CHAPTER - VII PERCEPTIONS OF THE RESPONDENTS

Transcription

1 CHAPTER - VII PERCEPTIONS OF THE RESPONDENTS The researcher, on completion of the pilot study has collected the required data using schedule, interview and observation methods. One comprehensive schedule was designed for the purpose of the study. The schedule contains in all about 108 items including the items eliciting the Personal Information of the respondents. Out of 108 items, 10 items related to Socio-Economic background of the respondents and remain 98 statements schedule containing nine broad dimensions related to QWL. This chapter is divided into two parts. The first part analyses socio-economic background of the respondents of both the organisations. The second part analyses comparison of nine parameters of quality of work life between both the organisations. I. Socio-Economic Background of the Respondents: Cadre: Cadre meant by A nucleus of trained personnel around which a larger organisation can be built and trained. Generally in any organisation various positions are existed in cadre. It is expected that interpersonal relations and coordination should be there between the positions. 309

2 Table 7.1- Distribution of Respondents by their Cadre Organisation Cadre Coromandel Steel Plant Total Executive 33.1% 33.2% 33.2% Non-Executive 66.9% 66.8% 66.8% Total % % % Source: Field Survey Analysis: The above table describes cadre wise distribution of the respondents by their Organisation. Out of total sample of 425, majorities (33.2 percent) of the respondents are working as Executive cadre and the remaining (66.8 percent) are working as Non-executive cadre. Further, the researcher has taken almost equal percentage in executive and non-executive cadres in the respective organisations. The diagrammatic representation is shown below as a bar chart (Figure 7.1) 310

3 Figure 7.1- Distribution of Respondents by their cadre 80 Distribution of cadre by Organisation wise 70 Coromandel Steel Plant Percentage Executive Cadre Non-Executive Gender: In the past, women were confined to home only while men earned. The technologically and scientifically sophisticated modern world opened wide vistas for women also as they have become a reckonable, competing force with men in almost all walks of life. Apart from family cultures, both men and women have their separate sub-cultures with their own set of values, beliefs, practices etc. This differentiation plays a vital role in imbibing different levels of perception in them about various aspects of society and workplace. It is an accepted fact that perceptions differ from person to person and from gender to gender. Keeping this diversity in view, the researcher has deemed it fit to record the perceptions of the respondents according to their gender in relation to the influence of quality of work at Coromandel and Steel Plant. 311

4 Table 7.2 Distribution of Respondents by their Gender Gender Male Female Total Source: Field Survey Organisation Coromandel Steel Plant Total % 96.9% 96.5% % 3.1% 3.5% % % % Analysis: The above table exemplifies the organisation wise distribution of the respondents by their gender. Out of the total sample of 425 respondents a vast majority 96.5 percent are males and the remaining 3.5 percent are females. Further, in coromandel 95.4 percent of the respondents are males and the remaining 4.6 percent of the respondents are females whereas in Steel plant 96.9 percent are males and the remaining 3.1 percent are females. The same is mentioned below as bar chart (Figure 7.2) Figure 7.2 Distributions of Respondents by their Gender 120 Distribution of Gender by Organisation wise Coromandel Steel Plant 80 Percentage Male Gender 4.6 Female

5 Age: Age is the time of life when a person becomes qualified to assume certain civil and legal duties and the prime of youth is indispensable for achieving the goals when it is coupled with the experienced people. Age influences the perceptions of people. One can find a marked difference in the opinions of younger and older generations. The young want everything to be quick and neat whereas the old and the experienced prefer the adage slow and steady wins the race. In order to record the perceptions of the respondents according to their age, the collected data are sorted into feasible agegroups as presented in Table (7.2) Table 7.3- Distributions of Respondents by their Age Organisation Age Coromandel Steel Plant Total to 30 Years 44.6% 23.4% 29.9% to 40 Years 23.1% 10.8% 14.6% to 50 Years 16.9% 49.2% 39.3% to 60 Years 15.4% 16.6% 16.2% Total % % % Source: Field Survey 313

6 Analysis: Table (7.3), shows the Age-wise distribution of the respondents by their organisations under study. For the convenience of analysis purpose the researcher has sorted the respondents into various viable age-groups such as: years of age, years of age years of age and years of age. With regard to Coromandel, out of the total respondents of 130, 44.6 per cent respondents age is years followed by 23.1 per cent respondents who fall under years age-group, 16.9 per cent respondents who are in the age-group years while the remaining 15.4 per cent respondents age is in between years. In respect of Steel Plant, out of 295 respondents, 49.2% per cent respondents age are in between years of age, 23.4 per cent respondents come under years age-group in the organisation while 16.6 per cent respondents belong to years age-group and the remaining 10.8 per cent respondents have in between years of age. The following Figure (7.3) furnishes the distribution of age by organisation of both selected organisations. Figure 7.3- Distribution of Respondents by their Age 60 Distribution of Age by Organisation Percentage Coromand el years years years years Age 314

7 Service: Service as a general concept comprises knowledge or skill or observation of something or some event gained through involvement or exposure to that thing or event. It is the know-how or procedural knowledge rather than propositional knowledge. It is on-the-job training rather than book learning. As one goes on doing the same thing for a continuous period, one accumulates relevant expertise in the chosen/engaged field. The things that appear difficult to execute in the initial stages later become easy and one becomes off-handed. As such, experience gained by one naturally influences one s opinions and feelings to certain extent. With a view to capture the different degrees of perception of the respondents on the aspects of quality of work life in coromandel as well as Steel Plant, the researcher has included this variable in the present research. Table (7.4) indicates the Experience of the respondents who figured in the sample. For the convenience of analysis the researcher has taken four groups into consideration in relation to their experience: Respondents a) With less than five years experience b) Whose experience is 5 to 10 years c) Who have 11 to 15 years of experience d) Who have 16 to 20 years of experience e) Having more than 20 years of experience in the organisation 315

8 Table 7.4- Distribution of Respondents by their Service Service Below 5 Years 5 to 10 Years 11 to 15 Years 16 to 2o Years Above 20 Years Total Source: Field Survey Organisation Coromandel Steel Plant Total % 3.4% 6.1% % 25.8% 34.4% % 6.4% 5.6% % 12.5% 12.9% % 51.9% 40.9% % % % Analysis: The above Table indicates the organisation-wise Service of the respondents who figured in the sample. With regard to Coromandel, out of the total respondents of 130, 53.8 percent respondents are 5-10 years of experience, 16.2 per cent respondents have above 20years of experience, 13.8 percent respondents are having 16-20years of experience, whereas 12.3 percent respondents are having below 5 years of experience and the remaining 3.8 percent respondents are accumulated years of experience in the Coromandel. Further, in respect to the Steel Plant, a majority (51.9 percent) of the respondents are having above 20 years of experience followed by 25.8 percent respondents have 5-10 years of experience, 12.5 percent respondents have years of experience, whereas 6.4percent respondents have years of experience and the remaining 3.4 percent respondents have below 5 years of experience. 316

9 The experience of its employees enriches the quality of output of an organisation. Accordingly, it can be stated that Steel Plant is fortified with the rich experience of majority of its employees when compare with Coromandel. The same is clearly mentioned as a multiple bar diagram below (Figure 7.4) Figure 7.4- Distribution of Respondents by their Service Distribution of Service by Organisation Above 20 years years Service years Steel Plant Coromandel 5-10 years Below 5 years Percentage Marital Status: In the opinion of the essayist Francis Bacon, wife and children are a mind of discipline of humanity; and single men may be many times more charitable. As long as people are without any responsibilities that require their immediate attention, they tend to lead a jolly life, though there may be some exceptions. Marriage, one of the important phases in human life, alters the way one perceives the world. In order to ascertain such a change of perception between the married and un-married respondents, the researcher collected the relevant data and arranged them in Table (7.5). 317

10 Table 7.5- Distribution of Respondents by their Marital Status Marital Status Married Unmarried Total Source: Field Survey Organisation Coromandel Steel Plant Total % 83.1% 75.3% % 3.1% 24.7% % % % Analysis: The above table describes the organisation wise distribution of the respondents by their marital status. Out of the total sample 425 respondents, 130 are from coromandel organisation in that a majority (57.7 percent) respondents are married and the remaining 42.3 percent are unmarried, whereas from the Steel plant, out of 295 respondents majority (83.1 percent) are married and the remaining 16.9 percent remains unmarried. Further, 75.3 percent of the two organisations are married whereas 24.7 percent are remains unmarried this is because of their age, settlement and some personal problems that were mostly found in Coromandel. The pictographic representation is given in below figure (7.5). 318

11 Figure 7.5- Distribution of Respondents by their Marital Status Percentage Distribution of Marital Status by Organisation wise Married 83.1 Marital Status Unmarried Coromandel Steel Plant Educational Qualification: Education has a formative effect on the mind, character or physical ability of an individual. As such, the higher the academic qualification, the greater the amount of maturity can be expected in human beings. As the educational background of people has some bearing on their perceptions about various aspects of work culture and lifestyle, their academic details are accorded due weight age in the present study. Further, certain academic and technical qualifications are mandatory to be eligible to certain posts in the organisation. 319

12 Table 7.6- Distribution of Respondents by their Educational Qualification Educational Qualifications Below SSC SSC Inter Degree Post Graduation Technical Total Source: Field Survey Organisation Coromandel Steel Plant Total %.7% 1.6% % 4.7% 3.3% % 4.1% 3.5% % 30.2% 23.3% % 17.6% 17.4% % 42.7% 50.8% % % % Analysis: The above table (7.6) indicates the organisation-wise qualification of the respondents who figured in the sample. For the convenience of analysis the researcher has sorted the respondents into six categories viz., respondents with (a) below SSC, (b) SSC (c) Inter (d) Degree (e) Post Graduation and (f) Technical qualification. It is observed from the data that with regard to Coromandel, out of the total respondents of 130, a majority (69.2 percent) respondents are from technical background followed by 16.9 percent from Post graduation background, 7.7 per cent respondents possess Degree qualification, followed by 3.8 percent are below SSC and the remaining 2.3 percent of the respondents are having Intermediate has their educational background. In respect of Steel plant, 42.7per cent respondents are technical qualification followed by 30.2 percent are graduates, 17.6 percent from post graduate qualification, 320

13 whereas 4.7 percent respondents are from SSC, followed by 4.1 percent intermediate and the remaining 0.7 per cent respondents are below SSC. The total number of respondents drawn from this Organisation is 295. The data reveals that the organisation took up for the present study has employed people with the required academic or technical qualification (more than half) to suit various posts. Academic qualification is needed for executing clerical and other administrative tasks while technical qualification is mandatory for operating machines and material. Figure (7.6) revealed the distribution of educational qualification by organisation Figure 7.6- Distribution of Respondents by their Educational Qualification Distribution of educational qualification by Organisation Coromandel Steel Plant 69.2 Percentage Below SSC SSC Inter Degree Post Graduation Educational Qualification Technical Dependents: Dependents also important to analyze the quality of work life of individuals in the organisations. They are interrelating with the employee s perception and influences of individual beahioural aspects which reflect the responding towards the 321

14 organisational commitments, that s where analysing that number of dependents per employee, are analysed. Table 7.7- Distribution of Respondents by their Dependents Number of Dependents Nil Above 4 Total Source: Field Survey Organisation Coromandel Steel Plant Total % 5.1% 10.6% % 19.7% 21.6% % 41.7% 33.9% % 20.3% 20.2% % 13.2% 13.6% % % % Analysis: The above Table indicates the organisation-wise details of the number of dependents in the families of the respondents who figured in the sample. For the convenience of analysis, the researcher has taken five-groups Nil, 2, 3, 4 and above 4 dependents in the family, in the respective organisations into consideration. With regard to Coromandel International Ltd, out of the total respondents of 130, 26.2 per cent respondents have 2 dependents in their families followed by 23.1percent respondents does not have dependents, 20 percent of the respondents have four dependents, 16.2 percent respondents have three dependents and the remaining 14.6 per cent respondents have the responsibility of more than 4 dependents. With regard to Steel plant, out of the total respondents of 295, 41.7 per cent respondents have 3 dependents in their families followed by 20.3 percent have 4 dependents,

15 percent respondents have 2 dependents, 13.2 percent are the sole bread-winners for more than 4 dependents in their families and the remaining 5.1 per cent respondents does not have dependents. This Figure (7.7) describes about number of dependents by organisation Figure 7.7- Distribution of Respondents by their Dependents Distribution of number of dependents by Organisation Steel Plant Coromandel 50 Percentage Nil Above 4 Number of Dependents Where Do You Stay? Staying of employees of both the organisations taken into account in view of analyze the comfort level of the employees. Staying comfortably in suitable and nearby to both the organisations, sort of comfort zone lead to put best effort by the employees for the benefit of the organisation, that is the reason analysing this aspect. 323

16 Table 7.8- Distribution of Respondents by their Staying Where do you Stay? Own House Rented House Company Quarters Total Source: Field Survey Organisation Coromandel Steel Plant Total % 40.7% 43.1% % 14.2% 23.3% % 45.1% 33.6% % % % Analysis: The above Table indicates the respondents stay according to their organisation. It is observed from the data that with regard to Coromandel, out of the total respondents of 130, only 7.7 per cent respondents opined that there are staying in company quarters, whereas a majority of 48.5 percent of the respondents are staying in their own house followed by 43.8 percent respondents opined that they were staying in rented houses. In respect to Steel plant, only 14.2 percent respondents have opined that there are staying in rented houses, whereas 45.1 percent respondents are staying in company quarters and the remaining 40.7 percent respondents are staying in their own houses. Details are depicted in Figure (7.8) 324

17 Figure 7.8- Distribution of Respondents by their Staying 60 Distribution of Staying by Organisation Coromandel Steel Plant Percentage Own House Rented House Company Quarters How far Your Residence from Work Place? This very imporatnt aspect for the organisation as well as individual employees which in fluences upon kind of involvement by the employee in the organisational on going job process, more the distance more strain for the employee also which partly impact to organisational productivity. That is the reeason in order to know the distance from residence place to work palce. 325

18 Table 7.9- Distribution of Respondents by Distance Travelling from Residence to their Work place How far Yours Residence from Work Place? Below 5 Km 5 to 10 Km 11 to 15 Km 16 to 20 Km Above 20 Km Total Source: Field Survey Organisation Coromandel Steel Plant Total % 10.2% 15.8% % 42.4% 39.8% % 23.4% 24.7% % 8.8% 8.7% % 15.3% 11.1% % % % Analysis: The above Table depicts the organisation-wise opinion of the respondents on distance from work place to their residence. In respect of Coromandel majority(33.8 percent ) of the respondents are coming in between 5-10kms followed by 28.5 percent respondents are staying below 5kms from their working place, 27.7 percent respondents are in between 11-15kms, 8.5 percent respondents are in between 16-20kms whereas the remaining two respondents are going above 20kms to the work place they are working With regard to steel plant a majority (42.4 percent) of the respondents are coming in between 5-10kms followed by 23.4 percent respondents are staying in between 11-15kms from their working place, 10.2 percent respondents are below 5kms, 8.8 percent respondents are in between 16-20kms whereas the remaining

19 percent respondents are going above 20kms to the work place where they are working. Details related to this shown in Figure (7, 9) Figure 7.9- Distribution of Respondents by Distance Travelling from Residence to their Work place Distance travelling from residence to their work place by Organisation Coromandel 40 Steel Plant Percentage Below 5 kms 5-10 kms kms kms Above 20 kms Distance 1.5 Mode of Transport: Mode of transport which individual employees being utilizing in the both the organisations are analyzed, In order to identify them how comfortably employees are coming to organisations. This table analyzes In order to identify the comfort levels in terms of mode of transport of employees in the both organisations. 327

20 Table Distribution of Mode of Transport travelling by the Employees Mode of Transport Car Motor Cycle Cycle Company Transport City bus services Organisation Coromandel Steel Plant Total % 11.2% 8.5% % 74.6% 61.6% % 1.4%.9% % 1.7% 21.2% % 11.2% 7.8% Total % % % Source: Field Survey Analysis: The above table indicates the opinion of the respondents of the total sample with regard to the mode of transport they are coming to the organisation. It is observed from the above table that with regard to Coromandel, out of the total respondents of 130, nearly 2/3 rd majority of the respondents stated that they are coming to organisation by company provided transport, whereas 32.3 percent respondents opined that they are coming by using their own motor cycle and the remaining a very less majority of the respondents were using their own car for coming to the organisation Further, in respect of Steel Plant, nearly 3/4 th majority of the respondents stated that they are coming to the organisation by their own motor vehicle, 11.2 percent respondents were used city bus services, 11.2 percent respondents were using their own car, only 1.7 percent respondents are coming from company provided transport, whereas 328

21 the remaining 1.4 r percent respondents opined that they are coming by using their bicycle to go to their working organisation. Representation of this information shown in Figure (7.10) Figure Distribution of Mode of Transport travelling by the Employees Percentage Mode of transport travelling by the respondents by Organisation Car Motor Cycle Cycle Company Transport Mode of transport Coromandel Steel Plant City bus Services Salary: Salary is a form of periodic payment from an employer to an employee. An organisation should provide its employees with suitable salaries so that the latter remain loyal to and strive for the development of the former. The income earned will certainly affect the way an individual perceives the things around him/her. Accordingly, with a view to find out the varying degrees of opinion of the respondents on the aspects of quality of work life, the researcher has incorporated the details of their annual income. As income plays a vital role in any organisation, the researcher has classified the Annual Income variable into five categories mentioned above for his convenience. 329

22 Table Distribution of Respondents Monthly Salary Organisation Salary Coromandel Steel Plant Total Below 30, ,000 to 40,000 40,000 to 50,000 50,000 to 60,000 Above Total Source: Field Survey % % % % 27.1% 24.7% % 16.3% 14.4% % 3.7% 5.4% % 20.0% 16.5% % % % Analysis: The above table indicates the organisation-wise annual income of the respondents who figured in the sample. It is observed from the data that with regard to Coromandel, out of the total respondents of 130, 53.1 percent respondents monthly income is below 30000, 19.2 per cent respondents are earning from of income followed by 10 percent earning , whereas 9.2 percent of the respondents earning between , while the remaining 8.5 percent respondents are earning more than of income per month. With regard to Steel Plant, out of the total respondents of 295, a majority (32.9 per cent) respondents monthly income is below 30000, followed by 27.1 per cent respondents are earning of income 20 percent of the respondents earning more than income, whereas 16.3 percent of the respondents earning between 330

23 , while the remaining 3.7 percent respondents are earning in between of income per month. Details of information shown in Figure (7.11) Figure Distribution of Respondents Monthly Salary Distribution of monthly salary by Organisation Percentage Coromandel Steel Plant Below Above Salary in Rupees II. Parameters of Quality of Work Life: 1. WORKING CONDITIONS Work environment influences the employees health and the organisation productively well. Working environment divided into physical, psychological and social conditions. Physical conditions consist of lighting, ventilation, temperature and noise levels, psychological environment comprises the factors which influence of attitude and, perceptions and, behaviour and satisfaction of worker. Social environment refers to the back ground a worker hails from. For the purpose of measuring working conditions, 17 statements are prepared and the options of the respondents have been collected on five point scale from excellent to poor 331

24 Table Comparative Statements of Working Conditions Sl. Statements on Working Conditions Steel T- P- No. Coromandel Plant Value Value 1. Ventilation facilities at work place are: Arrangements relating to the elimination of dust and fumes in the organisation are: Noise control measures at work place are: System of recognizing the employees for the best maintenance of working environment is: Sanitation and toilet facilities are: Air pollution Controlling provisions at work place are: Drinking water facilities at work place are: The working hours in the organisation are: The mechanism of work schedules/shift systems are: Weekly Off on rotation basis system is: Provision for providing of safety equipment is Conducting safety and first aid training programs are : Implementing preventive measures for 13. minimizing the accidents by safety managers are:

25 14. First aid facilities in the organisation are: Responding towards injured persons by the doctors are: Satisfaction level related to fire fighting 16. and damage control training programs and other aspects are: Safety norms, rules and regulations are: Source: Field Survey Analysis: The above table (7.12) describes the average scores of the respondents on each and every statement related to the working conditions with respect to their working organisation. For the statements (4, 5, 6, 11, 12, 13, 14 and 17)The above t-values and its corresponding significant P-values shows that there is a statistically significant difference between the two organisation respondents average opinion on the said statements. Further this data states that, respondents who were working in Coromandel have more positive opinion than the respondents who were working in steel plant. Whereas, the student-t test values and the corresponding P- values for the remaining statements explains that there is no statistically significant difference between the two organisation respondents opinion on these statements. Also it is observed from the above table that all the average scores are greater than 3 which gives that the working conditions for both the organisation are more than good level. The below line graph explains the same pattern clearly and shown in Figure (7.12) 333

26 Figure Line Diagram of Comparative Statements on Working Conditions 4.50 Line diagram showing comparision of the average opinion scores of the respondents who were working in Coromandel and Steel Plant organisations on the dimension working conditions related to quality of work life Average score Coromandel Steel plant statements related to working conditions Dimension Organisation n Mean S.D Z- Value P- Value Decision Working Conditions Coromandel Significant Steel plant The researcher has administered the z-test to find the average overall opinion difference among the two organisations on the dimension working conditions. The Z- test value (2.915) and its corresponding P-value (0.004) suggest that on an average there is a statistically significant difference among the two organisations on the dimension working conditions at 5 percent level of significance. Further, the average Score(3.5597) of Coromandel is greater than the average score(3.3956) of steel plant, the standard deviation of steel plant(0.604) is greater than the 334

27 Coromandel(0.3262) which makes to note that steel plant employees opinion varies than Coromandel. Also the scores are greater than 3.3 so it can be conclude that the working conditions for both the organisations are above the good level and the working conditions in Coromandel is significantly better than the steel plant. 2. COMPENSATION Workers' compensation insurance guarantees certain employee benefits and financial protection for businesses in case of a workplace injury. In nearly every instance, workers' compensation can be broken down into three parts: unemployment/disability insurance, medical insurance and life insurance. If an employee misses work or is unable to resume employment as the result of a workplace injury, workers' compensation will cover lost wages. If an employee needs health care as the result of a workplace injury, workers' compensation will cover medical costs. If a workplace injury results in an employee's death or dismemberment, workers' compensation will cover payments or a lump settlement to the employee (in the case of dismemberment), or the employee's spouse or dependent children (in the case of death). For the purpose of measuring Compensation 08 statements are prepared and the options of the respondents have been collected on five point scale from excellent to poor 335

28 Table Comparative Statements of Compensation Sl. No 1. Statements on Compensation Steel T- P- Coromandel Plant Value Value Provision of providing remuneration proportionate to my work and my abilities Pay scale system in the organisations is The updating of wage agreements are Allowances are offered based on increased cost of living is: Family planning incentives and other benefits are: Provision to compensation of overtime work is: Incentive payment scheme is: The overall compensation system in our organisation is: Source: Field Survey Analysis: The above table (7.13) portrays the average scores of the respondents on each and every statement related to the compensation for both public and private organisations. Except the statements (1, 2, 5, 6 and 8) the remaining three statements have statistically significant difference between the two organisation respondents average opinion on the statements related to working conditions. Further these statements the respondents who were working in Coromandel have more optimistic opinion than the respondents who were working in steel plant. Whereas, the student t-test values and the corresponding P-values for the remaining statements explains that there is no statistically significant difference between the two 336

29 organisation respondents on average opinion of these statements. Also it is observed from the above table that almost all the average scores are greater than 3 which makes a note that the compensation obtaining by the respondents for both the organisation are greater than good stratum. The below line graph explains the same mold evidently. It shows in Figure (7.13) Figure Line Diagram of Comparative Statements on Compensation Line diagram showing comparision of the average opinion scores of the respondents who were working in Coromandel and Steel Plant organisations on the dimension Compensation related to quality of work life 3.00 Average Score Coroman del COMP1 COMP2 COMP3 COMP4 COMP5 COMP6 COMP7 COMP8 Statements related to Compensation Dimension Organisation n Mean S.D Z- Value P- Value Decision Compensation Coromandel Significant Steel plant The Z-test value(1.993) and its corresponding P-value(0.047) advises that on an average there is a statistically significant difference among the two organisations on the dimension compensation at 5 percent level of significance. Further, the average opinion score (3.349) of Coromandel is greater than the average opinion score (3.19) 337

30 of steel plant, i.e., for the dimension compensation the opinion of the employees who were working in Coromandel is significantly superior to the steel plant employees. The standard deviation of steel plant (0.8577) is greater than the Coromandel (0.349) which make note that steel plant employee s opinion is more fluctuate than Coromandel. 3. WELFARE AND SOCIAL SECURITY Labour welfare occupies a place of significance in the industrial development and economy. It is an important facet of industrial relations, the extra dimension, giving satisfaction to the worker in a way which even a good wage cannot. With the growth of industrialization and mechanization, it has acquired added importance. A happy and contented work force is an asset for the industrial prosperity of any nation. In other words, it contributes to the maintenance of employee morale. The welfare services in an industry is to improve the living and working conditions of workers and their families because the workers well-being cannot be achieved in isolation of his family Labour welfare, though it has been proved to contribute to efficiency in production, is expensive. Each employer depending on his priorities gives varying degrees of importance to labour welfare Social security is the protection which society provides for its members against the economic and social distress that otherwise would be caused by substantial reduction or ceasing of earnings resulting from sickness, maternity, employment injury, old age, and death, provision of medical care and the provision of subsides for families and children. For the purpose of measuring Welfare and Social Security 16 statements are prepared and the options of the respondents have been collected on five point scale from excellent to poor 338

31 Sl. No Table Comparative Statements of Welfare and Social Security Statements on Welfare and Social Corom Steel T- Security andel Plant Value Provisions for employee welfare schemes P- Value are: Rest room, lunchroom and wash room facilities are: Ambulance vehicles are: Running and maintain the canteen in the organisation is: Employee s career development and children s educational facilities are: Comfortable housing accommodation 6. other amenities like shopping centers, cooperative stores, recreation clubs, parks, community centers are: All the Statutory benefits provided by the company are: Non Statutory benefits are: Maternity benefits to women employees are: Granting loans of Provident Fund, Group Insurance, miscellaneous loans are: Provisions under Workmen s Compensation act are: Gratuity provisions in the organisation are: Family Pension provisions are: ESI Provisions are: The medical facility in our organisation is: Provides Death benefit scheme and deposit linked insurance schemes are: Source: Field Survey 339

32 Analysis: For the statements (2, 4, 5, 6, 8, 9, 10, 11 and 12) the P-values are found to be less than 0.05 which exemplifies that there is a statistically significant difference between the two organisation respondents, average opinion on the said statements at 0.05 level. Whereas, for the remaining statements the P-values are found to be greater than 0.05 which explains that there is no statistically significant difference between the two organisation respondents opinion on these statements. The below line graph explains the same pattern clearly and shown in Figure (7.14) Figure Line Diagram of Comparative Statements on Welfare and Social Security Line diagram showing comparision of the average opinion scores of the respondents who were working in Coromandel and Steel Plant organisations on the dimension Welfare and Social Security related to quality of work life Average Score Coromandel Steel plant Statements related to Welfare and Social Security Dimension Organisation n Mean S.D Z- P- Decision Value Value Welfare and Coromandel Significant Social Security Steel plant

33 The Z-test value (-0.812) and its corresponding P-value (0.417) recommends that on an average there is no statistically significant difference among the two organisations on the dimension Welfare and Social Security at 5 percent level of significance. Further, the average opinion Score(3.36) of Coromandel is greater than the average opinion score(3.19) of steel plant, i.e., for the dimension welfare and social security the opinion of the employees who were working in Coromandel is significantly superior to the steel plant employees. The standard deviation of steel plant (0.8577) is greater than the Coromandel (0.349) which states that steel plant employee s opinion is more fluctuate than Coromandel. 4. CAREER DEVELOPMENT Career development, a major aspect of human development, is the process through which an individual's work identity is formed. It spans one's entire lifetime. Career development begins with a person's earliest awareness of the ways in which people make a living, continues as he or she explores occupations and ultimately decides what career to pursue, prepares for it, applies for and gets a job and advances in it. It may, and probably will include, changing careers and jobs. It is important to note that career development will occur naturally, as one matures, but with intervention, one can forge a happier and more successful path. For the purpose of measuring Career Development 07 statements are prepared and the options of the respondents have been collected on five point scale from excellent to poor 341

34 Table Comparative Statements of Career Development Sl. No Statements on Career Development Manpower planning process to ensure Coromandel Steel Plant T- Value P- Value career progression is: Disseminates information about present and future job opportunities are : Potential appraisal Systems are: Training for skill up gradation facilities are: Job Rotation system in the organisation is: Integration between Individual goals with organisational goals is: Promotion policies are: Source: Field Survey Analysis: Except the statement two, the remaining statements have the P-values are found to be less than 0.05 which describes that there is a statistically significant difference between the two organisation employees average opinion on the said statements at 0.05 level of significance. Whereas the second statement the P-value is found to be greater than 0.05 which elucidates that there is no statistically significant difference between the two organisation respondents opinion on that statement. The below line graph explains the same outline clearly and represented in Figure (7.15) 342

35 Figure Line Diagram of Comparative Statements on Career Development 4.50 Line diagram showing comparision of the average opinion scores of the respondents who were working in Coromandel and Steel Plant organisations on the dimension Career Development related to quality of work life Average Score Coromandel Steel plant CD1 CD2 CD3 CD4 CD5 CD6 CD7 Statements related to Career Development Dimension Organisation n Mean S.D Z- Value P- Value Decision Career Coromandel Significant Development Steel plant The average opinion score of Coromandel (3.57) is greater than Steel plant(3.10) which explains that the employees who were working in Coromandel have better opinion rather than Steel plant and the difference is statistically significant at 5 percent level of significance which can be shown by the significant value(0.000). 5. GRIEVANCE HANDLING SYSTEM Maintaining quality of work life for its employees is an important concern for the any organisation. The grievance handling procedure of the organisation can affect the harmonious environment of the organisation. The grievances of the employees are related to the contract, work rule or regulation, policy or procedure, health and safety regulation, past practice, changing the cultural norms unilaterally, individual 343

36 Sl. No victimization, wage, bonus, etc. Here, the attitude on the part of management in their effort to understand the problems of employees and resolve the issues amicably have better probability to maintain a culture of high performance. Managers must be educated about the importance of the grievance process and their role in maintaining favorable relations with the union. Effective grievance handling is an essential part of cultivating good employee relations and running a fair, successful, and productive workplace. Positive labour relations are two-way street both sides must give a little and try to work together. Relationship building is key to successful labor relations. For the purpose of measuring Grievance Handling System 08 statements are prepared and the options of the respondents have been collected on five point scale from excellent to poor Table Comparative Statements of Grievance Handling System Statements on Grievance Handling System Coromandel Steel Plant T- Value P- Value Grievance handling laid-down procedures and policies are: Grievance dealing mechanism in the organisation is: Identifying the causes of grievances and takes preventive measures are: Performance on Grievance Handling of Team members are: Grievance Redressal system is: Maintains adequate suggestion boxes for communicating the grievances are: Arrangements for employee counseling to reduce the grievances are: Procedure of collection of information from employees at the time of leaving the organisation to get the feedback regarding grievances are: Source: Field Survey 344

37 Analysis: In all the statements related to dimension Grievance Handling System it is found that the P-values are found to be lesser than 0.05 which portrays that there is a statistically significant difference between the two organisation employees on their average opinion on the above statements at 0.05 level. Further, it is observed from the above table all the average scores related to Coromandel employees are greater than the steel plant employees which suggests that according to this dimension Coromandel has more possessive than steel plant with regard to their corresponding employees opinion. The below line graph explains the same outline clearly. Information related to this shown in Figure (7.16). Figure Line Diagram of Comparative Statements on Grievance Handling System 4.00 Line diagram showing comparision of the average opinion scores of the respondents who were working in Coromandel and Steel Plant organisations on the dimension Grievance Handling System related to quality of work life Average Score Coromandel Steel plant GHS1 GHS2 GHS3 GHS4 GHS5 GHS6 GHS7 GH58 Statements related to Grievance Handling System 345

38 Dimension Organisation n Mean S.D Z- Value Grievance Handling System 346 P- Value Decision Coromandel Significant Steel plant The above table presents a significant difference in the average opinion scores of Coromandel and Steel Plant respondents with regard to the dimension Grievance Handling System. It implies that the perception of the respondents with regard to this dimension is varied and it is positive as well. 6. JOB SECURITY Job security is the probability that an individual will keep his or her job; a job with a high level of job security is such that a person with the job would have a small chance of becoming unemployed. Assurance that an employee has about the continuity of gainful employment or his or her work life. Job security usually arises from the terms of the contract of employment, collective bargaining agreement, or labour legislation that events arbitrary termination, layoff, and lockouts. It may also be affected by general economic conditions. For the purpose of measuring Job Security o4 statements are prepared and the options of the respondents have been collected on five point scale from Strongly Agree to Strongly Disagree. Table Comparative Statements of Job Security Sl. No. Statements on Job Security Steel T- P- Coromandel plant Value Value 1. My job in the organisation is secured: Job security increases productivity and performance in the organisation: Job security helps me in applying my creative ability: Job security increases my morale/ satisfaction levels: Source: Field Survey

39 Analysis: All the P-values in the above table are found to be less than 0.05 which exemplifies that for the dimension Job Security the opinions of the respondents belongs to both the organisations are significantly different at 0.05 level. Further, the average scores of Steel plant is very much greater than the Coromandel which suggests that steel plant employees feeling on job security is positive when compared with Coromandel employees and this opinion is statistically significant different according to the Student t-test. As the organisation steel plant is public sector so there is a compulsory security for this organisation when compare with the private sector organisation (Coromandel). The same is exhibited from the above table and the below line graph. Shown Figure (7.17) Figure Line Diagram of Comparative Statements on Job Security 1.40 Line diagram showing comparision of the average opinion scores of the respondents who were working in Coromandel and Steel Plant organisations on the dimension Job security related to quality of work life Average Score Coromandel Steel plant JS1 JS2 JS3 JS4 Statements related to Job security Dimension Organisation n Mean S.D Z- P- Decision Value Value Job Security Coromandel Significant Steel plant

40 From the data, it is evident that the average opinion scores are found to be significant at 0.05 level. This implies that there is a significant difference between Coromandel and Steel plant employees opinion on the aspect of Job Security. In other words, it can be summed up that the respondents expressed more or less dissimilar opinion on this dimension irrespective of their organisation. Further, the Mean scores in respect of the organisation of the respondents and their opinion on the dimension taken up for the present study is also an assert as positive feedback. The job security of steel plant is high when compared to Coromandel on the average score of Steel plant is greater than one from the collected data of statements related to job security 7. PARTICIPATION IN MANAGEMENT Workers participation in management is an essential ingredient of Industrial democracy. The concept of workers participation in management is based on Human Relations approach to Management which brought about a new set of values to labour and management. Traditionally the concept of Workers Participation in Management (WPM) refers to participation of non-managerial employees in the decision-making process of the organisation. Workers participation is also known as labour participation or employee participation in management. The International Labour Organisation has been encouraging member nations to promote the scheme of Workers Participation in Management. Workers participation in management implies mental and emotional involvement of workers in the management of Enterprise. It is considered as a mechanism where workers have a say in the decision-making. For the purpose of measuring Participation in Management 08 statements are prepared and the options of the 348

41 respondents have been collected on five point scale from Strongly Agree to Strongly Disagree. Table Comparative Statements of Participation in Management Sl. No. Statements on Participation in Steel T- P- Management Coromandel Plant Value Value 1. Employees are participating in management in the organisation: Employee s are participating in management at all levels: Flexibility in policy, procedure and 3. structure to provide an opportunity to allow workers participation in management: Participative management promoting cordial industrial relations: Participative management improves 5. the operational efficiency of the workers: Participative Management helps in achieving organisational objectives: participative management system 7. helps employees to develop creativity and intelligence: System of involving employees and 8. representatives at the time of decision making on policies and strategies: Source: Field Study Except the statements 3 and 6 the remaining all the statements P-values are found to be lesser than 0.05 which illustrates that there is a statistically significant difference between the two organisation employees average opinion on the said statements related to the dimension Participation in Management at 5 percent level 349

42 of significance, whereas for the said two statements the employees from both the respondents exhibit more or less analogous opinion. The below line graph explains the same outline evidently. Shown in Figure (7.18) Figure Line Diagram of Comparative Statements on Participation in Management Line diagram showing comparision of the average opinion scores of the respondents who were working in Coromandel and Steel Plant organisations on the dimension Participation in Management related to quality of work life Coromande l Average Score PM1 PM2 PM3 PM4 PM5 PM6 PM7 PM8 Statements realted to Participation in Management Dimension Organisation n Mean S.D Z- P- Decision Value Value Participation In Coromandel Not Management Steel plant Significant With regard to the dimension Participation in Management, the above table does not present a significant difference in the average opinion scores of Coromandel and Steel Plant employees. It implies that the perception of the respondents with regard to this dimension is more or less same and it is positive as well. Both the 350

43 scores are very close to each other and exhibits that the opinion of the respondents belongs to both the organisation are approximately equal and these scores are greater than 0.75 i.e., nearer to agree level. 8. GROUP COHESIVENESS Group Cohesiveness is, " the resultant of all the forces acting on members to remain in the group).in other words, group cohesiveness is the 'stick togetherness' of the group. Group cohesiveness provides the bonds that hold a group together. For qualitative output, forming groups necessary in the organisations. In order For a group to work well together and be successful in reaching its goal there must be some level of group cohesiveness is essential. For the purpose of measuring Group Cohesiveness 09 statements are prepared and the options of the respondents have been collected on five point scale from Strongly Agree to Strongly Disagree. 351

44 Table Comparative Statements of Group Cohesiveness Sl. Statements on Group Cohesiveness Steel T- P- No. Coromandel Plant Value Value 1. Believes in Team effort Team work is done in most of the cases Group effort is responsible for the success of organisation Superiors create healthy competition among the groups Organisation offers plenty of rewards for group achievements Organisational interests are primary for 6. the employees rather than private interests Group incentive schemes are designed and followed in our organisation The composition of the group is changed from time to time Work in groups is a satisfying experience for all the employees Source: Field Survey Analysis: For the dimension Group cohesiveness the respondents who are working in the two organisations exhibits different opinion for the statements (1, 2, 3, 6 and 9). Further, in these statements Steel plant employees opined very positively when compared with Coromandel employees as the average scores of steel plant employees are very much greater than the Coromandel employees. Whereas for the remaining 352

45 four statements they exhibits similar opinion as their p-values are found to be insignificant at 5 percent level. In formation related this depicted in Figure (7.19) Figure Line Diagram of Comparative Statements on Group Cohesiveness 1.40 Line diagram showing comparision of the average opinion scores of the respondents who were working in Coromandel and Steel Plant organisations on the dimension Group Cohesiveness related to quality of work life 1.20 Coromandel Steel plant 1.00 Average Score GC1 GC2 GC3 GC4 GC5 GC6 GC7 GC8 GC9 Statements related to Group Cohesiveness Dimension Organisation n Mean S.D Z- Value P- Value Decision Group Coromandel Significant Cohesiveness Steel plant The above table presents a significant difference in the average opinion scores of Coromandel and Steel Plant respondents with regard to the dimension Group Cohesiveness. It implies that the perception of the respondents with regard to this dimension is varied and it is positive as well. Further, the average score of Steel plant is significantly greater than Coromandel which suggests that Group cohesiveness in steel plant is fair and good when compared with Coromandel. 353

46 9. SOCIAL RELEVANCE OF WORK LIFE The Legitimacy of nation or society is judged on the basis of its efforts to fulfill the needs and aspirations of its people and thus raise their standard of living. The prosperity or progress of any organisation is also determined by the results achieved in providing satisfaction to its employees by meeting their needs in various spheres of life Viz., economic, political and socio-cultural. The present situation in most of the organisations has reached to provide better compensation, welfare facilities, better health care, better work environment, better socio-cultural and social relevance of work life as a concept in day dream. For the purpose of measuring Social Relevance of Work life 21 statements are prepared and the options of the respondents have been collected on five point scale from Strongly Agree to Strongly Disagree. Table Comparative Statements of Social Relevance of Work Life Sl. No. Statements on Social Relevance Steel T- of Work Life Coromandel Plant Value P-Value 1. I spend sufficient time with my family members My Organisation helps employees 2. in fulfilling their personal aspirations I find no difficulty in balancing my 3. time between work and personal life My Organisation arranges the selfcare 4. facilities, sports and games activities My company Offers to attend 5. holiday packages and family gettogethers Encourages by giving prizes and

47 medals in recognition of good performance. I am enjoying summer camps with my children Leave travel concession provided by my company is used for undertaking family pilgrimages I have sufficient time to participate in friends and colleagues birthday celebrations and get-together functions I have enough time for future career plans and financial assistance plans I have sufficient time to concentrate on social life as well as career advancement Quite often the organisational matters are discussed with the family members Family get-togethers are arranged in our organisation The family members are involved in the conduct of sports & games and other cultural programs Being an employee of the organisation, I can command a lot of respect in the circles of my friends and relatives Being an employee of the organisation, I enjoy a lot of credibility and credit worthiness in my society

48 Being an employee of the 17. organisation, I often feel that my social status has increased Being an employee of the 18. organisation, I am able to develop my social contacts in the society I am recognized by the society, 19. because I am working in this organisation I am not looking for better career 20. opportunity elsewhere because of image of this organisation in the society Organisation s goodwill and image 21. are increasing my status in the society Source: Field Survey Analysis: With regard to the dimension Social Relevance Of Work Life the statements numbered 4,5, 6, 8, 9, 10, 17, 18,19, 20, 21 the P-values are found to insignificant at 5 percent level i.e., all the P-values for the said statements are greater than 0.05 so it is inferred that there is no statistically significant difference between the opinions of the employees working in both the sectors for these aspects, whereas for the remaining statements the P-values are found to be significant and conclude that there is a statistically significant difference in the opinion of the respondents on all the aspects at 5 percent level of significance. The diagrammatic representation is clearly shown as a line graph in Figure (7.20) 356

49 Figure Line Diagram of Comparative Statements on Social Relevance of Work Life Line diagram showing comparision of the average opinion scores of the respondents who were working in Coromandel and Steel Plant organisations on the dimension Social Relevance Of Work Life related to quality of work life Coromandel Steel plant Average Score Statements related to Social Relevance Of Work Life Dimension Organisation n Mean S.D Z- P- Decision Value Value Social Coromandel Not Relevance Of Work Life Steel plant Significant From the above table it is evident that the average opinion scores between the two organisations viz., Coromandel and Steel Plant has no significant difference. This indicates that there is no significant difference in the perception of the respondents who were working in both these organisations in terms of Social Relevance of Work Life. The average opinion score of Coromandel is little bit higher than the Steel plant 357

50 which explains that the respondents who were working in Coromandel is more optimistic on the said dimension when compared with Steel plant employees. Table Comparative Statements of Overall opinion on Quality of work life Organisation n Mean S.D Z- Value P- Value Decision Coromandel Not Steel plant Significant Source: Field Survey Analysis: The above table depicts that there is no significant mean difference in the opinion score of the two categories of employees about overall opinion on quality of work life in both the organisation. Further, the average score of Coromandel(2.2424) is little bit greater than Steel plant(2.1904) which gives an idea that Coromandel employees quality of work life is good when compare with steel plant but the difference is not statistically significant, at 5 percent level of significance. The below diagram shows clear pattern of opinion of the respondents on Quality of work life by their current working organisations. Similar conclusion can be drawn from the following Box-plot Figure (7.21). 358

51 Figure 7.21 Individual Value Plot of Overall Average Opinion on Quality of Work Life Analysis: The blue color circled plus indicates the average values, the red color spots indicates the respondents average opinion on the quality of work life. In Coromandel the respondent s opinion variation is in between 1.7 to 2.7 and there is only one outlier in that organisation, whereas in Steel plant the opinion scores vary from 0.5 to 3.5. Table Comparative statements of Four Cadre Employees Vs Working Conditions Type Vs Working n Mean S.D F-Value P-Value Decision Conditions Coromandel Executives Significant Coromandel Non-Executives Steel Plant Non-Executives Steel Plant Executives Source: Field Survey 359

52 Analysis: The above ANOVA test value(6.503) and the corresponding P-value(0.000) depicts that there is a significant mean difference in the opinion score of the four categories of employees about the dimension of Working conditions. It is observed that the average opinion score of the respondents from Coromandel Executives category is greater than that of the remaining three categories of respondents, which shows that Coromandel Executives have exhibited a better perception of the aspects related to this dimension when compared to the other three categories of employees. Surprisingly in Steel plant both Executives and Non-Executives opined nearly similar has their average scores are very close to each other Figure 7.22 Box plot of Overall Opinion Scores on Working Conditions Analysis: The above box plot explains the clear pattern of respondents, overall opinion on the dimension working conditions related to the factor quality of work life by their present working cadre. The circled plus indicates the average values, the star represents the outlier, the lower end of the line indicates the minimum value and the upper end value signifies the maximum value. Further, the middle line of the box 360

53 shows the median value, the lower end of the box specifies the 25 th percentile and at final the upper end of the box symbolizes the 75 th percentile Table Comparative Statements of Four Cadre Employees Vs Compensation Type Vs Compensation n Mean S.D F-Value P-Value Decision Coromandel Executive Not Coromandel Non-Executive Significant Steel Plant Non-Executive Steel Plant Executive Source: Field Survey Analysis: The above F-value(1.807) and its corresponding significance value(0.147) does not indicates a significant mean difference among the opinion scores of the four categories of employees about the dimension of Compensation. It is revealed that the average opinion score of Coromandel Non-Executives is greater than that of the remaining three categories of employees. This shows that Non-Executives at Coromandel has good opinion on the aspects of Compensation when compared to the other three categories of employees in the organisation. When it comes to Coromandel followed by Executive(3.282) and then steel plant Non- Executive(3.2526), whereas Steel plant Executive(3.1643) has less average score when compare with other three categories i.e., this cadre respondents have little bit pessimistic opinion on this aspect. The same is mentioned clearly in the below Box plot at Figure (7.23) below. 361

54 Figure 7.23 Box plot of Overall Opinion Scores on Compensation Table Comparative Statements of Four Cadre Employees Vs Welfare and Social Security Type Vs Welfare and n Mean S.D F-Value P-Value Decision Social Security Coromandel Executive Not Coromandel Non-Executive Significant Steel Plant Non-Executive Steel Plant Executive Source: Field Survey Analysis: The above table exemplifies that there is no significant mean difference in the opinion scores of the four categories of employees about the dimension Welfare and Social Security. It is found that the average opinion score of Coromandel Executive is greater than that of the remaining three categories of employees, which 362

55 implies that Coromandel Executive have good opinion on Welfare and Social Security when compared with that other categories of employees. It is further revealed that the average score of Coromandel Non-Executive is very low when compared with the remaining categories. However, notwithstanding this, the Mean scores of all the four categories indicate that there is a positive inclination in the responses of the respondents towards this dimension. It can be stated that the Welfare and Social Security in both organisations are good and result oriented. The same is mentioned clearly in the below Box plot at Figure (7.24) below. Figure 7.24 Box plot of Overall Opinion Scores on Welfare and Social Security 363

56 Table Comparative Statements of Four Cadre Employees Vs Career Development Type Vs Career n Mean S.D F-Value P-Value Decision Development Coromandel Executive Significant Coromandel Non-Executive Steel Plant Non-Executive Steel Plant Executive Source: Field Survey Analysis: The above table denotes a significant mean difference among the opinion scores of the four categories of respondents about the dimension Career Development. The data reveal that the average opinion score of the respondents belonging to Coromandel Executive cadre is greater than that of the remaining three categories of respondents. It shows that Coromandel Executives have exhibited better levels of perception in relation to the aspects of the present dimension than their counterparts have. The average scores of all the four categories are greater than three which explains that their opinion on the said dimension is more than good level. The same is mentioned clearly in the below Box plot at Figure (7.25) below. 364

57 Figure 7.25 Box plot of Overall Opinion Scores on Career Development Table Comparative Statements of Four Cadre Employees Vs Grievance Handling System Type Vs Grievance n Mean S.D F-Value P-Value Decision Handling System Coromandel Executive Significant Coromandel Non-Executive Steel Plant Non-Executive Steel Plant Executive Source: Field Survey Analysis: The above ANOVA test value(18.128) and its P-value(0.000) reveals a significant mean difference in the opinion scores of the four categories of employees about the dimension Grievance Handling System is observed in the data furnished above. The average opinion score in relation to the respondents of Executive cadre in Coromandel organisation is greater than that of the remaining three categories of respondents, which shows that Executives at Coromandel have more positive opinion 365

58 on Grievance Handling System in the organisation than the remaining three categories of employees. On the other hand, the average opinion score of the respondents from Executive cadre in Steel Plant is low when compared with that of the remaining categories. This information described as a box plot shown in Figure (7.26) Figure 7.26 Box plot of Overall Opinion Scores on Grievance Handling System Table Comparative Statements of Four cadre employees Vs Job Security Type Vs Job Security n Mean S.D F-Value P-Value Decision Coromandel Executive Significant Coromandel Non-Executive Steel Plant Non-Executive Steel Plant Executive Source: Field Survey Analysis: Table (7.27) presents a significant mean difference in the opinion scores of the four categories of respondents about the dimension Job Security in both the 366

59 organisations. It is observed that the average opinion score of the respondents from Non-Executive cadre in Steel plant organisation is greater than that of the remaining three categories of respondents, which shows that the respondents at Non-executive level have expressed their opinion that, they are more positive on this dimension when compared with other categories of respondents. It is also observed from the data that the average opinion score of the respondents belonging to Non-Executive cadre in Coromandel is lower when compared with that of the remaining two categories. With regard to job security shown clearly as box plot diagram in Figure (7.27) Figure 7.27 Box Plot of Overall Opinion Scores on Job Security 367

60 Table Comparative Statements of Four Cadre Employees Vs Participation in Management Type Vs Participation in n Mean S.D F-Value P-Value Decision Management Coromandel Executive Not Coromandel Non-Executive Significant Steel Plant Non-Executive Steel Plant Executive Source: Field Survey Analysis: Table (7.28) illustrates that there is no significant mean difference in the opinion scores of the respondents about the dimension Participation in Management. It is observed that the average opinion score of the respondents from Executives in Coromandel category is greater than that of the remaining three categories of respondents but the difference is not so significant. A look at the Mean scores of the four categories reveals that most of the respondents of these four categories have expressed their positive feedback with regard to the aspects of the present dimension in both the organisations and the average scores are close to each other. The same is mentioned clearly in the below Box plot at Figure (7.28) below. 368

61 Figure 7.28 Box Plot of Overall Opinion Scores on Participation in Management Table Comparative Statements of Four Cadre Employees Vs Group Cohesiveness Type Vs Group n Mean S.D F-Value P-Value Decision Cohesiveness Coromandel Executive Significant Coromandel Non-Executive Steel Plant Non-Executive Steel Plant Executive Source: Field Survey Analysis: Table (7.29) demonstrates that there is a significant mean difference in the opinion scores of the respondents belonging to the four categories of respondents regarding the aspects of Group Cohesiveness dimension. The average opinion score of the respondents of Non-Executives (0.9297) in Steel plant cadre is greater than that of 369

62 the remaining three categories of respondents followed by Steel Plant Executives (0.8917) and then Coromandel Executives (0.8217) so the variation is statistically significant. This suggests that the respondents of the three categories are affirmatively near unanimous in relation to the present dimension. It may be concluded that both the organisations is implementing the policy of Group Cohesiveness in an effective way towards the satisfaction of the employee. Similar conclusion can be drawn from the following Box-plot Figure (7.29). Figure 7.29 Box plot of Overall Opinion Scores on Group Cohesiveness 370

63 Table Comparative Statements of Four Cadre Employees Vs Social Relevance of Work Life Type Vs Social Relevance n Mean S.D F-Value P-Value Decision of Work Life Coromandel Executive Significant Coromandel Non-Executive Steel Plant Non-Executive Steel Plant Executive Source: Field Survey Analysis: The mean difference in the opinion scores of the respondents belonging to the four categories on the dimension Social Relevance of Work Life is presented in Table (7.30). The P-value of the variables is found to be significant at 5 per cent level thereby suggesting a significant mean difference among the opinion scores of respondents of the sample in relation to their cadre. In other words, the opinion of the respondents belonging to the four categories on the present dimension is not more or less same. Further, it is found that the Mean difference among the opinion scores of the four categories is above 0.65 indicating a positive perception on the part of the respondents. The horizontal line in the Box-plot given below at Figure (7.30) 371

64 Figure 7.30 Box Plot of Overall Opinion Scores on Social Relevance of Work Life Table Comparative Statements of Overall Opinion on Quality of Work Life by Cadre Type Vs QWL n Mean S.D F-Value P-Value Decision Coromandel Executive Significant Coromandel Non-Executive Steel Plant Non-Executive Steel Plant Executive Source: Field Study Analysis: Table(7.31) and the associated Box-plot at Figure (7.31) characterizes that there is a significant mean difference in the opinion scores of the four categories of respondents about the concept of quality of work life in their respective working organisations. The average opinion score of the respondents of Executives cadre (2.4) in Coromandel is greater than that of the remaining three categories of respondents 372