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EXECUTIVE SUMMARY
Quite Often in many companies we will have at least some unwelcome and unproductive friction with
others. There are difficulties to be worked through even in the best relationships. In more troubled
elationships, people problems may loom large enough to seriously undermine both morale and
productivity. Of all the problems we encounter n corporate life, people problems are generally
toughest to solve. Difficult as task problems may be, most of us would choose them over people
problems. Besides when a task problem I especially difficult to handle, it is usually so because on or
more painful people problems are embedded in it. People problems in many company is the outcome
of people quality at work. It is, therefore, significant to understand the people quality at work.
CHAPTER – I
1.1 INTRODUCTION
Quality is generally defined as “Conformance to requirements”. Quality is “as fitness for

purpose”. The concept of quality is not apply to all goods and services created by human beings, but
also for workplace where the employees were employed. Quality in the workplace comes from
understanding and then fully meeting the needs of all your internal and external customers, now and
into the future and doing so with continual improvement in efficiency and effectiveness.
QWL refers to the favorableness or un – favorableness of a total job environment of the people.
The basic purpose is to develop jobs and working conditions that are excellent for people as well as for
the economic health of the organization. QWL provides a more humanized work environment. It
attempts to serve the higher – order needs of workers as well as their more basic needs. It seeks to
employ the higher skills of workers and to provide an environment that encourages improving their
skills.
Q - Quest for excellence
U - Understanding
A - Action
L - Leadership
I - Involvement of the people
T - Team spirit
Y - Yardstick to measure progress
The above said are very essential things to improve the work life of employees in 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 population is evenly divided among the four qualitys.
• People of each quality can be successful.
• The behavioral patterns of one quality tend to trigger stress in the other three qualitys.
• To create optimum working relationships, it.s necessary to get in sync with the
quality-based behavioral patterns of the people one is working with.

Whether at work or home, success and happiness involve relating to others across achasm of
significant behavioral differences.
1.2 SIGNIFICANCE OF THE STUDY:
Quality of work life covers various aspects under the general umbrella of supportive
organizational behavior. Thus, the QWL should be broad in its scope. It must be evaluate the attitude
of the employees towards the personnel policies. The research will be helpful in understanding the
current position of the respective company. And provide some strategies to extent the employees
satisfaction with little modification which is based on the internal facilities of the company.
This research can be further used to evaluate the facilities provided by the management
towards the employees. This study also helps in manipulating the basic exception of the employees.
1.3 OBJECTIVES OF THE STUDY:
• To study the quality of work life of (QWL) employees in Enercon (India) Ltd.
• To find out how quality of work life leads to high satisfaction
• To know the existing working conditions, Industrial Health and safety help to improve the
quality of work life.
• To study the workers participation in Enercon (India) Ltd.
• To examine how the training and development programmes helps to improve the quality of
work life.
• To know how the various welfare activities and other benefits helps to bring a better quality of
work life.
1.4 LIMITATIONS OF THE STUDY
 Availability of Time was very less
 The survey was restricted to the Bangalore office only as there were a huge projects
coming up
 Sampling is restricted to 100 members who are there in Bangalore branch.
 Converting qualitative data into quantitative data may often lead to inaccurate results.
 The respondents may not have expressed them strong negative feelings about the policies,
which results in the error of central tendency.
 Few respondents were reluctant while answering the questions.

CHAPTER – 2
INDUSTRY PROFILE
Industry Profile:
Economy of India and Power scenario
For an entire generation from the 1950s until the 1980s, India followed socialist-inspired policies. Since
1991, the nation has moved towards a market-based system. The Indian economic reforms were
implemented and foreign companies were allowed to invest in India and the economy has grew
impressively as a result of improved competition and productivity. With an average annual GDP
growth rate of 5.8% for the past two decades, the economy is among the fastest growing in the
world. In terms of output, the agricultural sector accounts for 28% of GDP; the service and
industrial sectors make up 54% and 18% respectively. A Goldman Sachs report predicts that from
2007 to 2020,
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
Coal 77948 52.57%
Gas 14876 10.03%
Oil 1199 0.81%
Hydro 36877 24.87%
Nuclear 4120 2.78%

Wind 10233.5 6.80%
Other RES 3066 2.10%
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.
Global Wind Energy
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.
Enercon is growing by leaps and bound. Enercon is a leader and

well recognized, widely trusted name in wind industry, providing green
energy solution to the country and attractive investments for the investors.
We are not only contributing to the energy needs of the industries and
households, but we are doing so with a responsibility towards our
environment to ensure safety of our future generations by harnessing the most
abundant form of energy made available by mother nature.
Enercon (India) Limited (EIL), started its operation in India as

joint venture company between Enercon GmbH of Germany and its Indian
promoters Mehra Group in 1994. Since its inception, when the wind industry
was at a very nascent stage, the company has grown manifolds in every aspect
and is a major player in the Industry now.
From primarily being a turbine supplier, EIL has gradually transformed into
a project driven company, offering wide variety of customized project on
turnkey basis, based on its customer needs. EIL today boast of its in house
expertise in Wind Resources Analysis, designing of wind farms,
Infrastructure development, Evacuation system and Grid Analysis, Turbine
and balance of plant equipments, Production facilities, Operations and
Maintenance of wind farms and regulatory affairs.
EIL is ISO-9001: 2000 certified company for manufacturing, installation and
services, It has a sound technological and design back up from its
principals, Enercon GmbH.
Enercon is having presence in seven most potential states viz., Gujarat,

Karnataka, Madhya Pradesh, Maharashtra, Rajasthan, Andhra Pradesh
and Tamil Nadu. With a state-of-the-art technology and a highly
advanced production process it has moved ahead leaps and bounds from
many of its competitors. Enercon has achieved ‘Export House Status’ from
Government of India, as it is the only Indian Company exporting wind
turbine blades. It also holds the distinction of being the first Indian
Company to export complete Wind Energy Converter to Australia. The
company has successfully implemented SAP (System Application Product
Database) and connected its sites with V-SAT. Enercon has also implemented
SCADA system for machine monitoring on majority of its sites and the
process is going on to cover all the sites with SCADA system, which
would be connected with Daman and Mumbai offices for round the
clock central monitoring system.
Enercon Fact Sheet
 EIL's commercial operations commenced in 1995.
 Providing end to end solution to the customer - from

identification of good potential
site, developing project, installing Wind Turbine Generator and
maintaining the Wind
Turbine Generator over 20 years lifespan.
 It is an ISO 9001:2000 certified company for manufacturing,

installation and
services.
 Has successfully implemented SAP and connected all sites with V-SAT.
 Has four manufacturing plants at Daman for different

parts of Wind Energy Converter and concrete tower segment
manufacturing facilities at Sadodar, Gujarat and at Shirhatti
(near Hubli) at Karnataka and one proposed in Tamil Nadu.
 More than 3500 employees are working for EIL.

 At present manufactures and markets two models E-48 and E-53 of 800
KW each.
 Turnover was 1721.23 crores in the year 2005-06 EIL's Net

Worth was more than 386.71 crores as at 31-March-2006.
 Total gross block of the company as on 31st March 2007, 353.28 crores.
 Presence in major high potential states viz. Gujarat,

Karnataka, Madhya Pradesh,
Maharashtra, Rajasthan, Tamilnadu, and Andhra Pradesh.
Enercon – Vision / Mission Statement
Vision
Enercon shall forge ahead with courage and innovation to be an

exemplary organization. We will synergize ourselves for continued enhanced
performance
We shall foster a culture of care for our stakeholders and channelise our
efforts with integrity to build their trust.
Mission
Enercon’s mission is to deliver projects from concept to commissioning

to care, using state of art good friendly wind power plants to generate
clean and cost effective energy for our customers.
We will be motivated and responsive partner, committed to quality and

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

environment friendly resource. We shall relentlessly pursue growth by
constantly challenging ourselves.
Enercon will work towards being the most trusted wind energy company.
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).
Sr. Daman, Mumbai, All India Branches and Sites
No. Category Staff Worker
1 Privilege Leave 23 18
2 Casual Leave 7 7
3 Sick Leave 7 7
1. CASUAL LEAVE (CL)
 CL is of Seven days in a year. This leave shall be credited to the

employee’s leave account
on 21st December of every calendar year.
 The person, who joins the company services on any day other than
21st December, will be
eligible for CL on pro-rata basis.
 CL can be enjoyed for a maximum of two days at a time.
 The weekly off and paid holidays declared by the company may
either prefixed or suffixed to
casual leave but cannot be both prefixed and suffixed to casual leave at
a time.
 CL should be availed with prior sanction.
 The employee can avail, half a day casual leave either during pre-
lunch session or post-lunch session. However, if an employee, after
availing half a day casual leave during pre-lunch session, does not report
for the duty latest by 1.00 PM, he shall be considered as in full day’s leave.
 Unavailed casual leave at the end of the calendar year shall be

merged with the privilege leave and for administrative purpose
shall be treated a privilege leave.
2. SICK LEAVE (SL)
 An employee shall be entitled to Seven days sick leave during a

calendar year. Employee joining the company on any day other than 21st
December will be eligible for sick leave on pro-rata basis.
 The sick leave shall be allowed to be accumulated upto a maximum of 18 days.
 Any sick leave exceeding 18 days in the credit shall automatically be

converted into privilege leave and for administrative purpose shall be
treated as privilege leave.
 Application for the sick leave shall be made as early as possible,

but in no case later than forty-eight hours after commencement of
sickness.
 Sick leave application must be invariably be supported by a

medical certificate from a Registered Medical Practitioner, if an
employee avails sick leave for more than 2 days at a time.
 Employee availing sick leave for more than two days at a time will not
be allowed to resume duty till he submits a fitness certificate from the
medical officer who treated the employee during the sickness.
 The management at its discretion can make an employee undergo a

second medical check up to ascertain his fitness by a Registered Medical
Practitioner. If considered necessary, the cost of such medical examination
will be born by the company. If he refuses to undergo such medical
examination he will be liable for disciplinary action.
 Weekly off and holiday(s) falling at the beginning and at the end of
the leave period shall 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.
 If an employee wish to avail sick leave on account of his sickness

and does not have any balance of sick leave to their credit then in that
case the employee can be granted PL in lieu of SL.
3. PRIVILEGE LEAVE (PL)
 Employee will be eligible for privilege leave on completion of 12 month of

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

to work for
minimum 240 days in the company.
 The computation of 240 days include:
o The maternity leave availed as per the rules up to 12 weeks.
o The days on which the employees remained absent due to

temporary disablement caused by an accident arising out of and
in the course of the employment shall be treated as present days in
the company.
o All granted PL, PH & Any days of Lay off.
 However, any leave with or without pay other than mentioned above will not be
considered
for the computation of 240 days
 Application for the privilege leave should be submitted to HRD

atleast a fortnight, in advance, in the prescribed format, duly approved by
the reporting authority.
Weekly
 off / paid holidays following at the beginning and / or at the end
of the leave will not
be counted as a part of leave taken. However, paid holidays, weekly
off falling in between the period will be counted as part of the leave taken.
 Those employees who have joined services on any day other than 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
and less than half a day leave shall be ignored.
 Privilege leave can be accumulated upto 120 days. PL accumulated beyond the
maximum
limit will be encashed in the month of January every year.
 Privilege leave is encashable, subject to minimum balance of 30 days. The

rate of
encashment will be Basic as on date of encashment.
 No employee shall be granted privilege leave for more than three

times in a calendar year and less than three privilege leave at a time.
 If an employee applies for privilege leave and the request is refused

by the company due to exigency of the company’s work, that portion of
the leave in excess of the limit for the accumulation can be encashed.
 Privilege leave shall not be combined with casual leave and vice versa.
4. LEAVE WITHOUT PAY
The leave without pay will be granted to the employee at the discretion of
the management, in the exceptional circumstances, when all admissible
leave has been exhausted. During such leave the employees are not
entitled to any pay or benefits but retain and lien on their job. This leave is
valid only upon prior written approval.
5. ABSENCE FROM DUTY
If the absence of employee is not covered by any type of leave or if the

employee proceeds on leave without approval, or fails to report for the
duty either on expiry of sanctioned leave or otherwise, the employee
will be deemed to be absent without leave. He shall be liable for
disciplinary action, if such absence exceeds eight consecutive days, the
management may, as its sole discretion, strike off the name of such
absenting employee on grounds of abandonment 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.
6. COMPENSATORY OFF:
Compensatory off (C-off) shall be applicable to all employees working

in rolls of the Company which term means temporary, trainee, probationer
as well as confirmed employees.
C-Off Generation
The C-Off shall be generated against the extra hours of work put by an
employee over and above for organization work, in addition to his normal
duty hours in a particular shift.
Grade Extra work hours for C-Off generation
W1 - W3 1 Hr.
JM4 - JM3 2 Hrs.
JM2- JM1 4 Hrs.
M11 - M10 8 Hrs.
M9 & above 8 Hrs. (only in PHs & Weekly Off days)
C-Off Availment
• The C-off shall be given to an employee when it is applied three days in

advance & sanctioned. Any unauthorised absence shall not be converted
into C-off unless the sanctioning authority is satisfied with the reason
thereof.
• The C-off can be pre-fixed or suffixed or both with weekly off day
and paid holiday. All intervening weekly off and paid holidays will
be treated as C-off only. C-off can be claimed minimum for half a day
or full day and in no circumstances in the part thereof.
C- OFF Encashment
Generated C-Offs can be encashed within three months of generation.

Otherwise, C-Off will be encashed after every 3 months.
Leave Travel Assistance
A. Definition:-
Eligibility:- The scheme shall apply to all confirmed employees in the staff category.
Block Year:- For LTA, the block year is of four years and based on
calendar year. Eg. Current block year is 2002- 2005, i.e. From January
2002 to December 2005.
Family:- The Leave Travel Assistance covers an employee and his/

her dependent family members, which includes dependent parents,
spouse and children (only two if born on or after 01.10.1998).
LTA Availment:- An eligible employee can avail LTA twice in a

block of four years by undertaking journey. Eg. Current block year is
2002- 2005, wherein an employee can avail LTA twice within this block
year by submitting proof of journey. Income Tax exemption will be
available as per IT Act.
LTA Encashment:- An employee can encash the LTA amount, which is

his part of his CTC, four times in a block year. However, availment and
encashment for one calendar year are mutually exclusive. For e.g. if in
2002 an employee has availed LTA, the same cannot be encashed. The
encashed amount will be fully taxable.
B. Procedure:-
LTA Availment An employee can avail LTA only after one year of
service or probation completion whichever is earlier.
 To avail LTA, minimum five days Privilege Leave and / or

Compensatory Off to be consumed for journey. Casual Leave upto
two days in combination with Compensatory Off will also be accepted.
 However, Sick Leave and public holiday will not be considered for the same.
 The LTA exemption is available for journey to any place within India.
 For availing LTA an employee shall submit the “LTA availment

Form”, duly signed by his
Head of Department to HR, along with proof of journey.
 All tickets are to be produced in original. In case of journey by

Air, attachment of the boarding pass is mandatory.
 In case of journey by car or other four wheelers, the bill must contain
registration number of the travel company.
 In case of circular route journey (more than one locations) the

shortest distance will be considered for calculation of exemption.
 The exemption is limited upto Air economy fare (Indian Airlines),

First Class AC (Train), First class / Deluxe fare in public transport.
 Amount payable will be subject to LTA earned (as per CTC) in the
previous calendar year. However, exemption will be as per Income Tax
Act.
LTA Encashment An employee can encash LTA only after completion of probation
period.
 To encash LTA no leave is to be availed.
 Employee has to fill-up “LTA Encashment Form” and submit to

HR, which will be released in regular salary. This form needs not to be
routed through Head Of Department.
 Encashment amount will be limited upto the LTA earned (as

per CTC) in the previous
calendar year.
Carry Forward:- An employee entitled for LTA shall be allowed to carry

forward concession for one journey to the first calendar year of next
immediate block year. Eg. An employee not utilising one journey in
within block year 2002-2005, will be allowed to carry forward the same to
2006. However, the same will be lapsed after 31st December ’06.
Separation:- An employee leaving the services of the company during the

year shall be eligible for the LTA on pro-rata basis. It will be settled in full
and final settlement.
General Conditions:-
 Any Income Tax liabilities arising out of LTA payment will be

entirely to the employees account. Any tax liabilities in addition to the
amount initially deducted by the company shall be borne by the employee.
 All employees will declare the name of dependent family members in

the attached format by April ’05. It will be the sole responsibility of
the employee to inform HR about any modification in the dependency
status.
 All new joinees shall declare his/ her LTA exemption status of their
previous organizationt the time of joining.
ii. Employee facilities
People are key to the success of any organization. To give

competitive advantage to business Enercon makes investment in
people processes. The various processes of HR are:
Recruitment & selection:
To manage perpetual growth of an organization constant infusion

of new and talented human resource is essential. The recruitment
process at Enercon is stringent to ensure that
we get quality people. The process starts from collecting bio-data for
the positions in the organization. After careful scrutiny candidates
are short-listed who go through multiple
layers of interviews. Finally the short listed candidate is asked to
appear for psychometric test. These tests are designed to judge the
suitability of the candidate for the job besides his
technical competence; therefore it assumes a great importance in the
entire recruitment
process.
Training & Development:
Training and thereby continuous development of the employees is a

must for Enercon to sustain its advantage over other competitors.
The basic purpose of training to build skills needed in current role
and develop competencies to assume higher responsibilities in near
future. It is intended to specially develop leadership competencies
besides
developing managerial and supervisory skills. The training is imparted

in technical as well as behavioural areas to improve the competencies
of the employees and also to fill the gap between the desired level of
skill set and the actual skill set of the employees.
Welfare Facilities:
For an employee joining in the staff cadre following facilities are provided by the
organization.
 Canteen Facility
 Shoes / Uniforms
 Stationary
 Identity Card
 LTA, Medical Reimbursement
 Mediclaim Policy For Family Of The Employee
 Knowledge Centre
 Leave Travel Allowance
 Vehicle Arrangement
Enercon Knowledge Centre:
To keep the knowledge up to date knowledge on various aspects the

employees are encouraged to develop reading and learning habits. To
encourage learning knowledge centre has been created at Daman plant
wherein employees are issued books useful article. It not only helps the
individual employee but also develops learning culture across the
organization.
Vehicle Arrangement:
Enercon also takes care of the conveyance of the employees from their
house to the workplace at Daman plant. For this purpose company
runs mini buses and Qualis
which move on a prescribed route at pre-determined timings. The

route is so designed that all the residential areas in the Daman town are
covered to facilitate the employees.
Enercon Colony:
Many of the Enercon workmen come from far off areas. In order to
provide them with proper housing facilities, Enercon has created a
housing colony in Daman. The housing facility is provided at a
nominal cost with all the amenities like electricity, water supply,
drainage etc. maintained and paid for by the company.
Medical Facility:
Enercon also provides medical facilities to its employees with a medical

centre in the company. Dr. K P Sinha is the medical practitioner working
in the medical centre. The medical centre also extends its services to the
Enercon colony.
SALARY AND WAGE ADMINISTRATION:
Salary is deposited directly into HDFC bank account of the employee,

which is opened by the company. Employees are provided with ATM
cards for their accounts. At site locations where HDFC bank branches
are not available the payment is done by cheque/cash. Salary month for all
employees is from 21st to 20th.
Operations and Maintenance
ENERCON SERVICE is a synonym for excellence in Customer Service. Multi disciplined

with a solid reputation for modernization, quality, receptiveness, and commitments to care
imbibing SEM (Strategic Enterprise Management) & CRM (Customer Relationship
Management).
Wind turbines are expected to operate for 20 years in all kinds of weather.That is what makes it
so important to carry out regular services. The resources are always up-to-date with the most
recent development; they are about providing service round the (24x7) clock without delay,
always subject to the highest priority to safety as well as quality and timeliness to ensure the
99.99% of service level.
 The ENERCON Wind Energy Converters (WEC’s) 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.
 ENERCON SERVICE is configured in a scientific manner with clique of resources to

gain optimum performance & productivity…. & to administer continual improvement
throughout the lifecycle of the WPP…. And thus ensure lifetime care of our
Customer’s investments.
The service departments decentralized as four zones in India, namely Southwest,

Southeast, Central & northwest to care the customers respectively.
 The SERVICE net is woven & spread across the country with its resources of
competent Manpower, backup Material & Machinery through controlled Methods of
operation & state of the art communication Media. These integrated resources provide the
service crew with an opportunity to harness power in all odds & evens... & thus excel in WPP
performance management.
The elemental integration amongst R&D, Technology, Manufacturing, service and our up
gradation process helps our customers optimize & improve the operational reliability and
efficiency of the wind turbines over their full lifetime.
O&M Activity
The ENERCON Wind Energy Converter (WEC) with its peripheral power transmission
components sum up to be a 'Wind Power Plant (WPP)' - an industrial plant producing
'Electricity' as it's end product. Round the clock availability of Competent, dedicated & well-
equipped service crew at sites act as a watchdog of the WPP.
 Offices for WPP O&M mgmt. at respective sites & regions.
 Dedicated vehicle arrangements.
 PMP radios network, cellular & land telephony.
 Quality & consistency in the WPP performance management is ensured by surprise

checks on WEC's.
 Preventive measures to arrest the recurrence of faults if any are established through
developmental changes
From Concept -> to Commissioning -> to Care
 24X7 Service of the WEC’s
 Annual Electrical inspection, metering & calibration.
 Comprehensive all inclusive fixed cost contracts
 Power Marketing, Billing & Collections
 Regulatory Compliances
 Relationship management
The ENERCON quality regulations for the upkeep of WEC’s through

a predetermined cycle of preventive maintenance… a back-to-back
service arrangement with OEM’s for the bought out components of
WPP…. Deployment of resources on the WPP sites, deployment of
resources to support the EB infrastructure as well…Consideration for
all causes of concern viz. Electrical Inspections, metering &
calibrations, billings & credits, statutory & legal supports, etc…
Transparency & speed of the business processes… reveals the
sanctity of a Complete Service, Operation and Maintenance
mechanism of our Customer’s Wind Power Plant.
Service Contract
Service contract includes,
 Scheduled maintenance (Four Per Annum)
 WEC Upgradation
 Remote monitoring
 Breakdown maintenance
 Reporting to customer
 Round the clock remote monitoring.
 Liasoning with local EB officials
 Substation utility services, maintenance.
Furthermore, we offer our customers and business partner
 In-plant Training of customer representatives
 Extensive Safety courses.
The benefits are guaranteed Technical availability of Wind power

plant as well as the individual turbines.
DEPARTMENTS
.Research & Development

The R & D Department works on various projects for product and
software development.
In the wind energy sector, Enercon is having the highest number
professionals involved in R &D showing commitment towards
continual improvement of products as well as the
processes.
ii.Service Installations Quality Assurance
The main function of the department is Auditing of WEC after each

stage of installation, Commissioning & after maintenance, and also
carry out compilation & revision of technical documents. The
audit is carried out on sampling basis for activities like civil
construction, Commissioning of WEC, Erection of WEC tower,
Service, Rotor Blade service, Substation construction & maintenance
etc. This department was separated with QA to ensure the quality of the
machine during the service life of the machine.
iii.Information Technology
The department takes care of all the areas related to computer

software, hardware, networking as well as the website of Enercon and
Intranet facilities. The department also takes care of SAP
implementation and monitoring as well as VSAT facility provided
through out the organization. The IT department works with a
vision to maximum automation of business processes in order to
enhance productivity and reduce cost. The Key activities of the
department are
IT Application development IT infrastructure
development
Review & enhancement of Stable connectivity
SAP utilization 98% availability
BI tools & strong MIS Base Ensure secured

access to IT
Corporate website resources
Automation of PM, HR & Improve Internet

access pproval system speed
Enhance e-portal Latest technology

onhardware procurement
SAP Modules
Production Maintenance
Procurement & inventory Management QC & QM
Marketing, Sales & distribution Taxation
Planning, Costing & controlling Services

management
Finance & Accounting HR & Payroll
Project Implementation & infrastructure creation
iv.EMR
The department is responsible for procurement of all the materials

used for production as well as support functions. The total strength
of material department is 29 staff members who are spread across
Daman plant, Mumbai and various site locations to ensure material
flow is proper and there is a strong supply chain.
v.Accounts & Finance

The department is responsible for maintaining financial records of
the company in accordance with the legal provisions. The department
also takes care of finance related matters of the organization like
dealing with banks, making and receiving payments for the
organization etc.
vi.Marketing
The marketing department is responsible for bringing the customers to

the organization. The activities carried out by this department include
identification of customers, making presentation regarding the
organization and the products as well as striking deals with them. The
marketing department is operated the main base at Mumbai.
vii.Human Resources Department
The department is responsible for all the activities related to Human

Resources of the organization. The major activities of HRD
department include Recruitment, Performance Management,
Compensatio, Training & Development, legal compliance related to
labor laws, employee welfare and separation of employees. The
department is responsible to cater to the needs of the internal customers
and nurture/ build right kind of attitude and moral in the organization.
The HRD Department operates from Daman Plant with HR
representatives at various locations.
viii.Quality Assurance
Quality Assurance Department is looking after all the process

related to quality in Enercon. The quality assurance department
has six divisions viz. Service Quality Assurance, TQM & ISO,
QA for Towers, Steel Parts and Castings, Incoming QA,
Engineering and Design QA and Blade QA. The idea is to ensure
that not only the material and products are of high quality but also the
processes and services provided by the organization are of high quality.
ix.Administration & Security
The department is responsible for all the activities related to security at

plant as well as on sites. On administrative front it takes care of
vehicle arrangements, travel arrangements, housekeeping etc. The
department is governed from Daman with security Personnel stationed
at various sites, Daman and Mumbai.
x.Safety Health & Environment (SHE)
The basic responsibility of this department is to ensure that the

organisation meets with the laws pertaining to safety, occupational
health and pollution. It is also responsible for maintaining the safety
standards in the organisation and take preventive and curative
measures in the area of safety and occupational health.
xi.Desalination
The desalination business is responsible to ensure the water

provided at various locations of the company is safe and free from
any kind of contamination. Currently desalination plants are installed
at various locations by this department.
xii.Systems
The department takes care of all the areas related to computer

software, hardware, networking as well as the website of Enercon and
Intranet facilities. The department also takes care of SAP
implementation and monitoring as well as VSAT facility provided
throughout the organization.
xiii.Research & Development
The R & D Department works on various projects for product and

software development.
In the wind energy sector, Enercon is having the highest number
professionals involved in R &D showing commitment towards
continual improvement of products as well as the processes.
xiv.IPP Business
The IPP business has the basic responsibility of managing all the wind
farms that belong to Enercon. For this purpose separate companies for
each wind farm is created which is called Special Purpose Vehicle
(SPV) which manages all the affairs related to that particular wind
farm.
xv.Enercon Financial Consultancy Private Limited
Enercon Financial Consultancy Private Ltd. facilitates project

financing for our customers. It helps customers identify financial
institutions that lend for long term projects and
economic rate of interest.
xvi.Enercon Training Academy
Enercon Training Academy has been conceived, structured and

established as a world class Institution, with an ambience conducive
to all round personality development of individuals. The idea of
establishing the Academy germinated along with the
commencement of the exponential growth of our company, which
underlined the necessity of having expert technical personnel manning
the WECs all across the expanse of our country. The facilities in
the academy include the main academic block, comprising of
well-ventilated spacious classrooms, a technical library and an
Internet browsing room. In addition, a Simulator room and a Model
room will provide a unique facility to enable imparting hands on
practical training to our young technicians and Engineers. For our
mechanical fitters, a workshop has also been established where they
can hone their skills, practically needed for our WECs.
Apart from the above, facilities for physical fitness, to include

a well equipped gymnasium, yoga training centre, a swimming pool,
and requisite playgrounds for team games have been established in
the second phase. A well-designed physical training curriculum is
adopted such that each fresh trainee is transformed into an ever-
vigilant man of tremendous physical strength and stamina, which is
absolutely essential for his career in Enercon. It is an established
fact, beyond any doubt, that there is a requirement of having
highly motivated, physically fit, agile and technically sound/
proficient service teams, spread out all across the entire span of the
country. It is these teams who are not only to ensure maximum
availability of the WECs, but also make sure that they generate and
operate at highest efficiency levels.
Value added services
i.CDM
Kyoto Protocol The "Kyoto Protocol to the United Nations Framework

Convention on Climate Change ". is an amendment to the
international treaty on climate change, assigning mandatory targets
for the reduction of greenhouse gas emissions to signatory nations.
The objective is the "stabilization of greenhouse gas concentrations
in the atmosphere at a level that would prevent dangerous
anthropogenic interference with the climate system.The protocol
proposed three mechanisms to enable countries, which had target
reductions, to meet their commitments.
 Clean Development Mechanism
 Joint Implementation
 Emission Trading
Clean Development Mechanism The Clean Development Mechanism

(CDM) is one of the two project-based flexible mechanisms of the
Kyoto Protocol. These mechanismsn are
designed to make it easier and cheaper for industrialized
countries to meet the
greenhouse gas (GHG) emission reduction targets that they agreed
to under the
Protocol.
CDM Journey of Enercon The Management Committee of Enercon

set out the CDM initiative in 2000 and since then monitored the
progress of the CDM initiative. In late 2001, Government of
Netherlands came out with the CERUPT Tender. Enercon
participated in CERUPT tender by offering +15MW wind farm
projects and was selected under the tender. Enercon was not able to
conclude the contract with CERUPT and the +15 MW projects were
subsequently cancelled. However, this provided Enercon with a
considerable experience in the CDM process. Enercon at present has
nine projects of 444MW at the validation stage and other
eight projects are in pipeline.
ii.Regulatory Affairs
Power sector is governed by rules and regulation laid down by the

government bodies and the quasi-judiciary central/state electricity
regulatory commissions. There are private sector companies,
government utilities and semi government companies operating in
a regulated business environment.
The generation tariff and various other norms for conduct of

businesses are determined through SERC. Therefore keeping the
interest of the customer in mind Enercon 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
Regulatory affairs department is based in Bangalore.
Policies and Regulations on Wind from Indian Perspective
Schedule VII of the Constitution of India provides for this demarcation

of legislative and executive authority applicable and enforceable in
India through independent and unified judicial system. There are three
parts of VII schedule:
1) Union List: - The Union Parliament has the exclusive authority to
legislate on the matters enumerated in this list.
2) State List: - The state legislature has the exclusive authority to

legislate on the issues
enumerated in this list barring in certain specializes and
exceptional matters.
3) Concurrent List: - This list contains multi-jurisdictional entries

where both the union parliament and the state legislature have
jurisdiction to legislate.
Entry 38 of the list III contains “Electricity”. Thereby it is the joint

responsibility of Union as well as the State Government to legislate on
the matters concerning electricity and allied matters of power industry.
However by virtue of Part XI of the Constitution of India in case of
overlapping of the laws enacted by state and union legislature the
union legislature shall prevail.
Enercon (India) Ltd., Bangalore
Bangalore office is called as HUB of projects, since it caters almost all

the states of India including Karnataka, Tamil Nadu, Maharashtra,
Andhra Pradesh, Gujarat, and Rajasthan.
In Bangalore, there are two offices, one is to facilitate the projects team
for all the states and the other one is only for Karnataka Projects.
Coming to a typical project office scenario we can see all the

employees on their toes working to meet given targets in their
respective departments, to meet the commissioning dead line. Since, the
customers are the primary importance, we need to cater the required
service as per their specifications and requirements.
Within Projects, we have many other departments which are facilitating
the whole projects to commission the WECs. The various departments
viz.,Wind Resource Department,Enercon Insrastructure Developmet,
Liasioning, Accounts, Human Resources, IT & MIS, SCADA and
Quality which are the supporting factors for project execution. All these
departments work together as a family and at the end of the day the
customer is happy with the services they get.
Achievements
 First Blade manufacturing plant was setup in Daman in the year 1995.
 The first project commissioned was in Lamba in Gujarat for LD

Textiles with Enercon E-30 WTGs in 1995.
 In Tamil Nadu the first project was for Shiva distilleries
 First turnkey project done for BSES (33 machines)
 First project in hilly terrain was Jindal Aluminum, Madikaripura
 First project in Maharashtra- Toshegar, in Madhya Pradesh-

Rabadi, Rajasthan- Jaisalmer (Badabag).
Under the dynamic leadership of our MD Mr. Yogesh Mehra, we

have built a very long Bridge in 14 years since the inception of
ENERCON in India. After connecting ' 2010 Mw
' to the grid, we are ‘lighting’ at least 18.5 Lakh homes of villages
in India. We are producing the ‘clean electricity’, on an average at
25%+ Plant Load Factor. The 2010
MW Enercon Turbines will generate about 4400 Million Units per
annum. Statistically speaking; on an average 200 Units per month
(max) consumption per home which
comes out to annual consumption of 2400 Units per year. We are
lighting around 18 lakh homes in India!! (4401900000 Units / 2400
= 1834125) .Enercon India is truly delivering “Green Energy” to
the homes in India! and very significantly saving the
‘EARTH’ for our future generations.
CHAPTER – 3
REVIEW OF LITERATURE
1.1 a THEORETICAL REVIEW:
DEFINITION
Quality of work life means “the degree top which members of a work organization are able
to satisfy important personal needs through their experience in the organization”
QWL could be defined as “the Quality of the relationship between the man and task.
MEANING
Quality of work life has gained deserved prominence in the Organizational Behavior as an
indicator of the overall of human experience in the work place. It expresses a special way of
thinking about people their work, and the organizational in which careers are fulfilled.
QWL refers to the relationship between a worker and his environment, adding the human
dimension to the technical and economic dimensions within which the work is normally viewed
and designed. QWL focus on the problem of creating a human working environment where
employees work co – operatively and achieve results collectively. It also includes.
• The programme seeks to promote human dignity and growth
• Employees work collaboratively They determine work change participate
• The programmes assume compatibility of people and organization
QWL refers to the level of satisfaction, motivation, involvement and commitment

individuals experience with respect to their line at work. QWL is the degree of excellence brought
about work and working conditions which contribute to the overall satisfaction and performance
primarily at the individual level but finally at the organizational level.
CONCEPT
QWL is a prescriptive concept, it attempts to design work environments so as to maximize

concern for human welfare. QWL acts in two dimensions.
• Goal
• Process
QWL acts as goal by
• Creation of more involving
• satisfying and effective jobs
• Work environment for people at all levels of the organization
QWL acts as process by
• Make efforts to realize this goal through active participation
The whole essence of QWL may be stated thus, the QWL is co – operative rather than
authoritarian; evolutionary and open rather static and rigid; informal rather than mechanistic;
mutual respect and trust than hatred against each other.
Objectives of QWL
The major three main objectives for the QWL are
• Improve employees satisfaction strengthen workplace learning, and
• Better manage on – going chance and transition
MAJOR FACTORS AFFECTING THE QWL
QWL means having good supervision, good working conditions, good pay and benefits an
interesting and challenging, and a rewarding job. The major factors that effect the QWL may be
stated thus.
Pay
QWL is basically built around the concept of equitable pay. In the days ahead, employees
may want to participate in the profits of the firm as will. Employees must be paid their due share in
the progress and prosperity of the firm.
Benefits
Workers throughout the globe have raises their expectations over the years and now feel
entitled to benefits that were once considered a part of the bargaining process.
Job Security
Employees want stability of employment. They do not like to be the victims of whimsical
personal policies and stay at the mercy of employers.
Alternative Work Schedules
Employees demand more freedom at the workplace, especially in scheduling their work.
Among the alternative work schedules capable of enhancing the quality of work life for some
employees are:
i. Flexi time: A system of flexible working hours,
ii. Staggered hours: Here groups of employees begin and end work at different intervals.
iii. Compressed workweek: It involves more hours of work per day for fever days, per week.
iv. Job enrichment: It attempts to increase a person's level of output by providing that persons
with exciting, interesting, stimulating or challenging work.
v. Autonomous work groups (AWGs): Here a group of workers will be given some control of
decision-making and have responsibility for a task area without day-to-day supervision, and
with authority to influence and control both group members and their behavior.
Occupational Stress
Occupational mental-health programmes dealing with stress are beginning to emerge as a

new and important aspect of QWL programmes. Obviously, and individual suffering from an
uncomfortable amount of job-related stress cannot enjoy a high quality of work life. '
Worker Participation
Employees have a genuine hunger for participation in organizational issues affecting their
lives. Naturally they demand far more participation in the decision making process at the
workplace.
Social Integration
The work environment should provide opportunities for preserving an employee's personal
identify and self-esteem through freedom from prejudice, a sense of community, interpersonal
openness and the absence of stratification in the organization.
Work and total life space
A person's work should not overbalance his life. Ideally speaking, work schedules, career
demands and other job requirements should not take up too much of a person's leisure time and
family life.
WAY TO CREATE HIGH QWL
QWL deals with the relationship between every employee and his or her work organization.
This relationship is formal in sometimes less formal. This contract is psychological; contract.
"Psychological contract is the set of expectations held be the individual specifying what the
individual and the organization expect to give and receive from each other in the course of their
working relationship". This contract represents the expected exchange of values that encourages
the individual to work for the organization and motivates the organization to employ that person,
(i.e) Contribution and Inducements.
A healthy psychological contract means that inducements and contributions are balance.
INDUCEMENTS = CONTRIBUTIONS
(Organization to employees) = (employee to organization)
This is the way for organization to create healthy psychological contract and Jobs
satisfaction for their members is to provide them with High QWL environment.
ASPECTS OF HIGH QWL
QWL are highlighted by the following Benchmarks of managerial excellence.
Participation:- Involving people from all levels of responsibility in decision-making
Trust:- Reside signing jobs systems and structures to give people more freedom at work.
Reinforcement:- Creating reward systems that are fair, relevant and contingent on work
performance
Responsiveness:- Making the work setting more pleasant and able to serve individual Needs.
QWL PROGRAMMES
QWL programmes concentrate on creating a working environment that is Conductive to the

satisfaction of worker needs. This program assumes that a job and the work environment should be
structured to meet as many of the workers needs as possible.
Richard Walton has organized into eight categories. These should be integrated,
coordinated and properly managed.
These programmes are helped to avoid some pitfalls like
• QWL program must be implemented with the co-operation of management and labour.
• Action plans must be carried to completion.
• Care mist be taken to concentrate the focus on the joint objectives of improving the QWL.
RESULTS OF HIGH QWL
• High Productivity
• Increase organizational effectiveness
• High employee satisfaction
• High morale .
• Reduce the absenteeism and labour turn over
• Increase the quality of life of employees
• High employee involvement
• Peaceful industrial relation

RESEARCH REVIEW:
Miller, 1978; Kirkman, 1981; Metz, 1982; Mirvis & Lawler, 1984; Cooper, 1988)
define the qualities of work life are broadly similar to the study on Singaporean Employees
Development suggest four dimensions of Quality of work life labeled as, i) Favorable work
environment ii) Personal growth and autonomy iii) Nature of job and iv)Stimulating opportunities
and co-workers Good performance is recognized in addition to rewards being based upon
performance while employees are respected and treated like mature people.
The Study on Singaporean Employees development, Cheng S says in a high QWL there
should be a positive impact on personal life, an opportunity to be involved in decision as well as an
acceptable level of physical comfort. Jobs seen to exist within high QWL work situations are those
in which there is minimal negative impact on 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.
APPROPRIATENESS OF THE SURVEY METHOD
The objective of study was to ascertain the quality of work life of the employees in specific
work environment relationship. For this best suited method was survey method.
Hence a questionnaire method is chosen which is free from bias of the interviewer and large
sample can be made use of and thus the result can be more dependable and reliable
CHAPTER – 4
RESEARCH METHODOLOGY
SAMPLING PROCEDURE
Sampling is a method of selecting a few items from a particular group to be obtaining

relevant data which help in drawing conclusions regarding the entire group i.e. population or
universe.
SAMPLING SIZE:
The sample size selected for the study was 100 employees of ENERCON INDIA LTD.
CONSTRUCTION OF THE TOOL:
To measure the effectiveness of QWL. Questionnaire method is used.
The questionnaire consists of two sections.
Section 1: collect the personal details about respondents.
Section 2: consists of 23 Questions which deal with QWL.
In this study, structured questionnaire means “a set of questions (statements) which is administered
to the respondents. To assess their attributes opinion, information which is needed for the project.
ANALYSIS AND INTERPRETATION:
The data collected are classified, analysed and calculated. The statistical tools are applied
for the analysis of the data. The tools used are Percentage analysis, weighted average method and
Chi – square test.
1. Percentage analysis:
Percentage refers is a special kind of ratio. Percentages are used in making comparison
between two or more series of data. They are used to describe relationship. More over
percentages can also be use to compare the relative terms of the distribution of two or more
series of data.
Formula:
Percentage of Respondents = No. of respondents * 100
Total no. of respondents
2. Weighted Average Method:
Weighted Average Method was applied to find out the desirable policies & practices that
are adopted by the company by ranking certain criteria's in some of the important functional areas
of H.R.
Formula:
Weighted average method = (X1W1 + X2W2 + X3W3 +……..)
3. Chi - square test:
Chi - Square is a non-parametric technique, most commonly used fay a research to test the
analysis. The main objective of chi-square is to determine whether significant difference exist
among group of data
Formula:
Chi - Square test = Σ (Oi - Ei) 2/ Ei
Oi = Observed frequency
Ei = Expected frequency
Degree of freedom = n – 1.
CHAPTER – 5
ANALYSIS AND INTERPRETATION
Table No: 1
Age of respondents
Age No. of respondents Percentage
20 – 30 30 30.0
31 – 45 45 45.0
46 & above 25 25.0
Total 100 100.0

GRAPH : 01
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
Experience of the respondents
Experience No. of Respondents Percentage
Below 1 year - -
1 – 5 years 19 19
5 – 10 years 24 24
Above 10 years 57 57
Total 100 100
GRAPH 02
Experience of the respondents
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
Income level of the respondents
Income Level No. of Respondents Percentage
Below Rs. 5,000 - -
Rs. 5,000 – Rs.10,000 38 38
Rs. 10,000 – Rs.20,000 59 59
Above Rs. 20,000 3 3
Total 100 100
GRAPH 03
Incom e level of the respondents
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
Using skills and abilities to perform the job
Opinion No. of Respondents Percentage
Strongly Agree 46 46
Agree 51 51
Disagree 2 2
Strongly Disagree 1 1
Total 100 100
GRAPH 04 Using skills and abilities to perform the job
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
Equal treatment at work place
Agree 57 57
Disagree - -
Strongly Disagree - -
Total 100 100
Graph 05 Equal treatment at work place
60
50
40
Respondents 30
10
0
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
Conditions on my job allows me to be productive
Agree 51 51
Disagree 2 2
Total 100 100
GRAPH 06 Conditions on my job allows me to be productive
60
50
40
Respondents 30
10
0
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
Opportunity to develop special abilities
Agree 63 63
Disagree 12 12
Total 100 100
GRAPH 07 Opportunity to develop special abilities
70
60
50
40
Respondents
30
No. of Respondents
20
10
0
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
Organisations provides enough guidance to get the job done
Agree 58 58
Disagree 17 17
Strongly Disgree 1 1
Total 100 100
GRAPH 08 Organisations provides enough guidance to get the job done
60
50
40
Respondents 30
10
0
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
Organization provides high quality tools and techniques to do the job
Agree 32 32
Disagree 3 3
Total 100 100
GRAPH 09 Organization provides high quality tools and techniques to do the job
70
60
50
40
Respondents
30
No. of Respondents
20
10
0
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
Opportunities for promotion are good
Agree 52 52
Disagree 27 27
Total 100 100
GRAPH 10 Opportunities for promotion are good
60
50
40
Respondents 30
10
0
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
The safety of workers is at high priority
Yes 59 59
No 41 41
Total 100 100
GRAPH 11 The safety of workers is at high priority
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
Infrastructure facilities are Good
Yes 90 90
No 10 10
Total 100 100
Infrastructure facilities are Good
No. of Respondents
Yes
No
If “Yes” which of the following do you like

First aid 7 7
Canteen 27 27
Lightening and ventilation 56 56
Others 10 10
Total 100 100
INFERENCE:
Above table shows that 56% of the respondents are satisfied with lightening and
ventilation facilities provided in the work place, followed by 27% satisfied with canteen facilities
and 7% of the respondents opinioned on first aid facilities, 10% of the respondents opinioned on
others includes drinking water, rest rooms etc.
Table No – 13
Fringe benefits are good in the organization
Agree 56 56
Disagree 15 15
Total 100 100
GRAPH 13 Fringe benefits are good in the organization
60
50
40
Respondents 30
10
0
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
Agree 45 45
Disagree 25 25
Total 100 100
GRAPH 14 The supervisor is concerned about the welfare of the workers
45
40
35
30
25
Respondents
20
10
5
0
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
Agree 46 46
Disagree 1 1
Total 100 100
GRAPH 16 Job security
60
50
40
Respondents 30
10
0
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
Helping tendencies of supervisor
Strongly Agree 33 33.0
Agree 54 54
Disagree 11 11
Total 100 100
GRAPH 16 Helping tendencies of supervisor
60
50
40
Respondents 30
10
0
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
Training opportunities helped in terms of improving the quality of work
Agree 54 54
Disagree 15 15
Total 100 100
GRAPH 17 Training opportunities helped in terms of improving the quality of work
60
50
40
Respondents 30
10
0
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
Employees opinion about work stress
Always 29 29
Often 64 64
Sometimes 6 6
Never 1 1
Total 100 100
GRAPH 18 Employees opinion about work stress
70
60
50
40
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
Employees opinion on work schedule
First Shift 65 65
Second Shift 4 4
Third Shift 0 0
General Shift 31 31
Total 100 100
GRAPH 19 Employees opinion on work schedule
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
Accepting suggestions by the supervisors
Agree 51 51
Disagree 12 12
Total 100 100
GRAPH 20 Accepting suggestions by the supervisors
60
50
40
Respondents 30
10
0
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
Proud to be a part of Enercon.
Agree 18 18
Disagree 1 1
Total 100 100
GRAPH 21 Proud to be a part of Enercon
60
50
40
Respondents 30
10
0
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.
SUGGESTIONS AND RECOMMENDATIONS

 The employees of Enercon., expecting the following from the company.
i. Improvement in rewarding and awarding policies.
ii. Introduction of Promotion policy at operation level
 Employees need high motivation from the top management of the

company.
 Employees needs more compensation from the company
 Employees expects mutual relationship between co-workers
 Employee’s needs special training from the company related to their job
during working period.
 Employees expects the quality of work to be measured periodically be

the company
CONCLUSION
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.
Compared to other companies believe in employee’s satisfaction and brilliant productivity

hours. Quality mission includes not only the quality of the products but also the Quality of Work
Life.
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:
1. K. Aswathappa (1997), “Human Resources and Personal

Management” Tata Mcgraw-Hill Publishing Company Limited, New Delhi – 110
001.
2. John M. Ivancevich (2003), “Human Resources and Personal

Management” Tata Mcgraw-Hill Publishing Company Limited, New Delhi – 110
001.
3. C. R. Kothari (2001) “Research Methodology” of Wishwa

Prakashan Publishing, Chennai – 17, Edition
4. C. B. Mamoria and S. V. Gankar (2001), “Personnel

Management Text & Cases”, Himalaya Publishing house Mumbai, XXI Edition.
5. R.S.N. Pillai and V. Bhagavathi (1998), “Statistics” of Sultan

Chand and sons, New Delhi, pp. 132-141, II Edition.
6. Biswaject pattanayak (2001), “Human Resources and Personal

Management” Prentice Hall of India Pvt., Ltd. New Delhi.
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
QUALITY OF WORK LIFE - RESPONSE SHEET
QUESTIONNAIRE
1. Personal Details
NAME (OPTIONAL) :
AGE : 20 TO 30
: 31 TO 45
: 46 AND ABOVE
QUALIFICATION :
DESIGNATION :
EXPERIENCE :
<1 year 1-5 years
5-10 years 10 years
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
3. I am treated with respect in the work place
 Strongly agree
 Agree
 Disagree
4. Conditions in the job allows me to be productive
 Strongly agree
 Agree
 Disagree
5. The organization provides an opportunity to develop my own abilities
 Strongly agree
 Agree
 Disagree
6. The organization provides enough instruction to get the job done
 Strongly agree
 Agree
 Disagree
7. The organization is providing a high quality tools and techniques to do the job
 Strongly agree
 Agree
 Disagree
8. The opportunity for promotions are good
 Strongly agree
 Agree
 Disagree
9. The safety of workers is at high priority
Yes No
10. Does the infrastructure facilities is good
Yes No
If, yes which of the following do you like
Work station Canteen
Lightening arid Ventilation Safety Equipments
11. Fringe benefits are good in the organization
 Strongly agree
 Agree
 Disagree
12. The supervisor is concerned about the welfare activities of the employees
 Strongly agree
 Agree
 Disagree
13. The job is secured
 Strongly agree
 Agree
 Disagree
14. The supervisor is helpful to me in getting the job done
 Strongly agree
 Agree
 Disagree
15. The training opportunities has really helped in improving the quality of work.
 Strongly agree
 Agree
 Disagree
16. How often do you find work stressful?
 Always
 Often
 Sometimes
 Never
17. Does the company provide subside food?

 Yes
 No
18. How are you communicated regarding credit of salary to your account?
-----------------------------------------------------------------------------------------
19. do you feel your immiediet boss is?
 Good
 Better
 Best
20. Rank the following motivational insights:
Insights Rank (1-5)
1 Interesting work
2 Recognition
3 Awards & Rewards
4 Compensation
5 Friendly co - workers
21. The suggestions give by me are always accepted and motivated by the superior
 Strongly agree
 Agree
 Disagree
22. Is your family members feel proud that you’re a a part of ENERCON India Ltd.
 Strongly agree
 Agree
 Disagree
23. Your valuable suggestion to improve QWL _____________________________

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EXECUTIVE SUMMARY

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

Q - Quest for excellence

I - Involvement of the people

Y - Yardstick to measure progress

• The population is evenly divided among the four qualitys.

• People of each quality can be successful.

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

1.2 SIGNIFICANCE OF THE STUDY:

1.3 OBJECTIVES OF THE STUDY:

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

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

 Availability of Time was very less

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

 Few respondents were reluctant while answering the questions.

Coal 77948 52.57%

Gas 14876 10.03%

Oil 1199 0.81%

Hydro 36877 24.87%

Nuclear 4120 2.78%

Other RES 3066 2.10%

Global Wind Energy

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

Enercon (India) Limited (EIL), started its operation in India as

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

Enercon Fact Sheet

 EIL's commercial operations commenced in 1995.

 Providing end to end solution to the customer - from

 It is an ISO 9001:2000 certified company for manufacturing,

 Has four manufacturing plants at Daman for different

 More than 3500 employees are working for EIL.

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

 Presence in major high potential states viz. Gujarat,

Enercon – Vision / Mission Statement

Enercon shall forge ahead with courage and innovation to be an

Enercon’s mission is to deliver projects from concept to commissioning

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

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

Sr. Daman, Mumbai, All India Branches and Sites

No. Category Staff Worker

1. CASUAL LEAVE (CL)

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

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

 CL should be availed with prior sanction.

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

2. SICK LEAVE (SL)

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

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

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

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

 Sick leave application must be invariably be supported by a

 The management at its discretion can make an employee undergo a

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

3. PRIVILEGE LEAVE (PL)

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

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

minimum 240 days in the company.

 The computation of 240 days include:

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

o The days on which the employees remained absent due to

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

for the computation of 240 days