RESEARCH PROJECT ON

“EMPLOYEE’s SATISFACTION AND QUALITY OF WORK LIFE

FOR FLOVEL ENERGY PRIVATE LIMITED”

SUBMITTED TO:

J.C. BOSE UNIVERSITY OF SCIENCE & TECHNOLOGY, YMCA, FARIDABAD

DEPARTMENT OF MANAGEMENT STUDIES

FOR PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF

DEGREE OF MBA (MASTER OF BUSINESS ADMINISTRATION)

2021-2023

SUBMITTED BY:
PAYAL
Roll Number: 21035701037
Course: MBA
UNDER THE SPERVISION OF
Ms. Siksha Rawat
Assistant Professor

Department of Management Studies

NGF COLLEGE OF ENGINEERING AND TECHNOLOGY, PALWAL

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 DECLARATION

I, Payal, University Roll No-21035701037, D/o Mr. Kulbhushan of NGF College of

Engineering and Technology hereby submit this research project in the partial fulfillment of
the requirements for the award of degree of MBA, I declare that the work presented in this
report is my original and is not submitted anywhere else for the award of any other
degree/diploma by any other university. To the best of my knowledge and belief, this report
contains no material previously published or written by any other person, except where due
reference is made.

PAYAL

2
NGF COLLEGE OF ENGINEERING AND TECHNOLOGY, PALWAL

DEPARTMENT OF MANAGEMENT STUDIES

This is to certify that Payal, Registration number (21-NGF-701037), has completed the
Research Project Report titled “Employee’s satisfaction and quality of work life” under my
supervision in partial fulfilment of the requirement for the award of the degree of MASTER
OF BUSINESS ADMINISTRATION (MBA).

Ms. Siksha Rawat

Assistant Professor
Department of management studies
NGFCET

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 ACKNOWLEDGEMENT

No management study is complete without practical experience. Being an MBA student, I

know that creativity and practice both are essential elements of management.

We would like to pay my sincere thanks to Ms. Siksha Rawat, my faculty guide who has
always given a right way to accomplish the report and also provided some valuable ideas and
suggestion to enhance me to complete the research smoothly and successfully.

We express our sincere thanks to HR Department team who has given us a chance to get
research in FLOVEL Energy private limited. We are highly thankful to them for allowing me
to work at very interesting project.
We are highly thankful to all the staff members for providing their support and cooperation.

PAYAL

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 TABLE OF CONTENTS

Sr. Content Page No.

No.

1. Introduction to the topic 6-21

2. Company Profile 22-31

3. Literature Review 32-36

4. Research Methodology 37-43

5. Data Analysis & Interpretation 44-56

6. Findings of the study 57-58

7. Conclusions & Suggestions 59-61

8. Appendices 62-64

9. Bibliography & References 65

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 CHAPTER- 1
INTRODUCTION TO THE TOPIC

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 INTRODUCTION TO THE TOPIC

The human resource of an organization constitutes its entire workforce. Human resource
management (HRM) is responsible for selecting and inducting competent people, training
them, facilitating and motivating them to perform at high levels of efficiency, and providing
mechanisms to ensure that they maintain their affiliation with the organization.

The objective of this project is to find out how much the employees are satisfied and what is
their quality of life. How the FLOVEL ENERGY PRIVATE LIMITED applies the human
resource functions in the organization and out the organization. In this project I make the
survey on the employees of various departments of FLOVEL ENERGY PRIVATE
LIMITED. The project report is divided in various sections like introduction of the company,
topic introduction, survey report and conclusions. Human resources are on major factors of
production. It is human asset, which convert the various resources in to the production
resources.

It has immense potentialities and it only human resources, which appreciate with time
whereas all other resources undergo the process of depreciation. Success of an organization
mainly depends on the quality of manpower and its performance.

In early days human resource was not taken as an important factor of production. Human
begin was simple treated as log in the movement increasing emphasis has been given to the
worker as a whole man. The need of vast manpower and their importance was realized by
some of the progressive entrepreneurs. The emergence of Trade Union and their gradual
collective power forced some entrepreneurs to give some district feature of human side by
production.

Abraham Maslow gave his “Hierarchy of needs” theory. McClelland’s Afflation-

Achievement theory is well accepted too. Christ Argyris theory of “four system of
Management” is also a milestone in the development of human factor in the production
process. But the most important in this field was that of Elton Mayo’s Human Relation
Approach.

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Hence the management must give more emphasis on the human side and their proper
utilization. This then remains the cardinal objective of the human relations function to
discover newer ways of understanding man and to motive him to higher standard of
workmanship. Many new experiments such as study of his state university of Michigan etc
have developed the branch of Management beyond margin.

Today an organization having a good inventory of human resources and a dynamic personnel
department is prospective one. So the technique and functions of personnel management have
now come closely integrated with the overall organization strategies in search of excellence.

With a holistic approach in all its business operations, a loyal and dedicated workforce and its
rooted belief in value creation and corporate citizenship, the Tata Group is always ready to
realise its vision and objectives. The challenges of the future will only help to enhance the
Group’s performance and transform newer dreams to reality.

The company has its own visions, values and own policies and those are the followings.
Risk Management;

Financial Risks: The growth plans of the Company will need careful financial management
to balance expenditure requirements with cash flow and the repayment of the Corus
acquisition financing.
Market Risks: The focus is on enriching the product mix and pursuing branding initiatives to
move up the value chain. In addition, new and improved products, including those with
sustainability benefits, are constantly sought through research, product development and
improved production processes.
Business Integration Risk: Strategic and operational integration across the Group
companies is required for optimum business performance.
Compliance Risks Changing economic and environmental situations mean that statutory
regulation is changing. This is addressed through an absolute commitment to compliance,
quality management and the development of trust through regular communications with
government and statutory bodies.

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Technology Risks; Developing technology presents a risk and an opportunity. With its
modernization plan, the Company is ensuring that it deploys the best technologies to ensure
quality, cost-efficiency and environment-friendly processes. The acquisition of the Research
and Development department of Corus addresses the need for greater R&D capacity within
the Company.

Turning Challenges into Opportunities; through its processes of managing risks planning;
considering stakeholder feedback and applying quality and continuous improvement
processes.

SCOPE OF THE STUDY

Gathering information and theoretical knowledge is a part of study. It became complete when
added with practical knowledge as the noted truth comes to sight. Hence one becomes more
efficient and effective when a flavour of practical outlook is added to the bosky mind. As the
study has got wide relevance is formulating valid information about the organization, it helps
in getting a critical look in to the personnel practices of the organization. Organizational
behaviour employer employee relationship and the working environment of the organization
in relation to theoretical knowledge. It gives a previous idea about the job and working
environment to the future decision- making how to perform by assigned job successfully and
tact fully.
As there is saying, practice makes a man perfect and the knowledge. This does not deal with
the practical application, is said to be unscientific and unsystematic. More over the branch of
management, which deals with the most critical and important factor of production, requires
not only theoretic background but also some practical experience to have some knowledge on
day-to-day problem solving The scope of the study covers employees of various departments
in order to understand their designations.

To study exact roles & responsibilities employees

To analyze the roles & responsibilities of each employee and redefine them
Evolution of HRM

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What is Employee Satisfaction?

Employee satisfaction definition is a term that is used to describe if employees are happy and
fulfilling their desires and needs at work. The crucial factor with employee satisfaction is that
satisfied employees must do the job and make the contributions that the employer needs.

Employee satisfaction is a wider term that is used by the Human Capital industry to describe
how satisfied or content employees are with elements like their jobs, their employee
experience, and the organizations they work for. Employee satisfaction is one key metric that
can help determine the overall pulse of an organization, which is why many organizations
employ regular surveys to measure employee satisfaction and track satisfaction trends over
time. A high satisfaction level shows that employees are happy with how their employer
treats them often, the term employee satisfaction is used interchangeably with employee
engagement; however, while engagement is one-factor influencing overall satisfaction (and it
may be said the reverse is also somewhat true), the two are not the same.

Satisfaction, which is important for retention, is not necessarily a predictor of performance,

while engagement—which indicates an employee’s passion for their work, among other
things—is directly tied to output. Ideally, satisfaction occurs as a result of both factors like
compensation and benefits as well as less-tangible elements like engagement, recognition,
and strong leadership.

If an organization fails to address both the sides of the equation, they might find they have a
complacent team made up of materially satisfied employees who are content to do only what
is necessary to remain employed, or a staff of highly engaged employees who are performing
well while they look for new opportunities at companies more willing or able to fill their
material needs.

‍Employee satisfaction is a broad term used by the HR industry to describe how satisfied or
content employees are with elements like their jobs, their employee experience, and the
organizations they work for.

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How do you achieve employee satisfaction?

1. Be Realistic With Your Expectations

‍At the root of a lot of stress, anxiety, and frustration that many employees feel are unrealistic
expectations from the organization. As a leader, it’s your responsibility to make sure
employees are not feeling pressurized/stressed out work or overwhelmed, they likely won’t
have the courage to raise that as an issue. This might be hard for you to do depending on what
the organization’s goals are, but more than anything you should be having an open mindset
and honest discussions with your team to see if expectations are too high.

2. Recognize good work

‍Recognizing your employees is one of the easiest and cheapest ways to increase job
satisfaction. The only thing it requires of you is to be more mindful of what’s going on
around you. Increasing your emotional intelligence will help you become more mindful and
appreciative of what your team is doing.

3. Communicate More

‍Remember, there’s no such thing as excessive communication. Also, the lack of

communication is the source of a lot of frustration in the workplace. Knowledge is power, so
there’s no reason why you shouldn’t want to empower your employees with as much as
available. Work on creating a culture of open and honest communication within your team.
That feeling of safety and comforts of saying whatever you want to anyone on your team is a
key component of a successful team.

4. Care about Employee Well-being

‍Showing employees that you genuinely care for their well-being is one of the most effective
ways to increase job satisfaction.

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5. Offer Opportunities For Learning

‍Personal growth is arguably the most important factor in employee engagement. When
employees stop learning, they plateau and get bored, eventually looking elsewhere for
stimulation. You can stop this by applying programs for continuous learning. Employees will
love you for it.

6. Give Frequent Feedback

‍Employees want feedback vigorously and aren’t as sensitive as you might think. There is no
need to be rude with your feedback, but if you are straightforward and honest, employees will
respect that. Make time for regular feedback by scheduling one-on-ones once a month with
every individual of your team, and create more of those informal opportunities for
conversation.

7. Don’t Focus Too Much On Perks

‍Perks are nice-to-have, but there is no need to put too much emphasis on perks. There is one
caveat though. They say that the one perk that does make a difference is flexible time.
Employees just love the fact that they are trusted enough to have some flexibility in their
schedule.

8. Empower Employees

‍For employees to be satisfied at work, they need to feel like they’re in control. They should
feel like they have the autonomy they need to do amazing work that they can be proud of.

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What is the difference between employee satisfaction and employee engagement?

‍Employee engagement is a term that occurs when workers are committed to helping their
companies achieve all of their goals. Engaged employees are highly motivated to show up to
work every day and do everything within their power to help their companies succeed.

‍Employee satisfaction is the state where employees are enjoying their job — but not
necessarily being engaged with it. Imagine the employee is flexible to who shows up to work
early and leave late without contributing much or breaking a sweat

What are some employee satisfaction ideas?

‍A. Respect them

‍It goes without saying that every individual employee must feel respected by their managers
and colleagues. A lack of respect in the workplace is a poison for which there is no medicine.

B. Listen, listen some more

‍Managers should maintain an open-door policy and must encourage the staffs to approach
them to ask questions, share ideas, and voice concerns.

C. Be transparent

‍Few things are equally important in modern business as much as transparency is. They might
not always like what they hear, but they’ll respect you for being open and honest. It makes
sense to tell it like it is when you’re able to do so rather than sugarcoating.

D. Make space for creativity

‍Creativity brings out the uniqueness in an individual. When an organization makes space for
Creativity, employees feel more connected towards organisation and productivity tends to
increase

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E. Accept mistakes

‍We all make errors from time to time. No big deal. Smart people will learn from them.

F. Training and skills development

‍The development of skills is good for business and good for morale, if it is done in the right
way. The more sceptical employees may say that you are only doing this to make more
money, but good managers are great believers in career development and making bright staff
even brighter.

‍G. Create a wonderful environment

‍Having a positive workplace not only pumps up the work environment and employees but
also brings in positive vibe into the office

H. Rewards

‍Pay, perks, benefits, bonuses. Be very careful about taking away even small perks.

I. Help staff to bond with one other

‍This is of the most important aspect for big and small companies alike. It used to be so much
easier when there were just 10 of employees. Team outings, mentoring, messing on boats…
These things can help employees form the bonds that they need to enjoy work.

J. Give recognition

‍If an employee has done something remarkable then make sure to thank them and recognize.
And beware that managers who steal the credit will cause ill-feeling while undermining
themselves. And that never ends well.

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What Is Quality of Life?

Quality of life (QOL) is a multidimensional concept that measures a person’s wellbeing.

The discussion and use of QOL as a measurable outcome in health has increased in
recent decades as healthcare has shifted from a disease-focused biomedical model to a
more holistic, well-being focused biopsychosocial model. QOL has also become more
important with improvements in medical treatments and disease management leading to
longer lives of people in general and particularly those living with chronic diseases

Quality of life is a highly subjective measure of happiness that is an essential component of

many financial decisions. Factors that play a role in the quality of life vary according to
personal preferences, but they often include financial security, job satisfaction, family life,
health, and safety.

Financial decisions can often involve a tradeoff wherein quality of life is decreased to save
money or earn more money. Conversely, quality of life can be increased by spending more
money.

How to Improve Quality of Life?

If you feel your quality of life lacks in some areas, taking stock of how you define a good
quality of life is an excellent first step towards improvement. While everyone's idea of a
high-quality life varies, there are some universal markers.

These markers may include access to good healthcare, loving relationships, meaningful work
or volunteerism, making time for hobbies you enjoy, good rest, healthy food, and the ability
to perform an enjoyable form of exercise all help to improve the quality of one's life.

In addition, studies have found that practicing gratitude and meditation can improve your
quality of life.Experts recommend adequate sleep (at the very least seven hours per night) to
improve the quality of life and better control mood and energy levels.
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How Is Quality of Life Calculated?

Quality of life can be calculated in many ways. Still, suppose you want an official definition.
In that case, the World Health Organization describes it as: "WHO defines Quality of Life
as an individual's perception of their position in life in the context of the culture and value
systems in which they live and in relation to their goals, expectations, standards, and
concerns.

Formula for measuring quality of life

The basic idea underlying the QALY is simple: it assumes that a year of life lived in perfect
health is worth 1 QALY (1 Year of Life × 1 Utility = 1 QALY) and that a year of life lived in
a state of less than this perfect health is worth less than 1.

What is Total Quality Management ( TQM)?

Literature reviews examine the most recent business publication's studies concerning the
growing complexities of today’s organizations, which require a definitive management
approach to ensure complete efficiency and productivity. Among the many quality
management theories research in a literature review,
Management has surfaced as one of the most respected. Definitions of Total Quality
Management vary according to the specific context within which managers and practitioners
operate. Total Quality Management is generally recognized, however, as a new system of
principles, tools, and practices needed to manage a company in order to provide customer
satisfaction in a rapidly changing global economy. Using Total Quality Management not only
eliminates product and service defects, but it as well enhances product design, speeds service,
reduces costs, and, above all, changes the culture of organizations and improves the quality of
work life.

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The concept of Total Quality Management was originally developed by the American, W.
Edwards Deming, after World War II for improving the production quality of goods and
services. The idea was not seriously regarded by Americans until after the Japanese, who
adopted it in 1950 to resurrect their postwar business and industry, used it to dominate world
markets by the 1980s. By then, most U.S. manufacturers had finally accepted that the
nineteenth-century assembly line factory model was outdated for modern global economic
markets and that better approaches to general management were needed.

Characteristics of HRD
Idealistic
Utilitarian in purpose
Evolutionary

Implications of HRM
With respect to Organization Design:
There is a wider objective is integration with the school system through educational
administration and training institutes. HRD cannot make up for lack of basic skills. It would
be highly impractical if it were suggested so. Garratt defines learning organizations as “a
group of people continually enhancing their capacity to create what they want to create”. The
idea sums up the essence of human resource development. Reference may be made here to
Simon’s concept of ‘mean’, ‘end’ and ’fact’ and ‘value’ as giving the chain of causation of
“purposive behavior”. Decisions are taken at all levels within an organization and are ‘mean’
to the extent that they comprise of ‘fact’ more than the value component and end conversely.
Each decision, in fact, is both mean (more fact) and end (more value) in that every ‘mean’ is
an intermediate ‘end’ which is ‘mean’ to a further end and so on. The chain culminates in
pure ‘end’ or final ‘value’ (hypothetical idea since ‘pure value’ does not exist in practice),
which is often the ‘organizational goal’ (could be social or national goal depending on the
level of integration) The ‘mean’- ‘end’ chain or formulation has implications for
organizational structure. If human resource management is ‘means’ to the ‘end’
of‘organisational development’, it functions as a section under organization development.

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With respect to Personnel Administration:

The HR section articulates organizational philosophy and underpins it to practical strategy.

Organizational culture is both a dependent and an independent variable. It is both impacted
upon and in turn impacts organizational functioning and practice. At the enterprise level,
good human resource practices help attract and retain the best people in the organization.
Planning alerts management to manpower needs in the short run ahead. At the level of the
individual, effective management of human resources helps employees, work with ‘esprit-de
corps’ and experience personal growth. Society, as a whole, is the beneficiary of good human
resource policy. Employment opportunities multiply and scarce talents are employed to the
best use/uses. Extending the same argument, sound HRM is imperative formation building.
Human resource planning is integral to socio-economic planning of the State. It is a vital and
an imperative component thereof, more so for developing countries where human capital
waste accrues due to underutilization of capacity and other wasteful HR practices.

With respect to Policy:

The HR section or department is actively involved in business strategy and wider policy
formation so much so that there is not a question of should it or should it not anymore. Its
involvement is accepted as a fact or a ‘given’ of organizational life. The focus is directed
instead to utilizing it to the maximum. The objective of HR thought and practice is geared to
this end. This is expected to be more so as the office evolves towards a more dynamic future
role with expansion and or diversification of business and increasing knowledge resource.

Role of human resource manager: Designations of HR Managers are found differently in

different organizations. To quote Frank Lloyd Wright, “form follows function”. HR function
therefore draws content from and follows the strategic plan. The HR manager functions as a
catalyst and a change agent to the extent that he helps the line achieve its objectives. Job
description of the office differs from organization to organization. Form or content of human
resource functions have been found to be determined by the organization’s history, work
culture and the level of differentiation attained in processes and product. (Tracey, 1994) The
HR manager has to be both process and a policy specialist.

The job descriptions and specifications entail and demand both policy advice and
implementation specialties. She / he hyphenate the relationship between the organization on

18
the one hand and external players and stimulators of policy (primarily government, strategic
partners) on the other. She / he has to ensure compliance of internal policy and practice with
external regulations via legislations (for example, government directives) as also attempt to
preempt the field in the organization’s favor by minimizing instances of unnecessary
interface. Academically, the HR person needs to be proficient in related specialties or
disciplines in that HR is a growing interdisciplinary academic field and a vocation, with cross
currents from management science, humanities and even physical sciences HR manager
functions as a consultant to all sections and is a prime mover or initiator of policy inputs and
recommendations.
HR officers can be both generalist (with wide experience in personnel matters to recommend
them) and specialist with technical training or educational background; either from
inside/outside the organization. Actual practice in this regard differs from organization to
organization.
Future challenges of human resource management: The question how HRM would change in
the post- modern globalized world needs to be understood in the light of challenges to HRM.
Emphasis on human resource management will be still greater in the coming years.
Companies/organizations are expected to invest more in health/welfare of workers.
Emergence of transnational/multinational corporations is bringing cross-cultural work force
and the consequent need to ‘manage diversity’ (cultural, ethnic linguistic, religious, etc.)
properly. Cost constraint and the resultant emphasis on the necessity of output maximizing
strategies viz. total quality management, flexible management systems, etc. Participative
management for ‘knowledge workers’; need an active policy to retain good workers is
expected to be increasingly felt in the coming years. Flexible structuring in organizational
design in response to changing requirements would be needed. Warren Bennie’s futuristic
observation (prediction) about linear organizations giving way to diverse and unconventional
matrix is almost a truism today. Organizations now are less linear, more complex,
environment more uncertain than predictable, traditional Webern construct more a utopia
than a reality, more cross functional/ networked than vertical/linear; providing more scope for
freewheeling for its knowledge workers rather than insisting and stressing on a commanding
or directive work pattern and culture. Precisely, its participative management, innovation and
self-managed work teams that are desired for a total quality management with emphasize on
productive process, particularly technology. Organizational fluidity and dynamism may no
longer be an exception or feature to be chafed at and resisted but an enduring quality to be
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desired which is almost a necessity for organizations’ survival in this environment of constant
change. Organizations are perceived as organic entities constantly and continuously vitalized
and growing, meeting new/emerging challenges and answering critics in their attempt to
avoid being moribund/ redundant in their operations. Tackling demographic changes in the
work force will be a challenge as more old/young/women/backward castes are expected to
force changes in HR policies. Vigorous interest articulation will be suggested for business at
the policy stage to minimize incident and / or unsavory pressures during implementation In
the face of increasing cost constraints, training is expected to get more targeted than
generalized. It would need to be tailored according to changing requirements viz. customer
preferences, specific need of a strategic plan in a given time frame, etc. Training is only one
of the options to learning and development
The focus in the Unit has been on HRM’s meaning, nature, scope, versions, clarifications
regarding semantics, differences and similarities between HRM and PM, and its significance.
Rather briefly, it could be summed up as;
HRM is at the forefront of management function;
HR manager plays a vanguard role in policy making and implementation functions;
Semantic differences between HRM and PM and IR and HRD are not of much practical
consequence. Content matters more than form; and Scope of HRM differ from organization
to organization.

Key concepts;
Human Resource Development: Human Resource Development is a term employed for
education and training activities undertaken at micro (in a department or an organization)
and macro levels ( national, state) for development of ‘human capital’. It involves both short
term and long term planning and has significance for development administration in that it is
the ‘people resource’ that puts plans into actions. Refurbishing of education and training at
regular intervals is a must for replenishing capabilities for planned development of human
resource capability.
Human Resource Management: Human Resource Management differs from personnel
management, in treating people as ‘resource,’ whose effective utilization leads to tangible
value addition to organizational productivity. Distinguished from human resource
development, human resource management is more an administrative activity while the latter.

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Organizational Culture: The culture of an organization could be directive, authoritarian,
feudal or democratic. Among determining factors are; principles of organizational
functioning, involving structuring of an organization, specialization and work division, span
of control, unity of command, leadership, work orientation of the manager, organizational
culture, “legal rational authority” system, as against, “traditional” or “charismatic
authority” systems.
Organization Design: Organization Design is a primary management activity involving
work division among constituent units and structuring an organization into sections and sub
sections. It is the first step in specialization of tasks and responsibilities in organizations
leading to further sophisticated specifications. On proper design depends the coherence of
organizational functioning? Organization Design is also a determinant of organizational
culture in that an organization could be structured in a hierarchic bureaucratic way or
imparted a team ethos by means of lateral coordination and team work orientation.

LIMITATIONS OF THE STUDY

 The organizations don’t provide the actual information.

 Not the complete data is available in order to make it more beneficial.

 The secondary data may or may not be correct.

 Some of the employees had a problem communicating their exact roles and
responsibilities.

 Study was limited to only few employees in a particular department.

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 CHAPTER- 2
COMPANY PROFILE

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 COMPANY PROFILE

Fig. 2.a

FLOVEL ENERGY PRIVATE LIMITED in MITROL, DEEGHOT ROAD, 72 KM

STONE, PALWAL

FLOVEL ENERGY PRIVATE LIMITED IN MITROL, DEEGHOT ROAD, 72 KM

STONE, PALWAL is known to satisfactorily cater to the demands of its customer base. The
business came into existence in 2016 and has, since then, been a known name in its field. It
stands located at MITROL DEEGHOT ROAD, 72 KM STONE- 121102. The business
strives to make for a positive experience through its offerings.

Customer centricity is at the core of FLOVEL ENERGY PRIVATE LIMITED and with this
belief it tries to build long term relationships with its customers. Ensuring a positive customer
experience, making available goods and/or services that are top-notch quality is given prime
importance.

India’s leading B2B market place, it ensures engaging in business activities is a seamless
process for small and medium enterprises as well as large businesses. In a wake to enable
these businesses to reach their audience, this portal lets them showcase their offerings in
terms of the products and/or services through a digital catalogue.

FLOVEL name has been synonymous with the hydropower sector for over four decades.
FLOVEL ranks amongst the top 5 leading players globally.

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FLOVEL is a full-line supplier of Electromechanical Equipment and Services for Small and
Medium sized Hydro Power Plants, manufacturer of hydraulic turbines, valves and turnkey
supplier of electro mechanical packages. FLOVEL manufacturers complete range of Pelton,
Francis, Kaplan, Axial Flow turbines and Valves for hydropower projects. The strength of
FLOVEL is in its ability to offer all-inclusive solutions (Electro Mechanical-Turnkey
Packages).

FLOVEL is a full-line supplier of Electromechanical Equipment and Services for Small and
Medium sized Hydro Power Plants, manufacturer of hydraulic turbines.

Website http://www.flovel.net

Industries Machinery Manufacturing

Company size 201-500 employees

Headquarters Faridabad, Haryana

Type Privately Held

Chairman & Managing Director at FLOVEL Energy Private Limited Maharaj Kar

Fig. 2.b

As manufacturer of Hydraulic Turbines and Valves, they are a full line supplier of
Electromechanical Equipment & Services for small & medium Hydropower projects
including Renovation, Modernisation, Upgrading and aftermarket services for existing power
plants.
It provide turnkey Hydro Power Solutions – with cohesive integration of design,
manufacturing, execution and service support.

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 Fig. 2.c

Fig. 2.d

Visions of The Company

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  Our people, by fostering team work, nurturing talent, enhancing leadership capability
and acting with pace, pride and passion.
 Our offer, by becoming the supplier of choice, delivering premium products and
services, and creating value with our customers.
 Our innovative approach, by developing leading edge solutions in technology,
processes and products.
 Our conduct, by providing a safe working place, respecting the environment, caring
for our communities and demonstrating high ethical standards.
 Our vision is to be a technology leader and to be among the top hydro power
equipment manufacturers globally.

Missions of The Company

 Consistent with the vision and values of the founder Maharaj Kar to strengthen
India’s industrial base through the effective utilization of staff and materials. The
means envisaged to achieve this are high technology and productivity, consistent with
modern management practices.
 The organisation recognizes that while honesty and integrity are the essential
ingredients of a strong and stable enterprise, profitability provides the main spark for
economic activity. Overall, the Company seeks to scale the heights of excellence in
all that it does in an atmosphere free from fear, and thereby reaffirms its faith in
democratic values.

Quality policy: Consistent with the group purpose and constantly strive to improve the
quality of life of the communities it serves through excellence in all facets of its activities.
We are committed to create value by continually improving our systems and process through
innovation.

26
Safety principles: Safety is line management responsibility. All injuries can be prevented.
Felt concern and care for the employee on “24 hours safety” shall be demonstrated by
leaders. Employees shall be trained to work safely. Working safely shall be condition of
employment. Every job shall be assessed for the risk involved and shall be carried out as per
authorized procedures/ checklist/ necessary work permit and using necessary personal
protective equipment.

Environmental Policy: The responsibilities are driven by our commitment to

preservation the environment and are integral to the way we do business. We are committed
to the efficient use of natural resources and energy; reducing and preventing pollution;
promoting waste avoidance and recycling measures and product stewardship.

1. We will identify, assess and manage our environmental impact. We will regularly monitor
review and report publicity our environmental performance. We shall develop & rehabilitates
abandoned sites through a forestation and landscaping and shall protect & preserve the
biodiversity in the areas of our operations. Well will enhance awareness, skill and
competence of our employee and contactors so as to enable them to demonstrate their
involvement, responsibility and accountability for sound environmental performance.

2. We are committed to continual improvement in our environmental performance. We will

set objectives targets, develop, implement and maintain management standards and system,
and go beyond compliance of the relevant industry standards legal and other requirements.

3. We will truly succeed when we sustain our environmental achievement.

PRODUCTS
27
 PELTON TURBINES Pelton Turbine is an impulse turbine used
primarily for applications with high head and small flows. FLOVEL’s
Pelton turbines are based on decades of know-how and state-of-the-art
technology. These Pelton turbines guarantee the highest operating efficiency
and reliability.
 FRANCIS TURBINES Francis Turbine is a reaction turbine used
primarily for applications with medium head and large
flows. FLOVEL’s Francis turbines are based on decades of know-how and
state-of-the-art technology. These Francis turbines guarantee the highest
operating efficiency and reliability.
 KAPLAN TURBINES Kaplan Turbine is a reaction turbine used
primarily for applications with low head and large flows. FLOVEL’s Kaplan
turbines are based on decades of know-how and state-of-the-art technology.
These Kaplan turbines guarantee the highest operating efficiency and
reliability.
 AXIAL FLOW Axial Flow units are used primarily for applications
with low head and large flows. FLOVEL’s Axial Flow units are based on
decades of know-how and state-of-the-art technology. These Axial Flow units
guarantee the highest operating efficiency and reliability.
 VALVES FLOVEL manufactures full range of Valves under its joint
venture with TB Hydro, Poland. These valves are manufactured by JV
company TB Hydro Flovel Valves Private Limited.

28
 Fig. 2.e

QUALITY & CERTIFICATIONS OF THE ORGANISATION

FLOVEL is certified for Integrated Management Systems, which includes:

 ISO:9001
 ISO:14001
 OHSAS 18001
 CE Certification

29
 FINANCIAL REPORT - FLOVEL ENERGY PRIVATE LIMITED

Here is a summary of financial information of FLOVEL ENERGY PRIVATE LIMITED for

the financial year ending on 31 March, 2022.

 Revenue / turnover of FLOVEL ENERGY PRIVATE LIMITED is INR 100 cr - 500 cr

 Net worth of the company has increased by 10.43 %
 EBITDA of the company has decreased by -10.97 %
 Total assets of the company has increased by 24.29 %
 Liabilities of the company has increased by 35.94 %

Operating Revenue INR 100 cr - 500 cr

EBITDA -10.97 %

Networth 10.43 %

Debt/Equity Ratio 1.12

Return on Equity 9.45 %

Total Assets 24.29 %

Fixed Assets 6.16 %

Current Assets 30.90 %

30
Current Liabilities 35.94 %

Trade Receivables 70.07 %

Trade Payables 51.10 %

Current Ratio 1.51

Table- 2.1

31
 CHAPTER- 3
LITERATURE REVIEW

32
This chapter in the research is the most essential one. It provides the second hand information
that is the information from secondary sources that help the researcher in the research. The
literature referred by the researcher and the findings implied in the research are mentioned
and written under this chapter. Various authors and researchers have proposed models of
Quality of working life which include a wide range of factors. Selected models are reviewed
below.

Sheffield Manpower Project (1970), stated that examined a sample of public, academic and
special Librarians in Job Satisfaction study and reported that more preference
has been expressed for greater responsibility of various kinds: more freedom of choice,
greater opportunity to improvise and to act in a solo capacity and less choice for supervision
work restructuring and job enlargement techniques should be considered in order to try and
meet this desire. This applies at all levels, including the junior most staff. It also applies in a
situation where duties have been rigidly divided into professionals and non-professionals.

Plate and Stone (1974), studied that the Factors affecting Job Satisfaction of the
librarians. They used Herzberg theory in their study on job motivation to examine 162
Americans and 75 Canadian librarians randomly selected from all types of Libraries.
The result of this study confirmed Herzberg’s views that certain factors are positive
‘emotions’ in the work place, while others are merely hygiene factors. These hygiene factors
create dissatisfaction, if absent in the work place but they are not the positive motivation. In
this study it is found that of all the factors named by the librarians as contributing to job
satisfaction, 99 % were motivators and were related to job content: Of all the factors
contributing to their dissatisfaction at work, 81 % involved hygiene factors found in the work
environment.

Vaughn and Dunn (1974), studied that the job satisfaction among the library employees
who had been employed in six university libraries. They used job description index for the
study. This job description Index asked the employee to describe their job environment in six
university libraries, in relation to five job characteristics i.e.
workitself, supervisory climate, interpersonal climate, pay condition and promotionopportunit
ies. The six libraries were compared in terms of their scores for each dimensions of

33
satisfaction. The study revealed that no one library scored consistently high or low on all
dimensions of satisfaction.

Chopra (1984), discussed that the importance of Libraries and the role of Librarians and
stressed the need for contented and well-satisfied Librarians to make libraries more
serviceable. He collected data from 100 Librarians of Lucknow city through the
questionnaires. Analyses of the data showed that the librarians derived satisfaction from their
work, social recognition received, working conditions, job security and social status in his
study.

Brigg Nzotta (1985), studied that the factors associated with the Job Satisfaction of male and
female Librarians in Nigeria. He found that women derived greater Job Satisfaction from
their work than their counterparts. Women were more satisfied with the independence,
security ability, utilization and work conditions. On the other hand, men were more satisfied
with Variety.

Gopal (1985), examined that several studies on Job satisfaction in the Library field. He
described 3 methods of increasing Job satisfaction. He asserts that Job satisfaction leads to
the effective functioning of the individuals and the organisation as a whole.

Nandy’s (1988 ); has stated that professionals was based on the main objective to study some
of the eminent studies on job satisfaction in library field and some of their problems and
explore some method of increasing job satisfaction. In his opinion characteristics of both the
individual and the job appear to be related to the job satisfaction, but they are inter-correlated
to such an extent that it is extremely difficult to isolate them for scientific investigation. It is a
good policy for any organisation and job satisfaction is of the main cause which leads to more
effective functioning of the individual and organisation as a whole.

34
Etuk (1989), stated that in his study has pointed out that the majority of the staff was found to
be dissatisfied with their pay, working conditions and lack of facilities to improve their
talents. The author suggested some measures like the interaction between the subordinates
and the supervisors, provision of better facilities and involvement of junior staff in decision
making for higher level of Job satisfaction

Navalani (1990), studied that the levels of Job Satisfaction of professionals

and semi- professional library staff working in Indian University libraries. The primary data
were collected through questionnaire. The analysis revealed that the majority of the library
staff was satisfied with most of the attributes of their work, but there weredifferences in the
perception of men and women, and seniors and juniors. It concluded with suggestions for
improvement which includes: more attention to in-service training, re analysis and
redesigning of jobs for better utilization of skills and abilities and more internal motivation of
staff and improvement in the quality of work performance.

Lau (2000) studied on Quality of work life and performance to provide ad hoc analysis of
two key elements of the service profit chain and find out the relation between in growth and
QWL. This research evaluated the performances, in terms of growth and profitability, based
on a sample of QWL.

David lewis et al (2001) studied on the extrinsic and intrinsic determinants of quality of work
life. The objective of the research was to test whether extrinsic or intrinsic or prior traits test
predict satisfaction with QWL in health care. The variables used extrinsic traits: salary or
other tangible, intrinsic traits: skills, level, autonomy and challenge, gender and employment
traits, co-workers, support from supervisor, treatment and communication.

Md. Zohurul Islam et al (2006) investigated of QWL and organization performance in

Dhaka processing zone .The objective of research is QWL is hypothesized to directly or
indirectly influenced organizational performance and identify the relation between QWL with
OP = Organizational Performance QWL = Quality of Work Life JS = Employee Job
Satisfaction WAGPOL = Company wage policy COMPOL = Company policy UNION =
Union.
35
The variables of the research used OP,JS, WP and UP. Simple random sampling method used
for data collection and the test applied to data analysis was chi-square test and
regression .Finding of the research showed QWL is not significant relation with OP, union,
wage, job satisfaction and company policy is highly significant with OP with the level of
significant 5%. When dependent variable is job satisfaction then company policy, QWL has
positive significant relationship with Job satisfaction. Variable Union policy has positive
relation but no significant with JS QWL is related to Job Satisfaction. Organizational
performance taken as a dependent variable then it showed that QWL has no significant
relationship with Organizational Performance.

Linda K. Johnsrud (2006) studied on Quality of faculty work life: the University of Hawaii
to describe the changes in QWL from 1998 to now. The objective of the study was to find out
the current level of satisfaction. Variables were used Relations with the department chair,
campus service, community service, faculty relation, salary and demographic factor. The
study included all 3,490 members of the UH faculty and /marks the first time that this survey
was conducted entirely online and yielded 1,340 responses for a 38% return rate and to
analyse the data T- test was used by the researcher. The result showed that salary was the
main variable for satisfaction from year 1998 to 2006. Faculty relations and community
services is the most positive elements in faculty work life and other finding was
campuses’faculty are generally more satisfied than others.

36
 CHAPTER- 4
RESEARCH METHODOLOGY

37
 OBJECTIVES OF THE RESEARCH

This study program has got the following objectives:

i. To gain an overall idea about the organization.

ii. To get practical knowledge in the areas of personnel management and Industrial relations.

iii. To study the composition of employer and employee relation existing in the organization.

iv. To know the facilities provided to the employees as well as the public by the
organization.

v. The study of the HRD practices training and development performance appraisal schemes
adopted by the organization.

vi. To study organizational culture and style.

38
 RESEARCH METHODOLOGY

To conduct any research a scientific method must be followed. The universe of study is very
large in which it is difficult to correct information from all the employees. So, the sampling
method has been followed for the study. The analysis is based on primary as well as
secondary data. In fact research is an art of scientific investigation.

Research can be defined as a scientific and systematic search for pertinent information on a
specific topic. According to Clifford Woody research comprises defining and redefining
problem, formulating hypothesis or suggested solutions; collecting, organizing and evaluating
data; making deductions and reaching conclusions and at last carefully testing the conclusions
to determine whether they fit the formulating hypothesis.
Research methodology is a way to systematically solve the research problem. It may be
understood as the science of studying how research is done scientifically.

Research design
A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
In fact, the research design is the conceptual structure within which research is conducted; it
constitutes the blueprint for the collection, measurement and analysis of data. One may split
the overall research design into following parts:
a) The sampling design which deals with the method of selecting items to be observed for the
given study.
b) The observational design which relates to the condition under which the observations are
to be made.
c) The statistical design which concerns with the question of how many items are to be
observes and how the information and the data gathered are to be analyzed.
d) The operational design which deals with the techniques by which the procedure specified
in the sampling, statistical and observational design can be carried out

39
Need for a research design
Research design is needed because it facilitates the smooth sailing of the various research
operations thereby making research as efficient and possible yielding maximal information
with minimal expenditure of effort time and money.
It stands for the advance planning of the method used or adopted for collecting the relevant
data and the techniques to be used in their analysis, keeping in view of the objectives, time
and money.
The research design for my research is descriptive as well as exploratory.

Data sources:
The task of data collection begins after a research problem has been defined and a research
design has been chalked out. While deciding about the methods of data collection, the
researcher should keep in mind two types of data:-
1. Primary data
2. Secondary data.
The primary data are those data which are collected afresh and for the first time, and thus
happen to be original in character.
The secondary data on the other hand, are those which have already been collected by
someone else and which have already been passing through the statistical process. The
researcher would have to decide which sort of data he would be using for his study and
accordingly he will have to select one or the other method of data collection. The methods of
collecting primary and secondary data differ since primary data are to be originally collected,
while in case of secondary data the nature of data collection work is merely that of collection
and compilation of information collected through various newspapers, magazines and internet
etc. In this research, I follow both the method of data collection.
 This research involves both primary and secondary sources of data collection.
 The information was collected and assembled from various websites, newspaper and
magazines.

40
Research approach
The approaches mainly opted by the researcher to get the result include behavioral, survey,
focus group, observational, experimental approaches etc.
For conducting this research the main approach used was survey approach i.e. interviewing
the employees of the organisation.

Research instrument
The primary data was obtained during the course of doing research in a systematic manner
with the help of questionnaires and interviewing peoples.

Questionnaire method: this method of data collection is quite popular, particularly in case
of big enquires. In this method a questionnaire is sent to the persons with a request to answer
and return the questionnaire. A questionnaire consists of a number of questions in a definite
order on a form or a set of forms. The questionnaire used by me for the purpose of data
collection was of structured type. It was designed keeping in mind the research problem
which included close ended questions. The questionnaire was given to the respondents who
were expected to read and understand the questions and write down the reply in the space
meant for the purpose in the questionnaire itself.

Sampling design
A sample design is a definite plan for obtaining a sample from a given population. It refers to
the technique or procedure the researcher would adopt in selecting items for the sample.
Sample design may as well lay down the items to be included in the sample i.e., the size of
the sample. Sample design is designed before data are collected. There are many sample
designs from which a researcher can choose. Some design is relatively more precise and
easier to apply than others.

Population
Population refers to part of universe from which the sample for conducting the research is
selected. Universe and population can be same in some researches. It may be finite or infinite.

41
In finite universe the number of items is certain, but in case of infinite the number of item is
infinite i.e., we cannot have an idea about the total number of items.
The population for my study is different respondent from different departments and from
different level employees.

Sampling unit
Sampling unit refers to smallest possible individual eligible respondent. In my study the
sampling unit is single individual employees.

Sampling size
This refers to the total number of respondents selected from the universe to constitute a
sample. The size of the sample should neither be excessively large, nor too small. It should be
optimum. An optimum sample is one which fulfils the requirement of efficiency,
representativeness, reliability and flexibility. The sample size for my research is 65
respondents.

Sampling techniques
In this research study, non-probability convenience sampling is opted for. Convenience
sampling is done purely on the basis of convenience or accessibility. This sampling method
has been mainly chosen because of time, financial constraints and lack of expertise.

Sampling frame
Frame is the list of respondents i.e. list of all the employees from different departments.

Statistical analysis
Data will be analyzed with the help of frequency distribution, percentages and other suitable
statistical tools.
Classification and tabulation transforms the raw data collected through questionnaires and
personal interviews into useful information by organizing a compiling the bits of data
contained in each of the Sixty Five questionnaires i.e., observation and responses are
converted into understandable and orderly statistics for further analysis and interpretation.

42
Following applications of statistics are used to organize and analyze the data:
 Calculating the percentage of the responses.
Formula used: Percentage= (number of responses/total responses)*100
 Graphical analysis by means of pie charts.
Interview method, Observation method are also used.

HYPOTHESIS OF THE STUDY

A hypothesis is an assumption, an idea that is proposed for the sake of argument so that it can
be tested to see if it might be true.

(1) Satisfied employees tend to perform more efficiently at work place as compared to
dissatisfied employees

(2) Type of occupation affects the satisfaction level of employees

Fig. 4.a

43
 CHAPTER:- 5
DATA ANALYSIS & INTERPRETATION

DATA ANALYSIS

44
Data analysis, is a process for obtaining raw data, and subsequently converting it into
information useful for decision-making by users. Data, is collected and analyzed to answer
questions, test hypotheses, or disprove theories.

The project report is prepared by surveying on a good number of employees from various
departments of FLOVEL ENERGY PRIVATE LIMITED. Those departments are as follows.

Departments

1.) Electrical Department And Water Supply

2.) Geological Department
3.) Hospital
4.) Security Department
5.) Civil Department
6.) HR Department

Fig. 5.a

45
1. Employees satisfied with the accommodation facility, provided by the
company?

Fig. 5.b

Satisfied = 85%.
Not Satisfied = 15%.

Interpretation:-
This is the first basic need of a human. Accommodation should be situated in a good
environment and should be in a good area where one can survive easily. There are so many
big concerns that do not provide accommodation facility to their employees, but Flovel
Energy pvt. Ltd. provides accommodation facility to their employees.

46
2. Employees satisfied with the health care facility?

Fig. 5.c

Satisfied = 80%.
Not Satisfied =20%.

Interpretation:-
Health care is one of the important factor lives. The company provides Hospital for the
employees, with a good number of doctors for all diseases. There are 11 doctors and 14 nurses
available at the organisation. The employees are satisfied for a certain limit, they have a
complaint also and that is, the health care facility is only for small and normal diseases, if
there is a measure.

47
3. Employees feeling secure about their job?

Fig. 5.d

Secured =83%.
Not Secured =17%.

Interpretation:-
This is another factor of motivational theory. Feeling secure about the increases the morale of
the employee. Flovel Energy Pvt. Ltd. employees are feeling secure about their jobs. The
officers are experienced and permanent but some with new job postings are insecure about
their job.

48
4. Employees satisfied with the educational facilities available at FLOVEL
Energy Pvt. Ltd?

Fig. 5.e

Satisfied = 90%.
Not Satisfied =10%.

Interpretation:-
Education is a most vital part of life now days. Every parent wants to send their children to a
standard school rather than an ordinary school and the organisation provide 30% of the
school fees of the children of the employees. Some are unsatisfied because they don’t let their
children to go to that standard school because this facility is provided by the organisation for
a particular school.

49
5. Employees feeling safe at work place with the safety standards
maintained at present?

Fig. 5.f

Yes =70%.
No =30%.

Interpretation:-
The company provides safety appliances as well as maintains the safety standards at the work
place for all employees. In the company at everywhere we could find safety instruction for
employees as well as for outside people, and employees always suggests outside people to
follow the safety standards. FLOVEL Energy Private Limited provides positional training, it
means, on the job training Standard Operating Procedure (SOP) for safety purposes some
employees are unsatisfied because they might have missed some training sessions and because
of it they might not fully aware.

50
6. Employees satisfied with your team members at your work place ?

Fig. 5.g

Satisfied = 70%.
Not Satisfied =30%.

Interpretation:-
The team work exaggerates the morale of the employees and they put their best effort. The
employees very much satisfied with their team members; all the employees are co-operative
with each other. All the employees at here shares there information relating their work,
divides there work properly. They give respect to each other and they make fun with each
other also. All the employees are very much co-operative with the outside people also.

51
7. Employees who feel satisfied with the training and development
programs which are provided by the company?

Fig. 5.h

Satisfied = 80%.
Not Satisfied =20%.

Interpretation:-
Training and development program this is one of the factor which every employee needs at
the very first time in an organization and this is a continuous process. The employees are not
fully not satisfied with this factor. There are 20% employees are satisfied and 80% are not.
The unsatisfied employee says that, this is not a continuous process. Some of them complain
that the training and development programs which are provided by the company are not upto
the mark.

52
8. Employees who feel satisfied with the welfare facilities which are
provided to you at the working area? (e.g. Canteen, AC’s, etc.)

Fig. 5.i

Satisfied = 75%.
Not Satisfied =25%.

Interpretation:-
The employees are satisfied with the welfare facilities which are provided to them. Every
rooms of the office are AC(air condition) fitted, well furnished rooms with good lighting
facility, the cost of the foods in the canteen are very low, such as,
Lunch (veg)= Rs.30
Lunch (non-veg, egg)= Rs.40
Breakfast or evening food items = Rs.20 (samosa, bread, pizza, etc.)

Tea= Rs.8

There is no charge for accommodation, electricity and water for employees (for some selected
sections of the society) and this is the reason of some unsatisfied employees.

53
9. Employees satisfied with your salary package?

Fig.. 5. j

Satisfied = 75%.
Not Satisfied =15%.

Interpretation:-
This is the question on which no one will give true answer. Because every person wants more
and more money than he/she gets and that’s why everyone mustn't satisfied with their salary
packages. But when I ask the employees about their salary package according to their
performance, and performance wise they are satisfied with the salary package. But there are a
few young employees are working there, who are not satisfied with the salary package which
they are getting. When I ask about those unsatisfied employees to who spends their long
period of time they said that, if they (unsatisfied employees) are not satisfied, then why do
they working at here. They must work at there where they gets the right salary according to
their performance and should leave.

54
Most of the employees are happy with the above factors.
The following statistical analysis shows how much the employees are satisfied with the
company according to questionnaire survey.

Graph- 5.1

55
PRODUCTS NAME

FLOVEL manufacturers complete range of:-

1.) Pelton
2.) Francis
3.) Kaplan
4.) Axial Flow turbines
5.) Valves for hydropower projects.

The strength of FLOVEL is in its ability to offer all-inclusive solutions (Electro Mechanical-
Turnkey Packages).

Sales and Capital

FLOVEL Energy Private Limited's operating revenues range is INR 100Cr. – 500Cr. for the
financial year ending on 31 March, 2022.

It’s authorized share capital is INR 16.50Cr.

56
 CHAPTER:- 6

FINDINGS OF THE STUDY

57
 FINDINGS OF THE STUDY

a) FLOVEL Energy Pvt. Ltd.’s management fulfils the needs and wants of the employees,
company provides a standard quality of life to all employees. But there are some places
where the company should have to make a few rectifications.

b) The repair and maintenance work of the houses are provided to the employees.

c) The training and development program is not good at the company should work more on
that and should make it a continous process. Company should provide higher studies
facilities for interested employees.

d) Company could provide better quality of life and should provide city living life for
employees. The working environment is good, but it could be better by renovating the
internal infrastructure.

e) An exhaustive and careful evaluation of documents is done.

f) Staff is cordial while dealing the customers, and division is quite good on disposing of the
waste material.

g) Staff members are very serious towards their work.

h) Working environment is also good.

58
 CHAPTER:-7
CONCLUSION & SUGGESTIONS

59
 CONCLUSION

FLOVEL Energy Private Limited is one of the best companies among its competitors. It is
known for its best TQM and HR policies in the nearby area of its working . The employees
are very much satisfied, who are working for FLOVEL ENERGY PRIVATE LIMITED.

All the employees are motivated and work together to achieve company’s goal. Because of
high motivated employees division increases its production these years, from the employees,
employees are very lucky, who are working and who will work for the company. The
company should provide all those facilities, which it provides at other offices in India.

Earning of more and more money is not enough for living the life, if an employee wouldn’t
able to give time to his/her family, then he/she must be disturbed at the working duration. If
the employee gives his/her best effort to the company, then the next responsibility is of the
company to provide a better quality of life in return.

60
 SUGGESTIONS

i. The health care facility could be more standardized.

ii. Company should provide a better schooling facility by making and extending contacts
with other schools to expand and encourage the other unsatisfied employees and help their
children to study at the school of their choice with the 30% school fees paying facility to
them also.

iii. To bring about the behavioural change in lending and to strengthen the sense of mission
of work place, a package of incentives encompassing foreign exposure, training should be
provided to staff dealing with equipment’s lending.

iv. Training and job rotation of working employees must be focused.

v. Upgrading machinery and technical staff is also necessary.

vi. More and more emphasis on R&D must be given.

vii. Monitoring of the coverage of small and marginal customers at ground need to be taken
more seriously.

viii. Provide better after sale service to develop better relation with dealers and customers also.

61
CHAPTER:-8

APPENDIX

62
 QUESTIONNAIRE

1. Are you satisfied with the accommodation facility, provided by the company?
a) Yes.
b) No.

2. Are you satisfied with the health care facility?

a) Yes.
b) No.

3. Are you satisfied with your team members at your work place?
a) Less satisfied.
b) Satisfied.
c) Very satisfied.

5. Are you satisfied with your salary package?

a) Less satisfied.
b) Satisfied.
c) Very satisfied

7. Do you get recognition for your work?

a) Yes.
b) No.

8. Does the company co-operates and helps you at any emergency time?
a) Cooperates.
b) Doesn’t cooperate.

9. Are you feeling satisfied at your work place with the safety standards maintained at
present?
a) Less satisfied.
b) Satisfied.

63
10. Are you satisfied with the training and development programs which are provided
by the company?
a) Less satisfied.
b) Satisfied.
c) Very satisfied.

11. Are you associated with any social activity?

a) Yes.
b) No.

12. Most of the employees are happy with which factors in the company?
a) Salary.
b) Friendly environment.
c) Promotion & policies.

13. Do you get recognition for your individual/group performance?

a) Individual performance.
b) Group performance.

14. Share your experience with the company__________________.

15. Income (Monthly) ________________

16. Marital status. Married/Un-married_______________.

17. Name of the family. Joint/ Nuclear__________________.

64
 BIBLOGRAPHY

1.) SEARCH ENGINE (GOOGLE AND YAHOO).

2.) MAGAZINES (INDIA TODAY) AND JOURNALS.
3.) NEWSPAPERS.
4.) HUMAN RESOURCE & PERSONNEL MANAGEMENT, K. ASWATHAPPA.

REFERENCES

https://www.bamboohr.com/resources/hr-glossary/employee-satisfaction

https://www.economicsdiscussion.net/human-resource-management/quality-of-work-life/quality-of-
work-life/32426

https://flovel.net/

https://flovel.net/productrange/

https://www.managementstudyguide.com/importance-of-employee-satisfaction.htm

https://en.wikipedia.org/wiki/Quality_of_working_life

65