QUALITY OF WORK LIFE .

D.“Q U A L I T Y O F W O R K L I F E ” IN BHEL By DESH RAJ Roll No. Pant SILB-School of Business Management 2 . : .1284 SUMMER INTERNSHIP PROJECT REPORT Submitted to the FACULTY OF MANAGEMENT SCIENCES In partial fulfillment for the award of the degree of MASTER OF BUSINESS ADMINISTRATION SHOOLNI INSTITUTE OF LIFE SCIENCES & BUSINESS MANAGEMENT SOLAN Under the Guidance of Mr.

A. (Final Year) SILB-School of Business Management 3 . The matter presented in this Project Report has not been submitted by me for the award of any other degree of this or any other University.B. 2009 M. Place: SOLAN DESH RAJ Date: 24 Dec.DECLARATION I hereby declare that the project entitled “Quality of Work Life” in BHEL submitted for partial fulfillment for the award of the degree of Master of Business Administration is my original work and the observations and suggestions in this report are based on the information collected by me during the training.

DESH RAJ SILB-School of Business Management 4 . Mr. K. for creating an enabling environment for carrying out such a pragmatic project.. Executive HR-ITC Ltd. Nisha & Ms.B. I have completed his training with the help of different personalities.ACKNOWLEDGEMENT There is always a sense of gratitude one expresses to others for the helpful and needy service they render during all phases of life. Yasmin Janjhua for the continual support and guidance extended towards the result-oriented approach for the completion of this project. D. Salochna Rojhe. the Director of School of Business Management. I wish to express my gratitude towards all of them. I owe profound sense of regards & gratitude towards Mr. Kuldeep Rojhe. Lastly I would like to thank my parents and friends for their constant support during the duration of my training.S. I would also like to thank my sister Miss Priyanka Bhandari. Bhandari (Sen. Udey Mttal. objectives and tools as well as steps to be considered in Developing and studying an organizational structure. Mr. Nadda. Manager-HR). First of all I would like to thank the Management at BHEL for giving me the opportunity to do my two-month project training in their esteemed organization. its uses. I am thankful to my Faculty Guide Mr. My heartfelt gratitude and warm salutations are also due to Prof. Ms. Pant (our training coordinator) who has Continuously guided & supported me in all the tasks by giving me valuable insight into issues like The meaning of HR practices. Her constant inspiration and guidance helped in the development of this project. for providing me valuable help all the time during my summer training in BHEL. Ms. J.

family life and social life should not be strained by working hours including overtime work.. SILB-School of Business Management 5 . QWL provides for the balanced relationship among work. With reference to the HR Practices brief knowledge has been gained how the Recruitment cycle functions. medical services. are being adopted by BHEL. vacations. So with this reference the project titled “Quality of Work Life” has been conducted. In other words. Various programs like. the traditional concept of work to fulfil humans’ basic needs are also facing out. sports clubs. health clubs. the steps of performance appraisal. transfers. department. telecommuting etc. Selection done.R. non-work and family aspects of life. in Bharat Heavy Electricals Limited. community centers. alternative work schedules. The basic needs are continued to diversify and change according to the evolution of the work system and standards of living of a workforce.EXECUTIVE SUMMARY As the work culture changes drastically in the recent years. Ranipur-Haridwar. In this process. through questionnaire filled by the employees & by observing all the activities taking place in the H. etc. How the work culture affect the performance of employees. what motivates the employees to work. shopping centers. BHEL are coming up with new and innovative ideas to improve the quality of work and quality of work life of every individual in the organization. This report is formulated after a thorough research and is based on the information given by the company personal. The project is aimed to cover maximum knowledge of the HR practices followed in the organization for maintaining a balance between work and non-work life of employees. business travel. education for children’s of employees. work during inconvenient hours. BHEL support and provide facilities to their employees to help them to balance the scales.

Contents

Chapter - 01 Introduction

08-11

Aim of the Project

09

Objective of Project

10

Need of Project

11

Chapter - 02 Company Profile

12-42

Introduction to BHEL

16

Chapter - 03 Quality of Work Life (QWL)

43-66

3.1 What is QWL

44

3.2 Defining QWL

50

3.3 Factors that influence & decide the QWL

52

3.4 Specific issues in QWL

54

3.5 Major QWL issues

55

3.6 Strategies for improving QWL

57

3.7 QWL through Employee Involvement (EI)

58

3.8 QWL in BHEL Haridwar-An Overview

59

Chapter - 04 Research Methodology

67-69

Chapter - 05 Data Analysis & Interpretation

70-79

Chapter - 06 Conclusions

80-85

6.1 Observations
6.2 Findings

81

6.3 Suggestions

82

SILB-School of Business Management

6

6.4 Conclusion

83

6.5 Limitations

84
85

Bibliography

86

Appendix

SILB-School of Business Management

87-90

7

01 SILB-School of Business Management 8 .Chapter .

AIM OF THE PROJECT The aim of the study was to understand the quality of work life of employees in BHEL Haridwar. This involved study of functioning and operations at BHEL Haridwar with special emphasis on the different activities related to management of Human Resource at BHEL such as training and development. SILB-School of Business Management 9 . compensation and rewards. welfare activities. job security etc.

as well as work-life balance issues.  To get an account of the welfare activities being laid down for the employees.  Employee level of satisfaction.  To find out way to improve quality of work life.OBJECTIVES OF PROJECT The objectives of the project were mainly:  To get an overview of the company. both inside and outside the office.  To know the details of products and departments of BHEL.  To find out effects of quality of work life initiatives on employees  To gain an insight into current working life policies and practices.  Human Resource Department functioning. SILB-School of Business Management 10 .

which has an excellent record of making profits over a number of years. It if felt that the organization is concerned mainly with the activities going on during the office hours. Everything that an organization provides to an employee in and away from the office has a direct or indirect effect on his performance. By providing a better QWL to the employees. dispensaries at the work place & facilities like education for children’s of employees. being a public sector organization has achieved these results by providing a better quality of work life to its employees inside and outside the workplace. medical services. shopping centers. As BHEL Haridwar is an entire township away from the main city.  Reduced absenteeism. It is an interesting subject to study the quality of work life in such a large organization.NEED OF PROJECT BHEL is a large public sector organization. outside the work place. the life of each employee is limited mostly in the township area only.  Voluntary participation in organizational activities. The employee’s responsibilities and various benefits go hand in hand.  More devotion and dedication towards work. peeth bazaar’s (weekly) & theatres etc. SILB-School of Business Management 11 . Haridwar to know what measures they take to improve the QWL of their employees. the organization can achieve the following results:  Better performance of employees. Facilities like canteens.  High productivity. sports club. health club. Are the basic needs being fulfilled? Is he provided with all the facilities he requires? This concept gave me the idea to conduct a survey in BHEL.  High Turnover BHEL Haridwar.  Reduced corruption. community centers.

Chapter .02 SILB-School of Business Management 12 .

Brightening lives… Powering progress SILB-School of Business Management 13 .

SILB-School of Business Management 14 .

Creativity and Team Work.  Ensure speed of Response. Systems and Services in the fields of Energy. SILB-School of Business Management 15 . Industry.  Fast Learning. To be an Indian Multinational Engineering Enterprise providing Total Business Solutions through Quality Products.  Loyalty and Pride in the company.  Respect for Dignity and Potential of Individuals.A World-Class Engineering Enterprise Committed to Enhancing Stakeholder Value. Transportation.  Strict Adherence to Commitments.  Integrity and Fairness in all Matters.  Zeal to Excel and Zest for Change. Infrastructure and other potential areas.

besides project sites spread all over India and abroad. Hyderabad and Tiruchirapalli that form the core of the diversified product range. successfully meeting diverse needs through turnkey capability. SILB-School of Business Management 16 .. systems and services that BHEL offers today. The quality and reliability of its products is due to the emphasis on design. (BHEL) is the largest engineering and manufacturing enterprise of its kind in India and is one of the leading international companies in the field of power equipment manufacture. The company has 14 manufacturing units. Power Generation and Transmission. In the sixties. Renewable Energy etc. BHEL has a well recognized track record of performance. making profits continuously since 1971-72 and paying dividends since 1976-77. The Company has been constantly adapting itself to face the challenges thrown-up by the business environment. BHEL has already attained ISO 9000 certification for quality management and all the manufacturing units /divisions have been upgraded to the latest ISO 9001-2000 version. The first plant of BHEL. BHEL has also secured ISO 14001 certification for environmental management systems & OHSAS 18001 certification for occupational health and safety management systems for all its units/divisions. Transportation. set up at Bhopal in 1956. together with technologies developed in its own R&D centers. engineering and manufacturing to international standards by acquiring and adapting some of the best technologies from leading companies in the world. BHEL’s range of services extends from project feasibility studies to after-sales service. BHEL is continuing its journey towards Business Excellence.INTRODUCTION TO COMPANY B harat Heavy Electricals Ltd. signaled the dawn of the Heavy Electrical Industry in India. three more major plants were set up at Haridwar. 4 power sector regions. 8 service centers and 15 regional offices. BHEL manufactures over 180 products under 30 major product groups and caters to core sectors of the Indian economy viz. labour standards and environment. BHEL has committed to support the Global Compact & the set of core values enshrined in its ten principles in the areas of human rights. Industry.

2009)  Shri K Ravi Kumar CMD & Director (Power)  Shri Saurabh Chandra Director  Shri Rajiv Bansal Director  Shri S Ravi Director  Shri Ashok Kumar Basu Director  Shri M A Pathan Director  Smt. Reva Nayya Director  Shri C S Verma Director (Finance)  Shri Anil Sachdev Director (HR)  Shri B P Rao Director (IS&P)  Shri IP Singh Company Secretary SILB-School of Business Management 17 .BOARD OF DIRECTORS (AS ON 30.07.

SILB-School of Business Management 18 .

advanced-class gas turbine-generator sets.3. The of projects have crossed 1. BHEL-supplied sets account for 85. hydro and nuclear power plant business. This enables BHEL to have a strong customer orientation and respond quickly to the changes in the market.722 MW in the country. Significantly. It has retained 100% share of R&M market of Thermal sets in the country in 2008-09. The Company has introduced new rating thermal sets of 270 MW. As of 31. gas.2008. contributing 73% of the total power generated in cumulative installed the capacity worldwide country.00. Modernization and Updating of a variety of power plant equipment. The Company has proven expertise in Plant Performance Improvement through Renovation. namely Power.000 MW.12 Billion Units of electricity. Co-generation and combined cycle plants have been introduced to achieve higher plant SILB-School of Business Management 19 . Power Generation Power Generation Sector comprises thermal. Industry including Transmission. 525 MW & 600 MW in subcritical range and possesses the technology and capability to produce large capacity thermal sets with super critical parameters and. BHEL has proven turnkey capabilities for executing power projects from Concept-to Commissioning.BUSINESS SECTORS: BHEL’s operations are organized around three business sectors. Transportation & Renewable Energy. these sets generated an all-time high 456. besides specialized know-how of residual life assessment.34. health diagnostics and life extension of plants.811 MW or nearly 64% of the total installed capacity of 1. and International Operations.

Pumps. BHEL is the leading company in the world having mastered the art of burning Naptha in Gas Turbines. Heavy castings and forgings.efficiencies. Gas turbines. fertilizers. to a number of industries other than power utilities. ID/FD fans. BHEL's involvement in the transportation sector has been marked with rapid growth. Transportation Today. cement. paper. Drive Turbines. Industrial boilers and auxiliaries. BHEL has also emerged as a major supplier of controls and instrumentation systems. one of the largest railway networks in the world is equipped with traction equipment built by BHEL. Most of the trains in Indian Railways. Pelton and Kaplan types for different head-discharge combinations are also engineered and manufactured by BHEL. other than power utilities. involved in the development of Integrated Gasification Combined Cycle (IGCC) technology which would usher in clean coal technology. over 70% of Indian Railways. Waste heat recovery boilers.2 MW IGCC power plant with an indigenously designed pressurised fluidised bed gasifier. To make efficient use of the high-ash-content coal available in India. BHEL also supplies circulating fluidised bed combustion (CFBC) boilers for thermal plants. electronic and mechanical equipment. The Company manufactures 220/235/500/540 MWe nuclear turbine-generator sets. especially distributed digital control systems for various power plants and industries. refineries & petro-chemicals etc. Heat exchangers. Electrostatic precipitators. to meet the demands of a number of industries. Seamless pipes etc. Centrifugal compressors. Electrical machines. mining. Custom-made hydro sets of Francis. BHEL is one of the few companies worldwide. Industries BHEL is a leading manufacturer of a variety of electrical. BHEL has set up Asia’s first 6. BHEL has supplied systems and individual products including a large number of co-generation Captive power plants. Valves. like metallurgical. whether SILB-School of Business Management 20 .

The Company also manufactures complete rolling stock i. India’s first underground metro at Kolkata runs on drives and controls supplied by BHEL. usually used as Distributed Power generation plants. In the area of urban transportation. In addition. are equipped with BHEL’s traction propulsion system and controls. BHEL has supplied stand alone Power Plants of ratings up to 150 KW peak. light rail systems and metro systems.e.electric or diesel powered. BHEL is also supplying small hydro power plants (up to 25 MW station capacities) for distributed power generation. Almost all the EMUs in service are with electrics manufactured and supplied by BHEL. SILB-School of Business Management 21 . BHEL is contributing to the supply of electrics for EMUs for 15000V DC & 25 kV AC to Indian Railways.. Mainline 25 kV AC locomotives up to 5000 HP. EMU coaches and Diesel Electric Shunting Locomotives from 350 HP to 2600 HP. BHEL fabricates space-grade solar panels and space-quality batteries for satellites launched by ISRO. BHEL is geared up for turnkey execution of electric trolley bus systems. It includes Photo Voltaic modules and systems. The systems supplied are both with conventional DC drives and state of the art AC drives. The Company has capability to design and execute grid connected MW sized PV plants. BHEL is actively associated with the development and adoption of Wind Power and Concentrated Solar Power (CSP) projects in India and abroad. BHEL also undertakes retrofitting and overhauling of rolling stock. BHEL has also diversified into the area of track maintenance machines and coach building for Indian Railways and undertakes retrofitting and overhauling of rolling stock Renewable Energy BHEL has been manufacturing and supplying a range of Renewable Energy products and systems.

Well heads & Xmas Tree valves up to 10. capacitors. desert rigs. It also has the capability to supply complete onshore drilling rigs. draw-works. BHEL has indigenously developed and commercialized state-of-the-art 400 kV Controlled Shunt Reactor (CSR) for reactive power management of long transmission lines. rotary-table. the Company undertakes turnkey execution of substations/switchyards up to 400 kV and has the capability to execute 765 kV projects. gas insulated switchgears. shunt reactors. mobile rigs. work over rigs and sub-sea well heads. instrument transformers. vacuum and SF6 switchgear.000 psi rating for onshore as well as offshore application are being supplied to ONGC. Oil India Ltd. Transmission BHEL supplies a wide range of products and systems for transmission and distribution applications. super-deep drilling rigs. ceramic insulators. and Private Drilling Companies. With a strong engineering base. Mudline Suspension System and Block Valves to ONGC for offshore application.Oil and Gas BHEL is supplying onshore drilling rig equipment viz.. mud systems and rig electrics to ONGC and Oil India Ltd. BHEL has supplied GT driven centrifugal compressor packages to GAIL India Ltd. Currently. BHEL is executing orders for refurbishment and up-gradation of onshore Oil Rigs from ONGC & Oil India Ltd. for their gas compressor stations for Dahej-Vijaipur gas pipeline project. The products manufactured by BHEL include power transformers. BHEL has also supplied Casing Support System. dry type transformers. travelling block. mast and sub structure. For enhancing the power transfer capability and reducing transmission losses in 400 kV lines. BHEL has indigenously developed and executed a number of fixed series compensation schemes. etc. swivel. BHEL has developed and commercialized the country’s first indigenous 36 kV Gas Insulated Substation (GIS) and has also developed 145 kV GIS which has undergone successful field trials at Hyderabad. High SILB-School of Business Management 22 .

Thailand. quality and other requirements viz. Sudan. covering Thermal. Hydro and Gas-based turnkey power projects. and substation projects & equipment in various countries. and has also exhibited adaptability by manufacturing and supplying intermediate products. Taiwan. Nepal. to name a few. Valves and Oil Field Equipment. UAE. over the years. Libya. Azerbaijan. Vietnam. established its references in more than 70 countries across all inhabited continents of the world. Execution of these overseas projects has also provided BHEL the experience of working with world-renowned Consulting Organisations and Inspection Agencies. BHEL has proved its capability to undertake projects on fast-track basis. Heat Exchangers. Switchgears. Afghanistan. These references encompass almost the entire range of BHEL products and services. Electrostatic Precipitators. Tajikistan. Syria. Malta. Compressors. besides a wide variety of products like: Transformers. Malaysia. Thailand. The Company has been successful in meeting demanding requirements of International markets. Bhutan. China. Ethiopia. BHEL also possesses the requisite flexibility to interface and complement other International companies for large projects. Kazakhstan. Indonesia. Sri Lanka. Egypt. financing packages and associated O&M services.. Iraq. in terms of complexity of the works as well as technological. utility power generation or for the oil sector. Thermal power projects in Cyprus. Hydro power plants in New Zealand. HSE requirements. Some of the major successes achieved by BHEL have been in Gas-based power projects in Oman. Senegal.Voltage Direct Current (HVDC) systems have been executed for economic transmission of bulk power over long distances. Besides undertaking turnkey projects on its own. Malaysia. BHEL has also established its versatility meet the other varying needs of various sectors. International Business BHEL has. Substation projects. Castings and Forgings etc. New Caledonia. Malaysia. Insulators. Libya. Photovoltaic Equipment. SILB-School of Business Management 23 . and Rehabilitation projects. Bangladesh. be it captive power. Rwanda. Saudi Arabia.

Research & Development To remain competitive and meet customer’s expectations BHEL lays great emphasis on the continuous up-gradation of products and related technologies and development of new products. Permanent Magnetic Machines. Centre of Excellence have been set up for Simulators. and exploring various opportunities for setting up overseas joint ventures etc. The Company has upgraded its products to contemporary levels through continuous in-house efforts as well as through acquisition of new technologies from leading engineering organizations of the world. This includes firmly establishing itself in target export markets. Computational Fluid Dynamics. Research and product development centre at each of manufacturing divisions play a complementary role. SILB-School of Business Management 24 . positioning of BHEL as a regular EPC contractor in the global market both in utility and IPP segments. Surface Engineering and Centre for Intelligent Machines and Robotics (CIMAR). Technology up-gradation. The Corporate R&D Division at Hyderabad leads BHEL’s research efforts in number of areas of importance to BHEL’s product range.The Company is taking a number of strategic business initiatives to fuel further growth in overseas business.

The Company is also engaged in research in futuristic areas like fuel cells for distributed environment friendly power generation. Ceramic Technological Institute at Bangalore..step strategic long-term training process and several short-term need-based programs based on comprehensive organizational research. generators/motors etc. Guided by the HRD Mission Statement “To promote and inculcate a value-based culture utilizing the fullest potential of Human Resources for achieving the BHEL Mission” HRDI. through various HRD efforts ensure that the prime resource of the organization – the Human Capital .In addition to Corporate R&D Division. commitment and culture building. It is their constant endeavor to take the HRD activities to the strategic level of becoming active partner for achieving the organizational goals. Health. along with Human Resource Development Centers at units and Advanced Technical Education Center (ATEC) in Hyderabad. Safety and Environment Management BHEL is an environment friendly company in all its activities. a cornerstone of BHEL’s learning Infrastructure. enable its human resources to unearth and polish their potential. clean coal technology applications. BHEL has four specialized institutes viz. Welding Research Institute at Tiruchy. Centre of Electric Traction and Hydro Lab at Bhopal and Pollution Control Research Institute at Haridwar. products and services besides providing safe and healthy working environment to all its stakeholders. thin film solar cells and nano technology for various applications. SILB-School of Business Management 25 .is “Always in a state of Readiness” to meet the dynamic challenges posed by a fast changing environment. HRDI is spearheading the HRD initiatives in the Company and focusing on competency. superconductivity applications in transformers. Human Resource Development Institute The Human Resource Development Institute situated in Noida. through a step by .

Education. the number of people benefited and the amount spent etc. Rainwater Harvesting Plants. fuel oil. continued and various Environment Improvement Projects (EIPs) successfully completed during the year (2007-08). Corporate Social Responsibility BHEL has developed a CSR scheme and its Mission Statement on CSR is. environment and anticorruption and intend to advance G. SILB-School of Business Management 26 . These projects helped in creating pollution free environment.Self employment generation. Community development. Chemical storage & disposal plants. Environment protection.“Be a Committed Corporate Citizen. The Company reiterates its commitment to United Nation’s Global Compact Program and the set of core values enshrined in its ten principles on human rights. coolant besides installation of proper system for storage/handling of chemical waste. Resource conservation plants. In addition. water. principles within the Company’s sphere of influence and has made it a part of its strategy. Major EIPs completed during the year in and around units/regions and sites include cumulative tree plantation (over 1 lac). labour standards. All manufacturing units/regions of the Company are accredited to international standards viz. Orphanages & Old-age Homes.000 inhabitants. Quarterly and annual CSR reports are prepared containing the activities carried out. Infrastructural development and Disaster/ Calamity Management.C. BHEL adopted 56 villages having nearly 80. ISO-14001 certification for environmental management and OHSAS-18001 certification for occupational health and safety management systems. alive towards its Corporate Social Responsibility”. BHEL provides financial assistance to various NGOs/Trusts/Social Welfare Societies that are engaged in social activities throughout the country.BHEL’s commitment towards conservation of environment. Thrust is being given in eight areas. benefits accrued to neighboring communities. Health management & medical aids. conservation of precious resources like energy. Energy & Conservation Projects utilizing efficient technologies. culture and day-to-day operations.

Gas-Based Power Plants  Gas turbines of up to 280 MW (ISO) rating.PRODUCT PROFILE: Thermal Power Plants  Steam turbines. extraction. FO. Hydro Power Plants  Custom-built conventional hydro turbines of Kaplan. capability to manufacture condensing.  Spherical. boilers and generators for CPP applications. natural gas/biogas-based diesel generator power plants. capability to manufacture boilers and steam turbines with supercritical steam cycle parameters and matching generators of up to 1000 MW unit size. DG Power Plants HSD. Nuclear Power Plants Steam generator & Turbine generator up to 540 MW capacity. SILB-School of Business Management 27 . for emergency.  Steam turbines. boilers and generators of up to 500 MW capacity for utility and combined-cycle applications. butterfly and rotary valves and auxiliaries for hydro stations. pump turbines with matching motor-generators. back pressure.  Mini/micro hydro sets. LDO. injection or any combination of these types of steam turbines. peaking as well as base load operations on turnkey basis. LSHS.  Gas turbine-based co-generation and combined-cycle systems for industry and utility applications. unit rating of up to 20 MW and voltage up to 11 kV. Francis and Pelton types with matching generators.

 Steam generators for industrial applications. natural gas or a combination of these fuels.  Axial impulse fans for both clean air and flue gas applications.  Circulating fluidised bed combustion boilers.  Pulverised fuel fired boilers. Boiler Auxiliaries Fans  Axial reaction fans of single stage and double stage for clean air application. ranging from 30 to 500 MW capacity. lignite.480 m of gas column.  Gas turbines and matching generators ranging from 3 to 280 MW (ISO) rating. industrial gases. with capacity ranging from 25 to 800m3/s and pressure ranging from 120 to 1. ranging from 40 to 450 t/hour capacity.  Industrial steam turbines and gas turbines for drive applications and co-generation applications. capability to manufacture boilers with supercritical parameters up to 1000 MW unit size. ranging from capacity of 100 to 1000 t/day of dry solids.  Pressure vessels. Boilers  Steam generators for utilities. using coal.Industrial Sets  Industrial turbo-sets of rating from 1. with capacity ranging from 7 to 600m3/s and pressure up to 700m of gas column. oil or a combination of these fuels.  Chemical recovery boilers for paper industry. oil. SILB-School of Business Management 28 . biomass. natural gas. lignite. using coal.  Stoker boilers.  Atmospheric fluidised bed combustion boilers.5 to 120 MW.  Heat-recovery steam generators.

rotary blowers and temperature probes and related control panels operating on pneumatic.  High and medium-pressure valves.  Large regenerative air-preheaters for utilities of capacity up to 1000 MW.  Tube mills for pulverising low-grade coal with high-ash content. non-return (swing-check and piston lift-check) types for steam. SILB-School of Business Management 29 . globe. Air-Preheaters  Ljungstrom rotary regenerative air-preheaters for boilers and process furnaces.9% for utility and industrial applications. Mechanical Separators Soot Blowers  Long retractable soot blowers (travel up to 12. Electrostatic Precipitators Electrostatic precipitators of any capacity with efficiency up to 99. process and other industries for set pressure up to 175 kg/cm2 and temperature up to 565oC. Pulse Jet and Reverse Air Type Fabric Filters (Bag Filters).  Safety relief valves for applications in power.800 m of gas column. Gravimetric Feeders Pulverisers  Bowl mills of slow and medium speed of capacity up to 100 t/hour. 250 kg/cm2 pressure and 540oC temperature.  High-capacity safety valves and automatic electrically operated pressure relief valves for set pressure up to 200 kg/cm2 and temperature up to 550oC. wall deslaggers. Single and double-suction radial fans for clean air and dust-laden hot gases applications up to 400oC. electric or manual mode. with capacity ranging from 4 to 600m3/s and pressure ranging from 150 to 1. Valves  High-pressure and low-pressure bypass valves for utilities. cast and forged steel valves of gate.2m). oil and gas duties up to 600 mm diameter.  Swivel arm type soot blowers for regenerative airpreheaters.

 Emergency oil pumps. Pumps  Pumps for various applications to suit utilities up to a capacity of 1000 MW. Heat Exchangers and Pressure Vessels  CS/AS/SS/Non-ferrous shell and tube heat exchangers and pressure vessels.  Lubricating oil pumps.  LPG/propane storage bullets.  Feed water heaters. Power Station Control Equipments  Microprocessor-based distributed digital control systems.  Standby oil pumps.  Data acquisition systems. industrial boilers and process industries.  Columns.  Boiler feed booster pumps.  LPG/propane mounded storage vessels.  Steam jet air ejectors. clamp and hanger components. SILB-School of Business Management 30 . coal and steel industries.  Boiler feed pumps (motor or steam turbine driven). drums.  Condensate pumps.  Air-cooled heat exchangers.  Man-machine interface.  Static excitation equipment/automatic voltage regulator.  Sub-station controls with SCADA.  Surface condensers. combined cycle plants. Piping Systems Constant load hangers. Ceramic wear-resistant lining material for application in pulverised and coal piping components of thermal power stations as well as in cement. variable spring hangers for power stations up to 1000 MW capacities.  Circulating water pumps.  Reactors.

rectifier.  Soot blower control.  Vacuum circuit breakers (3.  Minimum oil circuit breakers (66kV .3 kV .  Special transformers for: earthing. freight loco.  Cast resin dry type transformers up to 10 MVA 33 kV.  Auxiliary pressure reduction and de-superheating system. Electro-hydraulic governor control. AC EMU and traction.  Series and shunt reactors of up to 400 kV rating and 800 kV is under development.132kV).  Burner Management system.  Electro-magnetic voltage transformers up to 220 kV.  Gas turbine control system. electrostatic precipitator. SILB-School of Business Management 31 .  Turbine supervisory system and control.33 kV).  HVDC transformers and reactors up to ± 500 kV rating.  Gas insulated switchgears (145 kV). Bus ducts Bus ducts with associated equipment to suit generator power output of utilities of up to 500 MW capacity.400 kV).  Controls for HP/LP bypass valves.  Capacitor voltage transformers up to 400 kV.  Controls for electrostatic precipitators. Switchgear  Switchgear of various types for indoor and outdoor applications and voltage ratings up to 400 kV. furnace.  SF6 circuit breakers (132 kV .  Balance of Plant station controls. Transformers  Power transformers for voltage up to 400 kV and 800 kV is under development.

 Single-phase and 3-phase prepaid meter and reading.  Disc insulators for 800 kV AC and ± 500 kV HVDC transmission lines (BHEL is the first Indian manufacturer to supply such insulators). Energy Meters  Single-phase and 3-phase electro-mechanical energy meters with jewel bearing or magnetic suspension bottom bearing.  Cordierite Honeycomb 80 to 400 cpsi in different contours and lengths for various applications including petrol and diesel vehicles.  Composite Insulators for 25 kV Railway Traction and up to 400 kV transmission lines. crucibles.  Solid core insulators up to 400 kV for Bus Post & Isolators for substation applications.  Solid core porcelain insulators for 25 kV Railway Traction. for clean and polluted atmospheres.  Coupling/CVT capacitors for voltages up to 400 kV. Industrial and Special Ceramics  High-performance ceramics for special applications like: alumina.  CAPSWITCH – solid state switch for on/off control of capacitor banks – for LT applications.  High-accuracy Trivector meter (0.  Post insulators suitable for applications up to 220 kV stacks.2 class and 0. SF6 circuit breakers. Capacitors  Power capacitors for industrial and power systems of up to 250 kVAr rating for application up to 400 kV.  Hollow porcelains up to 400 kV for Transformers.5 class). metal ceramic jointing components.  Disc/suspension insulators for AC/DC applications. substrates. ranging from 45 to 400 kN electromechanical strength.  Pin insulators up to 33 kV including radio free design. pebbles.Insulators  High-tension ceramic insulators.  Single-phase and 3-phase electro-mechanical meters with stepper-motor driven counters and LCD's. etc. SILB-School of Business Management 32 .

Electrical Machines AC squirrel cage. 'N').up to 1200 V Enclosure SPDP.  Pressurised (Ex.  Increased safety (Ex. CACA.5 to 186 kW.000 kVA. Voltage & Enclosure Voltage AC-415 V to 13800 V DC . Special-purpose machines are manufactured on request. industrial alternators and DC machines are manufactured as per range summarised below. gas turbine-2000 kVA to and diesel engine driven 60. synchronous motors. 'E') Synchronous and Squirrel Cage. slipring. 'P')-150 kW and above Non-sparking (Ex. TETV. 'N') Variable speed. AC Machines for Safe Area Application Induction Motors Squirrel cage-150 to 35000 kW Slipring-150 to 15000 kW Synchronous motors-1000 to 17500 kW Variable-Speed drives Synchronous motors-1000 to 17500 kW Induction motors-200 to 35000 kW AC Machines for Hazardous Area Application  Flame-proof motors (Ex. DC Machines  Mill Duty 3.'D') 150 to 1600 kW.  Non-sparking (Ex. CACW. SILB-School of Business Management 33 .  Medium/Large 75 to 12000 kW Industrial Alternators.  Steam turbine. Complete metering solutions with automatic meter reading.

Control and Relay Panels  Control Panels for voltages up to 400 kV and control desks for generating stations and EHV substations.  Turbine gauge boards for thermal. aluminium. rubber. gas.  HT vacuum type AC for voltages up to 11kV.  Liquid rotor starters for slipring induction motors of up to 2500 hp rating. Traction Control gear Control gear equipment for railways and other traction applications. Control Gear Industrial Control gear  Control panels and cubicles for applications in steel.  Outdoor-type control panels and marshalling kiosks. hydro and nuclear sets.  Liquid regulators for variable-speed motors.  Turbine electrical control cubicles. for industrial applications handling almost all types of gases. range covers pressure up to 800 kg/cm2 and capacity up to 350.  LT air break type DC contactors for voltages up to 600 V. driven by steam turbine/gas turbine/motor. Silicon Rectifiers Silicon power rectifiers with matching transformers for industrial applications like aluminium/copper/zinc smelting. paper. SILB-School of Business Management 34 . Contractors  LT air break type AC for voltages up to 660 V. mining. cement.  Control and relay boards.  Transformer tap-changer panels.Compressors Centrifugal compressors of varying sizes.000 Nm3/hour. sugar and petrochemical industries. for electrolysis in chemical industry and AC/DC traction application. swinging type synchronizing panel and mobile synchronizing trolley.

 Auxiliary machines.  Traction generators/alternators.  Solar water heating system.  Small hydro power plants up to 25 MW station capacity. thyristor devices and solar photovoltaic cells.  Thyristor high current/high voltage power supplies.  Power converter/inverter.  High frequency induction heating equipment.  Bogies. SILB-School of Business Management 35 .  Microprocessor-based electronic control equipment. Power Devices High-power capacity silicon diodes.  Rectifiers.  Diesel hydraulic locomotives.  Diesel-electric locomotives.  Static AC variable-speed drive systems using GTO/IGBT. home lighting and street lighting.  Thyristor valves and controls for reactive power management.  Thyristor valves and controls for HVDC transmission.  Solar lanterns.  Solar PV systems and power plants.  AC-DC dual voltage electric locomotives.  Vacuum circuit breakers. Transportation Equipment  AC electric locomotives.Thyristor Gto/Igbt Equipment  Thyristor converter/inverter equipment for DC drives and synchronous motors.  Solar pumps.  Transformers smoothing reactors. Distributed Power Generation and Small Hydro Plants  Wind electric generator of up to 250 kW rating.

 Urban transportation systems. Transportation system  Traction systems. Distribution systems  Substations.  Modernization and Rehabilitation of power stations.  Combined-cycle power plants.  Cogeneration systems.  Shunt and Series compensation systems.  HVDC transmission systems. SILB-School of Business Management 36 . Transmission systems  Sub-stations/switchyards.  Remote metering.Systems and Services Power Generation Systems  Turnkey power stations.  Power system analysis and controls.  Automation.  FACTS & CSR.

CFFP (Central Foundry Forge Plant). It consists of two-power equipment manufacturing plants: 1.BHEL HARIDWAR (AN OVERVIEW) BHEL Haridwar has a constant track record of growth performance and profitability. BHEL Haridwar is located against the picturesque shivalik foothills of Himalayas and on the bank of Holy River Ganga. SILB-School of Business Management 37 . HEEP (Heavy Electrical Equipment Plant). at Ranipur near Haridwar. 2.

Haridwar have also been awarded ISO-14001. modernization of machine tools & installation of CNC machines. higher capacity arc furnaces and other facilities to manufacture heavy forging. turbo generators. HEEP & CFFP units of BHEL. The products exported include condensers for 800MW thermal sets. CFFP is mainly engaged in manufacture of Steel Castings: Up to 50 Tons per Piece Wt & Steel Forgings: Up to 55 Tons per Piece Wt. Russia and Germany. The plant has set up a 9000-tonne Forging Press. turbine rotors. The core business of HEEP includes design and manufacture of large steam and gas turbines. HEEP Haridwar has exported its products to Iran. Critical forging manufactured by CFFP includes HP. hydro turbines and generators. This plant was set up in technical collaboration with USSR. CFFP The Central Foundry Forge Plant was set up with FRENCH collaboration for the production of alloy steel casting and forging required completing the production profile of BHEL. The CFFP started construction in 1974 and production was commenced in 1976. AC/DC motors of various since with associated control equipment & started production in January 1967. large AC/DC motors and so on. Curtis wheel blades. CFFP is further upgrading and augmenting facilities in the high growth and high technical area. haulage winches and electrical machines. CFFP has been recognized as a well-known steel maker Foundry and Forge master by Indian Boiler Board. CFFP has been supplying sophisticated castings used in power sector. HEEP & CFFP have been awarded ISO-9001 and ISO-9002 certificates respectively. for the manufacture of power plant equipment. etc. HEEP over the years has acquired the competence to manufacture higher size thermal sets by optimizing the utilization of existing capacities. SILB-School of Business Management 38 . IP AND LP rotors and discs. gas turbine combustion chambers.HEEP The Heavy Electricals Equipment Plant (HEEP) is on the northern side of the BHEL Haridwar. The American Bureau of shipping has also approved CFFP for manufacture of casting and forging for Shio Building Industry.

5 Crore Pollution Control Research Institute has also been set up at Haridwar with assistance from UNDP (Unified Nations Development Program) to develop new technologies for prevention of air.  Monitoring and Analysis of pollution levels in air. The institute is equipped with most modern monitoring and analytical instruments and powered by a team of highly qualified engineers and scientists. Fully operational. noise and solid waste pollution. solid waste samples etc. the institute has already provided services to over 65 organizations in country Major Equipment’s used in PCRI:  Mobile Monitoring Unit. Service Offered:  Environmental Impact Assessment. water. Haridwar.  Induction Coupled Plasma Unit. water. The institute is rendering Consultancy Services to a large number of government and private organization to control industrial pollutants. since 1990.  Dust Density Monitor. The institute has already conducted a number of studies on the effect of emission of industrial pollutants in and around industries and thermal power station. SILB-School of Business Management 39 .  Environmental Audit in Industries/Power Plant.  UV Spectro Photometer. PCRI (Pollution Control Research Institute): A Rs.  Regional Pollution Studies.More than 40% of the country's electric energy is generated from the power equipment supplied by BHEL.

Work Culture BHEL Haridwar works in an open environment with participation of employees through various suggestion schemes. Be it in incoming material. BHEL Haridwar has a large township with over 6500 houses including hostel with all amenities. TUV. Ancillaration In line with the Government’s policy to develop small scale industries. It has been adjusted ‘The Best Establishment’ in Northern Region. Medical Services All employees.Quality: Quality is in a fact a way of life in BHEL Haridwar. BHEL Haridwar has also been recognized by M/s. HRDC is also providing vocational training to students. machining. BHEL has been instrumental in the establishment of 30 ancillary industrial units. These ancillary industrial units are situated alongside the BHEL-complex and some of them are located in adjoining towns. Under the scheme to ‘Build Own House’ a big township named Shivalik Nagar has come up with in BHEL campus with all facilities. Quality is a watchword. their families and dependents are entitled to free medical aid at Company’s well equipped hospital and eight dispensaries located in township. These units provide employment to nearly 1500 persons and supply items and components to BHEL Haridwar. Quality Assurance System. Quality Plan and Field Quality Assurance are aids to total quality concept. A school Health Service Scheme provides regular check up of all the school going children. KEY ASSETS OF BHEL HARIDWAR: Training & Development The Human Resource Development Center (HRDC) has imparted training to a large number of employees. Continuous process by information sharing at all levels and in all directions. Germany for its capability to manufacture pressure vessels in accordance with the German standards. committees at different levels and open forums. Houses & Educational Facilities Spread over 25-sq. km. SILB-School of Business Management 40 . assembly or testing. in process.

Sports Facilities For the recreation of employees. health. Shop Council in each major area of plant. BHEL Sports club organizes competitions for both indoor and outdoor games on regular basis. Social Activities As part of its social obligation. A medical team. recreation and means of livelihood. headed by a BHEL doctor. 2. reading rooms are available to employees and their wards. It has adopted three villages namely Roshanbad. SILB-School of Business Management 41 . improvement in quality and economy in consumption of materials. Joint committee at Apex National Level. The Gram Vikas Sewa Samiti and BHEL Ladies Club are playing a very significant role in the implementation of the various welfare schemes in these villages. Plant Council at Plant Level. indoor games. visits these villages once a week for free medical check-up and distribution of medicines among the inhabitants. libraries. Education. hygiene. Quality Circles. PARTICIPATIVE FORUMS AT BHEL: Employees are encouraged to participate in suggestion schemes and open forums to give constructive suggestions leading to increase in productivity. Special sports coaching camps are organized for the children of the BHEL employees during summer vacations. BHEL Haridwar is striving to improve the quality of life in and around its township. BHEL’s contribution covers almost all aspects of life viz. Welfare Committee. 4. Various participative forums today working at BHEL are: 1. 3. Suggestion Schemes. Hetampur and Aaneki. 5. three community centers and one club equipped with all modern facilities for cultural programs. 6.

Heavy Elect Mazdoor Union (INTUC). Karamchari Sangh (BMS). All India BHEL Employees Union (PPD). 03. BHEL Employees Sangh. 11.The various welfare committees working at BHEL Haridwar are as follows: 1. BHEL Ambedkar Union. 07. 08. 09. Grievance Advisory Committee 9. 02. Provident Fund Advisory Committee 7. Welfare Item Advisory Committee 8. Heavy Elect. Safety Advisory Committee 3. Hospital Advisory Committee 4. Canteen Advisory Committee 2. (HMS). BHEL United Karamchari Manch. Staff Association. there are 13 unions in total but the active and representative unions are only 4. Heavy Elect. House Allotment Advisory Committee 6. BHEL Karamchari Parishad. BHEL Shramik Sangh. Township Advisory Committee 5. Death Relief Fund Advisory Committee TRADE UNIONS & ASSOCIATIONS: In BHEL Haridwar. 10. 01. BHEL Worker Union. 13. 05. BHEL Kamgar Union (CITU). 06. SILB-School of Business Management 42 . 12. Worker Trade Union. BHEL Workers Association (AITIC). 04.

Chapter - 03

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3.1 WHAT IS QUALITY OF WORTK LIFE?
The term refers to the favourableness or unfavourableness of a total job environment for people.
QWL programs are another way in which organisations recognise their responsibility to
develop jobs and working conditions that are excellent for people as well as for economic
health of the organisation. The elements in a typical QWL program include – open
communications, equitable reward systems, a concern for employee job security and satisfying
careers and participation in decision making. Many early QWL efforts focus on job enrichment.
In addition to improving the work system, QWL programs usually emphasis development of
employee skills, the reduction of occupational stress and the development of more co-operative
labour-management relations.
QWL is a process by which an organization responds to employee needs for developing
mechanisms to allow them to share fully in making the decisions that design their lives at work.
The aim of QWL is to identify and implement alternative programs to improve the quality of
professional as well as personal life of an organization’s employees. The QWL approach
considers people as an ‘asset' to the organization rather than as ‘costs'. It believes that people
perform better when they are allowed to participate in managing their work and make decisions.
This approach motivates people by satisfying not only their economic needs but also their social
and psychological ones. To satisfy the new generation workforce, organizations need to
concentrate on job designs and organization of work. Further, today's workforce is realizing the
importance of relationships and is trying to strike a balance between career and personal lives.
Vigorous Domestic and International competition drive
organisations to be more productive. Proactive managers and human resource departments
respond to this challenge by finding new ways to improve productivity. Some strategies rely
heavily upon new capital investment and technology. Others seek changes in employee relations
practices.
Human resource departments are involved with efforts to improve productivity through changes
in employee relations. QWL means having good supervision, good working conditions, good pay
and benefits and an interesting, challenging and rewarding job. High QWL is sought through an

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employee relations philosophy that encourages the use of QWL efforts, which are systematic
attempts by an organisation to give workers greater opportunities to affect their jobs and their
contributions to the organisation’s overall effectiveness. That is, a proactive human resource
department finds ways to empower employees so that they draw on their “brains and wits,”
usually by getting the employees more involved in the decision-making process.

A Rationale:
Job specialization and simplification were popular in the early part of this century. Employees
were assigned narrow jobs and supported by a rigid hierarchy in the expectation that efficiency
would improve. The idea was to lower cost by using unskilled workers who could be easily
trained to do a small, repetitive part of each job.

Many difficulties developed from that classical job design, however. There was excessive
division of labour. Workers became socially isolated from their co-workers because their highly
specialized jobs weakened their community of interest in the whole product. De-skilled workers
lost pride in their work and became bored with their jobs. Higher-order (social and growth) needs
were left unsatisfied. The result was higher turnover and absenteeism, declines in quality and
alienated workers. Conflict often arose as workers sought to improve their conditions and
organisations failed to respond appropriately. The real cause was that in many instances the job
itself simply was not satisfying.
Forces for Change
A factor contributing to the problem was that the workers themselves were changing. They
became educated, more affluent (partly because of the effectiveness of classical job design), and
more independent. They began reaching for higher-order needs, something more than merely
earning their bread. Employers now had two reasons for re-designing jobs and organisations for
a better QWL:
 Classical design originally gave inadequate attention to human needs.
 The needs and aspirations of workers themselves were changing.

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Humanized Work through QWL
One option was to re-design jobs to have the
attributes desired by people, and re-design organisations to have the environment desired by the
people. This approach seeks to improve QWL. There is a need to give workers more of a
challenge, more of a whole task, more opportunity to use their ideas. Close attention to 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 them to improve their skills. The idea is that human
resources should be developed and not simply used. Further, the work should not have
excessively negative conditions. It should not put workers under undue stress. It should not
damage or degrade their humanness. It should not be threatening or unduly dangerous. Finally, it
should contribute to, or at least leave unimpaired, workers’ abilities to perform in other life roles,
such as citizen, spouse and parent. That is, work should contribute to general social
advancement.
Job Enlargement vs. Job Enrichment
The modern interest in quality of work life was stimulated through efforts to change the scope of
people’s jobs in attempting to motivate them. Job scope has two dimensions – breadth and
depth. Job breadth is the number of different tasks an individual is directly responsible for. It
ranges from very narrow (one task performed repetitively) to wide (several tasks). Employees
with narrow job breadth were sometimes given a wider variety of duties in order to reduce their
monotony; this process is called job enlargement. In order to perform these additional duties,
employees spend less time on each duty. Another approach to changing job breadth is job
rotation, which involves periodic assignment of an employee to completely different sets of job
activities. Job rotation is an effective way to develop multiple skills in employees, which benefits
the organisation while creating greater job interest and career options for the employee.
Job enrichment takes a different approach by adding additional motivators to a job to make it
more rewarding. It was developed by Frederick Herzberg on the basis of his studies indicating
that the most effective way to motivate workers was by focusing on higher-order needs. Job
enrichment seeks to add depth to a job by giving workers more control, responsibility and

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discretion over hoe their job is performed. The difference between enlargement and enrichment
is illustrated in the figure given below.
Difference between job enrichment and job enlargement

Higher Order

Job enrichment

Job enrichment and
enlargement

Routine job

Job enlargement

Many

Few

FOCUS ON DEPTH

Lower Order

NUMBER OF TASKS

In the above figure we see that job enrichment focuses on satisfying higher-order needs, while
job enlargement concentrates on adding additional tasks to the worker’s job for greater variety.
The two approaches can even be blended, by both expanding the number of tasks and adding
more motivators, for a two-pronged attempt to improve QWL.

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Job enrichment brings benefits, as shown in the below figure.
Benefits of job enrichment emerge in three areas

Individual:


Growth
Self-actualisation
Job satisfaction

Organisation:

JOB
ENRICHMENT
BENEFITS


Intrinsically
motivated
employees
Better employee
performance
Less absenteeism
and turnover; fewer
grievances

Society:

Full use of human
resources
More effective
organisations

Its general result is a role enrichment that encourages growth and self-actualisation. The job is
built in such a way that intrinsic motivation is encouraged. Because motivation is increased,
performance should improve, thus providing both a more humanised and a more productive job.
Negative effects also tend to be reduced, such as turnover, absences, grievances and idle time. In
this manner both the worker and society benefit. The worker performs better, experiences greater
job satisfaction and becomes more self-actualised, thus being able to participate in all life roles
more effectively. Society benefits from the more effectively functioning person as well as from
better job performance.

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Applying Job Enrichment
Viewed in terms of Herzberg’s motivational factors, job enrichment occurs when the work itself
is more challenging, when achievement is encouraged, when there is opportunity for growth and
when responsibility, feedback and recognition are provided. However, employees are the final
judges of what enriches their jobs. All that management can do is gather information about what
tend to enrich jobs, try those changes in the job system and then determine whether employees
feel that enrichment has occurred.
In trying to build motivational factors, management also gives attention to maintenance factors.
It attempts to keep maintenance factors constant or higher as the motivational factors are
increased. If maintenance factors are allowed to decline during an enrichment program, then
employees may be less responsive to the enrichment program because they are distracted by
inadequate maintenance. The need for a systems approach in job enrichment is satisfied by the
practice of gain sharing.
Since

hob

enrichment

must

occur

from

each

employee’s personal viewpoint, not all employees will choose enriched jobs if they have an
option. A contingency relationship exists in terms of different job needs, and some employees
prefer the simplicity and security of more routine jobs.

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Social Indicators Research 2.J. S.' .” What is work? “Work can be defined as the application of discretion within limits in order to produce a result” What is Work life? Work life does not merely means the facilities provided to the employees during office hours. pp 229-248 “Quality of work life designs are based on the individual’s ability to make judgements about what is or is not desirable in the workplace. QOL reflects the difference. the gap. What is of life? QOL may be defined as subjective well-being.” .3. Human adaptation is such that life expectations are usually adjusted so as to lie within the realm of what the individual perceives to SILB-School of Business Management 50 .: 1975. between the hopes and expectations of a person and their present experience.. he is in the office or away from it. which reside in the mind of the employee while he works in the organization.those 'without which no member of the human race can be happy. those requirements which are a necessary (although not sufficient) condition of anyone's happiness . Recognizing the subjectivity of QOL is a key to understanding this construct. It comprises of all the collective feelings.McCall.BARTON CUNNINGHAM AND TED EBERLE What is Quality? “Quality is the ability of a product or service to consistently meet or exceed customer expectations.e. 'Quality of Life'.2 DEFINING QUALITY OF WORK LIFE: The best way of approaching quality of life measurement is to measure the extent to which people's 'happiness requirements' are met-i.

Ontario Social Development Council. .Janssen Quality-of-life Studies Quality of Life is tied to perception of 'meaning'. The quest for meaning is central to the human condition. 1963. loved.Frankl VE. . economic and environmental conditions which affect human and social development. 'Man's search for meaning.be possible. 1997 Quality of Work Life can be defined as "The quality of relationship between employees and the total working environment. and we are brought in touch with a sense of meaning when we reflect on that which we have created.” SILB-School of Business Management 51 . Quality of Life is the product of the interplay among social. health. believed in or left as a legacy.' New York: Pocket Books. . This enables people who have difficult life circumstances to maintain a reasonable QOL.

3 FACTORS THAT INFLUENCE AND DECIDE THE QUALITY OF WORK LIFE: (i) Fair compensation and job security: The economic interests of people drive them to work at a job and employee satisfaction depends at least partially.3. QWL provides future opportunity for continued growth and security by expanding one’s capabilities. knowledge and qualifications and prepare them to accept responsibilities at higher levels. Further. SILB-School of Business Management 52 . (ii) Safe and Healthy Working Conditions: Organizations should realize that their true wealth lies in their employees and so providing a healthy work environment for employees should be their primary objective. Permanent employment provides security to the employees and improves their QWL. responsibilities undertaken. Pay should be fixed on the basis of the work done. performance and accomplishments. on the compensation offered. The committee on Fair Wages defined fair wage as “the wage which is above the minimum wage but below the living Wage.” Job security is another factor that is of concern to employees. Most of the organisations provide safe and healthy working conditions due to humanitarian requirements and/or legal requirements. QWL provides for opportunities like autonomy in work and participation in planning in order to use human capabilities. and the degree to which the job embraces an entire meaningful task” but not a part of it. individual skills. (iii) Opportunity to Use and Develop Human Capabilities: Contrary to the traditional assumptions. (iv) Opportunity for Career Growth: Opportunities for promotions are limited in case of all categories of employees either due to educational barriers or due to limited openings at the higher level. In fact. QWL is improved the extent that the worker can exercise more control over his or her work. these conditions are a matter of enlightened self-interest.

(v) Participative management style and recognition:
Flat organizational structures help organizations facilitate employee participation. A participative
management style improves the quality of work life. Workers feel that they have control over
their work processes and they also offer innovative ideas to improve them. Recognition also
helps to motivate employees to perform better. Recognition can be in the form of rewarding
employees for jobs well done.
(vi) Constitutionalism in the Work Organisation:
QWL provides constitutional protection to the employees only to the level of desirability as it

hampers workers. It happens because the management’s action is challenged in every action and
bureaucratic procedures need to be followed at that level. Constitutional protection is provided to
employees on such matters as privacy, free speech, equity and due process.
(vii) Work-life balance:
Organizations should provide relaxation time for the employees and offer tips to balance their
personal and professional lives. They should not strain employee’s personal and social life by

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forcing on them demanding working hours, overtime work, business travel, untimely transfers
etc.
(viii) Social Relevance of Work:
QWL is concerned about the establishment of social relevance to work in a socially beneficial
manner. The workers’ self-esteem would be high if his work is useful to the society and the vice
versa is also true.

3.4 SPECIFIC ISSUES IN QWL:

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Trade unions claim that they are responsible for the improvement in various facilities to workers
whereas management takes credit for improved salaries, benefits and facilities. However, P/HR
manager has (identified) specific issues in QWL besides normal wages, salaries, fringe benefits,
etc. and takes lead in providing them so as to maintain higher order QWL.

3.5 MAJOR QWL ISSUES:
IKlott, Mundick and Schuster suggested 11 major QWL issues. They are:
(I) Pay and Stability of Employment
Good pay still dominates most of the other factors in employee satisfaction. Various alternative
means for providing wages should be developed in view of increase in cost of living index,
increase in levels and rates of income tax and profession tax. Stability to a greater extent can be
provided by enhancing the facilities for human resource development.
(ii) Occupational Stress
Is a condition of strain on one’s emotions, thought process and physical condition. Stress is
determined by the nature of work, working conditions, working hours, pause in the work
schedule, worker’s abilities and nature and match with the job requirements. Stress is caused due
to irritability, hyper-excitation or depression, unstable behaviour, fatigue, stuttering, trembling
psychomatic pains, h smoking and drug abuse. Stress adversely affects employ productivity. The
P/HR manager, in order to minimise the stress, has identify, prevent and tackle the problem. He
may arrange the treatment of the problem with the health unit of the company.
(iii) Organisational Health Programmes
Organisational health programmes aim at educating employees about health problems, means of
maintaining and improving of health, etc. These programmes cover drinking and smoking
cessation, hypertension control, other forms of cardiovascular risk reduction, family planning,
etc. Effective implementation of these programmes result in reduction in absenteeism,
hospitalisation, disability, excessive job turnover and premature death. This programme should
also cover relaxation, physical exercise, diet control, etc.

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(iv) Alternative Work Schedules
Alternative work schedules including work at home, flexible working hours, staggered hours,
reduced work week, part-time employment which may be introduced for the convenience and
comfort of the workers as the work which offers the individual the leisure time, flexible hours of
work is preferred.
(v) Participative Management and Control of Work
Trade unions and workers believe that workers’ participation in management and 1e improves
WL. Workers also feel that they have control over their work, use their skills and make a real
contribution to the job if they are allowed participate in creative and decision-making process.
(vi) Recognition
Recognising the employee as a human being rather than as a labourer increases the QWL
Participative management, awarding the rewarding systems, congratulating the employees for
their achievement, job enrichment, offering prestigious designations to the jobs, providing well
furnished and decent work places, offering membership in clubs or association, providing
vehicles, offering vacation trips are some means to recognise the employees.
(vii) Congenial Worker-Supervisor Relations
Harmonious supervisor-worker relations gives the worker a sense of social association,
belongingness, achieve of work results, etc. This in turn leads to better QWL.
(viii) Grievance Procedure
Workers have a sense of fair treatment’ when the company gives them the opportunity to
ventilate their grievances and represent their case succinctly rather than settling the problems
arbitrarily.
(ix) Adequacy of Resources
Resources should match with stated objectives; otherwise, employees will not be able to attain
the Objectives. This results in employee dissatisfaction and lower QWL
(x) Seniority and Merit in Promotions

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Seniority is generally taken as the basic for promotion in case of operating employees. Merit is
considered as the basis for advancement for managerial people whereas seniority-c is preferred
for promotion of ministerial employees. The promotional policies and activities should be fair
and just in order to ensure higher QWL.
(xi) Employment on Permanent Basis
Employment of workers on casual, temporary probationary basis gives them a sense of
insecurity. On the other hand, employment on permanent basis gives them security and leads to
higher order QWL.

3.6 STRATEGIES FOR IMPROVEMENT OF QWL:
The strategies for improvement in quality of work life include self-managed work teams,
redesign and enrichment, effective leadership and supervisory behaviour, career development,
alternative work schedules, job security, administrative orgastisational and participating
management.
(i) Self-managed Work Teams
These are also called autonomous work groups or integrated work teams. These work teams are
formed with 10 to 20 employees who plan, co-ordinate and control the activities of the team with
the help of a team leader who is one among them. Each team performs all activities including
selecting their people. Each team has authority to make decisions and regulate the activities. The
group as a whole is accountable for the success or failure. Salaries are fixed both on the basis of
individual and group achievement.
(ii) Job Redesign and Enrichment
Narrow jobs can be combined into larger units of accomplishment. Jobs are redesigned with a
view to enriching them to satisfy higher order human needs.
(iii) Effective Leadership and Supervisory Behaviour
For effective leadership and supervisory behaviour ‘9-9’ style of managerial grid is suitable.
(iv) Career Development

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Provision for career planning, communicating and counselling the employees about the career
opportunities, career path, education and development and for second careers should be made.
(v) Alternative Work Schedules
Provision for flexible working hours, part-time employments, job- sharing and reduced work
week should be made.
(vi) Job Security This top the employees’ list of priorities. It should be adequately taken care of.
(vii) Administrative or Organisational Justice
The principles of justice, fair and equity should be taken care of in disciplinary procedure,
grievance procedures, promotions, transfers, demotion, work assignment, leave, etc.
(viii) Participative Management Employees should be allowed to participate in management
participative schemes which may be of several types. The most sophisticated among them is
quality circle.
Implementation of these strategies ensures higher level of quality of work life.

3.7 QWL THROUGH EMPLOYEE INVOLVEMENT (EI):
One of the most common methods used to create QWL is employee involvement. Employee
involvement (EI) consists of a variety of systematic methods that empower employees to
participate in the decisions that affect them and their relationship with the organisation. Through
(EI), employees feel a sense of responsibility, even “ownership” of decisions in which they
participate. To be successful, however, EI must be more than just a systematic approach; it must
become part of the organisation’s culture by being part of management’s philosophy. Some
companies have had this philosophy ingrained in their corporate structure for decades; HewlettPackard, IBM, General Motors, Ford, etc.
Pygmalion Effect
The implications for managers and human resource specialists are to create an organisational
culture that truly treats people as though they are experts at their jobs and empowers them to use
that expertise. When management does this, a Pygmalion effect may result, which occurs when
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people live up to the high expectations that others have of them. If management further assumes
that people want to contribute and seek ways to tap that contribution, better decisions, improved
productivity and a higher QWL are likely.

3.8 QUALITY OF WORKLIFE IN BHEL HARDWAR - AN OVERVIEW:
As a human being we are living in a social structure set-up upon the conventions of the culture
prevailing in the environment under which certain norms & adherence to the practices is
expected for all the members of the society. Similarly, the work culture in BHEL is a composite
mix of various cultural, social & ethical ideologies which acts as a basis and directs the
employees to incorporate the feeling of oneness in personnel objectives with the company’
objective.
BHEL Haridwar takes into consideration a number of factors that are responsible for providing
better quality of work life to the employees.

The services, which it renders to the BHEL employees, can be listed as under:
1. MEDICAL SERVICES:
Medical facilities for BHEL employees started on 12-08-1963.Today, salient features of medical
services can be summed up as follows

MAIN HOSPITAL

01

PERIPHERAL SECTOR DISPENSARIES

06

PLANT MEDICAL CENTERS

02

OCCUPATIONAL HEALTH CENTER

01

PUBLIC HEALTH DEPARTMENT

01

PHYSIOTHERAPY CENTRE

01

All employees, their families and dependents are entitled to free medical aid at the company’s
well-equipped hospital and eight dispensaries located in various sectors and in the plant area.
Hospital has specialized OPD and indoor facilities. A school health services scheme provides
regular medical check-up of all the school going children.
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41/10000 per month for a maximum loan of Rs. There are hostels with all modern amenities for the workers and working women. There are canteen committees to manage the administration and functioning of the canteens. Canteens provide highly subsidized meals. parks. tea and snacks. V-A.2. vehicle allowance and vehicle purchase loan schemes are also there in order to facilitate the BHEL employees.7. which are divided in different sectors in the township area. 4. CANTEEN FACILITIES: BHEL has four well-equipped canteens inside the plant and one staff canteen. In addition. The operation of vehicles transporting our employees is being monitored by a transport committee. II. Under the scheme to ‘build own house’. To meet the requirement of housing need of older employees GRIH NIRMAN SAMITI was formed in seventies. 3. V-B. Tea and snacks are provided at the workplace during the shift timings. which provide catering facilities to all employees of BHEL. HOUSING FACILITIES: BHEL has provided around 8000 houses for different classes of employees. Sector I. As on date around 4000 houses have been constructed and civic amenities like roads. Nearly 300 acres of surplus BHEL land was transferred from BHEL to UP Avas Vikas Parishad. TRANSPORT FACILITIES: BHEL management has provided subsidized transport facilities to the school going children of employees for attending duties. sewerage system is being maintained by Grih Nirman Samiti. These committees have equal number of representatives from workers and management. Water and Electricity is provided to all the houses and hostels in the township round the clock.5 Lakh through various financial institutions. IV. SILB-School of Business Management 60 . & sector – VI. Loan facilities are also provided by BHEL for purchase as well as for renovation of houses at a subsidy of Rs. a big township named Shivalik Nagar has come up within BHEL campus with all facilities. III.

SILB-School of Business Management 61 . Kendriya Vidyalaya Sangathan. Learn Science while play. 7. SECURITY SERVICES: In BHEL. Dance. Haridwar Central Industrial Security Force (CISF) is working prominently in order to provide total security to all the employees as well as workers in the office. EDUCATION FACILITIES: BHEL is contributing in a big way in the field of education as a responsible Corporate Citizen. Music etc. It provides infra structural support and effective Management to the various educational institutions. BHEL has also provided facility of peeth bazaars to the employees and their families’ four days a week.’s and gift centers are also present in these shopping centers . 6. 1 high school and two Primary schools and a few by private agencies BHEL has established a BHEL Bal Bhawan. Chinmaya education trust and other bodies are running 18 educational institutions from nursery to degree level which cater to the educational needs of the children of BHEL employees including one degree college. A separate CISF building is made where training facilities are also there for the security. English Speaking. the only institute of its kind in the whole of Uttaranchal and affiliated to National Bal Bhawan.5. in the township area and in case of emergency situations like strikes. One central school. Computer Processing. P. In BHEL Township. Bal Bhawan has the facility to train children in the field of Art.C. BHEL imparts educational facilities to more than 25000 students including students from weaker section of society. in which the items can be bought at highly reduced price. SHOPPING CENTRES & PEETH BAZARS: There are various shopping centers in the township in different sectors. seven schools run by BHEL Education Management Board including 4 inter college. BHEL education management board.The shops in these centers are owned or hired by private people and are not bound legally in any way with BHEL.O. branch of Delhi Public School. which provide almost everything of daily requirement. Students with poor economic background are given scholarship. Aero modeling. Uttar Pradesh Madhymic Shiksha Parishad. Creative Writing. Craft.

KHEL BHAWAN / YOGA MANDAL: BHEL has only one Khel Bhawan in sector II. Squash. Similarly Outdoor Games & Sports like Foot ball. (c) Marriage Halls: Community center halls are available for marriage parties of employees and their wards. Basketball. Cricket and Athletics are being organised throughout the year by the BHEL Sports Club. COMMUNITY CENTRES: In the township. (f) Facility for training in computer. The games provided are: (i) Indoor: Table Tennis. toy making. Hockey. Kabbadi.8. who is well equipped with all the modern games and sport facilities. (b) Games: Indoor games facilities like chess. Carom. Table Tennis. Volley ball. 9. Athletics etc. Billiards & Snooker. (d) One Ledo club for organizing parties. They provide all round development for the employees and their wards and various facilities for community development and social functions for the BHEL employees & their families which includes(a) Library/Reading room: In this only the employees of BHEL and their children are allowed to have the membership. SILB-School of Business Management 62 . drawing etc. Regularly sports competitions are also organised. shooting ball. (e) Stadium for cultural programs. Football. For this. typing. (ii) Outdoor: Cricket. A nominal charge is taken from them in lieu of availability of this facility. National and international newspapers. magazines and books on specific subjects are available to the members. Badminton. Bridge etc are provided to the employees and their children. Chess & Badminton etc. carrom. stitching. Volley ball. Hockey. Basket ball. booking of the halls has to be done by the employees in advance. embroidery. there are two community centers. They are managed by duly elected executive body and financed by grant in aid by BHEL and monthly contribution of employees.

FIRE SERVICES: BHEL. 12. Automatic arrangements for fire indications are also made in critical areas. BANKS AND POST OFFICES: For the convenience of the employees. The club is organising various coaching camps for children in different disciplines like Badminton. The aim of the club is to generate the interest of the employees and their families in sports. Haridwar has a well-equipped fire-fighting wing to control fire in emergency.The events are carried out throughout the year. SAFETY IMPLEMENTATION ACTIVITIES: For the implementation of safety rules in the factory as per Factory act 1948. The responsibility of sports club is to promote the sports culture among the employees and their families. Basket Ball etc. 10. There are special provisions for fire extinguishing systems. Table Tennis. modern safety guards. TELECOMMUNICATION CENTER: A telecommunication center is also made inside the township in order to facilitate the employees with telecom services. and control of crane safety appliances for protection from dust and fumes and automatic fire alarm systems in accident-prone areas. The management of BHEL took a positive step in 1969 and BHEL Sport Club was formed. 13. The periodical drill for firefighting is also arranged inside the plant. Cricket. statutory requirements are fulfilled regularly and inspected by the government authorities. Inter-group competitions are also help in all the disciplines where teams from different schools of BHEL Township participate. SILB-School of Business Management 63 . 11.BHEL also has one Yoga Mandal where the employees and their families can avail the facilities of yoga training classes in which expert teachers impart training. A post-office is also provided inside the plant. Hydrants in sufficient number have been installed. two counters of banks one each of State Bank of India and Punjab National Bank are provided inside the plant. Swimming. A post-office is also provided near the main gate of the factory.

financial assistance is given for funeral also. 19-03-1975. Deaf Relief Fund Scheme: Under the death relief fund scheme. In case of employee’s death. purchase. Departmental safety committee consisting representative of workers and management of that department meets once in a month to review the safety aspects of the department.  Gift After 10 Years Of Services : Every employee who completes ten years of service in BHEL is presented a wristwatch as a momento. Group Insurance Scheme & Employee Deposit Linked Insurance Scheme: In order to overcome the financial difficulties by the families of deceased employees. 1987. workers are insured for an amount of Rs. indenture (welfare) & recognized unions purchase gift items for New Year. 1 from his salary and the total contribution of all the employees goes to the family of the deceased employee. every employee contributes as amount of RS. The item to be presented as a gift is changed from time to time and the decision regarding selection of item are taken by a separate committee comprises of equal number of representatives from both the management and trade unions specially made for this purpose.e.Safety committee has been set-up consisting of representatives of workers and management.f. which meets once in three months to review the safety aspects of the plant.e. 25’th April. the management has introduced BHEL group Insurance Scheme w. BHEL started a group saving linked insurance scheme for its employee’s w. Haridwar provides all its employees with New Year gifts on every 1’st January. SILB-School of Business Management 64 .000 depending upon their status.f. 14. Purchase committee comprises of representatives from finance. GIFTS AND WELFARE SCHEMES FOR EMPLOYEES: These can be summarized as follows:  New Year Gifts : BHEL. In this scheme. 000 and 20. In addition to already existing insurance schemes.10.

 In case of deceased employee.  Retired Employee Contributing Health Scheme.  Accident /medical Insurance Schemes.  ELDI is covered under the Group Insurance Scheme and Employee Savings Linked Insurance Scheme. Employee Benefits  Leave and Holidays. all the accumulated money is paid along with interest in one time.  Railway Confessional Ticket facility.  Conveyance reimbursement for executive. SILB-School of Business Management 65 .  Medical Attendance Rule. Family Pension Scheme: This scheme is effective for those employees who had joined this organization after 1972. This scheme run through Regional Provident Fund Commissioner & has following benefits:  After superannuation. the widow gets the pension.  Encashment of Earned Leaves. However.  Conveyance reimbursement for supervisors.Provident Fund Trust Scheme: This scheme has three parts:  Employee provident fund trust  Family pension  EDLI scheme Employee Provident Fund Trusts: Regional Provident Fund Commissioner has exempted BHEL from being a member of provident fund trust scheme because BHEL is having its own EPF trust which is fulfilling all the provisions of above scheme.  ELDI Scheme.  DRF (Death Relief Fund). it is voluntary for employees who have joined before 1972. non-executive employees.  Group Insurance Scheme.

 Conveyance maintenance Scheme. SILB-School of Business Management 66 .  Family planning incentives.  Participation in Inter Unit Sports.  Vehicle Advance.  Plant performance payments.  Study Leave.  Cycle Advance. Compensation.  Special incentives and bonus. etc.  Sponsorship for higher studies.  House Building Advance. Awards & Incentives  Cash Award for acquiring higher additional qualification. Loans & Advances  Festival Advance.

Chapter .04 SILB-School of Business Management 67 .

After all this analyze is made for getting solution for problem.  Defining the problem  Defining the sampling plan  Collection of data  Analyze and interpretation Defining the problem: Defining the research problem is first necessary step for any research. Collection of Data: Collection of Data was done through: Observation Method: A keen observation was made on the following activities in the BHEL officea) Punctuality of employees. There should be a good research plan for conducting research. Sample Size: The selection of 40 respondents was done for the study. This work should be done carefully. SILB-School of Business Management 68 . 02. b) Behavior of employees with one another. Sample Type: I have opted for Probability Sampling/Random Sampling. Here research problem is to know Quality of Work Life of Employees in BHEL. 01. Sampling Unit: I have completed my survey in HARIDWAR. At first problem is defined carefully for conducting research. c) Maintenance of discipline by the employees. No research can be done without data collection. 03. Sampling Plan: The sampling plan calls for three decisions.Research Methodology: Research Methodology is the investigation of specific problem in detail.

Thus the whole data was grouped aspect wise and was presented in tabular from. Thus. i have tabulated the collected data & developed frequency distributions. Analyze the information: After all interviews and/or observations have been made. Around 30 questionnaires were distributed among the Workers in the factory premises. Structured Questionnaire Method: In this a sample of size 40 was taken covering different levels of organization structure and different departments. Presentations of findings: This was the end product of the research process. frequencies & percentages were to render impact of the study.10 questionnaires were distributed to the executive level. SILB-School of Business Management 69 .Interview Method: Face to face interviews of the employees were taken on how they feel in the organization and how they feel about the QWL provided by BHEL.

05 SILB-School of Business Management 70 .Chapter .

Analysis of the response (as received through Questionnaire):
Q. No. 1. What do you particularly like about your job in B.H.E.L?

The various reasons given by employees in reference to the question “What you particularly like
about BHEL”

Nice work culture.

Quality of work life.

Continuous learning.

Creativity.

Job Security.

Independent working.

Q. No.2. I am satisfied with the working conditions provided by the BHEL.

A. Agree

75%

B. Disagree

25%

10, 25%

Agree

Disagree

30, 75%

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Q. No.3. How motivating is the work environment?

A. Extremely motivating

50.0%

B. Fairly motivating

37.5%

C. Demotivating

07.5%

D. Neither motivating nor demotivating

05.0%

25
20
20
15

A

15

B
C

10
3

5

D

2

0
A

B

C

Q. No.4. Do you find work assigned to you is interesting?
A. Highly interesting

56.15%

B. Rather interesting

29.82%

C. Not much interesting

12.28%

D. Not at all

1.75%

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D

Q. No .5. Does the company is able to meet its values?

Values

To great
extent

To very little
extent

 Foster learning
 Zeal to excel
 Respect for dignity
 Team playing
 Integrity fairness in all
matters

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Not at all

Always

34% SILB-School of Business Management 74 .H. How do you feel about the communication process in B.7.L. Highly dissatisfied 4. No . No . Satisfied 7. Satisfied 10% C.76% C.62% B. guidance and support provided by your superiors? A. Highly satisfied 86% B. Dissatisfied 3% D.P E R C E N T A G E 100 90 80 70 A B C D 60 50 = = = = A lw a ys T o gr e a t e xte n t T o ve r y li tt le e xte n t N o t a t a ll 40 30 20 10 A B C D Q. Highly dissatisfied 1% Q..26% D. both horizontals and vertical? A. Dissatisfied 6. Are you satisfied by the direction. Highly satisfied 81.6.E.

0% B. Yes 80. No .8.Q.0% SILB-School of Business Management 75 .9.) Yes 75. Do the other departments in the BHEL cooperate with each other? A.0% B. No . 20% Yes No 32.) No 25. No 20. 80% Q.0% 8. Do you feel free to offer comments and suggestions? A.

30% D. Highly dissatisfied 00. How far the promotion policies practiced in your company are fair? A. No .10. Rather fair 10.56% C.10. Satisfied 01. Are you satisfied with the safety measures being taken by the Company? A.51% Q. Dissatisfied 00.32% B.06% C. Not that fair 02. Not fair at all 00.93% B.00% SILB-School of Business Management 76 . Highly satisfied 98. Very fair 86. 75% Q.11. 25% Yes No 30.62% D. No .

Agree 49% C. 5% 5. Highly dissatisfied 00% Q.12. Are you satisfied with the Quality of work being performed by the staff of Human Resource? A. Strongly Disagree 05% 2. A. Satisfied 01% C.13. No .Q. Disagree 13% D. Highly satisfied 99% B. The job utilizes most of my skills and abilities. 33% A B C D 20. No . Dissatisfied 00% D. 49% SILB-School of Business Management 77 . 13% 13. Strongly Agree 33% B.

Average 17. Strongly disagree _ SILB-School of Business Management 78 .0% B.Q. No . Good 45. Always 99% B. There is a balance between stated objectives and resources provided by the BHEL. No .0% C.14. To very little extent _ D.5% Q. A.5% D.15. Does the company full fills its social responsibility towards society? A.0% B. Poor 07. Agree 47.5% D. Disagree 32. A. No . To great extent 01% C.5% C. The Welfare activities provided are. Not at all _ Q.16. Excellent 30. Strongly agree 20.

 Must have professional colleges.  Should appoint a heart specialist. Highly satisfied 95. Any suggestion you would like to give for overall improvement of B.17.  To arrange the workshop for improving the personality development of employees.  Improve canteen facilities.E.39% Q. Satisfied 03.05% D.  Proper recognition of performance.  To apply all the psychological norms for the individuals. SILB-School of Business Management 79 . Are you satisfied with the Quality of work life in B.Q.E.L? A. Highly dissatisfied 00.H. Dissatisfied 01.  To provide a wider sphere for renovation like playing and co-curricular activities.56% B. No .L. and the quality in work life? The suggestions given by the employees are:  To adopt all the manual rules of welfare.  Adoption of latest technologies in all spheres.H.  To apply the disciplinary action plans for the appropriate working culture.  Training for all employees on regular basis.18.  To provide a good field for education and mental development supporting activities.  Inculcate discipline in employees.01% C. No .

06 SILB-School of Business Management 80 .Chapter .

6.1 OBSERVATIOS:  Working with this organization gave me my first hand experiences of Personnel management & its various implications in the real life situations which one can only see in the corporate world where you encounter the persons. Ranipur to provide a good quality of work life to the employees are undoubtedly credible. so that the employees can work efficiently & smoothly. The employees are so much satisfied with the welfare activities of BHEL that they use the following statement as the full form of BHEL : “BE HAPPY AND ENJOY LIFE”  I learnt how and what types of facilities are being provided to the employees. An attitude of belonging ness is constantly shown by the organization and sincere efforts are made for making the environmental conditions better for the employees both in the office and at home. BHEL has a bright future.  The efforts made by BHEL. SILB-School of Business Management 81 .  I also observed how they are doing the Performance Appraisal on basis of the achievement of the targets by the employees in the time given to them through ERP.  They emphasis on providing proper working environment to their employees.

tempo etc. Most of the employees. Puri-thali. round the clock supply of electricity and water. SILB-School of Business Management 82 . beautiful plantations on the roadside etc. well-maintained roads. The categories of food (Roti-thali.6. Packed food etc. The indoor and outdoor games. quality of food and above all their rates are very nominal to the employees. theaters and various competitions arranged time to time help the employee to maintain a good mental level and creativity. whether it is in the form of local public transport (bus.  The banks and post office services are satisfactory and fulfill the basic requirements of the employees.  Major portion of the workforce in BHEL is motivated by Incentives & bonus and the rest by Performance appraisal.  The employees are very much satisfied with the township facilities like allotment of residences in the township. Overall near about all the employees of BHEL give positive responses which confirm that they are satisfied with the Quality of work life in the organization.). Subordinates and Colleagues and efforts to maintain this are constantly made by all the employees.2 FINDINGS:  The canteen facilities being provided in BHEL are considered to be excellent. Increase in facilities etc.) or in the form of transport allowance.  The transport facilities provided to the employees are also satisfactory.  The recreation facilities in BHEL are sufficient enough to entertain the employees.  All the employees have harmonious relationship with their Bosses. This is depicted by the responses given by the employees in the questionnaire. The subsidized rates of tea and snacks are also quite attractive. when any problem occurs concern to their immediate bosses or superiors.  The working schedules and the location of the office/workplace suit to the employees of the BHEL.

heart attacks. Organization must enhance work force motivation to improve productivity. Dividing the amount of contribution in to the following categories of working staff in BHEL according to their designation can modify this scheme: 3. 10 Each This amount is not only affordable but also desirable since this will besides increasing the quantum of support to the deceased will also inculcate a feeling of charity & solidarity. Even in the case of emergency the patients have to contact the main hospital. SILB-School of Business Management 83 . Also the doctors are not allowed to visit the house of the patients under any circumstances. These suggestions are: 1.3 SUGGESTIONS: Some of the suggestions. a contribution of Rs. which if accepted and implemented. and emergency Labour pains etc. 4. At present according to Death Relief Fund Scheme. can definitely acts as a helping hand to BHEL towards the accomplishment of goal of providing a good quality of work life in a more efficient and effective manner. 2. The security arrangements should be tightened in the township in order to avoid thefts and unpleasant offence in the township.6. on the death of any employee. an ambulance is sent to the patient’s house and the patient is brought to the hospital for treatment. The doctors should be granted permission for home visit under emergency conditions such as accidents. 8 Each Executives Rs. Although the medical facilities being provided at BHEL are quite effective but have one drawback. 5 Each Supervisors Rs. Workers Rs. The numbers of specialist doctors are not adequate. 5/. 5.each from the whole staff is collected and given to the family of the demised employee. Workers must be encouraged and motivated to develop a customer satisfaction mind set.

nausea etc. Similarly. Also it is observed & evaluated through a proper analysis of the questionnaire that the employees are satisfied & contended while working in BHEL under present conditions. 6. For example it has brought about  Increase in the productivity  Improvement in Quality  Team spirit  Marked reduction in absenteeism & Labour turnover As a human being we are living in a social structure. SILB-School of Business Management 84 .4 CONCLUSION: The improvement in the Quality of Work life has brought about a lot of changes.6. prevailing in the environment under which certain norms & adherence to the practices is expected for all the members of the society. we can say that the BHEL is very caring and considerate to its employees. The offices of the employees working in the administrative building should be centrally air conditioned so that they can work in a cool environment. There should be one rest room for the employees of the main administrative building so that they can take rest in case of uneasiness or any other minor health problem like headache. 7. the work culture in BHEL is a composite mix of various cultural. It seems that a conducive environment is prevailing in BHEL and a feeling of individual commitment. Thus. social & ethical ideologies which acts as a basis and directs the employees to incorporate the feeling of oneness in personnel objectives with the company’ objective. dedication along with the sense of responsibility in accomplishing the organizational goal is predominant in BHEL’s work culture. This set-up is based upon the conventions of the culture.

6.5 LIMITATIONS:
a) The information provided by the workers is not definitely true.
b) The samples of workers are not representative of the total workforce.
c) The workers hesitate disclosing the true facts in order to secure their job.
d) There is no measure to check out whether the information provided by the Workers is
correct or not.

e) Limited money available for project.

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Judge & Sanghi. 2009. SILB-School of Business Management 86 . Sites: 1.htm Retrieved December 20.V. pp. 3. http://www.html Retrieved December 20. L. 7. 599-603.M Prasad. Mamoria and S.com/pdf/articles/1978/1978_Jul_Sep_167_171. Personnel Management. K. 2009.com/attachments/46140d1236315310-project-quality-work-life-newmicrosoft-word-document.net/t590/ Retrieved December 20.iiita. 2. http://www. 2009. 2007. http://www. 657-663.B.vikalpa. Aswathappa. 2009. Pearson Education.ac.php Retrieved December 20. 2009.com/Articles/183/1/Quality-of-Work-Life. pp. 6.in/pchand_mba05/pom/BHEL. P. pp. http://www. 4.doc?date=1236315310 Retrieved December 20. 2. pp. 2008. 399-401. 5.citehr.bhel. 2007.pdf Retrieved December 20.mbajunction. Tata McGraw-Hill. Himalaya Publishing House. Human Resource Management. http://www. Sultan Chand & Sons.com/home. 95103. 225-228. 5.chrmglobal.Subba Rao. Essentials of Human Resource Management and Industrial Relations. C. 3. 2009. http://profile. 2007. 4. http://www. Himalaya Publishing House. Robbins.pdf Retrieved December 20. 2009.mbaguys. Organisational Behaviour. pp. 2008. Gankar. Organizational Behavior.BIBLIOGRAPHY: Books: 1.com/career/quality_work_proj.

A.L? ______________________________________________________________________________ ______________________________________________________________________________ ________________________________________________________________________________________________________ Q. No. What do you particularly like about your job in B. c) Artisan b) Diploma/B. Age Group (Yrs.) Agree SILB-School of Business Management B./B.T. 1.E. No. Name (Optional): 2. A.QUALITY OF WORK LIFE “Enhancing Productivity through Employees Satisfaction” Please ‘Tick’ your choice ______________________________________________________________________________ 1.Sc. c) B. I am satisfied with the working conditions provided by the BHEL.Tech/MBA/MSc/MCA ______________________________________________________________________________ Q. Qualification Group: a) I.I.2.) Disagree 87 .QUESTIONNAIRE ON ./High School/Intermediate d) 51 & Above. Category of Employee: a) Executive b) Supervisor 4.H.): a) Below 30 b) 31-40 c) 41-50 3.

6.) Satisfied C.3. No. How motivating is the work environment? A. No.) Not at all Q. Does the company is able to meet its values? Values To great extent To very little extent Not at all  Foster learning  Zeal to excel  Respect for dignity  Team playing  Integrity fairness in all matters Q.) Fairly motivating C.) Rather interesting C.) Highly satisfied B. No . Are you satisfied by the direction.Q.) Dissatisfied D.4.5.) Extremely motivating B.) Highly dissatisfied SILB-School of Business Management 88 Always . Do you find work assigned to you is interesting? A. No .) Highly interesting B. guidance and support provided by your superiors? A.) Neither motivating nor demotivating Q.) Demotivating D.) Not much interesting D.

How far the promotion policies practiced in your company are fair? A. How do you feel about the communication process in B.H.13.) Not that fair D. No .) Not fair at all Q. Do you feel free to offer comments and suggestions? Yes No Q.11. No .12.) Rather fair C. No . No . No .) Highly satisfied B. Strongly Agree Agree Disagree Strongly Disagree SILB-School of Business Management 89 .7.) Dissatisfied D.) No Q.) Highly dissatisfied Q.10..) Highly dissatisfied Q.) Highly satisfied B. No .) Satisfied C.) Satisfied C.L. Are you satisfied with the safety measures being taken by the Company? A. Are you satisfied with the Quality of work being performed by the staff of Human Resource? A.) Dissatisfied D.) Dissatisfied D. both horizontals and vertical? A. No .9. The job utilizes most of my skills and abilities.Q.) Satisfied C.) Very fair B.) Highly satisfied B.) Highly dissatisfied Q.E.8.) Yes B. Do the other departments in the BHEL cooperate with each other? A.

L? A. There is a balance between stated objectives and resources provided by the BHEL. Excellent Good Average Poor Q.) To great extent C. Are you satisfied with the Quality of work life in B.H. No .) Disagree D.) Strongly agree B.18.E.) Highly satisfied B. A. Does the company full fills its social responsibility towards society? A.L. No . No . No .) To very little extent D.H. No .17.) Satisfied C.15.) Not at all Q. Any suggestion you would like to give for overall improvement of B.) Always B.16.E.Q.14.) Highly dissatisfied Q. and the quality in work life? ______________________________________________________________________________ ______________________________________________________________________________ ________________________________________________________________________________________________________ thank you for your participation SILB-School of Business Management 90 .) Strongly disagree Q. The Welfare activities provided are.) Agree C.) Dissatisfied D.

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