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. eople problems in many company is the outcome of people !uality at work. It is, therefore, significant to understand the people !uality at work.

CHAPTER I
1.1 INTRODUCTION
Quality is generally defined as "#onformance to re!uirements$. Quality is "as fitness for purpose$. The concept of !uality 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 e%ternal customers, now and into the future and doing so with continual improvement in efficiency and effectiveness. Q&' refers to the favorableness or un ( favorableness of a total )ob environment of the people. The basic purpose is to develop )obs and working conditions that are e%cellent for people as well as for the economic health of the organi*ation. Q&' provides a more humani*ed 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 , ' I T . + + + + + + + Quest for e%cellence ,nderstanding -ction 'eadership Involvement of the people Team spirit .ardstick to measure progress

The above said are very essential things to improve the work life of employees in the organi*ation. /uccess at work and happiness in life depend large measure on one0s ability to relate well to others. .et it.s not easy to have consistently good relationships with everyone one interact with1 co+workers, customers, suppliers, family, friends, neighbors, and ac!uaintances. /ome people though are better than others at creating and maintaining relationships. But even these individuals find that people problems. bedevil their lives.

/uccess at work and happiness in life depend large measure on one.s ability to relate well to others. .et it.s not easy to have consistently good relationships with everyone one interact with1 co+workers, customers, suppliers, family, friends, neighbors, and ac!uaintances. /ome people, though, are better than others at creating and maintaining relationships. But even these individuals find that .people problems. bedevil their lives. #hances are that anyone can be much more effective at work and en)oy life more fully by finding better ways of relating to people. Differences between people are ma)or source of friction. Differences can undermine one.s relationships, hamper one.s performance, and add eedless stress to one.s life. 2ortunately, 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 3errill, an industrial psychologist, developed an approach that focused on differences between people.s outer behaviors rather than one.s differences in their inner states. 3errill used the newly available computer technology and recently developed statistical techni!ue to group people into four !ualitys. 3errill.s model was for most applied !uality 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 3errill.s work, although there are important differences. There are four !ualitys of people, none of which is better or worse than any other !ualitys. 4ach !uality has characteristic strength and weakness not shared by other !ualitys. 4ach person has a dominant !uality that influences the way he or she works. The population is evenly divided among the four !ualitys. eople of each !uality can be successful. The behavioral patterns of one !uality tend to trigger stress in the other three !ualitys. To create optimum working relationships, it.s necessary to get in sync with the !uality+based behavioral patterns of the people one is working with.

&hether 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 organi*ational behavior. Thus, the Q&' 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. -nd provide some strategies to e%tent 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 e%ception of the employees.

1.3 OBJECTIVES OF THE STUDY:

To study the !uality of work life of 5Q&'6 employees in 4nercon 5India6 'td. To find out how !uality of work life leads to high satisfaction To know the e%isting working conditions, Industrial 7ealth and safety help to improve the !uality of work life. To study the workers participation in 4nercon 5India6 'td. To e%amine how the training and development programmes helps to improve the !uality of work life. To know how the various welfare activities and other benefits helps to bring a better !uality of work life.

1.4 LIMITATIONS OF THE STUDY

-vailability of Time was very less The survey was restricted to the Bangalore office only as there were a huge pro)ects coming up /ampling is restricted to 899 members who are there in Bangalore branch. #onverting !ualitative data into !uantitative data may often lead to inaccurate results. The respondents may not have e%pressed them strong negative feelings about the policies, which results in the error of central tendency. 2ew respondents were reluctant while answering the !uestions.

CHAPTER 2 INDUSTRY PROFILE

In !"#$% P$&'()* :

E+&n&,% &' In (- -n P&.*$ "+*n-$(&

2or an entire generation from the 8:;9s until the 8:<9s, India followed socialist+inspired policies. /ince 8::8, 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. &ith an average annual =D growth rate of ;.<> for the past two decades, the economy is among the fastest growing in the world. In terms of output, the agricultural sector accounts for ?<> of =D @ the service and industrial sectors make up ;A> and 8<> respectively. - =oldman /achs report predicts that from ?99B by ?9AC. to ?9?9, India0s =D per capita will !uadruple, and that the Indian economy will surpass the ,nited /tates

India0s 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 appro%imately B<999 3& of installed generation capacity by ?98?. The total demand for electricity in India is e%pected to cross :;9999 3& by ?9C9. 4lectricity losses in India during transmission and distribution are e%tremely high and vary between C9+A;>. In ?99A+9;, electricity demand outstripped supply by B+88>. The current per capita power consumption is about DB? E&7 per year, while the world average is ?;:D E&7. -bout AA> of the house holds still do not have the access to the electricity. /hortage of electricity has adversely effected the country0s economic growthand the country is a net importer of almost all forms of energy. #urrently, india needs to double its generation capacity in the ne%t B+89 years to meet the potential demand. The long+term average demand growth rate is D to B> per annum and is e%pected to grow at faster rate in the future.r IF order to first bridge the aforementioned supply decifit and then meet the increasing energy consumption re!auirements, investments aggregating ,/G 8AC billion need to be mobiled towards the energy sector over the ne%t ; years.

&ith a view to stimulating private sector investments, both domestic and foreign in the sector, the government /tarted power sector reforms in early :9, with policies like I and 3ega power

policy in place. But it failed because of the problems like political interferences, e%cessive government regulations etc., The electricity -ct ?99C brought in the much desired change. #reation of independent regulatory commissions, allowing private participants in the sector, provisionfor third party sale, open access, unbundling ma)or 7ighlihgts of the -ct, -part from this other programs like power for all by ?98?, rural electricification program, Distribution reforms, energy efficiency programs and promotion of green energy sources has been inititated which will boost the growth of electricity market in India. er capita consumption of electricity is e%pected to rise to over 899 E& hours per annum 5E&7Hannum6 in ne%t 89 years 5from present level of ;<9 E&76. =rowth of power sector infrastructure in India since its independence has been notwworth making india the third largest producerof electricity in -sia. =enerating capacity has grown manifold from 8CD? 3w in 8:AB to 8ABA9?.<8 3& 5as of 8?H?99<6. 7ydro ower is appro%imately CD<BB.BD 3&. The public sector has a predominant share of :B> in this sector.

In"#-))* F!*) T%/* +-/-+(#% (n M0 Total Thermal #oal =as Oil 7ydro Fuclear

1 S2-$*

:A9?; DC.A?> BB:A< ;?.;B> 8A<BD 89.9C> 88:: 9.<8>

CD<BB ?A.<B> A8?9 ?.B<>

&ind Other I4/ T&#-)

89?CC.; C9DD 143242

D.<9> ?.89>

Fuclear ower #urrently, seventeen nuclear power reactors produce A8?9 3& 5?.:> of total installed base6.

Ienewable ower current installed base of renewable energy is 8C,?A?.A8 3& which is B.B> of total installed base with the southern state of Tamil Fadu contributing nearly a third of it 5ACB:.DC 3&6 largely through wind power.

#apacity of about 899999 3& is planned to be set up during the 89 th and 88th plans, ie., between ?99? and ?98?. This implies doubling the installed capacpty and, incidently, works out to adding about AC9 3& every fornightJ #apacity addition plan for addition of A8,889 3& finali*ed for the Kth plan period of which about B> is e%pected to come from renewable sources.

G)&5-) 0(n En*$6%

The last few years have witnessed a sea change in both the scale and e%tent of the international wind instrusty0s operations. Individual wind farms have grown in si*e from a few do*en megawatts capacity upto several hundred. Out at sea, giant wind parts of 8999 3& capacities or more are now waiting for construction. -nd 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 e!uipment purchase arrangements and pro)ect development. The structural changes which have accompanies this e%pansion has been the involvement in the business of companies from outside the traditional wind turbine manufacturing and pro)ect development community and the spread of the wind power market well beyond its core geographical centers of 4urope and the ,nited states.

G$&.#2 &' 0(n En*$6% (n In (- : In India no progress was done in this sector, until a group of scientist from F-' took initiative and proposed to use the wind energy for the purpose of irrigation in rain scant areas of Tamil Fadu. It was there effort to carry out the surveys, to develop the &ind potential 3ap in India. The modern history of &ind 4nergy in India /tarts around mid D90s when the efforts for developing &ind for Irrigation purposes started off. 'ater around mid <90s the &ind energy stepped into a new 4ra for industriali*ation, 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 8999 3& by 3ar09:. The greater concern for #limate #hange and its aftermaths have driven the growth of this sector. The development of wind power in India began in the 8::9s, and has significantly increased in the last few years. -lthough a relative newcomer to the wind industry compared with Denmark or the ,/, 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 8:<9s with the establishment of the 3inistry of Fon+conventional 4nergy /ources 53F4/6, now renamed the 3inistry of Few and Ienewable 4nergy 53FI46. Its purpose is to encourage a diversification of fuel sources away from the growing demand for coal, oil and gas re!uired to feed the country0s rapid economic growth. 3FI4 undertook an e%tensive 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.

A5&!# En*$+&n
/ince ancient times 4nergy has been the prime driver for every economy. &eather 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.

4nercon is growing by leaps and bound. 4nercon is a leader and well recogni*ed, widely trusted name in wind industry, providing green energy solution to the country and attractive investments for the investors. &e 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. 4nercon 5India6 'imited 54I'6, started its operation in India as )oint venture company between 4nercon =mb7 of =ermany and its Indian promoters 3ehra =roup in 8::A. /ince its inception, when the wind industry was at a very nascent stage, the company has grown manifolds in every aspect and is a ma)or player in the Industry now.

2rom primarily being a turbine supplier, 4I' has gradually transformed into a pro)ect driven company, offering wide variety of customi*ed pro)ect on turnkey basis, based on its customer needs. 4I' today boast of its in house e%pertise in &ind Iesources -nalysis, designing and balance of plant e!uipments, of wind farms, Infrastructure development, 4vacuation system and =rid -nalysis, Turbine roduction facilities, Operations and 3aintenance of wind farms and regulatory affairs.

4I' is I/O+:9981 ?999 certified company for manufacturing, installation and services, It has a sound technological and design back up from its principals, 4nercon =mb7. 4nercon is having presence in seven most potential states vi*., =u)arat, Earnataka, 3adhya radesh, 3aharashtra, Ia)asthan, -ndhra radesh and Tamil Fadu. &ith a state+of+the+art technology and a highly advanced production process it has moved ahead leaps and bounds from many of its competitors. 4nercon has achieved L4%port 7ouse /tatus0 from =overnment of India, as it is the only Indian #ompany e%porting wind turbine blades. It also holds the distinction of being the first Indian #ompany to e%port complete &ind 4nergy #onverter to -ustralia. The company has successfully implemented /- 5/ystem -pplication roduct Database6 and connected its sites with M+/-T. 4nercon has also implemented /#-D- system for machine monitoring on ma)ority of its sites and the process is going on to cover all the sites with /#-D- system, which would be connected with Daman and 3umbai offices for round the clock central monitoring system. 4nercon 2act /heet 4I'Ns commercial operations commenced in 8::;. roviding end to end solution to the customer + from site, developing pro)ect, installing &ind Turbine =enerator and maintaining the &ind Turbine =enerator over ?9 years lifespan. It is an I/O:9981?999 certified company for manufacturing,

identification of good potential

installation and services. 7as successfully implemented /- and connected all sites with M+/-T. 7as four manufacturing plants at Daman for different and at /hirhatti

parts of &ind 4nergy #onverter and concrete tower segment manufacturing facilities at /adodar, =u)arat 5near 7ubli6 at Earnataka and one proposed in Tamil Fadu. 3ore than C;99 employees are working for 4I'.

 -t present manufactures and markets two models 4+A< and 4+;C of <99 E& each. Turnover was 8B?8.?C crores in the year ?99;+9D 4I'Ns Fet

&orth was more than C<D.B8 crores as at C8+3arch+?99D. Total gross block of the company as on C8st 3arch ?99B, C;C.?< crores. resence in ma)or high potential states vi*. =u)arat, 3adhya radesh, 3aharashtra, Ia)asthan, Tamilnadu, and -ndhra radesh.

Earnataka,

En*$+&n V("(&n 7 M(""(&n S#-#*,*n#

V("(&n 4nercon shall forge ahead with courage and innovation to be an e%emplary organi*ation. &e will synergi*e ourselves for continued enhanced performance

&e shall foster a culture of care for our stakeholders and channelise our efforts with integrity to build their trust.

M(""(&n 4nercon0s mission is to deliver pro)ects 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.

&e will be motivated and responsive partner, committed to !uality and timely performance.

&e shall actively promote and propagate the use of wind energy as an environment friendly resource. &e shall relentlessly pursue growth by constantly challenging ourselves. 4nercon will work towards being the most trusted wind energy company.

olicies and procedures 7I olicies

i. 'eave -dministration 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 5i.e., from 8st Oanuary to C8st December6. /r. Daman, 3umbai, -ll India Branches and /ites /taff ?C B B &orker 8< B B

Fo. #ategory 8 ? C rivilege 'eave #asual 'eave /ick 'eave

8. #-/,-' '4-M4 5#'6 #' is of /even days in a year. This leave shall be credited to the leave account on ?8st December of every calendar year. ?8st The person, who )oins the company services on any day other than December, will be eligible for #' on pro+rata basis. #' can be en)oyed for a ma%imum of two days at a time. either a time. #' should be availed with prior sanction. The employee can avail, half a day casual leave either during pre+ lunch session or post+lunch session. 7owever, if an employee, after availing half a day casual leave during pre+lunch session, does not report The weekly off and paid holidays declared by the company may prefi%ed or suffi%ed to casual leave but cannot be both prefi%ed and suffi%ed to casual leave at

employee0s

for the duty latest by 8.99 3, he shall be considered as in full day0s leave. ,navailed casual leave at the end of the calendar year shall be leave and for administrative purpose

merged with the privilege shall be treated a privilege leave.

?. /I#E '4-M4 5/'6 -n employee shall be entitled to /even days sick leave during a pro+rata basis.

calendar year. 4mployee )oining the company on any day other than ?8st December will be eligible for sick leave on

The sick leave shall be allowed to be accumulated upto a ma%imum of 8< days. -ny sick leave e%ceeding 8< days in the credit shall automatically be leave and for administrative purpose shall be

converted into privilege treated as privilege leave.

-pplication for the sick leave shall be made as early as possible,

but in no case later than forty+eight hours after commencement of sickness. /ick leave application must be invariably be supported by a time.

medical certificate from a Iegistered 3edical ractitioner, if an employee avails sick leave for more than ? days at a

4mployee availing sick leave for more than two days at a time will during the sickness.

not be allowed to resume duty till he submits a fitness certificate from the medical officer who treated the employee

The management at its discretion can make an employee undergo a

second medical check up to ascertain his fitness by a Iegistered 3edical ractitioner. If considered necessary, the cost of such medical e%amination will be born by the company. If he refuses to undergo such medical e%amination he will be liable for disciplinary action. &eekly off and holiday5s6 falling at the beginning and at the end of the leave period shall not be counted as part of the leave period. 7owever, weekly off P paid holiday5s6 falling in period shall be treated as leave. -n employee can avail half a day sick leave either during pre+ between the leave

lunch session or post+lunch session. 7owever, if an employee, after availing half a day leave during pre+lunch session, does not report for duty latest by 8.99 pm, he shall be considered as on full day0s 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 ' in lieu of /'. C. IIMI'4=4 '4-M4 5 '6 4mployee will be eligible for privilege leave on completion of 8? month of continuous employment in the company. To be eligible for privilege leave employee has to work for minimum ?A9 days in the company. The computation of ?A9 days include1 o The maternity leave availed as per the rules up to 8? 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 in the company. o -ll granted ', 7 P -ny days of 'ay off. 7owever, any leave with or without pay other than mentioned above will not be considered for the computation of ?A9 days Q -pplication for the privilege leave should be submitted to 7ID atleast a fortnight, in advance, in the prescribed format, duly approved by the reporting authority. &eekly Q off H paid holidays following at the beginning and H or at the end of the leave will not be counted as a part of leave taken. 7owever, paid holidays, weekly off falling in between the period will be counted as part of the leave taken. Q Those employees who have )oined services on any day other than on ?8st December will be eligible for privilege leave on pro+rata basis for the year. 7owever he can avail leave only after completion of one year of

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. rivilege leave can be accumulated upto 8?9 days. ' accumulated beyond the

ma%imum limit will be encashed in the month of Oanuary every year. rivilege leave is encashable, sub)ect to minimum balance of C9 days. The

rate of encashment will be Basic as on date of encashment. Fo 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 re!uest is refused

by the company due to e%igency of the company0s work, that portion of the leave in e%cess of the limit for the accumulation can be encashed. rivilege leave shall not be combined with casual leave and vice versa.

A. '4-M4 &IT7O,T -. The leave without pay will be granted to the employee at the discretion of the management, in the e%ceptional circumstances, when all admissible leave has been e%hausted. During such leave the employees are not entitled to any pay or benefits but retain and lien on their )ob. This leave is valid only upon prior written approval. ;. -B/4F#4 2IO3 D,T. 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 e%piry of sanctioned leave or otherwise, the employee will be deemed to be absent without leave. 7e shall be liable for disciplinary action, if such absence e%ceeds eight consecutive days, the management may, as its sole discretion, strike off the name of such absenting employee on grounds of abandonment of employment or may

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.

D. #O3 4F/-TOI. O221 #ompensatory off 5#+off6 shall be applicable to all employees working in rolls of the #ompany which term means temporary, trainee, probationer as well as confirmed employees.

#+Off =eneration The #+Off shall be generated against the e%tra hours of work put by an employee over and above for organi*ation work, in addition to his normal duty hours in a particular shift.

=rade &8 + &C O3A + O3C O3?+ O38 388 + 389 3: P above

4%tra work hours for #+Off generation 8 7r. ? 7rs. A 7rs. < 7rs. < 7rs. 5only in 7s P &eekly Off days6

#+Off -vailment R The #+off shall be given to an employee when it is applied three days in advance P sanctioned. -ny unauthorised absence shall not be converted into #+off unless the sanctioning authority is satisfied with the reason thereof. R The #+off can be pre+fi%ed or suffi%ed or both with weekly off day and paid holiday. -ll intervening weekly off and paid holidays will be treated as #+off only. #+off can be claimed minimum for half a day or full day and in no circumstances in the part thereof.

#+ O22 4ncashment =enerated #+Offs can be encashed within three months of generation. Otherwise, #+Off will be encashed after every C months.

'eave Travel -ssistance -. Definition1+ 4ligibility1+ The scheme shall apply to all confirmed employees in the staff category. Block .ear1+ 2or 'T-, the block year is of four years and based on calendar year. 4g. #urrent block year is ?99?+ ?99;, i.e. 2rom Oanuary ?99? to December ?99;. 2amily1+ The 'eave Travel -ssistance covers an employee and hisH her dependent family members, which includes dependent parents, spouse and children 5only two if born on or after 98.89.8::<6.

'T- -vailment1+ -n eligible employee can avail 'T- twice in a block of four years by undertaking )ourney. 4g. #urrent block year is ?99?+ ?99;, wherein an employee can avail 'T- twice within this block year by submitting proof of )ourney. Income Ta% e%emption will be available as per IT -ct. 'T- 4ncashment1+ -n employee can encash the 'T- amount, which is his part of his #T#, four times in a block year. 7owever, availment and encashment for one calendar year are mutually e%clusive. 2or e.g. if in ?99? an employee has availed 'T-, the same cannot be encashed. The encashed amount will be fully ta%able.

B. rocedure1+ 'T- -vailment -n employee can avail 'T- only after one year of service or probation completion whichever is earlier. To avail 'T-, minimum five days rivilege 'eave and H or for )ourney. #asual 'eave upto

#ompensatory Off to be consumed

two days in combination with #ompensatory Off will also be accepted.

 7owever, /ick 'eave and public holiday will not be considered for the same. The 'T- e%emption is available for )ourney to any place within India. 2or availing 'T- an employee shall submit the "'T- availment duly signed by his 7ead of Department to 7I, along with proof of )ourney. -ll tickets are to be produced in original. In case of )ourney by

2orm$,

-ir, attachment of the boarding pass is mandatory. In case of )ourney by car or other four wheelers, the bill must contain the travel company.

registration number of

In case of circular route )ourney 5more than one locations6 the

shortest distance will be considered for calculation of e%emption. The e%emption is limited upto -ir economy fare 5Indian -irlines6,

2irst #lass -# 5Train6, 2irst class H Delu%e fare in public transport. -ct. -mount payable will be sub)ect to 'T- earned 5as per #T#6 in the

previous calendar year. 7owever, e%emption will be as per Income Ta%

'T- 4ncashment -n employee can encash 'T- only after completion of probation period. To encash 'T- no leave is to be availed. 4mployee has to fill+up "'T- 4ncashment 2orm$ and submit to

7I, which will be released in regular salary. This form needs not to be routed through 7ead Of Department. per 4ncashment amount will be limited upto the 'T- earned 5as #T#6 calendar year. in the previous

#arry 2orward1+ -n employee entitled for 'T- shall be allowed to carry forward concession for one )ourney to the first calendar year of ne%t immediate block year. 4g. -n employee not utilising one )ourney in within block year ?99?+?99;, will be allowed to carry forward the same to

?99D. 7owever, the same will be lapsed after C8st December 09D.

/eparation1+ -n employee leaving the services of the company during the year shall be eligible for the 'T- on pro+rata basis. It will be settled in full and final settlement. =eneral #onditions1+ -ny Income Ta% liabilities arising out of 'T- payment will be

entirely to the employees account. -ny ta% liabilities in addition to the amount initially deducted by the company shall be borne by the employee. -ll employees will declare the name of dependent family members in the attached format by -pril 09;. It will be the sole responsibility of the employee to inform 7I about any modification in the dependency status. -ll new )oinees shall declare hisH her 'T- e%emption status of their

previous organi*ationt the time of )oining. ii. 4mployee facilities eople are key to the success of any organi*ation. To give competitive advantage to business 4nercon makes investment in people processes. The various processes of 7I are1 Iecruitment P selection1 To manage perpetual growth of an organi*ation constant infusion of new and talented human resource is essential. The recruitment process at 4nercon is stringent to ensure that we get !uality people. The process starts from collecting bio+data for the positions in the organi*ation. -fter careful scrutiny candidates are short+listed who go through multiple layers of interviews. 2inally the short listed candidate is asked to appear for psychometric test. These tests are designed to )udge the suitability entire process. of the candidate for the )ob besides his technical competence@ therefore it assumes a great importance in the recruitment

Training P Development1 Training and thereby continuous development of the employees is a must for 4nercon 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.

&elfare 2acilities1 2or an employee )oining in the staff cadre following facilities are provided by the organi*ation. #anteen 2acility /hoes H ,niforms /tationary Identity #ard 'T-, 3edical Ieimbursement 3ediclaim olicy 2or 2amily Of The 4mployee Enowledge #entre 'eave Travel -llowance Mehicle -rrangement

4nercon Enowledge #entre1 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

wherein employees are issued books useful article. It not only helps the individual employee but also develops learning culture across the organi*ation. Mehicle -rrangement1 4nercon also takes care of the conveyance of the employees from their house to the workplace at Daman plant. 2or 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. 4nercon #olony1 3any of the 4nercon workmen come from far off areas. In order to provide them with proper housing facilities, 4nercon 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.

3edical 2acility1 4nercon also provides medical facilities to its employees with a medical centre in the company. Dr. E 4nercon colony. /inha is the medical practitioner working in the medical centre. The medical centre also e%tends its services to the

/-'-I. -FD &-=4 -D3IFI/TI-TIOF1 /alary is deposited directly into 7D2# bank account of the employee, which is opened by the company. 4mployees are provided with -T3 cards for their accounts. -t site locations where 7D2# bank branches are not available the payment is done by che!ueHcash. /alary month for all employees is from ?8st to ?9th.

Operations and 3aintenance

4F4I#OF /4IMI#4 is a synonym for e%cellence in #ustomer /ervice. 3ulti disciplined with a solid reputation for moderni*ation, !uality, receptiveness, and commitments to care imbibing /43 5/trategic 4nterprise 3anagement6 P #I3 5#ustomer Ielationship 3anagement6.

&ind turbines are e%pected to operate for ?9 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 5?A%B6 clock without delay, always sub)ect to the highest priority to safety as well as !uality and timeliness to ensure the ::.::> of service level. The 4F4I#OF &ind 4nergy #onverters plant producing L4lectricity0 as it0s end product. 4F4I#OF /4IMI#4 is configured in a scientific manner with cli!ue of resources to gain optimum performance P productivityS. P to administer continual improvement throughout the lifecycle of the & #ustomer0s investments. The service departments decentrali*ed as four *ones in India, namely /outhwest, /outheast, #entral P northwest to care the customers respectively. The /4IMI#4 net is woven P spread across the country with its resources of competent 3anpower, backup 3aterial P 3achinery through controlled 3ethods of operation P state of the art communication 3edia. These integrated resources provide the service crew with an opportunity to harness power in all odds P evens... P thus e%cel in & performance management. The elemental integration amongst IPD, Technology, 3anufacturing, service and our up gradation process helps our customers optimi*e P improve the operational reliability and efficiency of the wind turbines over their full lifetime. S. -nd thus ensure lifetime care of our 5&4#0s6 with its0 peripheral 60 + an industrial

power transmission components sum up to be a L&ind ower lant 5&

OP3 -ctivity The 4F4I#OF &ind 4nergy #onverter 5&4#6 with its peripheral power transmission components sum up to be a N&ind ower lant 5& 6N + an industrial plant producing . N4lectricityN as itNs end product. Iound the clock availability of #ompetent, dedicated P well+ e!uipped service crew at sites act as a watchdog of the & Offices for &

OP3 mgmt. at respective sites P regions.

Dedicated vehicle arrangements. 3 radios network, cellular P land telephony. Quality P consistency in the & performance management is ensured by surprise

checks on &4#Ns. reventive measures to arrest the recurrence of faults if any are established through

developmental changes

2rom #oncept +T to #ommissioning +T to #are ?AKB /ervice of the &4#0s

-nnual 4lectrical inspection, metering P calibration. #omprehensive all inclusive fi%ed cost contracts ower 3arketing, Billing P #ollections

Iegulatory #ompliances Ielationship management The 4F4I#OF !uality regulations for the upkeep of &4#0s through a predetermined cycle of preventive maintenanceS a back+to+back service arrangement with O430s for the bought out components of & S. Deployment of resources on the & sites, deployment of resources to support the 4B infrastructure as wellS#onsideration for all causes of concern vi*. 4lectrical Inspections, metering P calibrations, billings P credits, statutory P legal supports, etcS Transparency P speed of the business processesS reveals the sanctity of a #omplete /ervice, Operation and 3aintenance mechanism of our #ustomer0s &ind ower lant.

/ervice #ontract /ervice contract includes, /cheduled maintenance 52our er -nnum6 &4# ,pgradation Iemote monitoring Breakdown maintenance Ieporting to customer

 Iound the clock remote monitoring. 'iasoning with local 4B officials /ubstation utility services, maintenance. 2urthermore, we offer our customers and business partner In+plant Training of customer representatives 4%tensive /afety courses. The benefits are guaranteed Technical availability of &ind power plant as well as the individual turbines.

D4 -IT34FT/

.Iesearch

P Development
development.

The I P D Department works on various pro)ects for product and software In the wind energy sector, 4nercon is having the highest number professionals involved in I PD showing commitment towards continual processes. improvement of products as well as the

ii./ervice Installations Quality -ssurance The main function of the department is -uditing of &4# after each stage of installation, #ommissioning P after maintenance, and also carry out compilation P revision of technical documents. The audit is carried out on sampling basis for activities like civil construction, #ommissioning of &4#, 4rection of &4# tower, /ervice, Iotor Blade service, /ubstation construction P maintenance etc. This department was separated with Q- to ensure the !uality 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 4nercon and Intranet facilities. The department also takes care of /implementation and monitoring as well as M/-T facility provided through out the organi*ation. The IT department works with a vision to ma%imum automation of business processes in order to enhance productivity and reduce cost. The Eey activities of the department are

IT -pplication development development Ieview P enhancement of /- utili*ation BI tools P strong 3I/ Base access to IT #orporate website -utomation of access pproval system 4nhance e+portal onhardware procurement 3, 7I P

IT infrastructure

/table connectivity :<> availability 4nsure secured

resources Improve Internet speed 'atest technology

/- 3odules roduction rocurement P inventory 3anagement 3arketing, /ales P distribution lanning, #osting P controlling management 2inance P -ccounting ro)ect Implementation P infrastructure creation iv.43I 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 ?: staff members who are spread across Daman plant, 3umbai and various site locations to ensure material flow is proper and there is a strong supply chain. v.-ccounts P 2inance 7I P ayroll 3aintenance Q# P Q3 Ta%ation /ervices

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 organi*ation like dealing with banks, making and receiving payments for the organi*ation etc. vi.3arketing The marketing department is responsible for bringing the customers to the organi*ation. The activities carried out by this department include identification of customers, making presentation regarding the organi*ation and the products as well as striking deals with them. The marketing department is operated the main base at 3umbai.

vii.7uman Iesources Department The department is responsible for all the activities related to 7uman Iesources of the organi*ation. The ma)or activities of 7ID department include Iecruitment, erformance 3anagement, #ompensatio, Training P 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 nurtureH build right kind of attitude and moral in the organi*ation. The 7ID Department operates from Daman representatives at various locations. lant with 7I

viii.Quality -ssurance Quality -ssurance Department is looking after all the process related to !uality in 4nercon. The !uality assurance department has si% divisions vi*. /ervice Quality -ssurance, TQ3 P I/O, Q- for Towers, /teel arts and #astings, Incoming Q-, 4ngineering and Design Q- and Blade Q-. The idea is to ensure that not only the material and products are of high !uality but also the

processes and services provided by the organi*ation are of high !uality. i%.-dministration P /ecurity 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 ersonnel stationed at various sites, Daman and 3umbai.

%./afety 7ealth P 4nvironment 5/746 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.

%i.Desalination The desalination business is responsible to ensure the water provided at various locations of the company is safe and free from any kind of contamination. #urrently desalination plants are installed at various locations by this department. %ii./ystems The department takes care of all the areas related to computer software, hardware, networking as well as the website of 4nercon and Intranet facilities. The department also takes care of /implementation and monitoring as well as M/-T facility provided throughout the organi*ation. %iii.Iesearch P Development The I P D Department works on various pro)ects for product and software development.

In the wind energy sector, 4nercon is having the highest number professionals involved in I PD showing commitment towards continual improvement of products as well as the processes. %iv.I The I Business business has the basic responsibility of managing all the wind urpose Mehicle

farms that belong to 4nercon. 2or this purpose separate companies for each wind farm is created which is called /pecial farm. %v.4nercon 2inancial #onsultancy rivate 'imited 4nercon 2inancial #onsultancy rivate 'td. facilitates pro)ect financing for our customers. It helps customers identify financial institutions that lend for long term pro)ects and economic rate of interest. %vi.4nercon Training -cademy 4nercon Training -cademy 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 -cademy germinated along with the commencement of the e%ponential growth of our company, which underlined the necessity of having e%pert technical personnel manning the &4#s all across the e%panse of our country. The facilities in the academy include the main academic block, comprising of well+ventilated spacious classrooms, a technical library and an Internet browsing room. In addition, a /imulator room and a 3odel room will provide a uni!ue facility to enable imparting hands on practical training to our young technicians and 4ngineers. 2or our mechanical fitters, a workshop has also been established where they can hone their skills, practically needed for our &4#s. 5/ M6 which manages all the affairs related to that particular wind

-part from the above, facilities for physical fitness, to include a well e!uipped gymnasium, yoga training centre, a swimming pool,

and re!uisite playgrounds for team games have been established in the second phase. - 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 4nercon. It is an established fact, beyond any doubt, that there is a re!uirement of having highly motivated, physically fit, agile and technically soundH proficient service teams, spread out all across the entire span of the country. It is these teams who are not only to ensure ma%imum availability of the &4#s, but also make sure that they generate and operate at highest efficiency levels. Malue added services i.#D3 Eyoto rotocol The UEyoto rotocol to the ,nited Fations 2ramework #onvention on #limate #hange U. is an amendment to the international treaty on climate change, assigning mandatory targets for the reduction of greenhouse gas emissions to signatory nations. The ob)ective is the Ustabili*ation 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. #lean Development 3echanism Ooint Implementation 4mission Trading #lean Development 3echanism The #lean Development 3echanism 5#D36 is one of the two pro)ect+based fle%ible mechanisms of the Eyoto countries to rotocol. to under These mechanismsn meet the are the designed to make it easier and cheaper for industriali*ed greenhouse gas 5=7=6 emission reduction targets that they agreed

rotocol.

#D3 Oourney of 4nercon The 3anagement #ommittee of 4nercon set out the #D3 initiative in ?999 and since then monitored the progress of the #D3 initiative. In late ?998, =overnment of Fetherlands came out with the #4I, T Tender. 4nercon participated in #4I, T tender by offering V8;3& wind farm pro)ects and was selected under the tender. 4nercon was not able to conclude the contract with #4I, T and the V8; 3& pro)ects were subse!uently cancelled. 7owever, this provided 4nercon with a considerable e%perience in the #D3 process. 4nercon at present has nine pro)ects of AAA3& at the validation stage and other eight pro)ects are in pipeline.

ii.Iegulatory -ffairs ower sector is governed by rules and regulation laid down by the government bodies and the !uasi+)udiciary centralHstate electricity regulatory commissions. There are private a regulated business environment. The generation tariff and various other norms for conduct of businesses are determined through /4I#. Therefore keeping the interest of the customer in mind 4nercon has a dedicated regulatory cell to make representations from time to time on issues affecting its business and the industry at large in various regulatory forums. The Iegulatory affairs department is based in Bangalore. olicies and Iegulations on &ind from Indian erspective /chedule MII of the #onstitution of India provides for this demarcation of legislative and e%ecutive authority applicable and enforceable in India through independent and unified )udicial system. There are three parts of MII schedule1 sector companies, government utilities and semi government companies operating in

86 ,nion 'ist1 + The ,nion arliament has the e%clusive authority to legislate on the matters enumerated in this list. ?6 /tate 'ist1 + The state legislature has the e%clusive authority to legislate e%ceptional matters. C6 #oncurrent 'ist1 + This list contains multi+)urisdictional entries where both the union parliament and the state legislature have )urisdiction to legislate. 4ntry C< of the list III contains "4lectricity$. Thereby it is the )oint responsibility of ,nion as well as the /tate =overnment to legislate on the matters concerning electricity and allied matters of power industry. 7owever by virtue of art KI of the #onstitution of India in case of overlapping of the laws enacted by state and union legislature the union legislature shall prevail. on the issues enumerated in this list barring in certain speciali*es and

En*$+&n 8In (-9 L# .: B-n6-)&$*

Bangalore office is called as 7,B of pro)ects, since it caters almost all the states of India including Earnataka, Tamil Fadu, 3aharashtra, -ndhra radesh, =u)arat, and Ia)asthan. In Bangalore, there are two offices, one is to facilitate the pro)ects team for all the states and the other one is only for Earnataka ro)ects. #oming to a typical pro)ect 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. /ince, the customers are the primary importance, we need to cater the re!uired service as per their specifications and re!uirements.

&ithin ro)ects, we have many other departments which are facilitating the whole pro)ects to commission the &4#s. The various departments vi*.,&ind Iesource Department,4nercon Insrastructure Developmet, 'iasioning, -ccounts, 7uman Iesources, IT P 3I/, /#-D- and Quality which are the supporting factors for pro)ect e%ecution. -ll these departments work together as a family and at the end of the day the customer is happy with the services they get. A+2(*;*,*n#" 2irst Blade manufacturing plant was setup in Daman in the year 8::;. The first pro)ect commissioned was in 'amba in =u)arat for 'D

Te%tiles with 4nercon 4+C9 &T=s in 8::;. In Tamil Fadu the first pro)ect was for /hiva distilleries 2irst turnkey pro)ect done for B/4/ 5CC machines6 2irst pro)ect in hilly terrain was Oindal -luminum, 3adikaripura 2irst pro)ect in 3aharashtra+ Toshegar, in 3adhya radesh+

Iabadi, Ia)asthan+ Oaisalmer 5Badabag6. ,nder the dynamic leadership of our 3D 3r. .ogesh 3ehra, we have built a very long Bridge in 8A years since the inception of 4F4I#OF in India. -fter connecting N ?989 3w N to the grid, we are Llighting0 at least 8<.; 'akh homes of villages in India. &e are producing the Lclean electricity0, on an average at ?;>V lant 'oad 2actor. The ?989 3& 4nercon Turbines will generate about AA99 3illion ,nits per annum. /tatistically speaking@ on an average ?99 ,nits per month 5ma%6 consumption per home which comes out to annual consumption of ?A99 ,nits per year. &e are lighting around 8< lakh homes in IndiaJJ 5AA98:99999 ,nits H ?A99 W 8<CA8?;6 .4nercon India is truly delivering "=reen 4nergy$ to the homes in IndiaJ and very significantly saving the L4-IT70 for our future generations.

CHAPTER 3 REVIE0 OF LITERATURE

1.1 - THEORETICAL REVIE0: DEFINITION Quality of work life means "the degree top which members of a work organi*ation are able to satisfy important personal needs through their e%perience in the organi*ation$ Q&' 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 Organi*ational Behavior as an indicator of the overall of human e%perience in the work place. It e%presses a special way of thinking about people their work, and the organi*ational in which careers are fulfilled. Q&' 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. Q&' 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 4mployees work collaboratively They determine work change participate The programmes assume compatibility of people and organi*ation

Q&' refers to the level of satisfaction, motivation, involvement and commitment individuals e%perience with respect to their line at work. Q&' is the degree of e%cellence brought about work and working conditions which contribute to the overall satisfaction and performance primarily at the individual level but finally at the organi*ational level.

CONCEPT Q&' is a prescriptive concept, it attempts to design work environments so as to ma%imi*e concern for human welfare. Q&' acts in two dimensions. =oal

rocess

<0L -+#" -" 6&-) 5% #reation of more involving satisfying and effective )obs &ork environment for people at all levels of the organi*ation

<0L -+#" -" /$&+*"" 5% 3ake efforts to reali*e this goal through active participation The whole essence of Q&' may be stated thus, the Q&' 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.

O5=*+#(;*" &' <0L The ma)or three main ob)ectives for the Q&' are Improve employees satisfaction strengthen workplace learning, and Better manage on ( going chance and transition

MAJOR FACTORS AFFECTING THE <0L

Q&' means having good supervision, good working conditions, good pay and benefits an interesting and challenging, and a rewarding )ob. The ma)or factors that effect the Q&' may be stated thus.

P-%
Q&' is basically built around the concept of e!uitable pay. In the days ahead, employees may want to participate in the profits of the firm as will. 4mployees must be paid their due share in the progress and prosperity of the firm.

B*n*'(#"

&orkers throughout the globe have raises their e%pectations over the years and now feel entitled to benefits that were once considered a part of the bargaining process.

J&5 S*+!$(#%
4mployees want stability of employment. They do not like to be the victims of whimsical personal policies and stay at the mercy of employers.

A)#*$n-#(;* 0&$> S+2* !)*"

4mployees demand more freedom at the workplace, especially in scheduling their work. -mong the alternative work schedules capable of enhancing the !uality of work life for some employees are1

i. 2le%i time1 - system of fle%ible working hours, ii. /taggered hours1 7ere groups of employees begin and end work at different intervals. iii. #ompressed workweek1 It involves more hours of work per day for fever days, per week. iv. Oob enrichment1 It attempts to increase a personNs level of output by providing that persons with e%citing, interesting, stimulating or challenging work. v. -utonomous work groups 5-&=s61 7ere 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.

O++!/-#(&n-) S#$*"" Occupational mental+health programmes dealing with stress are beginning to emerge as a new and important aspect of Q&' programmes. Obviously, and individual suffering from an uncomfortable amount of )ob+related stress cannot en)oy a high !uality of work life. N

0&$>*$ P-$#(+(/-#(&n
4mployees have a genuine hunger for participation in organi*ational issues affecting their lives. Faturally they demand far more participation in the decision making process at the workplace.

S&+(-) In#*6$-#(&n
The work environment should provide opportunities for preserving an employeeNs personal identify and self+esteem through freedom from pre)udice, a sense of community, interpersonal openness and the absence of stratification in the organi*ation.

0&$> -n #&#-) )('* "/-+*

- personNs work should not overbalance his life. Ideally speaking, work schedules, career demands and other )ob re!uirements should not take up too much of a personNs leisure time and family life.

0AY TO CREATE HIGH <0L

Q&' deals with the relationship between every employee and his or her work organi*ation. This relationship is formal in sometimes less formal. This contract is psychological@ contract. U sychological contract is the set of e%pectations held be the individual specifying what the individual and the organi*ation e%pect to give and receive from each other in the course of their working relationshipU. This contract represents the e%pected e%change of values that encourages the individual to work for the organi*ation and motivates the organi*ation to employ that person, 5i.e6 #ontribution and Inducements.

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

INDUCEMENTS ? CONTRIBUTIONS
5Organi*ation to employees6 W 5employee to organi*ation6 This is the way for organi*ation to create healthy psychological contract and Oobs satisfaction for their members is to provide them with 7igh Q&' environment.

ASPECTS OF HIGH <0L

Q&' are highlighted by the following Benchmarks of managerial e%cellence. articipation1+ Trust1+ Involving people from all levels of responsibility in decision+making Ieside signing )obs systems and structures to give people more freedom at work. Ieinforcement1+ #reating reward systems that are fair, relevant and contingent on work performance Iesponsiveness1+ 3aking the work setting more pleasant and able to serve individual Feeds.

<0L PROGRAMMES
Q&' programmes concentrate on creating a working environment that is #onductive to the satisfaction of worker needs. This program assumes that a )ob and the work environment should be structured to meet as many of the workers needs as possible. Iichard &alton has organi*ed into eight categories. These should be integrated, coordinated and properly managed.

These programmes are helped to avoid some pitfalls like Q&' program must be implemented with the co+operation of management and labour. -ction plans must be carried to completion. #are mist be taken to concentrate the focus on the )oint ob)ectives of improving the Q&'.

RESULTS OF HIGH <0L

7igh roductivity Increase organi*ational effectiveness 7igh employee satisfaction 7igh morale . Ieduce the absenteeism and labour turn over Increase the !uality of life of employees 7igh employee involvement eaceful industrial relation

RESEARCH REVIE0:
M())*$: 1@A3B C($>,-n: 1@31B M*#D: 1@32B M($;(" E L-.)*$: 1@34B C&&/*$: 1@339 define the !ualities of work life are broadly similar to the study on /ingaporean 4mployees Development suggest four dimensions of Quality of work life labeled as, i6 2avorable work environment ii6 ersonal growth and autonomy iii6 Fature of )ob and iv6/timulating opportunities and co+workers =ood performance is recogni*ed in addition to rewards being based upon performance while employees are respected and treated like mature people. The /tudy on /ingaporean 4mployees development, C2*n6 S says in a high Q&' there should be a positive impact on personal life, an opportunity to be involved in decision as well as an acceptable level of physical comfort. Oobs seen to e%ist within high Q&' work situations are those in which there is minimal negative impact on one0s personal life, and hopefully one which has a positive impact on one0s personal life. &e would e%pect that these dimensions comprising Q&' that were found in the present sample are consistent with the rapid economic growth and increasingly higher levels of educational standards in /ingapore. Iesearch studies 5T-%)&$: 1@AAB T-%)&$: 1@A3B D&n-) : 1@@A6 have generally established that Q&' is positively associated with )ob satisfaction and can be a significant motivator. One implication of this finding for management is the need to consider the type of intrinsic and e%trinsic factors highlighted by the four aspects of Q&' that comprise the motivational reward+incentive system used in organi*ations. Designing the )ob and the work environment so as to include the characteristics of the Q&' dimensions discussed above will contribute to the worker0s sense of well+being, and provide a more positive start to other work motivation programmes within the organi*ation.. C($>,-n 81@3@9 suggests that in the future work society@ the drive for more humanitarian treatment both in and out of work will increase. C2*n6 S in his paper Q&' through employee participation in /ingapore has discussed the following four different approaches to Q&' 4mployee share option scheme, Ooint 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 !uality known in /ingapore.

Q&' has also been viewed in a variety of ways including a6 as a movement b6 as a set of organi*ational interventions and c6 as a type of working life felt by employees Q&', /elf+ evaluation and life satisfaction among -merican -fricans. &hen for many people se% and relationships are troublesome++since they are often ha*ardous to our health++work plays an even greater role in keeping us Uout of trouble.U Iegardless of how much we earn, most of us have some kind of agenda or work plan. -nd with so many people opening a home and a cyber+office, with mounting levels of technology+related stress 5which Bruria =inton, owner turned content+provider, calls frustression6, many of us end up involved in more than one )ob, which we feel compelled to get done, spending the greatest portion of our lives in what we consider our workplace. /o Quality of &ork 'ife 5Q&'6 is not some notion of frivolous lu%ury. Q&' is )ust as real and useful as virtual reality itself.

APPROPRIATENESS OF THE SURVEY METHOD

The ob)ective of study was to ascertain the !uality of work life of the employees in specific work environment relationship. 2or this best suited method was survey method. 7ence a !uestionnaire 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

CHAPTER 4 RESEARCH METHODOLOGY

SAMPLING PROCEDURE
/ampling 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 SIFE:
The sample si*e selected for the study was 899 employees of 4F4I#OF IFDI- 'TD.

CONSTRUCTION OF THE TOOL:

To measure the effectiveness of Q&'. Questionnaire method is used. The !uestionnaire consists of two sections. /ection 81 /ection ?1 collect the personal details about respondents. consists of ?C Questions which deal with Q&'.

In this study, structured !uestionnaire means "a set of !uestions 5statements6 which is administered to the respondents. To assess their attributes opinion, information which is needed for the pro)ect.

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 ercentage analysis, weighted average method and #hi ( s!uare test.

1. P*$+*n#-6* -n-)%"(":
ercentage refers is a special kind of ratio. ercentages are used in making comparison between two or more series of data. They are used to describe relationship. 3ore over percentages can also be use to compare the relative terms of the distribution of two or more series of data.

F&$,!)-:

P*$+*n#-6* &' R*"/&n *n#" ?

N&. &' $*"/&n *n#" T&#-) n&. &' $*"/&n *n#"

G 1HH

2. 0*(62#* A;*$-6* M*#2& :

&eighted -verage 3ethod was applied to find out the desirable policies P practices that are adopted by the company by ranking certain criteriaNs in some of the important functional areas of 7.I.

F&$,!)-: 0*(62#* -;*$-6* ,*#2& ? 8X101 I X202 I X303 IJJ..9 n

3. C2( K "L!-$* #*"#:

#hi + /!uare is a non+parametric techni!ue, most commonly used fay a research to test the analysis. The main ob)ective of chi+s!uare is to determine whether significant difference e%ist among group of data

F&$,!)-:

C2( K SL!-$* #*"# ? 8O( K E(9 27 E(

Oi W Observed fre!uency 4i W 4%pected fre!uency

Degree of freedom W n ( 8.

CHAPTER M ANALYSIS AND INTERPRETATION

T-5)* N&: 1

A6* &' $*"/&n *n#"

A6* ?9 ( C9 C8 ( A; AD P above Total

N&. &' $*"/&n *n#" C9 A; ?; 899

P*$+*n#-6* C9.9 A;.9 ?;.9 899.9

=I- 7 1 98 Age of respondents

50 No. Of. Respondents 40 30 Series1 20 10 0 20 30 31 45 Age 46 & above

INFERENCE:

The above table shows that ma)ority of A;> of the respondents belongs to the age group of C8 to A; and C9> of the respondents lies between ?9 to C9 age group. ?;> of the respondents fall from the age group of AD and above. The study reveals that all the respondents all age group level are well capable of assessing the !uality of their work life.

T-5)* N&. 2 EN/*$(*n+* &' #2* $*"/&n *n#"

EN/*$(*n+* Below 8 year 8 ( ; years ; ( 89 years -bove 89 years Total =I- 7 9?

N&. &' R*"/&n *n#" + 8: ?A ;B 899

P*$+*n#-6* + 8: ?A ;B 899

Experience of the respondents

60 50 40 No. Of 30 Respondemnts 20 10 0 1 5 years 5 10 years Above 10 years Experience

No. of Respondents -

INFERENCE:

The above table shows that ma)ority of ;B> of the respondents are with an e%perience of more than 89 years and ?A> are ; to 89 years of e%perience. 8:> of the respondents are with 8+ ; years e%perience. Fo respondent is less e%perienced. The study reveals that all the respondents are well e%perienced, so they are well capable of assessing the !uality of their work life.

T-5)* N& 3 In+&,* )*;*) &' #2* $*"/&n *n#"

In+&,* L*;*) Below Is. ;,999 Is. ;,999 ( Is.89,999 Is. 89,999 ( Is.?9,999 -bove Is. ?9,999 Total

N&. &' R*"/&n *n#" K C< ;: C 899

P*$+*n#-6* K C< ;: C 899

=I- 7 9C

60 50 40 No. Of 30 Respondemnts 20 10 0 Rs. 5,000 Rs. 10,000 Above Rs. Rs.10,000 Rs.20,000 20,000 No. of Respondents -

INFERENCE:

The above the table shows that as much as <? per cent of the respondents are in the higher income group of more than Is. 89,999 income per month. 7ence it can be inferred that monetary benefits are not a constraint to assess the !uality of work life, in the study unit.

T-5)* N& 4 U"(n6 ">())" -n -5()(#(*" #& /*$'&$, #2* =&5

O/(n(&n /trongly -gree -gree Disagree /trongly Disagree Total

N&. &' R*"/&n *n#" AD ;8 ? 8 899

P*$+*n#-6* AD ;8 ? 8 899

=I- 7 9A U"(n6 ">())" -n -5()(#(*" #& /*$'&$, #2* =&5

60 50 40 Respondents 30 20 10 0 Stron !y A ree A ree "isa ree Stron !y "isa ree No. of Respondents

Opinion

INFERENCE:

The above the table states that as much as :B> of workers in the study unit were of the opinion that their )ob enables them to use their skills and abilities in full. Only C> of them disagreed to this point. 7ence 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.

T-5)* N& M EL!-) #$*-#,*n# -# .&$> /)-+*

O/(n(&n /trongly -gree -gree Disagree /trongly Disagree Total

N&. &' R*"/&n *n#" AC ;B + + 899

P*$+*n#-6* AC ;B + + 899

=raph 9; EL!-) #$*-#,*n# -# .&$> /)-+*

60 50 40 Respondents 30 20 10 0 Stron !y A ree A ree "isa ree Stron !y "isa ree No. of Respondents

Opinion

INFERENCE:

The above the table shows that no harm is done to the self+respect of the workers in the study unit. AC> of the respondents strongly agreed to the statement and ;B> of the respondents also opinioned that the workers are treated e!ually with respect at their work places. Thus it can be concluded that the organi*ation provides e!ual treatment at work place.

T-5)* N& 4 C&n (#(&n" &n ,% =&5 -))&." ,* #& 5* /$& !+#(;*

O/(n(&n /trongly -gree -gree Disagree /trongly Disagree Total

N&. &' R*"/&n *n#" AD ;8 ? 8 899

P*$+*n#-6* AD ;8 ? 8 899

=I- 7 9D C&n (#(&n" &n ,% =&5 -))&." ,* #& 5* /$& !+#(;*

60 50 40 Respondents 30 20 10 0 Stron !y A ree A ree "isa ree Stron !y "isa ree No. of Respondents

Opinion

INFERENCE:

2rom the above table it can be understood that almost :B> all the workers in the study unit either agree or even strongly agree that the conditions on their )ob allow them to be productive. Only C> of them were of negative opinion. Thus, it is clear that the conditions on )ob are congenial to raise the productivity of the workers which is very essential for both the management and workers to achieve their ob)ectives of higher productivity.

T-5)* N& A O//&$#!n(#% #& *;*)&/ "/*+(-) -5()(#(*"

O/(n(&n /trongly -gree -gree Disagree /trongly Disagree Total

N&. &' R*"/&n *n#" ?; DC 8? + 899

P*$+*n#-6* ?; DC 8? + 899

GRAPH HA O//&$#!n(#% #& *;*)&/ "/*+(-) -5()(#(*"

#0 60 50 Respondents 40 30 20 10 0 Stron !y A ree A ree "isa ree Stron !y "isa ree No. of Respondents

Opinion

INFERENCE:

The above table states that ?;> of the workers strongly agree to the point that there are ade!uate opportunities to develop their own special abilities in the work place. DC> of the respondents agree to it only to some e%tent. Only 8?> of the workers find no such opportunities in the study unit. 7ence, it can be inferred that the opportunities available in the workplaces to develop the special abilities of the workers is satisfactory. Fo doubt in the improvement of special abilities would definitely improve the !uality of work life in the study unit.

T-5)* N& 3

O$6-n("-#(&n" /$&;( *" *n&!62 6!( -n+* #& 6*# #2* =&5 &n*

O/(n(&n /trongly -gree -gree Disagree /trongly Disgree Total

N&. &' R*"/&n *n#" ?A ;< 8B 8 899

P*$+*n#-6* ?A ;< 8B 8 899

=I- 7 9< O$6-n("-#(&n" /$&;( *" *n&!62 6!( -n+* #& 6*# #2* =&5 &n*

60 50 40 Respondents 30 20 10 0 Stron !y A ree A ree "isa ree Stron !y "is ree No. of Respondents

Opinion

INFERENCE:

The above table shows that <?> of the workers in the study unit are satisfied with the guidance provided to them by the superiorsHmanagers to get the work done easily. 8<> of the respondents disagreed to accept it. 7ence, it con be inferred that guidance to work, which is essential for the !uality work life which is provide at the work place in the study unit.

T-5)* N& @ O$6-n(D-#(&n /$&;( *" 2(62 L!-)(#% #&&)" -n #*+2n(L!*" #& & #2* =&5 O/(n(&n /trongly -gree -gree Disagree /trongly Disagree Total N&. &' R*"/&n *n#" D; C? C + 899 P*$+*n#-6* D; C? C + 899

GRAPH H@ O$6-n(D-#(&n /$&;( *" 2(62 L!-)(#% #&&)" -n #*+2n(L!*" #& & #2* =&5

#0 60 50 Respondents 40 30 20 10 0 Stron !y A ree A ree "isa ree Stron !y "isa ree No. of Respondents

Opinion

INFERENCE:

-s shown in the table, the opinion of the respondents as regard to the positive factors of the high !uality tools and techni!ues re!uired to perform the )ob. D;> of the respondents very strongly agree P with the provisions made to utili*e !uality tools and techni!ues to perform the )ob, and C?> of the respondents also agree with then statements, are hand only C per cent of the respondents are refused to accept it. 7ence it can be concluded that there is positive attitude towards the provisions of tools techni!ues.

T-5)* N& 1H

O//&$#!n(#(*" '&$ /$&,&#(&n -$* 6&&

O/(n(&n /trongly -gree -gree Disagree /trongly Disagree Total N&. &' R*"/&n *n#" ?9 ;? ?B 8 899 P*$+*n#-6* ?9 ;? ?B 8 899

GRAPH 1H O//&$#!n(#(*" '&$ /$&,&#(&n -$* 6&&

60 50 40 Respondents 30 20 10 0 Stron !y A ree A ree "isa ree Stron !y "isa ree No. of Respondents

Opinion

INFERENCE:

-s shown in the table, the opinion of the respondents as regard to the chances for promotion is not appreciable compared to other determinants of !uality of work life. Only B?> of the respondents has agreed that the chances for promotion are good in the study unit where as, as much as ?<> of the workers refused it. 7ence, it can be concluded that the chances for promotion are not attractive among the workers even though ma)ority of them agree to it.

T-5)* N& 11 T2* "-'*#% &' .&$>*$" (" -# 2(62 /$(&$(#%

O/(n(&n .es Fo Total

N&. &' R*"/&n *n#" ;: A8 899

P*$+*n#-6* ;: A8 899

GRAPH 11 T2* "-'*#% &' .&$>*$" (" -# 2(62 /$(&$(#%

No. of Respondents

$es No

INFERENCE:

-s pointed out in the table, ;:> of the respondents opinioned that high priority was assumed to safety at work place and other side of the coin reflects A8> of the respondents disagreed . 7ence, it can be concluded that the safety towards the employees need to be concentrated highly to ensure safe and secured work life.

T-5)* N& 12 In'$-"#$!+#!$* '-+()(#(*" -$* G&&

O/(n(&n .es Fo Total

N&. &' R*"/&n *n#" :9 89 899

P*$+*n#-6* :9 89 899

In'$-"#$!+#!$* '-+()(#(*" -$* G&& No. of Respondents

$es No

I' OY*"P .2(+2 &' #2* '&))&.(n6 & %&! )(>*

O/(n(&n 2irst aid #anteen 'ightening and ventilation Others Total

N&. &' R*"/&n *n#" B ?B ;D 89 899

P*$+*n#-6* B ?B ;D 89 899

INFERENCE:

-bove table shows that ;D> of the respondents are satisfied with lightening and ventilation facilities provided in the work place, followed by ?B> satisfied with canteen facilities and B> of the respondents opinioned on first aid facilities, 89> of the respondents opinioned on others includes drinking water, rest rooms etc.

T-5)* N& 13 F$(n6* 5*n*'(#" -$* 6&& (n #2* &$6-n(D-#(&n

O/(n(&n /trongly -gree -gree Disagree /trongly Disagree Total

N&. &' R*"/&n *n#" ?< ;D 8; 8 899

P*$+*n#-6* ?< ;D 8; 8 899

GRAPH 13 F$(n6* 5*n*'(#" -$* 6&& (n #2* &$6-n(D-#(&n

60 50 40 Respondents 30 20 10 0 Stron !y A ree A ree "isa ree Stron !y "isa ree No. of Respondents

Opinion

INFERENCE:

-s shown in above table CA> of the workers accept that the fringe benefits offered to them are good and enough to their e%pectations. -s much as ;D> were of the opinion that the fringe benefits are somewhat good, though not up to their e%pectations. The remaining 8D> were of the opinion that the fringe benefits offered in the study unit are not at all up to their e%pectations. 7ence it can be concluded that the fringe benefits offered in the study unit, in general, are not up to the e%pectation of the workers. T-5)* N& K 14

T2* "!/*$;("&$ (" +&n+*$n* -5&!# #2* .*)'-$* &' #2* .&$>*$"

O/(n(&n /trongly -gree -gree Disagree /trongly Disagree Total

N&. &' R*"/&n *n#" ?; A; ?; ; 899

P*$+*n#-6* ?; A; ?; ; 899

=I- 7 8A T2* "!/*$;("&$ (" +&n+*$n* -5&!# #2* .*)'-$* &' #2* .&$>*$"
45 40 35 30 25 Respondents 20 15 10 5 0

No. of Respondents

Stron !y A ree

A ree

"isa ree

Stron !y "isa ree

Opinion

INFERENCE:

-s the above table states that the attitude of the supervisor towards the welfare of the workers is positive for B9> of the workers only. The remaining C9> were of the opinion that the attitude 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 !uality of work life in the study unit.

T-5)* N& 1M

J&5 "*+!$(#%

O/(n(&n /trongly -gree -gree Disagree /trongly Disagree Total =I- 7 8D J&5 "*+!$(#%

N&. &' R*"/&n *n#" ;C AD 8 + 899

P*$+*n#-6* ;C AD 8 + 899

60 50 40 Respondents 30 20 10 0 Stron !y A ree A ree "isa ree Stron !y "isa ree No. of Respondents

Opinion

INFERENCE:

The above table shows that ;C> of the workers strongly feel that there is security for their )ob and only one worker feel that there is no security for the )ob. Oob security is the vital factor to access the !uality of the work life in any organi*ation. /ince the )ob security in the study unit ensures that there are ma)ority chances for good performance and as a result the !uality of work life are up to the e%pectation.

T-5)* N& 14 H*)/(n6 #*n *n+(*" &' "!/*$;("&$ O/(n(&n /trongly -gree -gree Disagree /trongly Disagree Total N&. &' R*"/&n *n#" CC ;A 88 ? 899 P*$+*n#-6* CC.9 ;A 88 ? 899

=I- 7 8D H*)/(n6 #*n *n+(*" &' "!/*$;("&$

60 50 40 Respondents 30 20 10 0 Stron !y A ree A ree "isa ree Stron !y "isa ree No. of Respondents

Opinion

INFERENCE:

2rom the above table, it can be understood that the helping tendency of the supervisor is not up to the e%pectations of the respondents as only CC> of them strongly accept that the supervisors are lending their helping hands always. ;A> of the workers are the view that the supervisor are helping at times are not always. The remaining 8C> are of the opinion that they are not at all helped by their supervisor. The helping tendencies of the supervisors determine the !uality of work life in any organi*ation, it is up to the re!uired e%pectations level of the workers in the study unit.

T-5)* N& 1A T$-(n(n6 &//&$#!n(#(*" 2*)/* (n #*$," &' (,/$&;(n6 #2* L!-)(#% &' .&$>

O/(n(&n /trongly -gree -gree Disagree /trongly Disagree Total

N&. &' R*"/&n *n#" C9 ;A 8; 8 899

P*$+*n#-6* C9 ;A 8; 8 899

=I- 7 8B T$-(n(n6 &//&$#!n(#(*" 2*)/* (n #*$," &' (,/$&;(n6 #2* L!-)(#% &' .&$>
60 50 40 Respondents 30 20 10 0 Stron !y A ree A ree "isa ree Stron !y "isa ree No. of Respondents

Opinion

INFERENCE:

The above the table states that only C9> of the workers strongly accept that there are training opportunities in the study unit, which helps them to perform their )ob safely and competently. ;A> of the workers accept to some e%tent that the training opportunities are available and helpful. The remaining 8B> were of the opinion that they had no such opportunities. Training is very essential for !uality of work life in any organi*ation. The training opportunities offered in the study unit are up to the e%pectations of the workers at present.

T-5)* N& 13 E,/)&%**" &/(n(&n -5&!# .&$> "#$*""

O/(n(&n -lways Often /ometimes Fever Total

N&. &' R*"/&n *n#" ?: DA D 8 899

P*$+*n#-6* ?: DA D 8 899

=I- 7 8< E,/)&%**" &/(n(&n -5&!# .&$> "#$*""

#0 60 50 Respondents 40 30 20 10 0 A!%ays So&eti&es Opinion No. of Respondents

INFERENCE:

The above table shows that e%cept only one worker of all the :: workers are of the opinion that their work is stressful one. -mong them, ?:> of the workers opinioned that the stress is always there in the work and a vast ma)ority of DA> feels that they often find their work stressful. Only D> of the workers have stated that their work is stressful sometimes and not always. 7ence it can be inferred that the work is stressful one, which if allowed uncontrolled will spoil the !uality of work in the study unit.

T-5)* N& 1@ E,/)&%**" &/(n(&n &n .&$> "+2* !)* O/(n(&n 2irst /hift /econd /hift Third /hift =eneral /hift Total N&. &' R*"/&n *n#" D; A 9 C8 899 P*$+*n#-6* D; A 9 C8 899

=I- 7 8: E,/)&%**" &/(n(&n &n .&$> "+2* !)*

#0 60 50 Respondents 40 30 20 10 0 'irst S(ift Se)ond *(ird S(ift S(ift Opinion +enera! S(ift No. of Respondents

INFERENCE:

2rom the table D:> of workers are satisfied with first shift, C8> of workers are satisfied with general shift and A> of the workers opinioned on second shift. 7ence the ma)ority of the respondents accepts with their first shifts.

T-5)* N& 2H A++*/#(n6 "!66*"#(&n" 5% #2* "!/*$;("&$"

O/(n(&n /trongly -gree -gree Disagree /trongly Disagree Total

N&. &' R*"/&n *n#" C; ;8 8? ? 899

P*$+*n#-6* C; ;8 8? ? 899

=I- 7 ?9 A++*/#(n6 "!66*"#(&n" 5% #2* "!/*$;("&$"

60 50 40 Respondents 30 20 10 0 Stron !y A ree A ree "isa ree Stron !y "isa ree No. of Respondents

Opinion

INFERENCE: -bove the table C;> of the workers opinioned that their supervisors are always accept their suggestions and get positive motivations from them. ;<> state that their supervisors accept their suggestions sometimes and not always. The remaining 8A> reveals that their supervisors never lend their ears to their suggestions. /o, these workers were motivated negatively by their supervisors. Though there is no need for the supervisors to accept all the suggestions offered by the workers yet they shall not be motivational e%ists in the study unit in the form of discarding the suggestions made by the workers.

T-5)* N& 21 P$&! #& 5* - /-$# &' En*$+&n.

O/(n(&n /trongly -gree -gree Disagree /trongly Disagree Total

N&. &' R*"/&n *n#" <8 8< 8 + 899

P*$+*n#-6* <8 8< 8 + 899

=I- 7 ?8 P$&! #& 5* - /-$# &' En*$+&n

60 50 40 Respondents 30 20 10 0 Stron !y A ree A ree "isa ree Stron !y "isa ree No. of Respondents

Opinion

INFERENCE1

The above table shows that e%cept only one worker, all the ::> of the workers are of the opinion that they are very proud to work in the study unit. Thus the image of the study unit in the minds of the workers is very high, which is very essential for improving the !uality of work life in it.

CHAPTER 4

FINDINGS FROM THE STUDY

The following findings were observed1 2rom the table 8, it is inferred that ma)ority of A;> of the respondents belongs to the age group of C8 to A; and C9> of the respondents lies between ?9 to C9 age group. ?;> of the respondents fall from the age group of AD and above. 2rom the table ?, it is inferred that ma)ority of ;B> of the respondents are with an e%perience of more than 89 years and ?A> are ; to 89 years of e%perience. respondents are with 8+; years e%perience. Fo respondent is less e%perienced. 2rom the table C, it is inferred that as much as <? per cent of the respondents are in the higher income group of more than Is. 89,999 income per month. 2rom the table A, it is inferred that as much as :B> of workers in the study unit were of the opinion that their )ob enables them to use their skills and abilities in full. Only C> of them disagreed to this point. 2rom the table ;, shows that no harm is done to the self+respect of the workers in the study unit. AC> of the respondents strongly agreed to the statement and ;B> of the respondents also opinioned that the workers are treated e!ually with respect at their work places. 2rom the table D, it is inferred that almost :B> all the workers in the study unit either agree or even strongly agree that the conditions on their )ob allow them to be productive. Only C> of them were of negative opinion. 8:> of the

2rom the table B, it is inferred that ?;> of the workers strongly agree to the point that there are ade!uate opportunities to develop their own special abilities in the work place. DC> of the respondents agree to it only to some e%tent. Only 8?> of the workers find no such opportunities in the study unit. 2rom the table <, it is inferred that <?> of the workers in the study unit are satisfied with the guidance provided to them by the superiorsHmanagers to get the work done easily. 8<> of the respondents disagreed to accept it. 2rom the table :, it is inferred that the opinion of the respondents as regard to the positive factors of the high !uality tools and techni!ues re!uired performing to do the )ob. D;> of the respondents very strongly agree P with the provisions made to utili*e !uality tools and

techni!ues to perform the )ob, and C?> of the respondents also agree with the statements, and only C> of the respondents are refused to accept it. 2rom the table 89, it is inferred that the opinion of the respondents as regard to the chances for promotion is not appreciable compared to other determinants of !uality of work life. Only B?> of the respondents have agreed that the chances for promotion are good in the study unit where as, as much as ?<> of the workers refused it. 2rom the table 88, it is inferred that ;:> of the respondents opinioned that high priority was assumed to safety at work place and other side of the coin reflects A8> of the respondents disagreed. 2rom table 8?, it is inferred that ;D> of the respondents are satisfied with lightening and ventilation facilities provided in the work place, followed by ?B> satisfied with canteen facilities and B> of the respondents opinioned on first aid facilities, 89> of the respondents opinioned on others includes drinking water, rest rooms etc. 2rom the table 8C, it is inferred that CA> of the workers accept that the fringe benefits offered to them are good and enough to their e%pectations. -s much as ;D> were of the opinion that the fringe benefits are somewhat good, though not up to their e%pectations. The remaining 8D> were of the opinion that the fringe benefits offered in the study unit are up to their e%pectations. 2rom the table 8A, it is inferred that the attitude of the supervisor towards the welfare of the workers is positive for B9> of the workers only. The remaining C9> were of the opinion that the attitude of their supervisor was not in favor of their welfare. 2rom the table 8;, it is inferred that ;C> of the workers strongly feel that there is security for their )ob and only one worker feel that there is no security for the )ob. 2rom the table 8D, it is inferred that the helping tendency of the supervisor is not up to the e%pectations of the respondents as only CC> of them strongly accept that the supervisors are lending their helping hands always. ;A> of the workers are the view that the supervisor are helping at times are not always. The remaining 8C> are of the opinion that they are not at all helped by their supervisor. 2rom the table 8B, it is inferred that only C9> of the workers strongly accept that there are training opportunities in the study unit, which helps them to perform their )ob safely and competently. ;A> of the workers accept to some e%tent that the training opportunities are

available and helpful. The remaining 8B> were of the opinion that they had no such opportunities. 2rom the table 8<, it is inferred that e%cept only one worker of all the :: workers are of the opinion that their work is stressful one. -mong them, ?:> of the workers opinioned that the stress is always there in the work and a vast ma)ority of DA> feel that they often find their work stressful. Only D> of the workers have stated that their work is stressful sometimes and not always. 2rom the table 8:, it is inferred that D:> of workers are satisfied with first shift, C8> of workers are satisfied with general shift and A> of the workers opinioned on second shift. 2rom the table ?9, it is inferred that C;> of the workers opinioned that their supervisors are always accept their suggestions and get positive motivations from them. ;<> state that their supervisors accept their suggestions sometimes and not always. were motivated negatively by their supervisors. 2rom the table ?8, it is inferred that shows that e%cept only one worker, all the ::> of the workers are of the opinion that they are very proud to work in the study unit. Thus the image of the study unit in the minds of the workers is very high, which is very essential for improving the !uality of work life in it. The remaining 8A> reveals that their supervisors never lend their ears to their suggestions. /o, these workers

SUGGESTIONS AND RECOMMENDATIONS

The employees of 4nercon., e%pecting the following from the company. i. Improvement in rewarding and awarding policies. ii. Introduction of romotion policy at operation level

company.

4mployees need high motivation from the top management of the

4mployees needs more compensation from the company

4mployees e%pects mutual relationship between co+workers

4mployee0s needs special training from the company related to their )ob during working period.

the company

4mployees e%pects the !uality of work to be measured periodically be

CONCLUSION

2rom the study, it is clear that !uality of work life of employees in 4nercon., is good. This research highlights some of the small gaps in employee0s satisfaction towards the company.

#ompared to other companies believe in employee0s satisfaction and brilliant productivity hours. Quality mission includes not only the !uality of the products but also the Quality of &ork 'ife.

4nercon aims to promote the peaceful industrial relations and good organi*ation which is highlighted by management and the employees.

/ince employees are the backbone of the company. /o company should satisfy them in order to improve the business in the higher competitive market of the liberali*ed economy.

REFERENCES
BOOCS1

1. 998. 2. 998. 3.

E. -swathappa 58::B6, "7uman Iesources and

ersonal

3anagement$ Tata 3cgraw+7ill ublishing #ompany 'imited, Few Delhi ( 889

Oohn 3. Ivancevich 5?99C6, "7uman Iesources and ersonal 3anagement$ Tata 3cgraw+7ill ublishing #ompany 'imited, Few Delhi ( 889

#. I. Eothari 5?9986 "Iesearch 3ethodology$ of &ishwa rakashan ublishing, #hennai ( 8B, 4dition

4.

#. B. 3amoria and /. M. =ankar

5?9986, " ersonnel

3anagement Te%t P #ases$, 7imalaya ublishing house 3umbai, KKI 4dition. M. I./.F. illai and M. Bhagavathi 58::<6, "/tatistics$ of /ultan #hand and sons, Few Delhi, pp. 8C?+8A8, II 4dition. 4. Biswa)ect pattanayak 5?9986, "7uman Iesources and ersonal 3anagement$ rentice 7all of India vt., 'td. Few Delhi. 0EBSITES1 www.humanresources.com www.!ualityofworklife.com www.ask.com www.enerconindia.net www.enercon.deHenHXhome.htm

<!*"#(&n*$ R*"/*+#* S($7M- -,: I would be grateful if you would kindly make it convenient to spare our valuable time for filling up the below furnished !uestionnaire for me. I promise that the data collected through this !uestionnaire shall be kept confidential and will be used for academic purpose only. APPENDIX <UALITY OF 0ORC LIFE K RESPONSE SHEET <UESTIONNAIRE 1. P*$"&n-) D*#-()" F-34 5O TIOF-'6 -=4 1 1 ?9 TO C9 1 C8 TO A; 1 AD -FD -BOM4 Q,-'I2I#-TIOF D4/I=F-TIOF 4K 4II4F#4 Y8 year ;+89 years IF#O34 Y;999 89999+?9999 ;999+89999 T?9999 8+; years 89 years 1 1 1

?. The Oob allows me to use my skills and abilities to the ma%imum level /trongly agree -gree

 Disagree /trongly Disagree

C. I am treated with respect in the work place /trongly agree -gree Disagree /trongly Disagree A. #onditions in the )ob allows me to be productive /trongly agree -gree Disagree /trongly Disagree ;. The organi*ation provides an opportunity to develop my own abilities /trongly agree -gree Disagree /trongly Disagree D. The organi*ation provides enough instruction to get the )ob done /trongly agree -gree Disagree /trongly Disagree B. The organi*ation is providing a high !uality tools and techni!ues to do the )ob /trongly agree

 -gree Disagree /trongly Disagree

<. The opportunity for promotions are good /trongly agree -gree Disagree /trongly Disagree :. The safety of workers is at high priority .es Fo

89. Does the infrastructure facilities is good .es Fo

If, yes which of the following do you like &ork station 'ightening arid Mentilation #anteen /afety 4!uipments

88. 2ringe benefits are good in the organi*ation /trongly agree -gree Disagree /trongly Disagree 8?. The supervisor is concerned about the welfare activities of the employees /trongly agree -gree Disagree /trongly Disagree

8C. The )ob is secured /trongly agree -gree Disagree /trongly Disagree 8A. The supervisor is helpful to me in getting the )ob done /trongly agree -gree Disagree /trongly Disagree 8;. The training opportunities has really helped in improving the !uality of work. /trongly agree -gree Disagree /trongly Disagree 8D. 7ow often do you find work stressfulZ -lways Often /ometimes Fever 8B. Does the company provide subside foodZ

 .es Fo

8<. 7ow are you communicated regarding credit of salary to your accountZ +++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++

8:. do you feel your immiediet boss isZ =ood Better Best

?9. Iank the following motivational insights1 Insights 8 ? C A ; Interesting work Iecognition -wards P Iewards #ompensation 2riendly co + workers Iank 58+;6

?8. The suggestions give by me are always accepted and motivated by the superior /trongly agree -gree Disagree /trongly Disagree

??. Is your family members feel proud that you0re a a part of 4F4I#OF India 'td. /trongly agree -gree Disagree /trongly Disagree ?C. .our valuable suggestion to improve Q&' XXXXXXXXXXXXXXXXXXXXXXXXXXXXX