Professional Documents
Culture Documents
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.
CHAPTER – I
1.1 INTRODUCTION
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.
U - Understanding
A - Action
L - Leadership
T - Team spirit
The above said are very essential things to improve the work life of employees in the
organization.
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.
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 that
focused 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 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 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.
• To study the quality of work life of (QWL) employees in Enercon (India) Ltd.
• To know the existing working conditions, Industrial Health and safety help to improve the
quality of work life.
• 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.
1.4 LIMITATIONS OF THE STUDY
The survey was restricted to the Bangalore office only as there were a huge projects
coming up
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.
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,
India’s GDP per capita will quadruple, and that the Indian economy will surpass the United States
by 2043.
India’s 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 country’s 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
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 of
green 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.
Installed
%
Fuel Type capacity in
Share
MW
Total
94025 63.42%
Thermal
Total 148262
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.
The last few years have witnessed a sea change in both the scale and extent of the international wind
instrusty’s 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.
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 60’s when the efforts for
developing Wind for Irrigation purposes started off. Later around mid 80’s 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 Mar’09. 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 country’s 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.
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.
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.
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.
services.
Has successfully implemented SAP and connected all sites with V-SAT.
Total gross block of the company as on 31st March 2007, 353.28 crores.
Vision
We shall foster a culture of care for our stakeholders and channelise our
efforts with integrity to build their trust.
Mission
Enercon will work towards being the most trusted wind energy company.
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
st
calendar year (i.e., from 1st January to 31 December).
1 Privilege Leave 23 18
2 Casual Leave 7 7
3 Sick Leave 7 7
The person, who joins the company services on any day other than
21st December, will be
eligible for CL on pro-rata basis.
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.
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
for the duty latest by 1.00 PM, he shall be considered as in full day’s leave.
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.
Weekly off and holiday(s) falling at the beginning and at the end of
the leave period shall not be 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-
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 day’s leave.
However, any leave with or without pay other than mentioned above will not be
considered
Those employees who have joined services on any day other than on
21st 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
services in the company.
In calculating leave, fraction of leave of half a day or more shall be treated as full
day leave
Privilege leave can be accumulated upto 120 days. PL accumulated beyond the
maximum
Privilege leave shall not be combined with casual leave and vice versa.
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.
6. COMPENSATORY OFF:
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.
W1 - W3 1 Hr.
C-Off Availment
• 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.
C- OFF Encashment
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.
B. Procedure:-
LTA Availment An employee can avail LTA only after one year of
service or probation completion whichever is earlier.
The LTA exemption is available for journey to any place within India.
In case of journey by car or other four wheelers, the bill must contain
registration number of the travel company.
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.
General Conditions:-
All new joinees shall declare his/ her LTA exemption status of their
previous organizationt the time of joining.
Welfare Facilities:
For an employee joining in the staff cadre following facilities are provided by the
organization.
Canteen Facility
Shoes / Uniforms
Stationary
Identity Card
Knowledge Centre
Vehicle Arrangement
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
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:
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 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.
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.
Preventive measures to arrest the recurrence of faults if any are established through
developmental changes
From Concept -> to Commissioning -> to Care
Regulatory Compliances
Relationship management
Service Contract
WEC Upgradation
Remote monitoring
Breakdown maintenance
Reporting to customer
Round the clock remote monitoring.
iii.Information Technology
SAP Modules
Production Maintenance
iv.EMR
vi.Marketing
viii.Quality Assurance
xi.Desalination
xii.Systems
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.
i.CDM
Joint Implementation
Emission Trading
ii.Regulatory Affairs
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.
Achievements
First Blade manufacturing plant was setup in Daman in the year 1995.
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.
CONCEPT
• Goal
• Process
QWL acts as goal by
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
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.
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.
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:
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
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.
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.
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.
A healthy psychological contract means that inducements and contributions are balance.
INDUCEMENTS = CONTRIBUTIONS
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.
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
Richard Walton has organized into eight categories. These should be integrated,
coordinated and properly managed.
These programmes are helped to avoid some pitfalls like
• QWL program must be implemented with the co-operation of management and labour.
• Care mist be taken to concentrate the focus on the joint objectives of improving the QWL.
• High Productivity
• High morale .
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 one’s personal life, and hopefully one which has a
positive impact on one’s 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 worker’s 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.
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.
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
CHAPTER – 4
RESEARCH METHODOLOGY
SAMPLING PROCEDURE
SAMPLING SIZE:
The sample size selected for the study was 100 employees of ENERCON INDIA LTD.
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.
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.
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:
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:
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 exist
among group of data
Formula:
Oi = Observed frequency
Ei = Expected frequency
Degree of freedom = n – 1.
CHAPTER – 5
Table No: 1
Age of respondents
20 – 30 30 30.0
31 – 45 45 45.0
Age of respondents
50
No. Of. Respondents
40
30
Series1
20
10
0
20 – 30 31 – 45 46 & above
Age
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.
Table No. 2
Below 1 year - -
1 – 5 years 19 19
5 – 10 years 24 24
Above 10 years 57 57
GRAPH 02
60
50
40
No. Of
30
Respondemnts
20 No. of Respondents -
10
0
1 – 5 years 5 – 10 years Above 10
years
Experience
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.
Table No – 3
GRAPH 03
60
50
40
No. Of
30
Respondemnts No. of Respondents -
20
10
0
Rs. 5,000 – Rs. 10,000 Above Rs.
Rs.10,000 – Rs.20,000 20,000
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.
Table No – 4
Strongly Agree 46 46
Agree 51 51
Disagree 2 2
Strongly Disagree 1 1
60
50
40
Respondents 30
20 No. of Respondents
10
0
Strongly Agree Disagree Strongly
Agree Disagree
Opinion
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.
Table No – 5
Strongly Agree 43 43
Agree 57 57
Disagree - -
Strongly Disagree - -
60
50
40
Respondents 30
20 No. of Respondents
10
0
Strongly Agree Disagree Strongly
Agree Disagree
Opinion
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.
Table No – 6
Strongly Agree 46 46
Agree 51 51
Disagree 2 2
Strongly Disagree 1 1
60
50
40
Respondents 30
20 No. of Respondents
10
0
Strongly Agree Disagree Strongly
Agree Disagree
Opinion
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.
Table No – 7
Strongly Agree 25 25
Agree 63 63
Disagree 12 12
Strongly Disagree - -
70
60
50
40
Respondents
30
No. of Respondents
20
10
0
Strongly Agree Disagree Strongly
Agree Disagree
Opinion
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.
Table No – 8
Strongly Agree 24 24
Agree 58 58
Disagree 17 17
Strongly Disgree 1 1
60
50
40
Respondents 30
20 No. of Respondents
10
0
Strongly Agree Disagree Strongly
Agree Disgree
Opinion
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.
Table No – 9
Strongly Agree 65 65
Agree 32 32
Disagree 3 3
Strongly Disagree - -
GRAPH 09 Organization provides high quality tools and techniques to do the job
70
60
50
40
Respondents
30
No. of Respondents
20
10
0
Strongly Agree Disagree Strongly
Agree Disagree
Opinion
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.
Table No – 10
Strongly Agree 20 20
Agree 52 52
Disagree 27 27
Strongly Disagree 1 1
60
50
40
Respondents 30
20 No. of Respondents
10
0
Strongly Agree Disagree Strongly
Agree Disagree
Opinion
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.
Table No – 11
Yes 59 59
No 41 41
No. of Respondents
Yes
No
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.
Table No – 12
Yes 90 90
No 10 10
No. of Respondents
Yes
No
First aid 7 7
Canteen 27 27
Others 10 10
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.
Table No – 13
Strongly Agree 28 28
Agree 56 56
Disagree 15 15
Strongly Disagree 1 1
60
50
40
Respondents 30
20 No. of Respondents
10
0
Strongly Agree Disagree Strongly
Agree Disagree
Opinion
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
The supervisor is concerned about the welfare of the workers
Strongly Agree 25 25
Agree 45 45
Disagree 25 25
Strongly Disagree 5 5
45
40
35
30
25
Respondents
20
15 No. of Respondents
10
5
0
Strongly Agree Disagree Strongly
Agree Disagree
Opinion
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 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 quality of work life in the study unit.
Table No – 15
Job security
Strongly Agree 53 53
Agree 46 46
Disagree 1 1
Strongly Disagree - -
60
50
40
Respondents 30
20 No. of Respondents
10
0
Strongly Agree Disagree Strongly
Agree Disagree
Opinion
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.
Table No – 16
Agree 54 54
Disagree 11 11
Strongly Disagree 2 2
60
50
40
Respondents 30
20 No. of Respondents
10
0
Strongly Agree Disagree Strongly
Agree Disagree
Opinion
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.
Table No – 17
Strongly Agree 30 30
Agree 54 54
Disagree 15 15
Strongly Disagree 1 1
60
50
40
Respondents 30
20 No. of Respondents
10
0
Strongly Agree Disagree Strongly
Agree Disagree
Opinion
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.
Table No – 18
Always 29 29
Often 64 64
Sometimes 6 6
Never 1 1
70
60
50
40
Respondents
30 No. of Respondents
20
10
0
Always Sometimes
Opinion
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.
Table No – 19
First Shift 65 65
Second Shift 4 4
Third Shift 0 0
General Shift 31 31
70
60
50
40
Respondents
30
No. of Respondents
20
10
0
First Shift Second Third Shift General
Shift Shift
Opinion
INFERENCE:
From the table 69% of workers are satisfied with first shift, 31% of workers are satisfied
with general shift and 4% of the workers opinioned on second shift. Hence the majority of the
respondents accepts with their first shifts.
Table No – 20
Strongly Agree 35 35
Agree 51 51
Disagree 12 12
Strongly Disagree 2 2
60
50
40
Respondents 30
20 No. of Respondents
10
0
Strongly Agree Disagree Strongly
Agree Disagree
Opinion
INFERENCE:
Above the table 35% of the workers opinioned that their supervisors are always accept
their suggestions and get positive motivations from them. 58% state that their supervisors accept
their suggestions sometimes and not always. The remaining 14% reveals that their supervisors
never lend their ears to their suggestions. So, 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 exists in the study unit in the form of discarding the
suggestions made by the workers.
Table No – 21
Strongly Agree 81 81
Agree 18 18
Disagree 1 1
Strongly Disagree - -
60
50
40
Respondents 30
20 No. of Respondents
10
0
Strongly Agree Disagree Strongly
Agree Disagree
Opinion
INFERENCE:
The above table shows that except only one worker, all the 99% 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 quality of work life
in it.
CHAPTER – 6
FINDINGS FROM THE STUDY
The following findings were observed:
From the table 1, it is inferred 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.
From the table 2, it is inferred 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.
From the table 3, it is inferred 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.
From the table 4, it is inferred 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.
From the table 5, 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.
From the table 6, it is inferred 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.
From the table 7, it is inferred 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.
From the table 8, it is inferred 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.
From the table 9, it is inferred that the opinion of the respondents as regard to the positive
factors of the high quality tools and techniques required performing to do 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 the statements,
and only 3% of the respondents are refused to accept it.
From the table 10, it is inferred that 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 have agreed that the chances for promotion are good in the
study unit where as, as much as 28% of the workers refused it.
From the table 11, it is inferred that 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.
From table 12, it is inferred 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.
From the table 13, it is inferred that 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
up to their expectations.
From the table 14, it is inferred 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 the attitude of their supervisor was not in favor of their welfare.
From the table 15, it is inferred 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.
From the table 16, it is inferred 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.
From the table 17, it is inferred 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.
From the table 18, it is inferred 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% feel that they often find
their work stressful. Only 6% of the workers have stated that their work is stressful
sometimes and not always.
From the table 19, it is inferred that 69% of workers are satisfied with first shift, 31% of
workers are satisfied with general shift and 4% of the workers opinioned on second shift.
From the table 20, it is inferred that 35% of the workers opinioned that their supervisors are
always accept their suggestions and get positive motivations from them. 58% state that their
supervisors accept their suggestions sometimes and not always. The remaining 14%
reveals that their supervisors never lend their ears to their suggestions. So, these workers
were motivated negatively by their supervisors.
From the table 21, it is inferred that shows that except only one worker, all the 99% 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 quality of work life in it.
Employee’s needs special training from the company related to their job
during working period.
From the study, it is clear that quality of work life of employees in Enercon., is good. This
research highlights some of the small gaps in employee’s satisfaction towards the company.
Enercon aims to promote the peaceful industrial relations and good organization which is
highlighted by management and the employees.
Since employees are the backbone of the company. So company should satisfy them in
order to improve the business in the higher competitive market of the liberalized economy.
REFERENCES
BOOKS:
WEBSITES:
www.humanresources.com
www.qualityofworklife.com
www.ask.com
www.enerconindia.net
www.enercon.de/en/_home.htm
Questioner
Respected Sir/Madam,
I would be grateful if you would kindly make it convenient to spare our valuable
time for filling up the below furnished questionnaire for me. I promise that the data collected
through this questionnaire shall be kept confidential and will be used for academic purpose only.
APPENDIX
QUESTIONNAIRE
1. Personal Details
NAME (OPTIONAL) :
AGE : 20 TO 30
: 31 TO 45
: 46 AND ABOVE
QUALIFICATION :
DESIGNATION :
EXPERIENCE :
INCOME
<5000 5000-10000
10000-20000 >20000
2. The Job allows me to use my skills and abilities to the maximum level
Strongly agree
Agree
Disagree
Strongly Disagree
Strongly agree
Agree
Disagree
Strongly Disagree
Strongly agree
Agree
Disagree
Strongly Disagree
Strongly agree
Agree
Disagree
Strongly Disagree
Strongly agree
Agree
Disagree
Strongly Disagree
7. The organization is providing a high quality tools and techniques to do the job
Strongly agree
Agree
Disagree
Strongly Disagree
Strongly agree
Agree
Disagree
Strongly Disagree
Yes No
Yes No
Strongly agree
Agree
Disagree
Strongly Disagree
12. The supervisor is concerned about the welfare activities of the employees
Strongly agree
Agree
Disagree
Strongly Disagree
13. The job is secured
Strongly agree
Agree
Disagree
Strongly Disagree
Strongly agree
Agree
Disagree
Strongly Disagree
15. The training opportunities has really helped in improving the quality of work.
Strongly agree
Agree
Disagree
Strongly Disagree
Always
Often
Sometimes
Never
No
18. How are you communicated regarding credit of salary to your account?
-----------------------------------------------------------------------------------------
Good
Better
Best
1 Interesting work
2 Recognition
4 Compensation
5 Friendly co - workers
21. The suggestions give by me are always accepted and motivated by the superior
Strongly agree
Agree
Disagree
Strongly Disagree
22. Is your family members feel proud that you’re a a part of ENERCON India Ltd.
Strongly agree
Agree
Disagree
Strongly Disagree