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EXECUTIVE SUMMARY

Quite Often in many companies we will have at least some unwelcome and unproductive friction with

others. There are difficulties to be worked through even in the best relationships. In more troubled

elationships, people problems may loom large enough to seriously undermine both morale and

productivity. Of all the problems we encounter n corporate life, people problems are generally

toughest to solve. Difficult as task problems may be, most of us would choose them over people

problems. Besides when a task problem I especially difficult to handle, it is usually so because on or

more painful people problems are embedded in it. People problems in many company is the outcome

of people quality at work. It is, therefore, significant to understand the people quality at work.


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CHAPTER I

1.1 INTRODUCTION

Quality is generally defined as Conformance to requirements. Quality is as fitness for

purpose. The concept of quality is not apply to all goods and services created by human beings, but

also for workplace where the employees were employed. Quality in the workplace comes from

understanding and then fully meeting the needs of all your internal and external customers, now and

into the future and doing so with continual improvement in efficiency and effectiveness.

QWL refers to the favorableness or un favorableness of a total job environment of the people.

The basic purpose is to develop jobs and working conditions that are excellent for people as well as for

the economic health of the organization. QWL provides a more humanized work environment. It

attempts to serve the higher order needs of workers as well as their more basic needs. It seeks to

employ the higher skills of workers and to provide an environment that encourages improving their

skills.

Q - Quest for excellence

U - Understanding

A - Action

L - Leadership

I - Involvement of the people

T - Team spirit

Y - Yardstick to measure progress

The above said are very essential things to improve the work life of employees in theorganization.

Success at work and happiness in life depend large measure on ones ability to relate well to others.

Yet it.s not easy to have consistently good relationships with everyone one interact with: co-workers,

customers, suppliers, family, friends, neighbors, and acquaintances. Some people though are better

than others at creating and maintaining relationships. But even these individuals find that people

problems. bedevil their lives.


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Success at work and happiness in life depend large measure on one.s ability to relate well to others.

Yet it.s not easy to have consistently good relationships with everyone one interact with: co-workers,

customers, suppliers, family, friends, neighbors, and acquaintances. Some people, though, are better

than others at creating and maintaining relationships. But even these individuals find that .people

problems. bedevil their lives.

Chances are that anyone can be much more effective at work and enjoy life more fully by finding

better ways of relating to people. Differences between people are major source of friction.

Differences can undermine one.s relationships, hamper one.s performance, and add eedless stress to

one.s life. Fortunately, it.s possible to manage such differences so work relationships are enhanced,

productivity is increased, and there.s richness and spice to life. One can make these differences work

for, not against, oneself. Dr. David Merrill, an industrial psychologist, developed an approach thatfocused on differences between people.s outer behaviors rather than one.s differences in their inner

states. Merrill used the newly available computer technology and recently developed statistical

technique to group people into four qualitys. Merrill.s model was for most applied quality since it was

based on behaviors that are directly observable. It created a very useful way of .reading. other people

and relating to them more effectively.

This way of improving work relationships is based primarily on Merrill.s work, although there are

important differences. There are four qualitys of people, none of which is better or worse than any

other qualitys.

Each quality has characteristic strength and weakness not shared by other qualitys.

Each person has a dominant quality that influences the way he or she works.

The population is evenly divided among the four qualitys.

People of each quality can be successful.

The behavioral patterns of one quality tend to trigger stress in the other three qualitys.

To create optimum working relationships, it.s necessary to get in sync with the

quality-based behavioral patterns of the people one is working with.


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Whether at work or home, success and happiness involve relating to others across achasm of

significant behavioral differences.

1.2 SIGNIFICANCE OF THE STUDY:

Quality of work life covers various aspects under the general umbrella of supportive

organizational behavior. Thus, the QWL should be broad in its scope. It must be evaluate the attitude

of the employees towards the personnel policies. The research will be helpful in understanding the

current position of the respective company. And provide some strategies to extent the employees

satisfaction with little modification which is based on the internal facilities of the company.

This research can be further used to evaluate the facilities provided by the management

towards the employees. This study also helps in manipulating the basic exception of the employees.

1.3 OBJECTIVES OF THE STUDY:

To study the quality of work life of (QWL) employees in Enercon (India) Ltd.

To find out how quality of work life leads to high satisfaction

To know the existing working conditions, Industrial Health and safety help to improve the

quality of work life.

To study the workers participation in Enercon (India) Ltd.

To examine how the training and development programmes helps to improve the quality of

work life.

To know how the various welfare activities and other benefits helps to bring a better quality of

work life.


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1.4 LIMITATIONS OF THE STUDY

Availability of Time was very less

The survey was restricted to the Bangalore office only as there were a huge projects

coming up

Sampling is restricted to 100 members who are there in Bangalore branch.

Converting qualitative data into quantitative data may often lead to inaccurate results.

The respondents may not have expressed them strong negative feelings about the policies,

which results in the error of central tendency.

Few respondents were reluctant while answering the questions.


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CHAPTER 2

INDUSTRY PROFILE

Industry Profile:

Economy of India and Power scenario

For an entire generation from the 1950s until the 1980s, India followed socialist-inspired policies. Since

1991, the nation has moved towards a market-based system. The Indian economic reforms were

implemented and foreign companies were allowed to invest in India and the economy has grew

impressively as a result of improved competition and productivity. With an average annual GDP

growth rate of 5.8% for the past two decades, the economy is among the fastest growing in the

world. In terms of output, the agricultural sector accounts for 28% of GDP; the service and

industrial sectors make up 54% and 18% respectively. A Goldman Sachs report predicts that from

2007 to 2020,

Indias GDP per capita will quadruple, and that the Indian economy will surpass the United States

by 2043.

Indias high economic growth rate has created a surge in the demand for the electricity

due to which the government has set an ambiktious target to add approximately 78000 MW of installed

generation capacity by 2012. The total demand for electricity in India is expected to cross 950000 MW

by 2030. Electricity losses in India during transmission and distribution are extremely high and vary

between 30-45%. In 2004-05, electricity demand outstripped supply by 7-11%. The current per capita

power consumption is about 672 KWH per year, while the world average is 2596 KWH. About 44% of

the house holds still do not have the access to the electricity. Shortage of electricity has adversely

effected the countrys economic growthand the country is a net importer of almost all forms of energy.

Currently, india needs to double its generation capacity in the next 7-10 years to meet the potential

demand. The long-term average demand growth rate is 6 to 7% per annum and is expected to grow at

faster rate in the future.r IN order to first bridge the aforementioned supply decifit and then meet the

increasing energy consumption reqauirements, investments aggregating US$ 143 billion need to be

mobiled towards the energy sector over the next 5 years.

With a view to stimulating private sector investments, both domestic and foreign in the

sector, the government Started power sector reforms in early 90, with policies like IPP and Mega power


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policy in place. But it failed because of the problems like political interferences, excessive government

regulations etc., The electricity Act 2003 brought in the much desired change. Creation of independent

regulatory commissions, allowing private participants in the sector, provisionfor third party sale, open

access, unbundling major Highlihgts of the Act, Apart from this other programs like power for all by

2012, rural electricification program, Distribution reforms, energy efficiency programs and promotion ofgreen energy sources has been inititated which will boost the growth of electricity market in India. Per

capita consumption of electricity is expected to rise to over 100 KW hours per annum (KWH/annum) in

next 10 years (from present level of 580 KWH). Growth of power sector infrastructure in India since its

independence has been notwworth making india the third largest producerof electricity in Asia.

Generating capacity has grown manifold from 1362 Mw in 1947 to 147402.81 MW (as of 12/2008).

Hydro Power is approximately 36877.76 MW. The public sector has a predominant share of

97% in this sector.

Fuel Type

Installed

capacity in

MW

%

Share

Total

Thermal94025 63.42%

Coal 77948 52.57%

Gas 14876 10.03%

Oil 1199 0.81%

Hydro 36877 24.87%

Nuclear 4120 2.78%


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Wind 10233.5 6.80%

Other RES 3066 2.10%

Total 148262


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Nuclear Power Currently, seventeen nuclear power reactors produce 4120 MW (2.9% of total installed

base).

Renewable Power current installed base of renewable energy is 13,242.41 MW which is 7.7% of total

installed base with the southern state of Tamil Nadu contributing nearly a third of it (4379.63 MW) largely

through wind power.

Capacity of about 100000 MW is planned to be set up during the 10 th and 11th plans, ie., between 2002 and

2012. This implies doubling the installed capacpty and, incidently, works out to adding about 430 MW

every fornight! Capacity addition plan for addition of 41,110 MW finalized for the Xth plan period of

which about 7% is expected to come from renewable sources.

Global Wind Energy

The last few years have witnessed a sea change in both the scale and extent of the international wind

instrustys operations. Individual wind farms have grown in size from a few dozen megawatts capacity

upto several hundred. Out at sea, giant wind parts of 1000 MW capacities or more are now waiting for

construction. And the continued growth in demand for clean, emissions-free wind power has outstripped

the available supply, creating a demand for very large investments in manufacturing capacity, long term

equipment purchase arrangements and project development. The structural changes which have

accompanies this expansion has been the involvement in the business of companies from outside the

traditional wind turbine manufacturing and project development community and the spread of the wind

power market well beyond its core geographical centers of Europe and the United states.


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Growth of Wind Energy in India :

In India no progress was done in this sector, until a group of scientist from NAL took

initiative and proposed to use the wind energy for the purpose of irrigation in rain scant areas

of Tamil Nadu. It was there effort to carry out the surveys, to develop the Wind potential

Map in India.

The modern history of Wind Energy in India Starts around mid 60s when the efforts for

developing Wind for Irrigation purposes started off. Later around mid 80s the Wind energy

stepped into a new Era for industrialization, when its potential was harnessed for generating power,

to run Industries. It is since then, the wind energy sector entered into India in a big way; despite all

odds and dips, the wind energy sector grew to the level of around 1000 MW by Mar09. The

greater concern for Climate Change and its aftermaths have driven the growth of this sector.

The development of wind power in India began in the 1990s, and has significantly increased

in the last few years. Although a relative newcomer to the wind industry compared with

Denmark or the US, a combination of domestic policy support for wind power and the rise of Big

players have led India to become the country with the fourth largest installed wind power

capacity in the world, and the wind energy leader in the developing world.

The original impetus to develop wind energy in India came in the early 1980s with the

establishment of the Ministry of Non-conventional Energy Sources (MNES), now renamed the

Ministry of New and Renewable Energy (MNRE). Its purpose is to encourage a

diversification of fuel sources away from the growing demand for coal, oil and gas required

to feed the countrys rapid economic growth. MNRE undertook an extensive study of the

wind regime, establishing a countrywide network of wind speed measurement stations.

These have made it possible to assess the national wind potential and identify suitable areas for

harnessing wind power for commercial use.


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About Enercon

Since ancient times Energy has been the prime driver for every economy.

Weather developed countries or the developing ones, all are focusing on better energy

sufficiency and energy security in order to ensure sustainable economic development.

The economy is growing, so is the demand for energy, but the conventional sources

are depleting and renewable energy sector has received a never before impetus.

Therefore, the renewable energy sector is growing, the wind sector is growing and so

are we.

Enercon is growing by leaps and bound. Enercon is a leader and

well recognized, widely trusted name in wind industry, providing green

energy solution to the country and attractive investments for the investors.

We are not only contributing to the energy needs of the industries and

households, but we are doing so with a responsibility towards our

environment to ensure safety of our future generations by harnessing the most

abundant form of energy made available by mother nature.

Enercon (India) Limited (EIL), started its operation in India asjoint venture company between Enercon GmbH of Germany and its Indian

promoters Mehra Group in 1994. Since its inception, when the wind industry

was at a very nascent stage, the company has grown manifolds in every aspect

and is a major player in the Industry now.

From primarily being a turbine supplier, EIL has gradually transformed into

a project driven company, offering wide variety of customized project on

turnkey basis, based on its customer needs. EIL today boast of its in house

expertise in Wind Resources Analysis, designing of wind farms,

Infrastructure development, Evacuation system and Grid Analysis, Turbine

and balance of plant equipments, Production facilities, Operations and

Maintenance of wind farms and regulatory affairs.


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EIL is ISO-9001: 2000 certified company for manufacturing, installation and

services, It has a sound technological and design back up from its

principals, Enercon GmbH.

Enercon is having presence in seven most potential states viz., Gujarat,

Karnataka, Madhya Pradesh, Maharashtra, Rajasthan, Andhra Pradesh

and Tamil Nadu. With a state-of-the-art technology and a highly

advanced production process it has moved ahead leaps and bounds from

many of its competitors. Enercon has achieved Export House Status from

Government of India, as it is the only Indian Company exporting wind

turbine blades. It also holds the distinction of being the first Indian

Company to export complete Wind Energy Converter to Australia. The

company has successfully implemented SAP (System Application ProductDatabase) and connected its sites with V-SAT. Enercon has also implemented

SCADA system for machine monitoring on majority of its sites and the

process is going on to cover all the sites with SCADA system, which

would be connected with Daman and Mumbai offices for round the

clock central monitoring system.

Enercon Fact Sheet

EIL's commercial operations commenced in 1995.

Providing end to end solution to the customer - from

identification of good potential

site, developing project, installing Wind Turbine Generator and

maintaining the Wind

Turbine Generator over 20 years lifespan.

It is an ISO

9001:2000 certified company for manufacturing,installation and

services.

Has successfully implemented SAP and connected all sites with V-SAT.

Has four manufacturing plants at Daman for different

parts of Wind Energy Converter and concrete tower segment

manufacturing facilities at Sadodar, Gujarat and at Shirhatti

(near Hubli) at Karnataka and one proposed in Tamil Nadu.

More than 3500 employees are working for EIL.


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At present manufactures and markets two models E-48 and E-53 of 800

KW each.

Turnover was 1721.23 crores in the year 2005-06 EIL's Net

Worth was more than 386.71 crores as at 31-March-2006.

Total gross block of the company as on 31st March 2007, 353.28 crores.

Presence in major high potential states viz. Gujarat,

Karnataka, Madhya Pradesh,

Maharashtra, Rajasthan, Tamilnadu, and Andhra Pradesh.

Enercon Vision / Mission Statement

Vision

Enercon shall forge ahead with courage and innovation to be an

exemplary organization. We will synergize ourselves for continued enhanced

performance

We shall foster a culture of care for our stakeholders and channelise our

efforts with integrity to build their trust.

Mission

Enercons mission is to deliver projects from concept to commissioning

to care, using state of art good friendly wind power plants to generate

clean and cost effective energy for our customers.

We will be motivated and responsive partner, committed to quality and

timely performance.

We shall actively promote and propagate the use of wind energy as an

environment friendly resource. We shall relentlessly pursue growth by

constantly challenging ourselves.

Enercon will work towards being the most trusted wind energy company.


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Policies and procedures

HR Policies

i. Leave Administration

These rules shall apply to employees in all category but not trainee.

The employee shall be entitled to avail leave as mentioned below for

calendar year (i.e., from 1st January to 31 st December).

Sr. Daman, Mumbai, All India Branches and Sites

No.Category Staff Worker

1 Privilege Leave 23 18

2 Casual Leave 7 7

3 Sick Leave 7 7

1. CASUAL LEAVE (CL)

CL is of Seven days in a year. This leave shall be credited to the

employees leave account

on 21st December of every calendar year.

The person, who joins the company services on any day other than

21st December, will be

eligible for CL on pro-rata basis.

CL can be enjoyed for a maximum of two days at a time.

The weekly off and paid holidays declared by the company may

either prefixed or suffixed to

casual leave but cannot be both prefixed and suffixed to casual leave at

a time.

CL should be availed with prior sanction.

The employee can avail, half a day casual leave either during pre-

lunch session or post-lunch session. However, if an employee, after

availing half a day casual leave during pre-lunch session, does not report


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for the duty latest by 1.00 PM, he shall be considered as in full days leave.

Unavailed casual leave at the end of the calendar year shall be

merged with the privilege leave and for administrative purpose

shall be treated a privilege leave.

2. SICK LEAVE (SL)

An employee shall be entitled to Seven days sick leave during a

calendar year. Employee joining the company on any day other than 21st

December will be eligible for sick leave on pro-rata basis.

The sick leave shall be allowed to be accumulated upto a maximum of 18 days.

Any sick leave exceeding 18 days in the credit shall automatically be

converted into privilege leave and for administrative purpose shall be

treated as privilege leave.

Application for the sick leave shall be made as early as possible,

but in no case later than forty-eight hours after commencement of

sickness.

Sick leave application must be invariably be supported by a

medical certificate from a Registered Medical Practitioner, if an

employee avails sick leave for more than 2 days at a time.

Employee availing sick leave for more than two days at a time will not

be allowed to resume duty till he submits a fitness certificate from the

medical officer who treated the employee during the sickness.

The management at its discretion can make an employee undergo a

second medical check up to ascertain his fitness by a Registered Medical

Practitioner. If considered necessary, the cost of such medical examination

will be born by the company. If he refuses to undergo such medical

examination he will be liable for disciplinary action.

Weekly off and holiday(s) falling at the beginning and at the end of

the leave period shall notbe counted as part of the leave period.

However, weekly off & paid holiday(s) falling in between the leave

period shall be treated as leave.

An employee can avail half a day sick leave either during pre-


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lunch session or post-lunch session. However, if an employee, after

availing half a day leave during pre-lunch session, does not report for duty

latest by 1.00 pm, he shall be considered as on full days leave.

If an employee wish to avail sick leave on account of his sickness

and does not have any balance of sick leave to their credit then in that

case the employee can be granted PL in lieu of SL.

3. PRIVILEGE LEAVE (PL)

Employee will be eligible for privilege leave on completion of 12 month of

continuous

employment in the company. To be eligible for privilege leave employee has

to work for

minimum 240 days in the company.

The computation of 240 days include:

o The maternity leave availed as per the rules up to 12 weeks.

o The days on which the employees remained absent due to

temporary disablement caused by an accident arising out of and

in the course of the employment shall be treated as present days inthe company.

o All granted PL, PH & Any days of Lay off.

However, any leave with or without pay other than mentioned above will not be

considered

for the computation of 240 days

Application for the privilege leave should be submitted to HRDatleast a fortnight, in advance, in the prescribed format, duly approved by

the reporting authority.

Weekly off / paid holidays following at the beginning and / or at the end

of the leave will not

be counted as a part of leave taken. However, paid holidays, weekly

off falling in between the period will be counted as part of the leave taken.

Those employees who have joined services on any day other than on21st December will be eligible for privilege leave on pro-rata basis for

the year. However he can avail leave only after completion of one year of


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services in the company.

In calculating leave, fraction of leave of half a day or more shall be treated as full

day leave

and less than half a day leave shall be ignored.

Privilege leave can be accumulated upto 120 days. PL accumulated beyond the

maximum

limit will be encashed in the month of January every year.

Privilege leave is encashable, subject to minimum balance of 30 days. The

rate of

encashment will be Basic as on date of encashment.

No employee shall be granted privilege leave for more than three

times in a calendar year and less than three privilege leave at a time.

If an employee applies for privilege leave and the request is refused

by the company due to exigency of the companys work, that portion of

the leave in excess of the limit for the accumulation can be encashed.

Privilege leave shall not be combined with casual leave and vice versa.

4. LEAVE WITHOUT PAY

The leave without pay will be granted to the employee at the discretion of

the management, in the exceptional circumstances, when all admissible

leave has been exhausted. During such leave the employees are not

entitled to any pay or benefits but retain and lien on their job. This leave is

valid only upon prior written approval.

5. ABSENCE FROM DUTY

If the absence of employee is not covered by any type of leave or if the

employee proceeds on leave without approval, or fails to report for the

duty either on expiry of sanctioned leave or otherwise, the employee

will be deemed to be absent without leave. He shall be liable for

disciplinary action, if such absence exceeds eight consecutive days, the

management may, as its sole discretion, strike off the name of such

absenting employee on grounds of abandonment ofemployment or may


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take disciplinary action against him for such misconduct. The procedure

shall be followed for this, as laid down in the standing order applicable to

the company.

6. COMPENSATORY OFF:

Compensatory off (C-off) shall be applicable to all employees working

in rolls of the Company which term means temporary, trainee, probationer

as well as confirmed employees.

C-Off Generation

The C-Off shall be generated against the extra hours of work put by an

employee over and above for organization work, in addition to his normal

duty hours in a particular shift.

Grade Extra work hours for C-Off generation

W1 - W3 1 Hr.

JM4 - JM3 2 Hrs.

JM2- JM1 4 Hrs.

M11 - M10 8 Hrs.

M9 & above 8 Hrs. (only in PHs & Weekly Off days)

C-Off Availment

The C-off shall be given to an employee when it is applied three days in

advance & sanctioned. Any unauthorised absence shall not be converted

into C-off unless the sanctioning authority is satisfied with the reason

thereof.

The C-off can be pre-fixed or suffixed or both with weekly off day

and paid holiday. All intervening weekly off and paid holidays will

be treated as C-off only. C-off can be claimed minimum for half a day

or full day and in no circumstances in the part thereof.


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C- OFF Encashment

Generated C-Offs can be encashed within three months of generation.

Otherwise, C-Off will be encashed after every 3 months.

Leave Travel Assistance

A. Definition:-

Eligibility:- The scheme shall apply to all confirmed employees in the staff category.

Block Year:- For LTA, the block year is of four years and based on

calendar year. Eg. Current block year is 2002- 2005, i.e. From January

2002 to December 2005.

Family:- The Leave Travel Assistance covers an employee and his/

her dependent family members, which includes dependent parents,

spouse and children (only two if born on or after 01.10.1998).

LTA Availment:- An eligible employee can avail LTA twice in a

block of four years by undertaking journey. Eg. Current block year is

2002- 2005, wherein an employee can avail LTA twice within this block

year by submitting proof of journey. Income Tax exemption will be

available as per IT Act.

LTA Encashment:- An employee can encash the LTA amount, which is

his part of his CTC, four times in a block year. However, availment and

encashment for one calendar year are mutually exclusive. For e.g. if in

2002 an employee has availed LTA, the same cannot be encashed. The

encashed amount will be fully taxable.

B. Procedure:-

LTA Availment An employee can avail LTA only after one year of

service or probation completion whichever is earlier.

To avail LTA, minimum five days Privilege Leave and / or

Compensatory Off to be consumed for journey. Casual Leave upto

two days in combination with Compensatory Off will also be accepted.


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However, Sick Leave and public holiday will not be considered for the same.

The LTA exemption is available for journey to any place within India.

For availing LTA an employee shall submit the LTA availment

Form, duly signed by his

Head of Department to HR, along with proof of journey.

All tickets are to be produced in original. In case of journey by

Air, attachment of the boarding pass is mandatory.

In case of journey by car or other four wheelers, the bill must contain

registration number of the travel company.

In case of circular route journey (more than one locations) the

shortest distance will be considered for calculation of exemption.

The exemption is limited upto Air economy fare (Indian Airlines),

First Class AC (Train), First class / Deluxe fare in public transport.

Amount payable will be subject to LTA earned (as per CTC) in the

previous calendar year. However, exemption will be as per Income Tax

Act.

LTA Encashment An employee can encash LTA only after completion of probation

period.

To encash LTA no leave is to be availed.

Employee has to fill-up LTA Encashment Form and submit to

HR, which will be released in regular salary. This form needs not to be

routed through Head Of Department.

Encashment amount will be limited upto the LTA earned (as

per CTC) in the previous

calendar year.

Carry Forward:- An employee entitled for LTA shall be allowed to carry

forward concession for one journey to the first calendar year of next

immediate block year. Eg. An employee not utilising one journey in

within block year 2002-2005, will be allowed to carry forward the same to


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2006. However, the same will be lapsed after 31st December 06.

Separation:- An employee leaving the services of the company during the

year shall be eligible for the LTA on pro-rata basis. It will be settled in full

and final settlement.

General Conditions:-

Any Income Tax liabilities arising out of LTA payment will be

entirely to the employees account. Any tax liabilities in addition to the

amount initially deducted by the company shall be borne by the employee.

All employees will declare the name of dependent family members in

the attached format by April 05. It will be the sole responsibility of

the employee to inform HR about any modification in the dependency

status.

All new joinees shall declare his/ her LTA exemption status of their

previous organizationt the time of joining.

ii. Employee facilities

People are key to the success of any organization. To givecompetitive advantage to business Enercon makes investment in

people processes. The various processes of HR are:

Recruitment & selection:

To manage perpetual growth of an organization constant infusion

of new and talented human resource is essential. The recruitment

process at Enercon is stringent to ensure that

we get quality people. The process starts from collecting bio-data for

the positions in the organization. After careful scrutiny candidates

are short-listed who go through multiple

layers of interviews. Finally the short listed candidate is asked to

appear for psychometric test. These tests are designed to judge the

suitability of the candidate for the job besides his

technical competence; therefore it assumes a great importance in the

entire recruitment

process.


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Training & Development:

Training and thereby continuous development of the employees is a

must for Enercon to sustain its advantage over other competitors.

The basic purpose of training to build skills needed in current role

and develop competencies to assume higher responsibilities in near

future. It is intended to specially develop leadership competencies

besides

developing managerial and supervisory skills. The training is imparted

in technical as well as behavioural areas to improve the competencies

of the employees and also to fill the gap between the desired level of

skill set and the actual skill set of the employees.

Welfare Facilities:

For an employee joining in the staff cadre following facilities are provided by the

organization.

Canteen Facility

Shoes / Uniforms

Stationary

Identity Card

LTA, Medical Reimbursement

Mediclaim Policy For Family Of The Employee

Knowledge Centre

Leave Travel Allowance

Vehicle Arrangement

Enercon Knowledge Centre:

To keep the knowledge up to date knowledge on various aspects the

employees are encouraged to develop reading and learning habits. To

encourage learning knowledge centre has been created at Daman plant


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wherein employees are issued books useful article. It not only helps the

individual employee but also develops learning culture across the

organization.

Vehicle Arrangement:

Enercon also takes care of the conveyance of the employees from their

house to the workplace at Daman plant. For this purpose company

runs mini buses and Qualis

which move on a prescribed route at pre-determined timings. The

route is so designed that all the residential areas in the Daman town are

covered to facilitate the employees.

Enercon Colony:

Many of the Enercon workmen come from far off areas. In order to

provide them with proper housing facilities, Enercon has created a

housing colony in Daman. The housing facility is provided at a

nominal cost with all the amenities like electricity, water supply,

drainage etc. maintained and paid for by the company.

Medical Facility:

Enercon also provides medical facilities to its employees with a medical

centre in the company. Dr. K P Sinha is the medical practitioner working

in the medical centre. The medical centre also extends its services to the

Enercon colony.

SALARY AND WAGE ADMINISTRATION:

Salary is deposited directly into HDFC bank account of the employee,

which is opened by the company. Employees are provided with ATM

cards for their accounts. At site locations where HDFC bank branches

are not available the payment is done by cheque/cash. Salary month for all

employees is from 21st to 20th.


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Operations and Maintenance

ENERCON SERVICE is a synonym for excellence in Customer Service. Multi disciplined

with a solid reputation for modernization, quality, receptiveness, and commitments to care

imbibing SEM (Strategic Enterprise Management) & CRM (Customer Relationship

Management).

Wind turbines are expected to operate for 20 years in all kinds of weather.That is what makes it

so important to carry out regular services. The resources are always up-to-date with the most

recent development; they are about providing service round the (24x7) clock without delay,

always subject to the highest priority to safety as well as quality and timeliness to ensure the

99.99% of service level.

The ENERCON Wind Energy Converters (WECs) with its peripheral

powertransmission components sum up to be a Wind Power Plant (WPP) - an industrial

plant producing Electricity as its end product.

ENERCON SERVICE is configured in a scientific manner with clique of resources to

gain optimum performance & productivity. & to administer continual improvement

throughout the lifecycle of the WPP. And thus ensure lifetime care of our

Customers investments.

The service departments decentralized as four zones in India, namely Southwest,

Southeast, Central & northwest to care the customers respectively.

The SERVICE net is woven & spread across the country with its resources of

competent Manpower, backup Material & Machinery through controlled Methods of

operation & state of the art communication Media. These integrated resources provide the

service crew with an opportunity to harness power in all odds & evens... & thus excel in WPP

performance management.

The elemental integration amongst R&D, Technology, Manufacturing, service and our up

gradation process helps our customers optimize & improve the operational reliability and

efficiency of the wind turbines over their full lifetime.


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O&M Activity

The ENERCON Wind Energy Converter (WEC) with its peripheral power transmission

components sum up to be a 'Wind Power Plant (WPP)' - an industrial plant producing

'Electricity' as it's end product. Round the clock availability of Competent, dedicated & well-

equipped service crew at sites act as a watchdog of the WPP.

Offices for WPP O&M mgmt. at respective sites & regions.

Dedicated vehicle arrangements.

PMP radios network, cellular & land telephony.

Quality & consistency in the WPP performance management is ensured by surprise

checks on WEC's.

Preventive measures to arrest the recurrence of faults if any are established through

developmental changes


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From Concept -> to Commissioning -> to Care

24X7 Service of the WECs

Annual Electrical inspection, metering & calibration.

Comprehensive all inclusive fixed cost contracts

Power Marketing, Billing & Collections

Regulatory Compliances

Relationship management

The ENERCON quality regulations for the upkeep of WECs through

a predetermined cycle of preventive maintenance a back-to-back

service arrangement with OEMs for the bought out components of

WPP. Deployment of resources on the WPP sites, deployment of

resources to support the EB infrastructure as wellConsideration for

all causes of concern viz. Electrical Inspections, metering &

calibrations, billings & credits, statutory & legal supports, etc

Transparency & speed of the business processes reveals the

sanctity of a Complete Service, Operation and Maintenance

mechanism of our Customers Wind Power Plant.

Service Contract

Service contract includes,

Scheduled maintenance (Four Per Annum)

WEC Upgradation

Remote monitoring

Breakdown maintenance

Reporting to customer


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Round the clock remote monitoring.

Liasoning with local EB officials

Substation utility services, maintenance.

Furthermore, we offer our customers and business partner

In-plant Training of customer representatives

Extensive Safety courses.

The benefits are guaranteed Technical availability of Wind power

plant as well as the individual turbines.


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DEPARTMENTS

.Research & Development

The R & D Department works on various projects for product and

software development.

In the wind energy sector, Enercon is having the highest number

professionals involved in R &D showing commitment towards

continual improvement of products as well as the

processes.

ii.Service Installations Quality Assurance

The main function of the department is Auditing of WEC after each

stage of installation, Commissioning & after maintenance, and also

carry out compilation & revision of technical documents. The

audit is carried out on sampling basis for activities like civil

construction, Commissioning of WEC, Erection of WEC tower,

Service, Rotor Blade service, Substation construction & maintenance

etc. This department was separated with QA to ensure the quality of the

machine during the service life of the machine.

iii.Information Technology

The department takes care of all the areas related to computer

software, hardware, networking as well as the website of Enercon and

Intranet facilities. The department also takes care of SAP

implementation and monitoring as well as VSAT facility provided

through out the organization. The IT department works with a

vision to maximum automation of business processes in order to

enhance productivity and reduce cost. The Key activities of the

department are


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IT Application development IT infrastructure

development

Review & enhancement of Stable connectivity

SAP utilization 98% availability

BI tools & strong MIS Base Ensure secured

access to IT

Corporate website resources

Automation of PM, HR & Improve Internet

accesspproval system speed

Enhance e-portal Latest technology

onhardware procurement

SAP Modules

Production Maintenance

Procurement & inventory Management QC & QM

Marketing, Sales & distribution Taxation

Planning, Costing & controlling Services

management

Finance & Accounting HR & Payroll

Project Implementation & infrastructure creation

iv.EMR

The department is responsible for procurement of all the materials

used for production as well as support functions. The total strength

of material department is 29 staff members who are spread across

Daman plant, Mumbai and various site locations to ensure material

flow is proper and there is a strong supply chain.

v.Accounts & Finance


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The department is responsible for maintaining financial records of

the company in accordance with the legal provisions. The department

also takes care of finance related matters of the organization like

dealing with banks, making and receiving payments for the

organization etc.

vi.Marketing

The marketing department is responsible for bringing the customers to

the organization. The activities carried out by this department include

identification of customers, making presentation regarding the

organization and the products as well as striking deals with them. The

marketing department is operated the main base at Mumbai.

vii.Human Resources Department

The department is responsible for all the activities related to Human

Resources of the organization. The major activities of HRD

department include Recruitment, Performance Management,

Compensatio, Training & Development, legal compliance related to

labor laws, employee welfare and separation of employees. The

department is responsible to cater to the needs of the internal customers

and nurture/ build right kind of attitude and moral in the organization.

The HRD Department operates from Daman Plant with HR

representatives at various locations.

viii.Quality Assurance

Quality Assurance Department is looking after all the process

related to quality in Enercon. The quality assurance department

has six divisions viz. Service Quality Assurance, TQM & ISO,

QA for Towers, Steel Parts and Castings, Incoming QA,

Engineering and Design QA and Blade QA. The idea is to ensure

that not only the material and products are of high quality but also the


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processes and services provided by the organization are of high quality.

ix.Administration & Security

The department is responsible for all the activities related to security at

plant as well as on sites. On administrative front it takes care of

vehicle arrangements, travel arrangements, housekeeping etc. The

department is governed from Daman with security Personnel stationed

at various sites, Daman and Mumbai.

x.Safety Health & Environment (SHE)

The basic responsibility of this department is to ensure that the

organisation meets with the laws pertaining to safety, occupational

health and pollution. It is also responsible for maintaining the safety

standards in the organisation and take preventive and curative

measures in the area of safety and occupational health.

xi.Desalination

The desalination business is responsible to ensure the water

provided at variouslocations of the company is safe and free from

any kind of contamination. Currently desalination plants are installed

at various locations by this department.

xii.Systems

The department takes care of all the areas related to computer

software, hardware, networking as well as the website of Enercon and

Intranet facilities. The department also takes care of SAP

implementation and monitoring as well as VSAT facility provided

throughout the organization.

xiii.Research & Development

The R & D Department works on various projects for product andsoftware development.


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In the wind energy sector, Enercon is having the highest number

professionals involved in R &D showing commitment towards

continual improvement of products as well as the processes.

xiv.IPP Business

The IPP business has the basic responsibility of managing all the wind

farms that belong to Enercon. For this purpose separate companies for

each wind farm is created which is called Special Purpose Vehicle

(SPV) which manages all the affairs related to that particular wind

farm.

xv.Enercon Financial Consultancy Private Limited

Enercon Financial Consultancy Private Ltd. facilitates project

financing for our customers. It helps customers identify financial

institutions that lend for long term projects and

economic rate of interest.

xvi.Enercon Training Academy

Enercon Training Academy has been conceived, structured and

established as a world class Institution, with an ambience conducive

to all round personality development of individuals. The idea of

establishing the Academy germinated along with the

commencement of the exponential growth of our company, which

underlined the necessity of having expert technical personnel manning

the WECs all across the expanse of our country. The facilities in

the academy include the main academic block, comprising of

well-ventilated spacious classrooms, a technical library and anInternet browsing room. In addition, a Simulator room and a Model

room will provide a unique facility to enable imparting hands on

practical training to our young technicians and Engineers. For our

mechanical fitters, a workshop has also been established where they

can hone their skills, practically needed for our WECs.

Apart from the above, facilities for physical fitness, to include

a well equipped gymnasium, yoga training centre, a swimming pool,


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and requisite playgrounds for team games have been established in

the second phase. A well-designed physical training curriculum is

adopted such that each fresh trainee is transformed into an ever-

vigilant man of tremendous physical strength and stamina, which is

absolutely essential for his career in Enercon. It is an established

fact, beyond any doubt, that there is a requirement of having

highly motivated, physically fit, agile and technically sound/

proficient service teams, spread out all across the entire span of the

country. It is these teams who are not only to ensure maximum

availability of the WECs, but also make sure that they generate and

operate at highest efficiency levels.

Value added services

i.CDM

Kyoto Protocol The "Kyoto Protocol to the United Nations Framework

Convention on Climate Change ". is an amendment to the

international treaty on climate change, assigning mandatory targets

for the reduction of greenhouse gas emissions to signatory nations.

The objective is the "stabilization of greenhouse gas concentrations

in the atmosphere at a level that would prevent dangerous

anthropogenic interference with the climate system.The protocol

proposed three mechanisms to enable countries, which had target

reductions, to meet their commitments.

Clean Development Mechanism

Joint Implementation

Emission Trading

Clean Development Mechanism The Clean Development Mechanism

(CDM) is one of the two project-based flexible mechanisms of the

Kyoto Protocol. These mechanismsn are

designed to make it easier and cheaper for industrialized

countries to meet the

greenhouse gas (GHG) emission reduction targets that they agreed

to under the


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1) Union List: - The Union Parliament has the exclusive authority to

legislate on the matters enumerated in this list.

2) State List: - The state legislature has the exclusive authority to

legislate on the issues

enumerated in this list barring in certain specializes and

exceptional matters.

3) Concurrent List: - This list contains multi-jurisdictional entries

where both the union parliament and the state legislature have

jurisdiction to legislate.

Entry 38 of the list III contains Electricity. Thereby it is the joint

responsibility of Union as well as the State Government to legislate on

the matters concerning electricity and allied matters of power industry.

However by virtue of Part XI of the Constitution of India in case of

overlapping of the laws enacted by state and union legislature the

union legislature shall prevail.

Enercon (India) Ltd., Bangalore

Bangalore office is called as HUB of projects, since it caters almost all

the states of India including Karnataka, Tamil Nadu, Maharashtra,

Andhra Pradesh, Gujarat, and Rajasthan.

In Bangalore, there are two offices, one is to facilitate the projects team

for all the states and the other one is only for Karnataka Projects.

Coming to a typical project office scenario we can see all the

employees on their toes working to meet given targets in their

respective departments, to meet the commissioning dead line. Since, the

customers are the primary importance, we need to cater the required

service as per their specifications and requirements.


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Within Projects, we have many other departments which are facilitating

the whole projects to commission the WECs. The various departments

viz.,Wind Resource Department,Enercon Insrastructure Developmet,

Liasioning, Accounts, Human Resources, IT & MIS, SCADA and

Quality which are the supporting factors for project execution. All these

departments work together as a family and at the end of the day the

customer is happy with the services they get.

Achievements

First Blade manufacturing plant was setup in Daman in the year 1995.

The first project commissioned was in Lamba in Gujarat for LD

Textiles with Enercon E-30 WTGs in 1995.

In Tamil Nadu the first project was for Shiva distilleries

First turnkey project done for BSES (33 machines)

First project in hilly terrain was Jindal Aluminum, Madikaripura

First project in Maharashtra- Toshegar, in Madhya Pradesh-

Rabadi, Rajasthan- Jaisalmer (Badabag).

Under the dynamic leadership of our MD Mr. Yogesh Mehra, we

have built a very long Bridge in 14 years since the inception of

ENERCON in India. After connecting ' 2010 Mw

' to the grid, we are lighting at least 18.5 Lakh homes of villages

in India. We are producing the clean electricity, on an average at

25%+ Plant Load Factor. The 2010

MW Enercon Turbines will generate about 4400 Million Units per

annum. Statistically speaking; on an average 200 Units per month

(max) consumption per home which

comes out to annual consumption of 2400 Units per year. We are

lighting around 18 lakh homes in India!! (4401900000 Units / 2400

= 1834125) .Enercon India is truly delivering Green Energy to

the homes in India! and very significantly saving the

EARTH for our future generations.


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CHAPTER 3

REVIEW OF LITERATURE

1.1 a THEORETICAL REVIEW:

DEFINITION

Quality of work life means the degree top which members of a work organization are able

to satisfy important personal needs through their experience in the organization

QWL could be defined as the Quality of the relationship between the man and task.

MEANING

Quality of work life has gained deserved prominence in the Organizational Behavior as an

indicator of the overall of human experience in the work place. It expresses a special way of

thinking about people their work, and the organizational in which careers are fulfilled.

QWL refers to the relationship between a worker and his environment, adding the human

dimension to the technical and economic dimensions within which the work is normally viewed

and designed. QWL focus on the problem of creating a human working environment where

employees work co operatively and achieve results collectively. It also includes.

The programme seeks to promote human dignity and growth

Employees work collaboratively They determine work change participate

The programmes assume compatibility of people and organization

QWL refers to the level of satisfaction, motivation, involvement and commitment

individuals experience with respect to their line at work. QWL is the degree of excellence brought

about work and working conditions which contribute to the overall satisfaction and performanceprimarily at the individual level but finally at the organizational level.

CONCEPT

QWL is a prescriptive concept, it attempts to design work environments so as to maximize

concern for human welfare. QWL acts in two dimensions.

Goal

Process


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QWL acts as goal by

Creation of more involving

satisfying and effective jobs

Work environment for people at all levels of the organization

QWL acts as process by

Make efforts to realize this goal through active participation

The whole essence of QWL may be stated thus, the QWL is co operative rather than

authoritarian; evolutionary and open rather static and rigid; informal rather than mechanistic;

mutual respect and trust than hatred against each other.

Objectives of QWL

The major three main objectives for the QWL are

Improve employees satisfaction strengthen workplace learning, and

Better manage on going chance and transition

MAJOR FACTORS AFFECTING THE QWL

QWL means having good supervision, good working conditions, good pay and benefits an

interesting and challenging, and a rewarding job. The major factors that effect the QWL may be

stated thus.

Pay

QWL is basically built around the concept of equitable pay. In the days ahead, employees

may want to participate in the profits of the firm as will. Employees must be paid their due share in

the progress and prosperity of the firm.

Benefits

Workers throughout the globe have raises their expectations over the years and now feel

entitled to benefits that were once considered a part of the bargaining process.


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Job Security

Employees want stability of employment. They do not like to be the victims of whimsical

personal policies and stay at the mercy of employers.

Alternative Work Schedules

Employees demand more freedom at the workplace, especially in scheduling their work.

Among the alternative work schedules capable of enhancing the quality of work life for some

employees are:

i. Flexi time: A system of flexible working hours,

ii. Staggered hours: Here groups of employees begin and end work at different intervals.

iii. Compressed workweek: It involves more hours of work per day for fever days, per week.

iv. Job enrichment: It attempts to increase a person's level of output by providing that persons

with exciting, interesting, stimulating or challenging work.

v. Autonomous work groups (AWGs): Here a group of workers will be given some control of

decision-making and have responsibility for a task area without day-to-day supervision, and

with authority to influence and control both group members and their behavior.

Occupational Stress

Occupational mental-health programmes dealing with stress are beginning to emerge as a

new and important aspect of QWL programmes. Obviously, and individual suffering from an

uncomfortable amount of job-related stress cannot enjoy a high quality of work life. '


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Worker Participation

Employees have a genuine hunger for participation in organizational issues affecting their

lives. Naturally they demand far more participation in the decision making process at the

workplace.

Social Integration

The work environment should provide opportunities for preserving an employee's personal

identify and self-esteem through freedom from prejudice, a sense of community, interpersonal

openness and the absence of stratification in the organization.

Work and total life space

A person's work should not overbalance his life. Ideally speaking, work schedules, career

demands and other job requirements should not take up too much of a person's leisure time and

family life.

WAY TO CREATE HIGH QWL

QWL deals with the relationship between every employee and his or her work organization.

This relationship is formal in sometimes less formal. This contract is psychological; contract.

"Psychological contract is the set of expectations held be the individual specifying what the

individual and the organization expect to give and receive from each other in the course of their

working relationship". This contract represents the expected exchange of values that encourages

the individual to work for the organization and motivates the organization to employ that person,

(i.e) Contribution and Inducements.


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A healthy psychological contract means that inducements and contributions are balance.

INDUCEMENTS = CONTRIBUTIONS

(Organization to employees) = (employee to organization)

This is the way for organization to create healthy psychological contract and Jobs

satisfaction for their members is to provide them with High QWL environment.

ASPECTS OF HIGH QWL

QWL are highlighted by the following Benchmarks of managerial excellence.

Participation:- Involving people from all levels of responsibility in decision-making

Trust:- Reside signing jobs systems and structures to give people more freedom at work.

Reinforcement:- Creating reward systems that are fair, relevant and contingent on work

performance

Responsiveness:- Making the work setting more pleasant and able to serve individual Needs.

QWL PROGRAMMES

QWL programmes concentrate on creating a working environment that is Conductive to the

satisfaction of worker needs. This program assumes that a job and the work environment should be

structured to meet as many of the workers needs as possible.

Richard Walton has organized into eight categories. These should be integrated,

coordinated and properly managed.


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These programmes are helped to avoid some pitfalls like

QWL program must be implemented with the co-operation of management and labour.

Action plans must be carried to completion.

Care mist be taken to concentrate the focus on the joint objectives of improving the QWL.

RESULTS OF HIGH QWL

High Productivity

Increase organizational effectiveness

High employee satisfaction

High morale .

Reduce the absenteeism and labour turn over

Increase the quality of life of employees

High employee involvement

Peaceful industrial relation


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RESEARCH REVIEW:

Miller, 1978; Kirkman, 1981; Metz, 1982; Mirvis & Lawler, 1984; Cooper, 1988)

define the qualities of work life are broadly similar to the study on Singaporean Employees

Development suggest four dimensions of Quality of work life labeled as, i) Favorable work

environment ii) Personal growth and autonomy iii) Nature of job and iv)Stimulating opportunities

and co-workers Good performance is recognized in addition to rewards being based upon

performance while employees are respected and treated like mature people.

The Study on Singaporean Employees development, Cheng S says in a high QWL there

should be a positive impact on personal life, an opportunity to be involved in decision as well as an

acceptable level of physical comfort. Jobs seen to exist within high QWL work situations are those

in which there is minimal negative impact on ones personal life, and hopefully one which has a

positive impact on ones personal life.

We would expect that these dimensions comprising QWL that were found in the present

sample are consistent with the rapid economic growth and increasingly higher levels of educational

standards in Singapore. Research studies (Taylor, 1977; Taylor, 1978; Donald, 1997) have

generally established that QWL is positively associated with job satisfaction and can be a

significant motivator. One implication of this finding for management is the need to consider the

type of intrinsic and extrinsic factors highlighted by the four aspects of QWL that comprise the

motivational reward-incentive system used in organizations. Designing the job and the work

environment so as to include the characteristics of the QWL dimensions discussed above will

contribute to the workers sense of well-being, and provide a more positive start to other work

motivation programmes within the organization.. Kirkman (1989) suggests that in the future work

society; the drive for more humanitarian treatment both in and out of work will increase.

Cheng S in his paper QWL through employee participation in Singapore has discussed the

following four different approaches to QWL Employee share option scheme, Joint management

consultation, Quality circle and Industrial relations circle.

This is an interesting situation given the high degree of emphasis on achieving high

standards in performance and quality known in Singapore.


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QWL has also been viewed in a variety of ways including a) as a movement b) as a set of

organizational interventions and c) as a type of working life felt by employees QWL, Self-

evaluation and life satisfaction among American Africans.

When for many people sex and relationships are troublesome--since they are often

hazardous to our health--work plays an even greater role in keeping us "out of trouble." Regardless

of how much we earn, most of us have some kind of agenda or work plan. And with so many

people opening a home and a cyber-office, with mounting levels of technology-related stress

(which Bruria Ginton, owner turned content-provider, calls frustression), many of us end up

involved in more than one job, which we feel compelled to get done, spending the greatest portion

of our lives in what we consider our workplace. So Quality of Work Life (QWL) is not some

notion of frivolous luxury. QWL is just as real and useful as virtual reality itself.

APPROPRIATENESS OF THE SURVEY METHOD

The objective of study was to ascertain the quality of work life of the employees in specific

work environment relationship. For this best suited method was survey method.

Hence a questionnaire method is chosen which is free from bias of the interviewer and large

sample can be made use of and thus the result can be more dependable and reliable
http://www.qwl.com/bruria.htmlhttp://www.qwl.com/bruria.html


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CHAPTER 4

RESEARCH METHODOLOGY

SAMPLING PROCEDURE

Sampling is a method of selecting a few items from a particular group to be obtaining

relevant data which help in drawing conclusions regarding the entire group i.e. population or

universe.

SAMPLING SIZE:

The sample size selected for the study was 100 employees of ENERCON INDIA LTD.

CONSTRUCTION OF THE TOOL:

To measure the effectiveness of QWL. Questionnaire method is used.

The questionnaire consists of two sections.

Section 1: collect the personal details about respondents.

Section 2: consists of 23 Questions which deal with QWL.

In this study, structured questionnaire means a set of questions (statements) which is administered

to the respondents. To assess their attributes opinion, information which is needed for the project.

ANALYSIS AND INTERPRETATION:

The data collected are classified, analysed and calculated. The statistical tools are applied

for the analysis of the data. The tools used are Percentage analysis, weighted average method and

Chi square test.


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1. Percentage analysis:

Percentage refers is a special kind of ratio. Percentages are used in making comparison

between two or more series of data. They are used to describe relationship. More over

percentages can also be use to compare the relative terms of the distribution of two or more

series of data.

Formula:

Percentage of Respondents = No. of respondents * 100

Total no. of respondents

2. Weighted Average Method:

Weighted Average Method was applied to find out the desirable policies & practices that

are adopted by the company by ranking certain criteria's in some of the important functional areas

of H.R.

Formula:

Weighted average method = (X1W1 + X2W2 + X3W3 +..)

n

3. Chi - square test:

Chi - Square is a non-parametric technique, most commonly used fay a research to test the

analysis. The main objective of chi-square is to determine whether significant difference existamong group of data

Formula:

Chi - Square test = (Oi - Ei) 2/ EiOi = Observed frequency

Ei = Expected frequency


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Degree of freedom = n 1.

CHAPTER 5

ANALYSIS AND INTERPRETATION

Table No: 1

Age of respondents

Age No. of respondents Percentage

20 30 30 30.0

31 45 45 45.0

46 & above 25 25.0

Total 100 100.0


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GRAPH : 01

Age of respondents

0

10

20

30

40

50

20 30 31 45 46 & above

No.

Of.Res

pondents

INFERENCE:

The above table shows that majority of 45% of the respondents belongs to the age group

of 31 to 45 and 30% of the respondents lies between 20 to 30 age group. 25% of the respondents

fall from the age group of 46 and above. The study reveals that all the respondents all age group

level are well capable of assessing the quality of their work life.


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Table No. 2

Experience of the respondents

Experience No. of Respondents Percentage

Below 1 year - -

1 5 years 19 19

5 10 years 24 24

Above 10 years 57 57

Total 100 100

GRAPH 02

0

10

20

30

40

50

60

No. Of

Respondemnts

1 5 years 5 10 years Above 10

years

Experience of the respondents

No. of Resp

INFERENCE:

The above table shows that majority of 57% of the respondents are with an experience of

more than 10 years and 24% are 5 to 10 years of experience. 19% of the respondents are with 1-

5 years experience. No respondent is less experienced. The study reveals that all the respondents

are well experienced, so they are well capable of assessing the quality of their work life.


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Table No 3

Income level of the respondents

Income Level No. of Respondents Percentage

Below Rs. 5,000 - -

Rs. 5,000 Rs.10,000 38 38

Rs. 10,000 Rs.20,000 59 59

Above Rs. 20,000 3 3

Total 100 100

GRAPH 03

0

10

20

30

40

50

60

No. Of

Respondemnts

Rs. 5,000

Rs.10,000

Rs. 10,000

Rs.20,000

Above Rs.

20,000

No. of Resp

Income level of the respondents

INFERENCE:

The above the table shows that as much as 82 per cent of the respondents are in the higher

income group of more than Rs. 10,000 income per month. Hence it can be inferred that monetary

benefits are not a constraint to assess the quality of work life, in the study unit.


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Table No 4

Using skills and abilities to perform the job

Opinion No. of Respondents Percentage

Strongly Agree 46 46

Agree 51 51

Disagree 2 2

Strongly Disagree 1 1

Total 100 100

GRAPH 04 Using skills and abilities to perform the job

0

10

20

30

40

50

60

Respondents

Strongly

Agree

Agree Disagree Strongly

Disagree

No. of Res

INFERENCE:

The above the table states that as much as 97% of workers in the study unit were of the

opinion that their job enables them to use their skills and abilities in full. Only 3% of them

disagreed to this point. Hence it can be inferred that the work in the study unit is such that which

allows almost all the workers to use their skill and ability in full.


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Table No 5

Equal treatment at work place



Agree 57 57

Disagree - -

Strongly Disagree - -

Total 100 100

Graph 05 Equal treatment at work place

0

10

20

30

40

50

60

Respondents

Strongly

Agree


Disagree

No. of Res

INFERENCE:

The above the table shows that no harm is done to the self-respect of the workers in the

study unit. 43% of the respondents strongly agreed to the statement and 57% of the respondents

also opinioned that the workers are treated equally with respect at their work places. Thus it can be

concluded that the organization provides equal treatment at work place.


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Table No 6

Conditions on my job allows me to be productive



Agree 51 51

Disagree 2 2


Total 100 100

GRAPH 06 Conditions on my job allows me to be productive

0

10

20

30

40

50

60

Respondents

Strongly

Agree


Disagree

No. of Res

INFERENCE:

From the above table it can be understood that almost 97% all the workers in the study unit

either agree or even strongly agree that the conditions on their job allow them to be productive.

Only 3% of them were of negative opinion. Thus, it is clear that the conditions on job are

congenial to raise the productivity of the workers which is very essential for both the management

and workers to achieve their objectives of higher productivity.


55/82

Table No 7

Opportunity to develop special abilities



Agree 63 63

Disagree 12 12


Total 100 100

GRAPH 07 Opportunity to develop special abilities

0

10

20

30

40

50

60

70

Respondents

Strongly

Agree


Disagree

No. of Res

INFERENCE:

The above table states that 25% of the workers strongly agree to the point that there are

adequate opportunities to develop their own special abilities in the work place. 63% of the

respondents agree to it only to some extent. Only 12% of the workers find no such opportunities in

the study unit. Hence, it can be inferred that the opportunities available in the workplaces to

develop the special abilities of the workers is satisfactory. No doubt in the improvement of special

abilities would definitely improve the quality of work life in the study unit.


56/82

Table No 8

Organisations provides enough guidance to get the job done



Agree 58 58

Disagree 17 17

Strongly Disgree 1 1

Total 100 100

GRAPH 08 Organisations provides enough guidance to get the job done

0

10

20

30

40

50

60

Respondents

Strongly

Agree


Disgree

No. of Res

INFERENCE:

The above table shows that 82% of the workers in the study unit are satisfied with the

guidance provided to them by the superiors/managers to get the work done easily. 18% of the

respondents disagreed to accept it. Hence, it con be inferred that guidance to work, which is

essential for the quality work life which is provide at the work place in the study unit.


57/82

Table No 9

Organization provides high quality tools and techniques to do the job



Agree 32 32

Disagree 3 3


Total 100 100

GRAPH 09 Organization provides high quality tools and techniques to do the job

0

10

20

30

40

50

60

70

Respondents

Strongly

Agree


Disagree

No. of Res

INFERENCE:

As shown in the table, the opinion of the respondents as regard to the positive factors of the

high quality tools and techniques required to perform the job. 65% of the respondents very strongly

agree & with the provisions made to utilize quality tools and techniques to perform the job, and

32% of the respondents also agree with then statements, are hand only 3 per cent of the

respondents are refused to accept it. Hence it can be concluded that there is positive attitude

towards the provisions of tools techniques.


58/82

Table No 10

Opportunities for promotion are good



Agree 52 52

Disagree 27 27


Total 100 100

GRAPH 10 Opportunities for promotion are good

0

10

20

30

40

50

60

Respondents

Strongly

Agree


Disagree

No. of Res

INFERENCE:

As shown in the table, the opinion of the respondents as regard to the chances for

promotion is not appreciable compared to other determinants of quality of work life. Only 72% of

the respondents has agreed that the chances for promotion are good in the study unit where as, as

much as 28% of the workers refused it. Hence, it can be concluded that the chances for promotion

are not attractive among the workers even though majority of them agree to it.


59/82

Table No 11

The safety of workers is at high priority


Yes 59 59

No 41 41

Total 100 100

GRAPH 11 The safety of workers is at high priority

INFERENCE:

As pointed out in the table, 59% of the respondents opinioned that high priority was

assumed to safety at work place and other side of the coin reflects 41% of the respondents

disagreed . Hence, it can be concluded that the safety towards the employees need to be

concentrated highly to ensure safe and secured work life.

No. of Respondents

Yes

No


60/82

Table No 12

Infrastructure facilities are Good


Yes 90 90

No 10 10

Total 100 100

Infrastructure facilities are Good

If Yes which of the following do you like

No. of Respondents

Yes

No


61/82


First aid 7 7

Canteen 27 27

Lightening and ventilation 56 56

Others 10 10

Total 100 100

INFERENCE:

Above table shows that 56% of the respondents are satisfied with lightening and

ventilation facilities provided in the work place, followed by 27% satisfied with canteen facilities

and 7% of the respondents opinioned on first aid facilities, 10% of the respondents opinioned on

others includes drinking water, rest rooms etc.


62/82

Table No 13

Fringe benefits are good in the organization



Agree 56 56

Disagree 15 15


Total 100 100

GRAPH 13 Fringe benefits are good in the organization

0

10

20

30

40

50

60

Respondents

Strongly

Agree


Disagree

No. of Res

INFERENCE:

As shown in above table 34% of the workers accept that the fringe benefits offered to

them are good and enough to their expectations. As much as 56% were of the opinion that the

fringe benefits are somewhat good, though not up to their expectations. The remaining 16% were

of the opinion that the fringe benefits offered in the study unit are not at all up to their expectations.

Hence it can be concluded that the fringe benefits offered in the study unit, in general, are not up to

the expectation of the workers.

Table No - 14


63/82

The supervisor is concerned about the welfare of the workers



Agree 45 45

Disagree 25 25


Total 100 100

GRAPH 14 The supervisor is concerned about the welfare of the workers

0

5

10

15

20

25

30

35

40

45

Respondents

Strongly

Agree


Disagree

No. of Res

INFERENCE:

As the above table states that the attitude of the supervisor towards the welfare of the

workers is positive for 70% of the workers only. The remaining 30% were of the opinion that theattitude of their supervisor was not in favor of their welfare. Thus the attitude of the supervisors

are not satisfactory and it is a hurdle in the assessment of the quality of work life in the study unit.


64/82

Table No 15

Job security



Agree 46 46

Disagree 1 1


Total 100 100

GRAPH 16 Job security

0

10

20

30

40

50

60

Respondents

Strongly

Agree


Disagree

No. of Res

INFERENCE:

The above table shows that 53% of the workers strongly feel that there is security for

their job and only one worker feel that there is no security for the job. Job security is the vital

factor to access the quality of the work life in any organization. Since the job security in the study

unit ensures that there are majority chances for good performance and as a result the quality of

work life are up to the expectation.


65/82

Table No 16

Helping tendencies of supervisor


Strongly Agree 33 33.0

Agree 54 54

Disagree 11 11


Total 100 100

GRAPH 16 Helping tendencies of supervisor

0

10

20

30

40

50

60

Respondents

Strongly

Agree


Disagree

No. of Res

INFERENCE:

From the above table, it can be understood that the helping tendency of the supervisor is

not up to the expectations of the respondents as only 33% of them strongly accept that the

supervisors are lending their helping hands always. 54% of the workers are the view that the

supervisor are helping at times are not always. The remaining 13% are of the opinion that they are

not at all helped by their supervisor. The helping tendencies of the supervisors determine the

quality of work life in any organization, it is up to the required expectations level of the workers in

the study unit.


66/82

Table No 17

Training opportunities helped in terms of improving the quality of work



Agree 54 54

Disagree 15 15


Total 100 100

GRAPH 17 Training opportunities helped in terms of improving the quality of work

0

10

20

30

40

50

60

Respondents

Strongly

Agree


Disagree

No. of Res

INFERENCE:

The above the table states that only 30% of the workers strongly accept that there are

training opportunities in the study unit, which helps them to perform their job safely and

competently. 54% of the workers accept to some extent that the training opportunities are available

and helpful. The remaining 17% were of the opinion that they had no such opportunities. Training

is very essential for quality of work life in any organization. The training opportunities offered in

the study unit are up to the expectations of the workers at present.


67/82

Table No 18

Employees opinion about work stress


Always 29 29

Often 64 64

Sometimes 6 6

Never 1 1

Total 100 100

GRAPH 18 Employees opinion about work stress

0

10

20

30

40

50

60

70

Respondents

Always Sometimes

O inion

No. of Res

INFERENCE:

The above table shows that except only one worker of all the 99 workers are of the

opinion that their work is stressful one. Among them, 29% of the workers opinioned that the

stress is always there in the work and a vast majority of 64% feels that they often find their work

stressful. Only 6% of the workers have stated that their work is stressful sometimes and not

always. Hence it can be inferred that the work is stressful one, which if allowed uncontrolled will

spoil the quality of work in the study unit.


68/82

Table No 19

Employees opinion on work schedule


First Shift 65 65

Second Shift 4 4

Third Shift 0 0

General Shift 31 31

Total 100 100

GRAPH 19 Employees opinion on work schedule

0

10

20

30

40

50

60

70

Respondents

First Shift Second

Shift

Third Shift General

Shift

No. of Res

INFERENCE:

From the table 69% of workers are satisfied with first shift

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