A PROJECT STUDY

ON
QUALITY OF WORK LIFE OF WORKERS

HEAVEN CASHEW IMPORT AND EXPORTS

IInd MILESTONE, KILIKOLLOOR.P.O., KOLLAM-4

Report submitted to University of Kerala in partial fulfilment of the requirement for the
award of the Degree of career related first degree programme in
B.B.A Bachelor of Business Administration
(195) [Schedule 2 (b)]

Submitted by
Name of students Candidate code
1, Ashish.U 19522802018
2, Sojin Saji 19522802039
3, Noufal. N 19522802033
4, Vipin Vinod 19522802042

Examination code :19522601

Subject :BM 1644

INSTITUTE OF HUMAN RESOURCE DEVELOPMENT

COLLEGE OF APPLIED SCIENCE, ADOOR
(Affiliated to University of Kerala) (Managed by IHRD)
Department of Commerce & Management
March 2025
 INSTITUTE OF HUMAN RESOURCES DEVELOPMENT
COLLEGE OF APPLIED SCIENCE, ADOOR
(Affiliated to University of Kerala)
DEPARTMENT OF MANAGEMENT

BONAFIDE CERTIFICATE

This is to certify that the project report entitled “A Study on Quality work life of workers
in Heaven Cashews with special reference to kollam distrist , Submitted by Mr.Ashish U
(195228020218), Mr. Noufal N (19522802033), Mr. Sojin Saji (19522802024), Ms. Vipin
Vinod (19522802042), of Final Year B.B.A. students of this college, and this project report
is submitted to University of Kerala for partial fulfilment of the requirement for the award
of the Degree of Career Related First Degree Programme in Business Administration (195)
2(b) (B.B.A,) is a Bonafide record of work carried out under our guidance and supervision.

Dr. Hrishi Raj S

Project Guide

Dr. ANSHAJ A Dr. K.SANTHOSH BABU

Head of the Department Principal

This project report was evaluated by us on………/……….../2025

EXTERNAL EXAMINERS:

1. ………………………………………...

2. ………………………………………...
 DECLARATION

We declare that the study “ A STUDY ON QUALITY WORK LIFE OF

WORKERS IN HEAVEN CASHEWS WITH SPECIAL REFERENCE TO KOLLAM
DISTRIST” is an original study carried out by us, under the guidance of Dr. Hrishi. It does
not form part of any other work submitted to any other institution or University for the
award of any other degree.

Ashish.U

19522802018

Sojin Saji

19522802039

Noufal. N

19522802033

Vipin Vinod

19522802042
 ACKNOWLEGEMENT

First of all, us thankful to god almighty to enable conduct this study. This study is a golden
opportunity for learning and self-development. We consider our self as lucky and honour
to have many wonderful people to guide through to completion of the study.

Our sincere Thanks to Mr. Anil kumar to providing an opportunity to do the project study.
We are also thankful to provide valuable information and adequate data required for the
completion of the project.

We would like to express our sincere thanks to Dr. K SANTHOSH BABU principal of
college of applied science, Adoor.

We are great full to Dr. ANSHAJ A head of the department for his valuable guidance to
clear all our doubt and guiding in the right way to make this project success.We would like
to express our deep sense of thankfulness to Dr. Hrishi RAJ S faculty of management
department and project guide for her timely support and cooperation constructive
suggestion and supervision for the completion of this project.

We would also like to thank all my teachers and friends for their effort and help to
completion of our project successfully.
 LIST OF TABLES

SL.No NAME OF TABLE PAGE

NO:
1.1 Average age 40

1.2 Gender 41

1.3 Designation 42

1.4 Year of experience 43

1.5 Communication between management and employees 44

1.6 Experience in heaven cashews 45

1.7 How supportive is your superior 46

1.8 Sufficient brakes during work day 47

1.9 Corporate social responsibility 48

1.10 Employee satisfactions 49

1.11 Aspect of job enjoyment 50

1.12 Company’s work life 51

1.13 Rate the working conditions 52

1.14 Nessory resources and equipment usage 53

1.15 Work stress or pressure 54

1.16 Overtime 55

1.17 Personal and family responsibilities 56

1.18 Satisfied with work life balance 57

1.19 Feel of commitment 58

1.20 Values and recognition 59

1.21 Recommend the organisation 60

 LIST OF FIGURES

SL.No NAME OF FIGURE PAGE

NO:
1.1 Average age 40

1.2 Gender 41

1.3 Designation 42

1.4 Year of experience 43

1.5 Communication between management and employees 44

1.6 Experience in heaven cashews 45

1.7 How supportive is your superior 46

1.8 Sufficient brakes during workday 47

1.9 Corporate social responsibility 48

1.10 Employee satisfactions 49

1.11 Aspect of job enjoyment 50

1.12 Company’s work life 51

1.13 Rate the working conditions 52

1.14 Nessory resources and equipment usage 53

1.15 Work stress or pressure 54

1.16 Overtime 55

1.17 Personal and family responsibilities 56

1.18 Satisfied with work life balance 57

1.19 Feel of commitment 58

1.20 Values and recognition 59

1.21 Recommend the organisation 60

 CHAPTER 1

INTRODUCTION
1.1 INTRODUCTION

The project work entitled "Quality of Work Life of Workers in Heaven Cashews: A Special
Reference to Kollam District" provides insights into the practical aspects of employee well-
being and workplace conditions. This study aims to analyse the factors influencing the
quality of work life (QWL) of workers in the cashew industry, with a particular focus on
Heaven Cashews in Kollam District.

Quality of Work Life (QWL) is a crucial aspect of human resource management, as it

directly impacts employee motivation, job satisfaction, productivity, and overall well-
being. A positive work environment enhances employee engagement and reduces stress,
leading to better performance and lower turnover rates.

This study will explore various dimensions of QWL, including work environment, job
security, wages, work-life balance, employee benefits, and workplace safety. Given that
Kollam is a major hub for the cashew industry, understanding the working conditions in
this sector can provide valuable insights into labour policies and organizational
improvements.

By conducting this study, the project aims to highlight the challenges faced by workers and
suggest measures for enhancing their quality of work life, ultimately contributing to better
employee satisfaction and organizational growth.

INTRODUCTION OF HR

In any organization, the most valuable asset is not technology, infrastructure, or even capital
— it is the human resources. Human Resources (HR) refers to the people who make up the
workforce of an organization, as well as the department responsible for managing all
employee-related functions. From recruitment and training to performance management
and employee welfare, HR plays a crucial role in ensuring that an organization functions
smoothly and achieves its objectives. In today's dynamic business environment, the role of
HR has expanded from administrative support to strategic partnership. This essay delves

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into the concept of Human Resources, the functions and importance of HR departments,
the challenges faced by HR professionals, and the future trends shaping the field.

HUMAN RESOURCE MANAGEMENT (HRM)

Human Resource Management (HRM) is a vital and dynamic field that focuses on the
effective management of people within an organization. It plays a strategic role in
enhancing organizational performance by ensuring that human capital — the employees —
are well-recruited, properly trained, motivated, and retained. As businesses become more
complex and competitive, the role of HRM has evolved from simple administrative
functions to being a core component of an organization's strategy. This essay explores the
meaning, importance, functions, challenges, and future trends of HRM.

FEATURES OF HUMAN RESOURCES

Introduction

Human Resources (HR) is the backbone of every organization, representing the collective
abilities, skills, talents, and potential of its workforce. While financial capital and
technology are important, it is the people who ultimately drive innovation, ensure customer
satisfaction, and achieve organizational goals. Understanding the key features of Human
Resources is essential for appreciating their crucial role in modern businesses. This essay
discusses in detail the major features of HR, emphasizing why they are unique, valuable,
and central to organizational success.

1. Human Resources are Living and Active Resources

Unlike financial, material, or technological resources, human resources are living beings
with thoughts, emotions, ambitions, and creativity. They are capable of learning, adapting,
and innovating. This living nature makes HR a dynamic and unpredictable resource,
capable of growth and self-improvement over time.

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2. Human Resources are Mobile

Human beings have the freedom to move from one place to another in search of better
opportunities. Talent is mobile both geographically and across organizations. Unlike
machinery or property that is fixed, people can and often do change jobs, migrate for better
prospects, and pursue education to enhance their employability. This mobility creates
competition among organizations to attract and retain the best talent.

3. Intangible Nature

Human Resources are intangible. Unlike machines or products, they cannot be physically
touched or measured easily. The skills, knowledge, loyalty, and attitudes of employees are
abstract qualities. Therefore, assessing the true value of HR requires careful analysis
through appraisals, performance metrics, and psychological tools.

4. Developable Resource

Human resources can be developed through education, training, and experience. Employees
can upgrade their skills and capabilities over time, leading to increased productivity and
creativity. Organizations invest heavily in learning and development (L&D) programs to
enhance the competencies of their workforce and gain a competitive edge.

5. Individualistic and Unique

Every individual is different in terms of personality, background, experience, motivation,

and aspirations. No two employees are exactly alike. Managing human resources requires
personalized approaches, considering individual differences in motivation, job satisfaction,
and performance.

6. Emotional and Psychological Factors Influence Human Resources

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Since humans are emotional beings, their behavior at work is influenced by feelings like
happiness, anger, stress, and motivation. Factors such as leadership style, organizational
culture, and interpersonal relationships significantly affect employee performance and
satisfaction. HR management must, therefore, address emotional well-being along with
professional needs.

7. Human Resources are both Means and Ends

In organizational settings, employees are both the means to achieving business objectives
and the end beneficiaries of organizational success. While they contribute to organizational
goals, they also seek personal growth, career advancement, financial rewards, and job
satisfaction.

8. Value-Adding Resource

Well-managed human resources can create immense value for an organization. Talented
employees can drive innovation, improve productivity, enhance customer service, and
boost profitability. The creativity and problem-solving ability of employees often lead to
unique products, services, and solutions that give businesses a competitive advantage.

9. Limited and Scarce

While population numbers may be high in some regions, the availability of truly skilled,
talented, and employable human resources is often limited. Organizations face intense
competition to find and keep capable employees, especially in sectors like IT, healthcare,
engineering, and finance.

10. Social Resource

Humans are social beings. They work in groups, build relationships, and create networks
within and outside the organization. Collaboration, teamwork, and communication are
essential aspects of the workplace. HR management must foster a culture of cooperation
and mutual respect among employees to achieve organizational success.

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11. Requires Proper Management

Because of their complex and sensitive nature, human resources need proper management.
This involves planning, organizing, staffing, directing, and controlling HR activities to
align individual goals with organizational objectives. Poor management of human
resources can lead to low morale, high turnover, conflicts, and reduced productivity.

12. Dynamic and Ever-Changing

Human resources are not static. They constantly evolve in response to changes in
technology, social structures, economic conditions, and personal circumstances. Employees
may acquire new skills, change their career aspirations, or be influenced by societal trends.
HR policies and strategies must be flexible and responsive to these changes.

1.2 REVIEW OF LITERATURE

A review of available literature reveals the fact that an in-depth study on " Quality of Work
Life of Workers " has not been made. Therefore, the project work is undertaken

1.3 STATEMENT OF PROBLEM

The study focuses on the ―problems faced by the cashew workers in Kerala: A
comparative study between the factories in private sector and public sector . The life of the
workers in the cashew factory is very miserable. In a cashew factory more than 95
percentage of workers are women. They are struggling to build a smooth livelihood for
their family. The socio-economic condition of the cashew factory is very miserable. Socio-
economic condition is a mix of factors which is directly and indirectly related to both the
social and economic aspects. The main socioeconomic factors are income, housing
facilities, education, occupation and wealth. These factors contribute very low for the
uplifment and progress of the workers. The wages of the workers is very low as they work
as daily wages they get an nominal amount which is less than ₹, 300 per day and various

5
reforms should be implemented in the case of pay structure. Also another thing which
should be pointed is that these workers do not get regular employment opportunities. As
there is shortage of raw materials different factories will be shut down due to the crises of
the raw materials. The workers cannot enjoy their life with the family members as they go
to work early in the morning and they will reach the home by 6 in the evening. By doing
work for this much period without any rest interval they will be tired and cannot concentrate
on the family matters. Some of the factories in order to increase their production turnover
and also escalate the time lag, some of workers would shift their work schedule at home by
carrying 5 to 10 kilograms of raw cashew nuts in after the working hours. Day by day the
price of each item is increasing where the workers cannot afford to purchase these items
with the amount they get as the wages. Majority of the workers do not have any sort of
savings as they spend their amount for the daily needs. In the initial phase of the corona
crises the workers life was so miserable as they find very difficult to sustain their life.
Government is not enhancing the salary of the workers throughout the regular intervals of
time. There is a misallocation of ESI and Pension Fund among the workers by the employer
and some of them are not registered under the Insurance and Pension Fund, and
intentionally not raising the employee obligations towards the Insurance and Pension Fund.
The temporary and the contract workers are not registered with the welfare office and they
are not getting the benefits of ESI benefits Dearness Allowance, and Employee State
Insurance benefits. The workers are not provided with the facilities of gloves, mask, apron
and other work related materials and they do not provide with a good canteen, first aid and
conveyance facilities. The housing facilities of the cashew factory workers is not so good,
as the workers live in a congested house where the walls are dampbecause of the huge water
content that will ruin the wall and also affect the health condition of the workers. They are
living in a very drastic condition which no facility for sanitation and they are struggling to
meet other needs and wants. Already the central government and the state government
along with other local authorities has put an initiative to facilitate shelteringthese people
who are working for the traditional industries by providing housing schemes and also
providing the medical and financial schemes provided for the upliftment and welfare of
cashew workers. But because of the red- tapism and exploiting the workers on the grounds
of trade union, executives and political parties are benefiting from them. This should be
end by providing a better set up that should help or there should be a surveillance of
scrutinizing the schemes in a better way which should possess an equality and integrity
with the workers. There should a better corporate social responsibility and compliance on
6
the part of the company that should be checked. The level of education for the workers is
very low as majority of the workers has an education of less than 10th standard. Being the
level of education is very low, these workers do only the unskilled work. Poverty is a main
factor that forces them to take the work in various cashew factory. These workers are not
familiar about the things that is happening around the world. These workers are not aware
about the crises that is faced in the cashew industry of Kerala. Due to the lack of education
they are forced to work for a nominal amount of wages. The work in the cashew factory is
very miserable.

Some of the workers in various cashew factories wants to travel more than 20 kilometres a
day for doing various types of work. A large amount is spend as travelling expenses where
the owners of cashew factory will not give any extra amount as travelling allowance for
these workers. Every job has its own reputation, but the workers of the cashew factory are
not satisfied with this occupation, as they are paid with low amount of wages without any
yearly increment. The workers are not promoted to higher grades and there is no sort of
employee counselling facilities in the factories. There is no involvement in the cultural and
the community activities for the workers as they do not get any sort of leisure time. After
some years all the workers will be replaced with the automated machines which creates
various problems for these workers in various cashew factories. Workers are faced with low
level of income as they are forced to take loans from the financial institutions and other
indigenous money lenders. The workers get Rupees, 285 per day as wages and with this
level of wages a day creates various problems in the family. Due to day to day increase in
the price of the necessary goods these workers are in a pathetic situation where there
purchasing power is very low. The workers cannot satisfy the needs of the children and the
needs of the family members. In some cases the workers are mutually divorced or the death
of the spouse creates tremendous stress to these cashew workers. In this case they want to
lead an independent life without the financial support of others. Thus the workers are faced
with lots of problems which should be solved by the higher authorities. Government should
take necessary steps to enhance their salary and other than salary they should be provided
with other sorts of financial and non –financial benefits to these workers. The major
obstacles faced by the cashew workers in Kerala are; 1) Low amount of daily wages for the
workers working in various cashew factories. 2)Due to the shortage of raw materials the
workers are not availing proper days of employment. 3) Shut down of various factories
creates unemployment for the workers. 4) Workers are faced with lots of musculo-skeletal

7
ailments which reduces the efficiency of work. 5) Lack of some factors related to Work and
Life is absent in both the sectors.

1.4 NEED AND SIGNIFICANCE OF THE STUDY

Cashew industry is one among the traditional industries in Kerala. Cashew industry plays
a central role in the economic prosperity and growth of our country. Cashew is an agro
based industry which creates a huge job opportunities to different individuals across Kerala.
Cashew kernels are exported to different parts of the world, thus it enhances the foreign
income of our country. Cashew kernels have a lot of nutritional benefits and it is one of the
main ingredients in bakery food items. Majority of the cashew units has been located in the
backward areas whereby it promotes the socio- economic condition of feeble section of the
society. More than 95 percentage of workforce of different cashew processing units consists
of women, which contributes hugely towards the emancipation of women. The present
study recognize the prime factors that creates various problems to the cashew workers in
Kerala. With the help of this study it will give a clear cut picture about the different factors
that causes the problems to the cashew workers of Kerala. Therefore cashew workers can
solve their major problems by correctly identifying the problems and by taking suitable
solutions. This study has found out some of the vital factors that creates various problems
for the workers and by providing flexible schemes and policies for the workers it will
reduce the majority of the problems for these workers. The study will be great useful for
the society as majority of workers are women, they can earn some money without
depending others. Thus it will be a great sort of relief for the workers if their relation has
been divorced or in case of 8 death of the spouse. If the production is enhanced further in
the state of Kerala then it will reduce the shutdown of various cashew factories across
Kerala and the workers will get regular days of employment. The study will be a great help
for the workers as it will provide guidelines to improve the quality of work life of the
workers and will provide some measures to improve the industrial relations existing
between the management and the workers. It also explains in detail to the workers about
the crises in the cashew industry. The management of the cashew industry will also get the
benefit from this study as it provide some techniques for the revival of cashew industry in
Kerala and also explain in detail about the various problems faced by the cashew factory
workers in Kerala. Through solving various problems of the workers then it increases the

8
production and increases the sales of the organization. It will be helpful to various
departments in Kerala who is directly or indirectly related with the cashew industry as
several measures will be explained to improve the welfare of the workers. The government
should play the key role in safeguarding the interest of the workers, as the cashew industry
is a traditional industry the government should protect the industry and the workers. The
government should think about necessary steps to avoid the shut down of various factories.
Through this study it helps the government to protect the workers interest and explains
about the reopening of various factories which was closed earlier.

1.5 OBJECTIVES OF THE STUDY

The objectives of the study are:

 To evaluate the quality of work life of workers working in heaven cashews kollam
 To evaluate about the socio-economic conditions of workers of Heaven Cashews.
 To study the overall problems faced by the cashew workers of heaven industry.
 To examine about the industry relation existing in the cashew factory.

1.6 RESEARCH METHADOLOGY

The research methodology for a study on the "Quality of worklife of workers at hevaven
cashews kollam " would typically involve the following components:

1. Research Design

Type of Study:

 The study is likely descriptive and analytical, aimed at understanding the current
worklife of workers, identifying its strengths and weaknesses, and analyzing
employee perceptions.

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Approach:

 A combination of qualitative and quantitative methods (mixed methods) can be

adopted to provide a holistic understanding.

2. Population and Sample

Population:

 Employees of heaven cashew, kollam.

Sampling Method:

 Simple random sampling or convenience sampling may be used.

Sample Size:

 The study on the quality of work life of employees in Kerala Coir Corporation is
based on a sample size of 50, ensuring a representative analysis of employee
evaluations and appraisal practices within the organization.

3. Data Collection

Primary Data:

 Structured questionnaires designed to gather employee opinions about the

performance appraisal system.
 Focus group discussions to explore employee concerns and suggestions.

Secondary Data:

 Review of company policies, and HR documentation.

 Literature review of similar studies to compare findings.

5. Data Analysis

Qualitative Data:

 Content analysis of interview and focus group responses.

 Coding and categorizing themes to identify key insight.

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6. Tools and Techniques

MS Word 2021:

 MS Word 2021 is the most popularly used package which help the researcher in
performing various analytical operations. The data collected was compiled and
edited to check for the logical inconsistencies. The data was coded according to the
responses. Relationship between responses was assessed and presented using the
tables and graph and analysis was done using MS Word 2021.

Questionnaires with arbitrary scale-based questions for measuring employee quality of

work life.

1.7 LIMITATIONS OF THE STUDY

The major limitation was the lack of time. The project could have been made even better if
there was more time available for us:

1. Lack of Autonomy and control

2. In depth study was not possible

1.8 CHAPTERISATION

Chapter 1-Introduction

Chapter 2-Theoratical and Background

Chapter 3-Data Analysis and Interpretation

Chapter 4- Summary, Findings, Suggestions and Conclusion

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 CHAPTER 2

THEORETICAL BACKGROUND

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2.1 INTRODUCTION

The concept of Quality of Work Life (QWL) has garnered significant attention in recent
years, recognizing its direct impact on employee satisfaction, organizational productivity,
and overall workplace sustainability. QWL encompasses various dimensions including
fair compensation, safe and healthy working conditions, opportunities for personal
growth, job security, work-life balance, participative management, and respect for
individual rights. Especially in labour-intensive sectors, ensuring a high quality of work
life is crucial for reducing employee turnover, boosting morale, and maintaining a
motivated workforce.

The cashew industry, being highly labour-dependent, exemplifies the importance of

QWL. Heaven Cashews, a prominent cashew processing unit located in the Kollam
district of Kerala, stands as a key player in this sector. Kollam, often referred to as the
"Cashew Capital of India," has a long-standing legacy in cashew cultivation and
processing, contributing significantly to both domestic markets and exports. The industry
provides employment to thousands of workers — predominantly women from
economically weaker sections — offering them a crucial source of livelihood.

However, despite the sector’s economic contributions, workers in cashew factories often
face several challenges, including low wages, monotonous work, inadequate occupational
health and safety measures, and job insecurity due to seasonal fluctuations in demand.
Such conditions can lead to physical strain, emotional stress, and reduced job satisfaction,
ultimately affecting organizational performance.

Given this backdrop, assessing the Quality of Work Life at Heaven Cashews becomes
essential. This study aims to understand how various factors such as wages, working
hours, physical work environment, health and welfare measures, and employee
participation impact the well-being of workers. By identifying gaps and areas for

13
improvement, the study seeks to provide insights that can help enhance worker
satisfaction, reduce absenteeism and turnover, and foster a healthier, more sustainable
organizational environment. Furthermore, improving QWL not only benefits employees
but also strengthens the organization’s competitive position in an increasingly globalized
and quality-conscious market.

The concept of Quality of Work Life (QWL) has become increasingly important in
modern organizational practices, especially in industries that rely heavily on manual
labour. QWL refers to the level of satisfaction, motivation, involvement, and commitment
individuals experience regarding their lives at work. It encompasses aspects like fair
wages, safe working conditions, social integration, job security, welfare measures, and
opportunities for career advancement.

In labour-intensive industries, like the cashew sector, ensuring high QWL is essential not
just for employee well-being but also for improving operational efficiency, reducing
absenteeism, and boosting overall productivity.

One such labour-intensive hub is Kollam, a coastal city in Kerala, popularly known as the
Cashew Capital of India. The cashew industry in Kollam is a vital part of the local economy
and social structure, providing employment to thousands of workers, predominantly
women. The cashew processing activities include roasting, shelling, peeling, grading, and
packaging — all of which demand meticulous manual effort.

Structure of the Cashew Industry in Kollam

The cashew industry in Kollam can be broadly divided into two types based on ownership
and management:

1. Private Sector Factories

There are approximately 350 private cashew factories operating in Kollam.These units are
generally owned by individual entrepreneurs or business groups.Private factories focus
heavily on exports, contributing significantly to foreign exchange earnings. However, some

14
private units have been criticized for offering lower wages, irregular employment, and
limited welfare facilities.

2. Public Sector Factories

Public sector participation in the cashew industry aims to ensure better labour standards
and job security for workers. It mainly includes two major organizations:

Kerala State Cashew Development Corporation (KSCDC) Established in 1969 by the

Government of Kerala. Objective: To protect the interests of workers and ensure fair wages
and welfare measures.Operates factories with government supervision, following stricter
labour laws.Workers receive better job security, benefits like provident fund (PF), employee
state insurance (ESI), bonuses, and other welfare programs.CAPEX (Cashew Workers
Apex Industrial Cooperative Society) Formed in 1984 as a cooperative society to promote
worker welfare. CAPEX units are owned and managed collectively by worker groups with
government support.Aims to combine cooperative principles with better working
conditions and economic security for employees.Both KSCDC and CAPEX help
counterbalance some of the exploitation observed in the private sector by focusing on
worker-centric policies. Importance of QWL in the Cashew Sector. The Quality of Work
Life in the cashew industry is critical because: Cashew processing is physically demanding:
long hours of standing, hand injuries from shelling, exposure to cashew nut shell liquid (a
corrosive substance). Most workers are women from low-income backgrounds, making
them vulnerable to exploitation

Improving QWL can lead to: Higher worker morale

 Lower absenteeism
 Better product quality
 Higher organizational reputation
 Greater retention of experienced workers

Without adequate QWL measures, the industry risks high employee turnover, reduced
efficiency, and reputational damage both nationally and internationally.Challenges Faced

15
by Cashew Workers Despite its significance, workers in the cashew industry, particularly
in private factories, face several challenges:

 Low wages: Often minimum or below minimum wage levels.

 Lack of job security: Seasonal nature of work based on cashew availability.
 Poor health and safety: Repeated exposure to harmful chemicals without sufficient
protective equipment.
 Inadequate welfare facilities: Limited access to healthcare, clean drinking water,
proper sanitation, and childcare facilities.
 Excessive working hours: Sometimes exceeding prescribed labour norms.

Relevance of Studying QWL at Heaven Cashews

Heaven Cashews is one of the notable cashew processing units operating in Kollam.
Studying the Quality of Work Life of workers here is important because:

 It provides insights into how a medium-to-large private unit manages its

workforce.
 It helps to evaluate the current standards of wages, working hours, health and
safety conditions, and welfare measures offered.
 It can reveal differences between private factory conditions and those in public-
sector factories like KSCDC and CAPEX.
 Findings can suggest practical recommendations for improving worker well-
being, thereby contributing to both social welfare and business success.

A deeper understanding of QWL at Heaven Cashews can help design better human
resource practices and contribute to sustainable development goals (SDGs) such as decent
work and economic growth.

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2.2. DEFINITION OF QUALITY OF WORK LIFE (QWL)

The term Quality of Work Life refers to the degree to which employees feel satisfied,
secure, and valued in their job environment. It encompasses factors such as working
conditions, work-life balance, compensation, job security, and opportunities for career
growth.

According to Richard Walton (1973), QWL refers to "the degree to which members of a
work organization are able to satisfy important personal needs through their experiences
in the organization."

Key Components of QWL

Job Security: Ensuring stability of employment.

Safe and Healthy Work Environment: Providing appropriate safety measures and healthy
working conditions.

Work-Life Balance: Balancing professional and personal responsibilities.

Career Growth Opportunities: Offering training and promotion prospects.

Fair Compensation: Adequate wages and benefits.

Participative Management: Involving employees in decision-making.

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2.3. OBJECTIVES OF QUALITY OF WORK LIFE

The primary objectives of implementing QWL initiatives in organizations like Heaven

Cashews are:

Enhancing Employee Satisfaction: Ensuring workers feel valued and satisfied with their
job.

Improving Productivity: Happy and motivated employees are more productive and
efficient.

Reducing Absenteeism and Turnover: Improving working conditions reduces absenteeism

and employee turnover.

Promoting Work-Life Balance: Encouraging flexibility to balance work and personal life.

Ensuring Safety and Health: Providing a safe and healthy work environment.

Encouraging Skill Development: Offering training and development programs to enhance

skills.

Fostering Employee Participation: Involving workers in decision-making processes.

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2.4. Needs and Importance of QWL

In labour-intensive industries like cashew processing, QWL plays a critical role due to the
physical nature of the work. The specific needs and importance of QWL for workers at
Heaven Cashews include:

Physical and Mental Well-being: Workers in cashew factories are exposed to hazardous
conditions, including handling corrosive liquids during the cashew nut shelling process.
Improved QWL ensures their safety and mental health.

Job Satisfaction: Better QWL practices lead to higher job satisfaction, reducing stress and
burnout.

Reduced Labor Exploitation: In sectors prone to exploitation, improving QWL protects

workers’ rights.

Enhanced Morale and Loyalty: Satisfied employees are more loyal and committed to the
organization.

Legal Compliance: Ensuring compliance with labor laws and workplace safety
regulations.

Increased Efficiency: Happy and healthy workers are more efficient and productive.

19
2.5. Stages of Quality of Work Life

The implementation of QWL typically progresses through the following stages:

Stage 1: Problem Identification

Assessing the current working conditions, employee satisfaction levels, and identifying
issues.

Conducting surveys or interviews with workers.

Stage 2: Planning and Designing

Developing strategies and policies to improve QWL.

Ensuring the plan aligns with the organization’s goals and employee needs.

Stage 3: Implementation

Executing QWL initiatives, such as improving safety measures, revising wage policies,
and enhancing working conditions.

Involving employees in the implementation process.

Stage 4: Monitoring and Evaluation

Regularly evaluating the effectiveness of QWL initiatives.

Gathering employee feedback and making necessary improvements.

20
2.6. Scope of QWL

The scope of QWL in Heaven Cashews covers various dimensions, including:

Work Environment: Improving the physical and psychological work environment by

providing better ventilation, lighting, and safety equipment.

Employee Welfare Programs: Introducing health insurance, canteen facilities, and

wellness programs.

Career Growth and Training: Offering skill enhancement programs to promote career
advancement.

Employee Participation: Involving workers in decision-making processes.

Work-Life Balance: Introducing flexible work hours and paid leave.

Grievance Redressal: Establishing mechanisms for addressing employee complaints.

21
2.7. Nature of QWL

The nature of QWL in Heaven Cashews is characterized by:

Human-Centric Approach: QWL prioritizes employee well-being over profits.

Dynamic and Evolving: It continuously evolves based on changing employee needs and
industry trends.

Employee Empowerment: QWL promotes worker participation and empowerment.

Comprehensive Concept: It covers both tangible (wages, safety) and intangible (job
satisfaction, motivation) aspects.

2.8. Trends in Quality of Work Life

In the cashew industry in Kollam, recent trends in QWL include:

Technology Integration: Automation and mechanization of cashew processing to reduce

physical strain on workers.

Health and Safety Initiatives: Increasing focus on safety gear, ventilation, and protective
equipment.

Employee Training Programs: Introducing skill development programs to enhance

employability.

Flexible Work Policies: Allowing flexible shifts to balance work and personal life.

Employee Assistance Programs (EAPs): Providing counselling services for stress

management.

Sustainability and Ethical Practices: Promoting fair trade practices to ensure worker
rights.

22
2.9. Conclusion

The Quality of Work Life in the cashew industry in Kollam, particularly in Heaven
Cashews, is crucial for ensuring employee well-being, satisfaction, and productivity.
Enhancing QWL through better working conditions, fair compensation, and employee-
centric policies can lead to a more committed and efficient workforce. Moreover,
improving QWL not only benefits the employees but also contributes to the sustainable
growth and reputation of the organization.

Investing in QWL initiatives ensures a positive work environment, reduces attrition, and
enhances overall productivity, ultimately benefiting both the workers and the
organization. Therefore, continuous efforts to improve QWL should be a priority for
labour-intensive industries like cashew processing.

23
2.1 INDUSTRY PROFILE

India is among the largest cashew-producing countries in the world. The cashew industry
has large economic significance as it employs more than 10 lakh people on farms and
factories in rural areas. The cultivation of cashew in India covers a total of 0.7 million
hectares of land, and the country produces over 0.8 million tonnes (MT) annually.
Between 2021-22 and 2023-24, India's cashew nut production grew from 0.70 million
tonnes (MT) to 0.79 million tonnes (MT). In India, cashew cultivation spread along the
coastal regions of the peninsula. Cashew is mainly grown in states like Maharashtra,
Kerala, Karnataka, Tamil Nadu, Andhra Pradesh, Goa, Odessa, West Bengal, and some
parts of the North-Eastern region. According to data published by the National
Horticulture Board (NHB), Maharashtra stands first in annual cashew nut production
during 2023-24 at 0.25 million tonnes (MT), growing from 0.21 million tonnes cashew
nut produced in 2022-23

Besides the vast scale of cashew production, India is also known for pioneering cashew
processing and exporting cashew kernels across the globe. The cashew processing
industry was earlier concentrated in Kollam (Kerala), Mangalore (Karnataka), Goa, and
mettapalayam (Andhra Pradesh), but now it is spread across many states of India. Over
the years, India has emerged as the global processing hub for the cashew industry.

India exports cashews to over 60 countries spread across different parts of the world. The
key export destinations for India are UAE, Japan, Netherland, Saudi Arabia, the USA, the
UK, Canada, France, Israel, and Italy. As per the APEDA statistics on the exports of
cashew kernels and Cashew shell liquid, UAE is the largest importer of Indian cashews,
valued at US$ 131.5 million, accounting for 29% of overall exports during 2021-22 as
compared to US$ 98.5 million in the previous year. In volume terms, India's cashew
exports to UAE stood at 16.6 million kg, growing by 29% from 12.8 million kg of exports
recorded in the previous year.

Japan and Netherland are among the top 3 importers of Indian cashews, with a share of
exports at 13% and 9%, respectively. India's cashew kernels and Cashew nutshell liquid
exports to Japan and Netherland are valued at US$ 58.1 million and US$ 41.1 million,

24
respectively. Vietnam, a key importer of Indian cashews, has consistently grown in
imports of India's cashew at a CAGR of 7% from 2018-19 to 2023-24. The top 10
importing countries of Indian cashew have a share of 84% of the total exports, which
implies the huge significance of traditional markets. This strong growth in cashew exports
across export destinations continues to drive economic growth and employment
generation in India's key cashew-growing states.

2.2 HISTORY OF CASHEW NUT INDUSTRIES

The Cashew (Anacardium Occidentale) was introduced in India by the Portuguese in 16th
Century. Over the years, cashew became a crop with high economic value and attained
the status of an export-oriented commodity, earning considerable foreign exchange for the
country. India exports cashew kernels to over 60 countries. Its major markets are US,
Japan, Spain, France, Germany, UK as well as Middle East countries such as UAE and
Saudi Arabia. The cashew industry of Kerala is mainly concentrated in Kollam district.

The annual Raw Cashew Nuts requirement of the State is about 8,00,000 tonnes; whereas
State's domestic production is 84,000 tonnes only. The State therefore meets the major
portion of its Raw Cashew Nuts requirement through imports. Kerala Cashew Board
Limited was incorporated mainly with the objective of procuring Raw Cashew Nuts at
most competitive prices adhering to open and transparent procedures. The cashew, native
to Brazil and part of the family of flowering plants, is a popular nut thanks to its slightly
sweet flavour, satisfying crunch, buttery texture and its versatility in culinary applications.
Cashew kernels have high nutritional values, being rich in proteins (18.22g/100g), fat
(43.85g/100g), and iron (6.68 mg/100 g).

25
In the 1500s Portuguese colonists planted cashew seeds in the Western Ghats of India
(Goo) with the sole purpose of preventing soil erosion. However, the plant adopted to the
Indian soil, climate and biotic conditions and blossomed. Commercial cultivation of
cashews picked up in the early 1960s and the nuts earn considerable foreign exchange for
India through exports: Such is the profitability that cashew cultivation has even expanded
to the Eastern Ghats of India.

The cashew harvesting season in India is normally from late February to early June.
According to the Directorate of Cashew & Cocoa Development (DCCD), the 2019
domestic cultivation covered approximately 1.1 million hectares that harvested around
740,000 million ton (MT) of crop. The State of Maharashtra contributed 26 percent,
followed by Andhra Pradesh (22 percent), Odisha (13 percent), Karnataka (10 percent),
Kerala (10 percent), Tamil Nadu (8 percent) and Goa (4 percent), with the remaining 7
percent originating from the rest of India.

26
2.3 CASHEW INDUSTRY IN INDIA

Cashew (Anacardium occidentale L.) often referred to as wonder nut, is one of the most
valuable processed nuts traded on the global commodity markets and is also an important
cash crop. In India cashew is cultivated an area of 9, 23,000 ha with production of
613,000 MT and productivity of 0.7 MT/ha (Indian Horticulture Database, 2010)
Maharashtra is leading in cashew production (198,000 MT) with 32.3% share. It is
cultivated widely throughout the tropics for its kernels. In India, it is grown in the west
coast, east coast and in a few plain areas in Karnataka and Madhya Pradesh. The highest
productivity is noticed in Maharashtra. India is the largest producer of cashew in the
world with 25.52% share in world production. In India each metric ton of raw cashew
seed produced and processed, yields about 230 kg (23%) of exportable grade kernels,
Cashew generates employment in the processing and agrarian sector of India employing
over 3 lakh persons with more than 95% of them being women (DCCD, Cochin). Cashew
is mainly cultivated in Asia, Africa and Latin America. The global area harvested under
cashew increased by 665%, from 516,550 ha in 1961 to 3,953,175 ha in 2007 (FAO). The
annual growth rate during this period was 4.55% with variations ranging from 8.22 to
20.086. India is the premier exporter of cashew kernels and earns a sizeable amount of
foreign exchange. India is the second largest exporter after Vietnam, accounting for 34%
of the world’s export of cashew kernels. During 2009 India exported 446 million kg of
cashew kernels.

The cashew tree plays an important role in maintaining the ecological balance of the dry
regions, the cashew tree is multi-functional: apart from exportable cashew nuts, it
supplies timber, firewood, medicines, fodder, etc. By- products from cashew offer
opportunities for development of local industry, the world market for cashews is dynamic,
with sustained growth rates of approximately 10% per year and the nuts produced could
receive the organic label as they are chemical free and get premium price Various value-
added products such as juice, fenny, wine. dried cashew apple, syrup and jam can be
prepared from cashew apple which paves the wave for the development of cashew-based
industry and economic development of our country.

27
In major cashew growing areas of our country, natural farming is followed. It is estimated
that not more than 20% of cashew holdings in India use chemical fertilizers or pesticides
(Siva Raman and Hubb Alli, 2002: Shalini Yadav, 2010). This facilitates adoption of
organic farming practices over a period of time without additional efforts Thus, there is a
vast potential of bringing these areas under organic farming practices to exploit the
available marketing avenues.

28
2.3 CASHEW PROCESSING

 Drying
Raw cashew nuts are sun-dried in an open yard for 2 to 3 days. The nuts are rolled
over on regular basis to ensure uniform drying. This process removes excess
moisture from the nut.

 Roasting

An outer shell covers the edible cashew kernel. The process of steam roasting
helps in the removal of this shell with minimal effort. Steam is passed over the
raw cashew nuts placed in the roasting drum for about 20 minutes. Roasted
cashew nuts are air-dried for 2 days

 Shelling

Raw cashew nut has a unique kidney shape. Moreover, the outer shell of raw
cashew nut is very hard to crack. The shell contains a liquid called CNSL, which
can be very dangerous if not properly handled. Shelling machines separate cashew
shell and unblanched cashew kernels.

 Hot Chamber

Unblanched cashew kernels are then roasted in specially designed ovens

maintained at 70 degrees Celsius to make the skin brittle and easy to peel.

 Peeling

Testa(skin) adhered to cashew kernels is removed by subjecting them to

compressed air and brushing them.

 Grading

Cashew Kernels are graded according to their size and colour into more than 25
grades. These grades are standardised by Cashew Export Promotion Council of
India.

29
  Packing

Cashew Kernels are first passed through Infra-red heating. Then, foreign particles
are removed using an X-ray machine. Finally, finishing touches are given to
grades by passing them through a cleaning line where they are manually
supervised. Cashew kernels are then packed in a controlled atmosphere. Ambient
air is removed and replaced with CO2 and Nitrogen gasses.

2.4 PRODUCTS

Nowadays, people around the world demanding more quality and variety of food products
and companies have been innovating more options for their customers. Years ago, cashew
nuts were mostly used as a plain nut for consumption. On the other hand, today we can
find different types of products derived from cashew.

Recently, cashews have become popular throughout the world for a good reason: their
special flavour and extraordinary health benefits. Cashews are a good vegetarian source
of copper, providing more of the mineral than most other non-meat sources. The nuts
contain heart-healthy monounsaturated fats, including oleic and palmitoleic acids. They
are not only highly nutritious but also remarkably versatile

Cashew nuts are native to Brazil and imported by the Portuguese to West Africa. There it
became a widely grown tree and currently, Nigeria is third in the world by Cashew
production, following after Vietnam and India in first positions

1. Snacks

Cashew nuts are considered a healthier alternative to other savoury snacks, such as crisps
and extruded snacks, and more beneficial to health than peanuts in most major consuming
countries. It is possible to purchase raw, roasted, or cashews that have been seasoned with
various savoury or sweet flavourings (chilli, paprika, honey, spicy and sweet and etc.).

30
2. Food ingredients

Moreover, Cashew nuts are also an ingredient in various foods and functional food
products, such as breakfast cereals, fruit and nut bars, and chocolate products with cashew
nuts. In addition, they go well as an addition to salads, smoothies, stir-fries, and other
dishes used to enrich the meals.

3. Cashew Milk

In the age where diary consumption causes more and more allergies, is not suitable for
vegans and other types of common diets – cashew nut products are a good diary
replacement. One of them is Cashew milk. It is a dairy-free product perfect for coffee,
cereals, smoothies, soups, sauces, and more.

4. Cashew Butter

Similar to peanut butter, cashew butter contains a lot of healthy fats. It has a little high
concentration of monounsaturated fat compared to peanut butter. Cashew butter contains
high concentrations of iron, magnesium, vitamin B6, and calcium. The butter is usually
made from raw or baked cashews, and it has a rich creamy flavour. Raw cashew butter
seems to be better at retaining all the nutritional properties of the cashews after
processing, so it is advisable to opt for that variant.

5. Cashew Cheese

Cashew cheese can be in various forms: soft cheese to use as a bread spread or hard
cheese as well. It remains purely vegan and can meet many diet requirements eaten as a
healthy snack with olives and grapes or topping for sandwiches, toasts, and pizzas.

6. Cashew Cream

Cashew cream has a usual consistency of regular cream and can be added to a variety of
sweet or savoury dishes as a healthy vegan substitute for heavy whipping cream. Foods
that use cream are ice cream, many sauces, soups, stews, puddings, and some custard
bases, and is also used for cakes.

31
7. Cashew Yoghurt

The benefits of cashew yoghurt come from friendly probiotic bacteria and the cashews
themselves. It is made from unsalted raw cashew, has lower sugar, and many health
benefits.

8. Medicine

People also use the nut to make medicine. Cashew is used for stomach and intestinal
(gastrointestinal) disorders. Some people apply cashew directly to the skin as a skin
stimulant and to seal (cauterize) ulcers, warts, and corns

9. Cashew powder

Cashew powder is popular in gluten-free cooking and baking. It can easily replace
almond flour and be used in cookies, muffins, and quick bread. Cashew flour is already
sweet by nature and it doesn’t have the bitterness that almonds can have.

10. Cashew oil

Cashew oil is recognized as extremely top-quality cooking oil, and it is also frequently
regarded as healthier than other types of cooking oil. These types of exotic nuts are very
first shelled and dried. The skins are then taken out, and the nuts are pressed to produce
the oil

11. Cashew skin cream

Cashews are known as acne-fighting nutrients. These nuts are high in selenium, which
acts as an antioxidant with vitamin E, leaving hydrated skin and reduced inflammation.
Moisturizing cream brings condition and protection to skin and hair

32
2.4 CASHEW SHELL PRODUCTS

Cashew shell are also processed to ensure that no part of the raw cashew is wasted

1. Oil

The oil is used for industrial and medical purposes. Further, the oil is useful for surface
coatings, paints, varnishes, wood coating.

2. Biofuel

Cashew nut shells can provide energy in different ways and can be in solid and liquid
form. When raw – it can be produced into bio-crude, known as cashew nut shell liquid
and a solid cake. Cashew nut shell liquid is an important and powerful bio-oil whose
calorific value is comparable to that of petroleum oils. Furthermore, when extracted, the
oil can be used to produce a cake that has less energy than the raw shells but can be used
as a solid fuel for energy generation as well.

2.5 COMPETITORS

 Capex cashew factory ltd

 Western India cashew ltd

 Cashew factory ltd

 Basim cashew company ltd

 Santa cashew factory ltd

 The Kerala state cashew development ltd

33
2.6 INDIAN SCENARIO

India is among the largest cashew-producing countries in the world. The cashew industry
has large economic significance as it employs more than 10 lakhs people on farms and
factories in rural areas. The cultivation of cashews in India covers a total of 0.7 million
hectares of land, and the country produces over 0.8 million tonnes annually. Between
2019-20 and 2021 22, India's cashew nut production grew from 0.70 million tonnes to
0.77 million tonnes. In India, cashew cultivation is spread along the coastal regions of the
peninsula. Cashew is mainly grown in states like Maharashtra, Kerala, Karnataka, Tamil
Nadu, Andhra Pradesh, Goa, Orissa, West Bengal, and some parts of the North-Eastern
region. According to data published by the National Horticulture Board (NHB),
Maharashtra stands first in annual cashew nut production during 2021-22 at 0.20 million
tonnes growing from 0.19 million tonnes cashew nut produced in 2020-21. Besides the
vast scale of cashew production, India is also known for pioneering cashew processing
and exporting cashew kernels across the globe. The cashew processing industry was
earlier concentrated in Kollam (Kerala), Mangalore (Karnataka), Goa, and Vettapalam
(Andhra Pradesh), but now it is spread across many states of India. Over the years, India
has emerged as the global processing hub for the cashew industry.

34
2.7 CASHEW EXPORT OF INDIA

India is the largest cashew exporter, with more than 15% of the world's export share.
India primarily exports Cashew Kernels and very small quantities of Cashew nut shell
liquid. During 2022-23, the cashew exports by value stood at US$ 363.19 million as
against US$ 453.1 million in 2021-22, registering a decline of 19.84%. Between April
and July 2023, cashew exports stood at US$ 110.51 million. In terms of volume, India's
cashew exports increased from 70.5 million kg in 2020-21 to 76.8 million kg in 2021-22
and then declined to 70.21 million kg in 2022-23. Importing of raw cashew nuts has
played a key role in the growth of the Indian cashew industry, which accounts for almost
half of the domestic and export demand for cashew kernels in the country. To address the
same, the Department of Agriculture, Cooperation and Farmers Welfare (DAC&FW),
under the Mission for Integrated Development of Horticulture (MIDH) and Rastriya
Krishi Vikas Yojana (RKVY), had implemented various initiatives that led to increased
domestic production of cashew. It includes massive area expansion under cashew
cultivation and replacing senile cashew plantations with high-yielding varieties in
traditional and non-traditional states. DAC&FW also approved the roadmap program to
extend the cashew cultivation area by 1.20 lakhs hectares presented by the Directorate of
Cashew nut & Cocoa Development (DCCD).

2.8 EXPORT DESTINATION

India exports cashews to over 60 countries spread across different parts of the world. The
key export destinations for India are UAE, Japan, Netherlands, Saudi Arabia, the USA,
the UK, Canada, France, Israel, and Italy. As per the APEDA statistics on the exports of
cashew kernels and cashew nut shell liquid, UAE was the largest importer of Indian
cashews, valued at US$ 127 million, accounting for 34.9% of overall exports during
2022-23 as compared to US$ 131.5 million in the previous year. In FY23, in volume
terms, India's cashew exports to UAE stood at 17.21 million kg, growing by 3.54% from
16.6 million kg of exports recorded in the previous year. The Netherlands and Japan were
among the top three importers of Indian cashews, with a share of exports at 10% each.
India's cashew exports in FY23 to Japan and the Netherlands were valued at US$ 36
million each. The top 10 importing countries of Indian cashews had a share of 78% of the
total exports, which implies the huge significance of traditional markets. This strong

35
growth in cashew exports across export destinations continues to drive economic growth
and employment generation in India's key cashew-growing states.

2.9 STATE SCENARIO

Kerala, a state in southwestern India, has a significant presence in the cashew industry.
The state is known for its historical and thriving cashew processing sector. Kerala has a
suitable climate for cashew cultivation. Cashew plantations are spread across the state,
contributing to the raw cashew nut production. Kerala is a major hub for cashew
processing in India. The state is home to numerous cashew processing units, particularly
in regions like Kollam, Kozhikode, and Kannur. Kollam often referred to as the "Cashew
Capital of the World," has been historically associated with the cashew trade and
processing activities. The cashew industry in Kerala provides employment opportunities
to a significant number of people, particularly in the processing units. Labour -intensive
processing involves tasks such as shelling, peeling, grading, and packaging. Processed
cashew nuts from Kerala contribute to India's overall export of cashew products. The
state's processing units play a crucial role in transforming raw cashew nuts into export-
quality cashew kernels. Kerala's cashew industry places emphasis on maintaining quality
standards. The state is known for producing high quality cashew kernels that meet
international standards, contributing to the competitiveness of Indian cashew exports. The
industry faces challenges such as fluctuating raw material prices, competition from other
cashew-producing regions, and issues related to market demand. Global factors, including
changes in consumer preferences, also impact the industry. The government of Kerala has
implemented various initiatives to support the cashew industry. These initiatives may
include financial assistance, training programs, and schemes to enhance the productivity
and competitiveness of the sector. 8 Cashew Business in Kollam the Cashew business in
Kollam is based in the eponymous city, which is known as the Cashew Capital of the
World. Kollam is the largest processed cashew exporter in the world. As of 2021 there
were more than 300 cashew processing units in the city. About 800,000 tonnes of raw
cashews are imported to the city for processing every year.80% of India's export quality
cashew kernels is prepared in Kollam. Kollam has remained the cashew capital of the
world since the 1930s.However high cost of production existing in Kollam due to limited

36
mechanisation and higher minimum wages, stiff competition on the cost front from East
Africa and Southeast Asia from an international perspective and Tamil Nadu and East
India in domestic perspective are putting a lot of pressure over cashew processing sector
of Kollam in recent times. Under the supervision and control of the government there is a
cashew company and a co-operative society. Kerala State Cashew Development
Corporation Limited (KSCDC) The Kerala State Cashew Development Corporation
Limited (KSCDC) is a model employer in the field of cashew industry mainly to protect
the interest of workers and to provide maximum employment to its workers and to give
statutory benefits like minimum wages, bonus, etc. prevailing in the cashew industry. It is
headquartered in Kollam city, called "Cashew Capital of the World". The head office is
situated at Cashew House, Mundakkal in Kollam City, Kerala. KSCDC was incorporated
in July 1969 and started Commercial activities in the year 1971 as a company fully owned
by the Government of Kerala. Corporation has now more than a turnover of Rs. 2.50
billion. A Central Export Promotion Council for Cashew, Cashew Export Promotion
Council of India (CEPCI) is situated at Kollam city. 9 Kerala State Cashew Workers Apex
Industrial Co-operative Society Limited (CAPEX). The cashew industry in India is one of
the country's few traditional industries, with a history dating back over 150 years. The
cashew industry is an export-oriented traditional industry that contributes to the country's
gross domestic product by generating foreign exchange. It is mostly an agro-based,
export-oriented traditional sector that employs thousands of people, and around 94
percent of industrial workers are women, making it even more significant. Kerala
accounts for around 11% of cashew output and 35% of all cashew processing units in
India, with the Kollam district serving as the centre of the cashew sector in Kerala. In the
Kollam area alone, there were about 2.5 lakhs employees directly involved in the sector,
with 95% of them being women from economically and socially disadvantaged
backgrounds. CAPEX was founded in the early 1980s in response to the significant issue
of high unemployment, with the objective of creating job opportunities in the cashew
business, especially in rural areas. CAPEX believes in developing the potential and
progress of their employees that demonstrate remarkable performance. CAPEX takes
enormous pride in keeping ancient cashew methods of processing that define quality. The
Kerala government created the framework for CAPEX by purchasing the dormant cashew
factories. With an unbroken dedication to its staff of over 4,500 devoted workers,
CAPEX'S focus has always been on the payment of fair wages and prompt incentives, so
cultivating a supportive and empowering workplace. CAPEX, on the other hand, has the
37
primary goal of commercially organizing the cashew industry in the state, procuring and
distributing raw nuts, assisting affiliated societies and making funds available for the
processing and marketing of kernels and other items produced in affiliated societies'
factories.

38
 CHAPTER 3

DATA ANALYSIS AND INTERPRETATION

39
 3.1 AVERAGE AGE

Table 1.1

AGE NO; OF RESPONSE PERCENTAGE

46 and above 28 2%

36-45 17 32.5%

25-35 5 10%

Below-25 0 0%

Total 50 100%

INTERPRETATION

From the table, it can be observed that 28 % of the respondents are 46 and above, 32.5%
of respondents are between 36 to 45, 10% of respondents are between 25 to 35 and no
employees are below 25.

Figure 1.1

30

25

20

15

10

0
Below-25 26-35 36-45 46 and above

Series 1 , .

40
 3.2 GENDER OF THE EMPLOYEE

Table 1.2

GENDER NO: OF RESPONSE PERCENTAGE

Female 45 90%

Male 5 10%

Other 0 0%

Total 50 100%

INTERPRETATION

From the table, it can be observed that the 90% of the respondents are Female, 10% of
respondents are male

Figure 1.2

50
45
40
35
30
25
20
15
10
5
0
Male Female Other
Series 1 Column1 Column2

41
 3.3 DESIGNATION

Designation Respondent Percentage

Electrician 4 8%
Employee 24 48%
Employer 4 8%
Junior accountant 4 8%
Labour 6 12%
Supervisor 4 8%
Working 4 8%
Total 50 100%

INTERPRETATION

From the table it can observe that 8% of respondent are electrician and 48% of
respondents are employee and employer, junior accountant, supervisor and working are
respondent in 8% and labours are respondent in 12%.

Figure 1.3

42
 3.4 YEARS OF EXPERIENCE

Table 1.4

Experience No: of respondent Percentage

Less than 1 year 11 22%
1-3 21 42%
4-6 14 28%
6-9 4 8%
10-above 0 0%
Total 50 100%

INTERPRETATION

From the table it can observe that 22% of workers are working less than 1 year and 42%
of workers are working for 1-3 years and 28% of workers are working for 4-6 years and
8% of workers are working for 6-9 years.

Figure 1.4

3.5 COMMUNICATION BETWEEN MANAGEMENT AND EMPLOYEES

43
 TABLE 1.5

Opinion No: of respondent Percentage

Excellent 17 34%
Good 26 52%
Fair 7 14%
Poor 0 0%
Very poor 0 0%
Total 50 100%

INTERPRETATION

From table observe that 34% are respondent in excellent, 52% are respondent in good,
14% are respondent in fair, no one respondent in poor and very poor.

Figure 1.5

44
 3.6 EXPERIENCE IN HEAVEN CASHEW’S

Table 1.6

Years NO: of respondents Percentage

Less than 1 year 10 20%
1-5 years 26 52%
6-10 years 13 26%
11-20 years 1 2%
More than 20 years 0 0%
Total 50 100%

INTERPRETATION

From the table it can observe that 20% of employees have experience less than 1 year,
52% have experience between 1-5 years, 26% have experience between 6-10 years, and
2% have experience between 11-20 years

Figure 1.6

45
 3.7 HOW SUPPORTIVE IS YOUR SUPERIORS

Table 1.7

Opinion No: of respondents Percentage

Supportive 26 52%

Very supportive 17 34%

Neutral 6 12%

Unsupportive 1 2%

Total 50 100%

INTERPRETATION

From the table 52% of respondents are responded as supportive, 34% are very supportive,
12% are neutral, and 2% are unsupportive

Figure 1.7

46
 3.8 SUFFICENT BRAKES DURING WORKDAY

Table 1.8

Opinion No: of respondents Percentage

Yes 41 82%
Sometimes 9 18%
Total 50 100%

INTERPRETATION

From the table it shows 82% of respondents have able to take sufficient brakes during
their work day to relax or manage personal task, 18% of respondents are not getting
enough brakes.

Figure 1.8

47
 3.9 CORPORATE SOCIAL RESPONSIBILITY

Table 3.9

Opinion No: of respondents Percentage

5 Star 4 8.2%
4 Star 17 34.7%
3 Star 21 42.9%
2 Star 4 8.2%
1 Star 1 3%
Total 49 100%

INTERPRETATION

From the table it can be observed that 8.2% of respondents are rated by 5 star 34.7% are
rated by 4 star, 42.9% are rated by 3 stars, 8.2% are rated by 2 star and 3% are rated by 1
star.

Figure 1.9

48
 3.10 EMPLOYEE’S SATISFACTION

Table 1.10

Opinion No: of respondents Percentage

Very satisfied 2 4.1%

satisfied 6 12.2%
Neutral 17 34.7%
Highly dissatisfied 24 49%
Total 49 100%

INTERPRETATION

From the table it can be observed that 4.1% of the employees are very satisfied, 12.2% of
the employees are satisfied, 34.7% of employees are neutral and 24% are highly dissatisfied
with the job.

Figure 1.10

49
 3.11 ASPECT OF JOB ENJOYMENT

Table 1.11

Opinion No: of respondents Percentage

Work environment 19 38%

Job responsibilities 11 22%
Colleagues 6 12%
Salary and benefits 7 14%
Opportunity and growth 7 14%
Total 50 100%

INTERPRETATION

From the table, it shows that 38% of respondents are enjoy their work environment, 22%
of respondents are enjoy with their job responsibilities, 12% of respondents are happy
with their colleagues, 14% of respondents are satisfied with current salary and benefits,
14% of respondents are satisfied with opportunities and growth

Figure 1.11

50
 3.12 COMPANYS WORKLIFE

Table1.12

Rating No;of respondents Percentage

1 7 14%
2 9 18%
3 14 28%
4 14 28%
5 6 12%
Total 50 100%

INTERPRETATION

From the table it can be observed that 14% of respondents are rated 1, 18% are rated 2,
28% are rated 3, 28% are rated 4 and 12% are rated 5.

Figure1.12

51
 3.13 RATE THE WORKING CONDITION

Table 1.13

Opinion No: of respondents Percentage

Excellent 14 28%
Good 30 60%
Fair 6 12%
Poor 0 0%

INTERPRETATION

From the table above, it can be observed that 28% of respondents are rated excellent, 60%
of respondents are rated in good, 12% of respondents are rated in fair

Figure 1.13

52
 3.14 NECESSARY RESOURCE AND EQUPMENT USAGE

Table1.14

Opinion No: of respondents Percentage

Yes 26 52%
No 12 24%
Maybe 12 24%
Total 50 100

INTERPRETATION

From table shows that 52% are respondents are getting their necessary resources and
equipment, 24% of respondents didn’t get their resources and equipment and 24%
respondent maybe didn’t get their resources and equipment’s

Figure1.14

53
 3.14 WORK STRESS OR PRESSURE

Table 1.15

Opinion N: of respondents Percentage

Often 13 26%
Sometime 28 56%
Rarely 9 18%
Total 50 100%

INTERPERTION

From the table shows that 26% are respondents are potently experienced stress or
pressure, and 56% are respondent are occasionally experienced stress or pressure and
18% are respondent rarely experienced stress or pressure

Figure 1.15

54
 3.16 OVERTIME

Table 1.16

Opinion No: of respondents Percentage

Often 11 22%
Sometimes 31 62%
Rarely 8 16%
Total 50 100%

INTERPRETATION

From the table it show that 22% respondents potentially get overtime, 62% of respondents
get overtime in occasionally and 16% are rarely overtime.

Figure 1.16

55
 3.17 PERSONAL AND FAMILY RESPONSIBILITIES

Table 1.17

Opinion No: of respondents Percentage

Yes 43 86%

No 7 14%

Total 50 100%

INTERPRETATION

From the table show that 86% respondents have enough time for personal and family
responsibilities, and 14% respondents do not have enough time for personal and family
responsibilities.

Figure 1.17

56
 3.18 SATISFIED WITH WORK-LIFE BALANCE

Table 1.18

Opinion No: of respondents Percentage

Very satisfied 20 40%

Satisfied 24 48%
Dissatisfied 5 10%
Very dissatisfied 1 2%
Total 50 100%

INTERPRETATION

From the table shows that 40% respondents are satisfied with their work-life balance,
48% are satisfied, 10% are dissatisfied and 2% very dissatisfied

Figure 1.18

57
 3.19 FEEL OF COMMITMENT

Table 1.19

Opinion No: of respondents Percentage

Very committed 14 28%

Committed 19 38%
Neutral 14 28%
Not committed 3 6%
Not to all committed 0 0%
Total 50 100%

INTERPRETATION

From the table, it can be observed that 28% of respondents are feel very committed to the
organisation, 38% are feel committed, 28% are feel neutral and 6% are feel not
committed.

Figure 1.19

58
 3.12 VALUED AND RECOGNATION

Table 1.20

Opinion No: of respondents Percentage

Yes 45 90%
No 5 10%
Total 50 100%

INTERPRETATION

From the table, it can be observed that 90% of respondents are get valued to their work
and 10% are not get valued to their work.

Figure 1.20

59
 RECOMMEND THE ORGANISATION

Table 1.21

Opinion No: of respondents Percentage

Very likely 17 34%

Likely 20 40%
Neutral 10 20%
Unlikely 2 4%
Very unlikely 1 2%
Total 50 100%

INTERPRETATION

From the table it can be observed that, 34% of respondents are very likely to recommend
the organisation to others, 40% likely to recommend, 20% of respondents are neutral and
4% are unlikely to recommend, and 2% are very unlikely to recommend.

Figure 1.21

60
 CHAPTER 4

SUMMARY OF FINDINGS, CONCLUSIONS AND

SUGGESTIONS

61
 4.1 FINDINGS

1, Most of the workers age is 25 to 35.

2, Most workers are male.

3, 48% of workers are working in this company.

4, Major part of workers experience is 1-3 years.

5, Most worker have good communication towards superior.

6, Workers have 1-5 years of experience in heaven cashews.

7, 52% of workers are feeling supportive with superiors in terms of maintaining a quality
work life.

8, Majority of workers get sufficient brakes during worktime.

9, 42.9% of workers are rated 3Star about corporate social responsibility.

10, Most workers are satisfied with their current job.

11, 38% of workers are enjoy with their work environment.

62
12, 28% of workers are rated 3&4 for their work life.

13, Majority of workers are happy with their work environment.

14, most of the workers have access to their needed resources and equipment

15, It was found that, sometimes workers are getting stressed.

16, Workers sometimes get overtime.

17, Most of the workers are getting enough time to spend with their family.

18, 48% of workers are satisfied with their work-life balance.

19, 38% of workers are feel committed to their organisation

20, It can be observed that 90% of workers are feel valued by the organisation.

21, Most of the workers are likely to recommend the organisation.

63
 4.2 SUGGESTIONS

1. Ensure Fair and Timely Wages

2. Improve Workplace Safety and Hygiene

3. Introduce Regular Health Check-up

4. Skill Development & Training

5. Recognition and Reward Systems

6. Promote Work-Life Balance

7. Improve Job Security and Contracts

8. Strengthen Grievance Redressal Mechanisms

9. Build a Positive Work Culture

10. Encourage teamwork and a supportive environment

64
4.3 CONCLUSION

The study on the Quality of Work Life (QWL) of workers in Heaven Cashews, located in
the cashew-centric Kollam district, reveals several critical insights into the working
conditions and overall well-being of laborers in the cashew processing industry. As one of
the oldest and most labor-intensive sectors in Kerala, the cashew industry plays a vital
role in generating employment, particularly for women. However, the traditional nature of
operations, coupled with economic pressures, has led to challenges such as inadequate
wages, unsafe work environments, job insecurity, and limited opportunities for personal
and professional growth.

Improving the QWL at Heaven Cashews requires a multi-pronged strategy: upgrading

infrastructure to ensure safety and hygiene, implementing fair wage structures, providing
skill development programs, ensuring work-life balance, and fostering a culture of
participation and recognition. When employees feel valued and empowered, their loyalty,
productivity, and morale increase, which in turn boosts the overall performance of
the organization.

65
 BIBLIOGRAPHY

Website:

1, https://www.heavencashew.com/#

2, https://www.mentalhealth.org.uk/explore-mental-health/a-z-topics/work-life-
balance#:~:text=A%20healthy%20balance%20could%20be,when%20you're%20at%20ho
me.

Books and journal

1, Richards e Walton (1973) book - Prospects and Problems QWL.

2, Mirvis and Lawler (1984) Accounting for the Quality of Work Life.

66
 QUESTIONNAIRES
To assess the quality of work life for workers in Heaven Cashews, specifically in Kollam district.

1. Name

2. Age

Mark only one oval.

25-35

36-45

46 and above

3. Gender

Mark only one oval.

Male

Female

Other

4. Designation

67
5. Years of experience

Mark only one oval.

Less than 1 year

1-3

4-6

6-9

10-above

6. How would you rate the communication between management and employees?

Mark only one oval.

Excellent

Good

Fair

Poor

Very poor

7. How many years have you been working at Heaven Cashews?

Mark only one oval.

Less than 1 year

1-5 years

6-10 years

11-20 years

More than 20

68
8. How supportive is your supervisor in terms of maintaining a quality of work life?

Mark only one oval.

Supportive

Very supportive

Neutral

Unsupportive

9. Are you able to take sufficient breaks during your work day to relax or manage
personal tasks?

Mark only one oval.

Yes

Sometimes

10. How would you rate the company's work life

Mark only one oval.

1 2 3 4 5

11. How satisfied are you with your job?

Mark only one oval.

Very Satisfied

Satisfied

Neutral

Very Dissatisfied

69
12. What aspects of your job do you enjoy the most?
(Select up to 3)

Tick all that apply.

Work environment
Job responsibilities
Colleagues
Salary and benefits
Opportunity for growth

13. How would you rate your company's commitment to corporate social
responsibility?

Mark only one oval.

1 2 3 4 5

14. How would you rate the working conditions in your workplace?

Mark only one oval.

Excellent

Good

Fair

Poor

70
15. Do you have access to necessary resources and equipment to perform your job
effectively?

Mark only one oval.

Yes

No

Maybe

16. How often do you experience stress or pressure at work?

Mark only one oval.

Often

Sometimes

Rarely

17. How often do you work overtime?

Mark only one oval.

Often

Sometimes

Rarely

71
18. Do you have enough time for personal and family responsibilities?

Mark only one oval.

Yes

No

19. How satisfied are you with your work-life balance?

Mark only one oval.

Very satisfied

Neutral

Dissatisfied

Very Dissatisfied

20. How committed do you feel to your organization?

Mark only one oval.

Very Committed

Committed

Neutral

Not committed

Not to all committed

72
21. Do you feel valued and recognized by your organization?

Mark only one oval.

Yes

No

22. How likely are you to recommend your organization to others?

Mark only one oval.

Very likely

Likely

Neutral

Unlikely

Very Unlikely

73