair.
240. 12% say HIS is excellent.
241. 5% say HIS is poor.
242. 1% is not aware.
243. 45% say HR is good.
244. 38% say HR is fair.
245. 6% say HR is excellent.
246. 6% say HR is poor.
247. 4% are not aware.
248. 62% say recruitment is good.
249. 17% say recruitment is fair.
250. 12% say recruitment is poor.
251. 8% say recruitment is excellent.
252. 1% is not aware.
253. 45% say induction program is good.
254. 27% say induction program is fair.

104
255. 11% say induction program is poor.
256. 9% are not aware.
257. 3% say induction program is excellent.
258. 56% say employee feedback is good.
259. 20% say employee feedback is fair.
260. 17% are not aware.
261. 5% say employee feedback is poor.
262. 2% say employee feedback excellent.
263. 65% say organization structure is good.
264. 29% say organization structure is excellent.
265. 4% say organization structure is fair.
266. 2% say organization structure is poor.
267. 57% say career growth is good.
268. 18% say career growth is fair.
269. 18% say career growth is excellent.
270. 6% are not aware.
271. 1% say career growth is poor.
272. 57% say company growth is good.
273. 28% say company growth is excellent.
274. 8% say company growth is fair.
275. 6% are not aware.

105
 RECOMMENDATIONS

After having tabulated and analyzed the data collected from the internal
and external ‘Employee feedback survey’, it has been found out that Appshop
needs to improve on a few areas when compared to the other IT companies like
Oracle, HP, Infosys to name a few. The areas according to priority are given
below:

1) Employee feedbacks should be done on a regular basis and in a more

effective way.
2) Work place should also be improved. The following are the categories
according to the level of importance.
a) Food needs to be standardized.
b) Transport facility should be made more efficient.
c) Chairs and utilities could also be improved.
3) Employee Welfare Schemes should be improved, for instance-
a) Introduction of personal loans.
b) Effective tax saving schemes.
c) Food discount coupons (sodexo passes).
d) Getting listed in banks for easy loans and credit card facilities.
e) Guest houses for outstation employees for more than 15 days.
f) Life Insurance Scheme.
g) Cover Parents under Health Insurance Scheme.
4) Social services need to be conducted-
a) One day health program in a village and provide free medical facilities
to them.
b) Donation of clothes to the poor/Orphanages/ Old age homes.
c) Sponsor NGO’s.
d) Conducting environmental activities.
e) Organize blood donation camps.
f) Literacy programs.
g) Help the handicapped/ diseased.

106
5) Organize social events, for instance-
a) Inter-corporate events.
b) Company parties.
c) Trips to resorts with families.
d) Recreational activities.
6) After comparing the Loan facilities and Pay structures of Appshop with
other IT companies, we give below the following recommendations
With respect to the parameters for providing a loan, it could be made
A

more distinctive. At present loans are given depending on the severity

of the issue.
Parameters like Salary scale, Employee seniority could be taken into
A

consideration.
Also Personal loans can be categorized into Housing, Vehicle, and
A

Medical Loans to name a few to reduce the ambiguity.

Most of the employees may not be aware of the loans they can avail, as
A

there is only one category (personal loans). So, a brief Loan Facility
Brochure could be formulated to enlighten them.
7) With regard to the Pay structure, following benefits could also be included.
Dearness Allowance
A

Pension plans
A

Child care leave

A

Service awards
A

Dental benefits
A

Membership n clubs
A

Company Performance linked Incentive

A

Ticket bookings, Bill payments

A

Tuition aid benefits

A

Night shift Allowance

A

8) The company should focus more on non-economic factor viz., job security
and its allied manifestations. The changing workforce consists of
employees who expect more than just money from their work life.
Their idea of salvation lies in the respect they obtain in the work
environment like how they are individually dealt and communicated with

107
 by other members in the team as well as he employer, what kind of work
he is entrusted with etc. some of these non-economic aspects are:
Self respect
B

Satisfaction
B

Recognition
B

Merit compensation in job allocation

B

Incompatibility of work conditions affecting health, bullying by older

B

peers and boss.

Invasion of privacy in case of certain cultural groups
B

Gender discrimination
B

Sexual Harassment
B

Physical constraints like distance to work, lack of flexible hours, work

B

life imbalances.

The company has to identify the sources of employees’ problems

(both personal and organizational) and try to mitigate the adverse
conditions and take supportive steps in the company so that employees
will be easily retained and motivated.
9) The company should recognize the fact that every unpaid hour of overtime
the employee spends on work is an hour less spent with his/ her family.
Gone are the days when employees controlled employees by suppressing
the initiative and independence by berating their brilliant skills, by
designing and entrusting arduous and monotonous jobs and offer more
sops in terms of wages and weekly offs. Trust develops when the company
pays attention to the employees’ welfare and treats them well by being
honest in their relations.
10) New performance appraisals are put into vogues to asses employees’
contribution vis-à-vis employees’ objectives and to find out the training
and updating needs and levels of motivation and commitment. Feedback
on employees’ performance, if well interpreted and analyzed could go a
long way in improving work culture which, in turn, bolster up QWL. This
factor should receive more attention by the company.

108
 11) Multi-skilling and exposing employees to different lines of activity in the
compay (Appshop) indirectly leads to greater involvement and better job
security which will nurture the company’s QWL program.
12) Teamwork is the mantra of modern day peoples’ management. Teamwork
can be leveraged to nourish the QWL program of the company. Positive
energies, free of workplace anxiety will garner better working results of
QWL.
13) The company should inculcate the following personal traits among its
employees:
Right state of mind: Employees should be made to realize that no one
C

is born happy. Happiness is not gift of God. It is achieved out of one’s

own inner productiveness. Every normal function of life holds some
delight.
Time-orientation: Employees normally take a random walk through
C

life, moving without getting anywhere. Yet some of the busiest

employees develop rewarding careers while making time available for
the family and leisure activities. If employees experience their life
style patterns, they can easily pick-up the tips to manage time
effectively, gainfully and meaningfully too.
Cultivate ‘hope’ – the spark of life: Everything that is done in the
C

corporate world is done by ‘hope’. Lack of hope breeds frustration

which is deadly to QWL.
Shun the tendency to procrastinate because today is better than
C

tomorrow and tomorrow is better than the day after tomorrow.

Build a network of friends. A big network of friends affords a sense of
C

social security besides enriching one’s life. In this age of web, it is

very, very easy to build this network.
Shun workaholism: Workaholism leads to debased family
C

relationships. Pursuit of work at the exclusion of family and self would

only destroy the beauty of life and makes the family life miserable.

We believe that the cultivations of the above personal traits by the

employees has a direct bearing on QWL.

109
14) The company should define the objectives of its QWL program and
communicate it effectively to the employees through workshops or
through regular mails.
15) The company can profitable conduct employee satisfaction surveys (the
way survey is done in our research investigation) and communicate the
results to all stakeholders.
16) The company should empower the HR Department adequately to pilot
QWL program effectively with or without amendments.
17) The company should ensure that the QWL policy is flexible and sensitive
to the special needs of the employees’ families and the women executives.
18) The company should evolve a method of measuring the success/ failure of
work life balance programs. The following criteria should be useful while
assessing QWL program:
Adequate and fair compensation
D

Safe and healthy environment

D

Immediate opportunity for development and use of human capacities

D

Future opportunity for continued growth and security

D

Social integration in the work place- the opportunity to achieve

D

personal identity and self-esteem

Employ right to privacy, speech, equity and due process.
D

The extent to which the employees’ work has a balanced role, not
D

demanding so much time, effort or other inputs so as to severely

disrupt leisure and family time.
Social relevance: The degree to which the employees view what the
D

company dos s socially responsible and therefore of social value.

19) It is also significant for the company involve the employees in decision-
making. The empirical research findings show that there is a correlation
between QWL and participative management.
20) The company should initiate suitable forms of “work designs” which have
the potential to enable the employees to fine tune their work life and
family life.
21) The company should periodically re-examine the policies of work and if
any alignment is warranted, it should be done.

110
 To sum-up, the cardinal purposes of QWL program are to make the
company a more comfortable and otherwise satisfying as well as more productive
place to work. The quintessence of quality life is moderation between work and
leisure. QWL is an egocentric concept, the satisfaction and realization of which is
a matter of individual inference and experience. The point of wisdom is simply
this: Do not trade-off the pleasure of living for the sake of achievement. Instead
joyfully achieve. Employees should balance their commitments to being the best
they can be at work with a deep commitment to being a great family person and
loving friend. Without balance in every core of their lives, they will not find
happiness and a sense that they have lived well. A happy employee is productive.
Our recommendations outlined above are worth pondering in this direction.

111
 DIRECTIONS FOR FURTHER RESEARCH

Our research investigation is confined to QWL in Appshop Solutions (Pvt)

Ltd., Bangalore. In the modern corporate sector, corporate employees are looking
for quality of life as a superior human endeavor. Such an endeavor calls for a
trade-off between work life and personal life. How much money is enough and
what is the quality of life is an issue that is quite debatable. If optimization of
pleasure of living is the ultimate goal of human endeavor then how does one
achieve this goal? Questions easily popped than answered.

In our view, the QWL is a very fertile field of research and the following
constitute the “green pastures”:
QWL AND QUALITY OF OUTPUT IN THE DIGITAL AGE
E

QWL AS HUMA RESOURCE STRATGY

F

IMPACT OF WORK PLACE DISCRIMINATION ON QWL

F

ACHIEVEING STRATEGIC PERFORMANCE THROUGH QWL

F

INTERFACE BETWEEN QWL AND REDUCTION IN EXECUTIVE

F

STRESS
A QUALITATIVE ANALYSIS OF QWL AND LIFESTYLE PATTERNS
F

OF CORPORATE EMPLOYEES
INTRFACE BETWEEN QWL AND EMPLOYEE RETENTION
F

PROGRAMS- A MICRO STUDY

BEHAVIORAL ISSUES IN QWL PROGRAM – AN ATTITUDINAL
F

STUDY
MEASURMENT DEVICES FOR EFFECTIVENESS OF QWL PROGRAM
F

EMPLOYEE SATISFACTIOB AND QWL- A LONGITUDINAL STUDY

F

AN INDEPTH STUDY OF QWL AND NON-WORK ACTIVITIES IN

F

STRESSFUL WOTK ATMOSPHERE

IMPACT OF TIME MANAGEMENT ON QWL – A MICRO ANALYSIS
F

OF TIME ORIENTATION OF CORPORATE EMPLOYEES

INSTITUTIONAL SUPPORT MECHANISMS FOR QWL PROGRAMS
F

MANAGEMENT OF DIVERSITY AND QWL

F

112
 DEMYSTIFYING QWL AND ORGANIZTIONAL/ PERSONAL
G

EFFECTIVENESS
TAXONOMY OF QWL AND ORGANIZATION CULTURE
G

IMPACT OF MONOCHRONIC AND POLYCHRONIC WORK

G

CULTURES ON QWL
BENCHMARKING THE BEST QWL PRACTICES
G

QWL AND LABOUR PRODUCTIVITY – FORWARD AND BACKWARD

G

LINKAGES
QWL PROGRAM FOR WOMEN EMPLOYEES IN THE CORPORATE
G

SECTOR

113
 26-05-04

EMPLOYEE SATISFACTION SURVEY QUESTIONNAIRE

(APPSHOP)

The purpose of this questionnaire is to enable Appshop to “REACH OUT” to its

employees & to create the right environment in which people can stay & flourish.
This survey is being conducted as part of the HR project which I am currently
undertaking at Appshop. The results of this survey would be collected, tabulated,
analyzed and which would also include my recommendations given and presented
to the Appshop Management for their future actions.

10) How much time is expected from you by the company at your workplace?
a) 8-10 hrs b) 10-12 hrs c) others, specify_______________

11) How much time do you spend at your workplace?

a) 8-10 hrs b) 10-12 hrs c) others, specify_______________

12) Do you like your work timings?

a) Yes b) No

13) If No, what are your suggestions on the work timing?

____________________________________________________________

14) How often do you get stressed?

e) Very often b) Sometimes c)Hardly d) Never

15) What causes you stress?

a) Work atmosphere, ambience
b) People around you
c) Work load

114
d) Others,
specify_____________________________________________________

16) Are you able to handle stress?

a) Yes b) No c) Sometimes

17) If Yes, how do you manage stress?

k) Confide in peers/superiors/family/friends
l) Recreational activities
m) Yoga/ Meditation
n) Sports
o) Others,
specify_____________________________________________________

18) If No, what can Appshop do to help you manage stress?

____________________________________________________________
19) Do you know all the employees of Appshop?
a) Yes b) Almost all c) a few d) Only my team

11) How can Appshop help you to interact better with all the employees?
____________________________________________________________
12) What are the social services taken up by Appshop?
____________________________________________________________

13) What could Appshop include in its social service activities?

___________________________________________________________

14) How often does Appshop organize social events?

a) Monthly b) On Occasions c) Annually
d) Others, specify_______________________________________________

115
15) What social events should Appshop organize?
____________________________________________________________

16) Are there Team Building Programs conducted?

a) Yes b) No

17) If Yes, how often are they conducted?

a) Quarterly b) Half yearly c) Annually
d) Others:_______________

18) If No, what kind of Team Building Programs can be organized?

____________________________________________________________

19) What are the Training Programs conducted by Appshop?

_____________________________________________________________

20) Suggest any Training Programs that could be incorporated.

_____________________________________________________________

21) How often are Employee feedbacks conducted?

a) Quarterly b) Half yearly c) Annually
d) Others :_______________

22) How comfortable is your workplace on a scale of: 1-4:

Excellent: 4 Good: 3 Fair: 2 Poor: 1

a) Ambience :
b) Workspace :
c) Chairs, Utilities :
d) People :
e) Others, specify :

116
23) What is Appshop doing to retain employees?
___________________________________________________________

24) What could be done to retain employees?

____________________________________________________________

25) What kind of Employee Welfare schemes can Appshop introduce?

____________________________________________________________

26) How can you build “Brand Image” of Appshop?

a) Advertising
b) Seminars
c) Social work
d) Word-of-mouth
e) Others, specify_______________________________________________

27) Comment on a scale of 1-4 on the following :

Excellent: 4 Good: 3 Fair: 2 Poor: 1

Health Insurance Scheme

Mentoring (Career Guidance)

HR team functioning (Effectiveness)

Recruitment process (Efficient)

Induction Program (Ice-breaker)

Current Employee feedback system (Performance)

Organization Structure (Reporting to Superior)

Career Growth (Future Prospects )

Company Growth (Competitiveness)

117
10-06-04

EMPLOYEE SATISFACTION SURVEY QUESTIONNAIRE

(EXTERNAL)

This is an employee satisfaction survey which is a part of my research project

on “Qual ity of Work Life Programs” in High -Tech/ High-Touch companies. I
understand that your company is one amongst the best where HR practices are
followed. I would like you to give your valuable feedback regarding the HR
policies to the best of your knowledge. The information provided will be used
for academic purposes only and will not be divulged to others.

1) How much time is expected from you by the company at your workplace?
a) 8- 10 hrs b) 8 hrs. only c) 10-12 hrs

2) How much time do you spend at your workplace?

a) 8-10 hrs b) 10-12 hrs c) Flexi timings

3) Do you like your work timings?

a) Yes b) No

4) Do you work in shifts?

a) Yes b) No

5) If Yes, how often does your shift change?

a) Every week b) 2 weeks c) Monthly d) Any other
_____________________

6) How often do you get stressed?

Very often b) Sometimes c)Hardly d) Never

7) What causes you stress?

a) Work atmosphere, ambience
b) People around you
c) Work load

118
d) Deadlines
e) Personal
f) Internal Administration
g) Management Decisions
h) Performance Related
i) Sleeping Disorder
j) Lack of Manpower
k) Night Shifts
l) Frequent shift change

8) Are you able to handle stress?

a) Yes b) No c) Sometimes

9) If Yes, how do you manage stress?

p) Confide in peers/superiors/family/friends
q) Recreational activities
r) Yoga/ Meditation
s) Sports
t) Resolve the issue
u) Take a break
v) Smoking
w) Laughter Therapy
x) Listen to music

10) If No, what can be done by your organization to help you manage stress?
a) Good mentoring System
b) Have no shifts
c) Relaxation parties
d) Have an inhouse library
e) Have inhouse recreational facilities
f) Counselling

119
11) Do you know all the employees in your organization?
a) Yes b) Almost all c) a few d) Only my team

12) How can your organization help you to interact better with other teams?
a) Quarterly/Monthly Gatherings
b) Team building activities
c) Good Induction Program
d) Not required

13) What are the social services taken up or can be taken by your
organization?
a) Blood Donation camps
b) Donation of clothes to the poor and orphanages
c) Sponsor NGOs
d) Literacy programs
e) Free medical facilities to poor
f) Conducting environmental activities

g) Helping the handicapped

h) None

14) How often does your organization have social events?

a) Monthly b) On Occasions c) Annually d) Quarterly e) Half-yearly
f) None

15) What social events does your organization have?

a) Trips to resorts with family
b) Recreational Activity
c) Birthday Celebrations
d) Festival Celebrations
e) Inter-corporate Events
f) Company parties
g) None

120
16) Are there Team Building Programs conducted?
a) Yes b) No

17) If Yes, how often are they conducted?

a) Quarterly b) Half yearly c) Annually d) As and when needed
e) Monthly f) Fortnightly g) Weekly

18) What kind of Team Building Programs are organized?

a) Group Discussions
b) Offsite meetings
c) Public Speaking
d) ALP
e) Inter team competitions
f) Self Development Programs
g) None

19) What are the Training Programs conducted by your organization?

a) Technical
b) Self Development
c) Communication
d) Cross Functional Training
e) Training for new employees
f) None

20) How often are Employee feedbacks (Performance Reviews) conducted?

a) Quarterly
b) Half yearly
c) Annually
d) After probation
e) Monthly
f) Never

121
21) How comfortable is your workplace on a scale of: 1-4:

Excellent: 4 Good: 3 Fair: 2 Poor: 1

a) Ambience :
b) Workspace :
c) Chairs, Utilities :
d) People :
e) Transport :
f) Food

22) How does your organization retain employees?

a) Good work culture
b) Challenging work
c) Good pay structure
d) Regular performance appraisals
e) Incentives
f) Knowledge Transfer
g) Empowerment of Employees
h) Flexibility in work schedules
i) Job Rotation
j) Good HR policies
k) Good QWL
l) Outbound trainings
m) Building Brand Image
n) Understanding managers
o) None

23) What kind of Employee Welfare schemes are there?

a) Interest free personal loans
b) Health Insurance schemes
c) Tax saving plans
d) Life Insurance schemes
e) Health care and medical reimbursements

122
f) Food discount coupons
g) Employee insurance agents
h) Getting listing with banks for easy loan and credit card facilities
i) Guesthouses for outstation employees for more than 15 days

24) Comment on a scale of 1-4 on the following :

Excellent: 4 Good: 3 Fair: 2 Poor: 1

Health Insurance Scheme

Mentoring (Career Guidance)

HR team functioning (Effectiveness)

Recruitment process (Efficient)

Induction Program (Ice-breaker)

Current Employee feedback system (Performance)

Organization Structure (Reporting to Superior)

Career Growth (Future Prospects )

Company Growth (Competitiveness)

25) How long do you see yourself in this organization?

____________________________________________________________
____________________________________________________________

123
 Pay Structure (APPSHOP AND External)

1) Mention which of the following that comprises your pay structure?

a) Basic pay
b) Leave Travel Allowance( LTA)
c) Medical Allowance
d) Dearness Allowance
e) Perquisites(perks)
f) Long-term Incentives
g) Bonus
h) Fringe Benefits
i) Variable Housing Allowance (VHA)
j) Others, specify__________________________________________

2) What kinds of fringe benefits does your company offer?

a) Legally required payments:
Old age, disability, health insurance
H

Worker’s compensation
H

Unemployment compensation
H

b) Contingent and deferred benefits

Pension plans
H

Group life insurance

H

Group health insurance

H

Guaranteed annual wage

H

Maternity leave
H

Child care leave

H

Sick leave
H

Dental benefits
H

Tuition aid benefits

H

Suggestion awards
H

Service awards
H

Severance pay
H

124
 c) Payments for time not worked
Vacations
I

Holidays
I

Voting pay allowances

I

d) Other benefits
Travel allowances
I

Company car and subsidies

I

Moving expenses
I

Uniform and tool expenses

I

Employee meal allowances

I

Discounts on employer’s goods and services

I

Child care facilities

I

e) Others, specify _________________________________________

3) What are the long-term incentives your company offers?

a) Stock-options
b) Provident fund
c) Gratuity
d) Others, specify _________________________________________

4) What are the perquisites offered by your company?

a) Special parking
b) Plush office
c) Vacation travel
d) Auto expenses
e) Membership in clubs
f) Paid spouse travel for meetings
g) Home PC/ Laptop
h) Others, specify ________________________________________

125
 Loan policy Questionnaire (APPSHOP AND External)

1) Does your company offer loan policies?

a) Yes
b) No

2) Do they offer:
a) Loans at a low interest rate?
b) Interest free loans?
c) Others, specify _______________________________________________

3) What are the parameters that decide on providing a loan?

a) Salary scale
b) Employee seniority with respect to position
c) Number of years in the company
d) Number of Dependants
e) Financial background
f) Others, specify: _______________________________________________

4) What are the different kinds of loans that your company offers?
a) Vehicle loans
b) Housing loans
c) Medical loans
d) Personal loans
e) Other, specify:________________________________________________

5) What is the duration of repayment of loan?

a) One year
b) 2-3 years
c) 3-5 years
d) 5-10 years
e) Others, specify:_______________________________________________

126
 SELECT BIBILOGRAPHY

BOOKS
“Essentials of Human Resource Management” by P. Subba Rao,
J

Himalaya publishing House, 2003.

“Organizational Behavior” by Fred Luthans, McGraw Hill Irwin
J

publications, 2003.
“Human Resource Management” by John M. Iva ncevich McGraw-Hill
J

publications, 2003.
“Human Resource Management” by Robert L. Mathis and John H.
J

Jackson, South Western College publications, U.S.A, 2003.

“Applied Human Relations” by Douglas A. Benton, Prentice -Hall
J

publications, N. J. 2000.
“Strategic Human Resource Management” by Jeffrey A. Mello,
J

Southwestern publications, U.S.A, 2002.

“Organizational Behavior and Management” by John M. Ivancevich
J

and Michael T. Matteson, McGraw –Hill publications, 2002.

“Work and the nature of Man”, by Frederick Her zberg, World
J

publishing House, U.S.A, 2000.

“Mega Trends: Ten New Directions Transforming our Lives” by John
J

Noisbitt, Warner Books publications, New York, 2000.

JOURNALS
ICFAI HRM Review
J

Executive Excellence
J

Training and Development

J

Human Capital
J

O.D Communication
J

ICFAI Journal of Organizational Behavior

J

Management Next
J

ICFAI Effective Executive

J

127
 BUSINESS MAGAZINES

Business Standard
K

Business World
K

Strategist Quarterly
K

Economic Times
K

Business Today
K

WEBSITES SURFED

www.appshop.com
K

www.appshopsupport.com
K

www.hrinindia.yahoogroups.com
K

www.hrcommunity.com
K

128
 RESEARCH INTRUMENT- LIFE INVENTORY

There are four areas to this life inventory: healthy work, family, play and self.
1 = Never True 2=Sometimes True 3=Often True 4=Always True
Put the number that best fits you in the blank beside each statement. At the end of
each area you will get your total score by adding the eight numbers in each area
and putting the sum in the blank at the end of the area.

Area 1: Healthy Work

1. _____ I have many interests outside of my work duties

2. _____ I spend as much time after hours with family and friends as@ I do
with co-workers.
3. _____ I enjoy my work today as much as ever and I am productive and
effective at what I do.
4. _____ I work overtime only on special occasions.
5. _____ I am able to leave my work at the workplace.
6. _____ I am good at organizing and pacing my work time so that it doesn't
interfere with other commitments.
7. _____ I work moderately, pace myself and confine my job to regular
working hours.
8. _____ I spend an equal amount of time relaxing and socializing with
friends as I do working.

TOTAL WORK SCORE _____

Area 2: Family

1. _____ I communicate well with the members of my family.

2. _____ I take an active interest in the lives of my other family members.
3. _____ My family spends quality time together.
4. _____ My family plays together and takes family outings regularly.
5. _____ I participate actively in family celebrations and traditions.

129
 6. _____ I have good interpersonal relationships with other family
members.
7. _____ I enjoy spending time with my family.
8. _____ My family and work life are in harmony with each other.

TOTAL FAMILY SCORE _____

Area 3: Play

1. _____ I socialize with friends who are not co-workers.

2. _____ I enjoy social gatherings.
3. _____ I like to unwind with friends.
4. _____ I go out socially with friends.
5. _____ My social life and work life are in harmony with each other.,
6. _____ I enjoy inviting friends to my home.
7. _____ I like to play and have fun with others.
8. _____ It feels good to laugh, have a fun time and get my mind off of
work.

TOTAL PLAY SCORE _____

Area 4: Self

1. _____ I plan time each day just for me to do whatever I want to do.
2. _____ For fun I have a hobby or recreation that I enjoy.
3. _____ I take time out each week for my spiritual development through
activities such as worship, inspirational readings, meditation or a 12-step
program.
4. _____ I eat nutritional, well-balanced meals.
5. _____ I make sure I get adequate rest.
6. _____ I engage in daily physical exercise.
7. _____ I send myself positive mental messages and try to look for the best
in myself.
8. _____ I make sure I get my personal needs met.

130
TOTAL SELF SCORE _____

Scoring:

1. Using the Balance Wheel of Life that follows, put an 'X' on the number in
each area that corresponds with your total score.
2. Draw a line from that number to the center of the wheel.
3. Then darken the entire area of the circle from your total score back to the
number "8".
4. Repeat these steps for all four areas of the wheel.
5. The part of the wheel that has the biggest shaded area is the area in which
you are most balanced.
6. The part that is less complete is the area of your life that may need
attention.

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