Summer Training Project Report on

“EMPLOYEE MOTIVATION OF BHEL EMPLOYEES"

AT
BHEL (HARIDWAR)
Submitted in Partial Fulfillment of the requirement for
the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
(2018-2020)

Submitted To: Submitted By:

HEMANT GUPTA
MBA 2nd year

UTTARAKHAND TECHNICAL UNIVERSITY

DEHRADUN(U.K)
 ACKNOWLEDGEMENT
A journey is easier when you travel together. Interdependence is certainly more
valuable than independence. This report is the result and supported by many people. It is a
pleasant aspect that I have now the opportunity to express my gratitude for all of them.
I would also express my gratitude towards my respective project in charge,
Mr. Devender Pant ,SDGM,HRDC and Mr. B.C SHARMA
CO-COORDINATOR,VOCATIONAL TRAINING who overlooked and tolerated
my mistakes and guided me to the path of success. I will remain thankful to him for being so
generous in providing his valuable and timely guidance to me in completing this project.
It is a great pleasure to bring this acknowledgement to express my deepest sense of
gratitude to Mrs. SWATI MISHRA, for her valuable support and guidance that geared the
work into a proper channel which is demanded. The knowledge offered was from the repository
of her vast experience. She gave me much needed valuable advice, positive criticism,
suggestions and constant encouragement through discussions.
It is a great privilege and matter of honour for me to complete this project on
“EMPLOYEE MOTIVATION OF BHEL EMPLOYEES" under the able guidance of Mr.
Devendra Pant.
He not only paved the way for adoption of basic philosophy behind this project, but also
provided immense encouragement and help to me in sorting out all type of problems. He has
been a continuous source of inspiration for me during my project work.
Last but certainly not the least, I am grateful to my Parents for their constant support
and encouragement.

DEEPAK GUPTA
 EXECUTIVE SUMMARY
Employee Motivation is the end feeling of a person after performing a task to the
extent that a person’s job fulfills his dominant needs and is consistent with his expectations
and values, the job will be satisfying. The feeling would be positive or negative depending
upon whether need is satisfied or not.

The present study on Employee Motivation in BHEL is based on the basis of

information gathered from BHEL, Hardwar.

Both open and closed ended questionnaire was framed to know the views of employee
about Employee motivation adopted by BHEL.
A experience survey of 60 employees was done ,to meet my objective in different
blocks of BHEL, Hardwar.
 OBJECTIVES OF THE STUDY

● To study about Employee Motivation of BHEL employees.

● To understand and observe the practical work in such a giant organization , BHEL

and to collect secondary data about BHEL

 CONTENTS
CHAPTER-1 ~ COMPANY PROFILE

1.1 Introduction to BHEL

1.2 Present position of BHEL
1.3 Future of BHEL
1.4 Overview of BHEL Hardwar
1.4.1 Establishment & development stage
1.4.2 Heavy Electricals Equipment Plant (HEEP)
1.4.3 Central Foundary Forge Plant (CFFP)
1.4.4 Human Resource
1.4.5 PCRI
1.5 Departments
1.6 Accomplishments
1.7 Policy and Strategy
1.8 Functioning of Various cells of human resource
1.9 SWOT Analysis for BHEL

CHAPTER-2 ~ EMPLOYEE MOTIVATION

2.1 Introduction to Project

2.1.1 Concept of Employee Motivation
2.2 How to measure Employee Motivation
2.3 Employee Motivation and work behaviour
2.4 Determinants of Employee Motivation
2.4.1 Environmental factors
2.4.2 Personal factors
 2.5 Theories of Employee Motivation
2.5.1 Need fulfillment theory

2.5.2 Equity theory

2.5.3 Discrepancy theory
2.5.4 Equity-Discrepancy theory

CHAPTER-3 ~

Research methodology adopted for conducting the survey

A) Research Design
B) Tools for research
C) Sample size

CHAPTER-4 ~
Analysis and graphical representation of collected data

CHAPTER-5 ~
Findings & Suggestions

CHAPTER-6 ~
Bibliography

CHAPTER-7 ~
Annexure
TABLES AND FIGURES
1. Accomplishments of BHEL

FIGURES
F1. Equity theory of Employee Motivation
F2. Discrepancy Approach to Employee Motivation
F3. Determinants of Employee Motivation

GRAPHS
1. Employees satisfaction
2. Employee Motivation
3. Job liking
4.Medical facility
5.Housing facility
6. Promotion policy
7. Working Conditions
8. Motivation
9. Relationship with other people
10. Participation in decision-making
11. Career opportunity
12. Educational facility
 1.1 INTRODUCTION TO BHEL
BHARAT HEAVY ELECTRICALS LIMITED

BHEL - AN OVERVIEW
BHEL is the largest engineering and manufacturing enterprise in India in the energy

related/ infrastructure sector today. BHEL was established more than 40 years ago when its

first plant was set up in Bhopal ushering in the indigenous Heavy Electrical Equipment

industry in India, a dream that has been more than realized with a well-recognized track
record of performance. The Company’s inherent financial strengths can be seen from its net

worth, Debt Equity ratio and cash surplus. The Company has a net worth of Rs.60,270

Million as on 31st March’ 2005. The Company’s cash surplus stood over Rs.32,000 Million as

on 31st March’ 2005. The Debt Equity ratio of the Company is at 0.09. It has been earning

profits continuously since 1971-72 and achieved a sales turnover of Rs.103,364 Millions with

a profit before tax of Rs.15,816 Millions in year 2004-2005. In line with the excellent

performance, an all time high dividend of 80% (including 35% interim dividend) for the

financial year 2004-05 has been paid.

With this BHEL has mantained its track record of paying dividends uninterruptedly for the

last 29 years. Constant increase in Net Asset Value (NAV) per share (Rs.246.24 per share as

on 31/3/2005) indicates the intrinsic strength for the Company. At the end of year 2004-05,

outstanding orders in hand for execution in future; stand at over Rs.320,000 Million.

BHEL caters to core sectors of the Indian Economy viz., Power Generation &

Transmission, Industry, Transportation, Renewable Energy, etc. The wide network of

BHEL's 14 manufacturing divisions, 4 power sector regional center, 8 service center, 18

regional offices and a large number of Project Sites spread all over India and abroad enables

the Company to promptly serve its customers and provide them with suitable products,

systems and services - efficiently and at competitive prices.

 BHEL has already attained ISO 9000 and all the major units/divisions of BHEL have

been upgraded to the latest ISO-9001: 2000 version quality standard certification for quality

management. All the major units/divisions of BHEL have been awarded ISO-14001

certification for environmental management systems and OHSAS-18001 certification for

occupational health and safety management systems.

POWER SECTOR:

Generation: Power sector comprises of thermal, nuclear and hydro power plant

business. Today BHEL supplied sets account for nearly 6473 MW or 68% of the total

installed capacity of 99146MW in company as against nil in 1969-70.

TRANSMISSION:

BHEL also provides a wide range of transmission products and system of upto 400KV

class. These include high voltage power and distributed transformer, capacitor, insulator etc.

for economic transmissions of bulk power over long distances High Voltage Direct Current

(HVDC) systems are supplied.

INDUSTRY SECTOR:

BHEL is a major contributor of equipment and system to industries like cement,

fertilizers, refinery, petrochemical, etc.

TRANSPORTATION:
 Most of trains operated by Indian Railways including metro in Calcutta, are equipped

with BHEL’s transaction control equipment.

TELECOMMUNICATION: BHEL also cater to Telecommunication sector by way of

small, medium and large switching systems.

RENEWABLE ENERGY:

Technologies that can be offered by BHEL for its exploiting non-conventional and

renewable source of energy include: wind electric generator, solar power based water pumps,

lighting and heating systems.

INTERNATIONAL OPERATIONS:

BHEL has over the years, established its reference in over 60 countries of world,

ranging from United States to New Zealand in the Far East.

CUSTOMERS TO BHEL ARE:

NATIONAL~

1. PUNJAB STATE ELECTRICITY BOARD (PSEB)

2. UTTAR PRADESH STATE ELECTRICITY BOARD (UPSEB)

3. NATIONAL THERMAL POWER CORPORATION (NTPC)

4. APOLLO TYRES

5. BAKCO
 6. SAIL

7. BIRLA TYRES& BIRLA CEMENT

8. GRASIM INDUSTRIES

9. IOC

10. ESSAR OIL

11. ONGC

12. LARSEN & TUBRO

13. JK CEMENT

14. KIRLOSKER

15. SIEMENS New Delhi, etc.

INTERNATIONAL~

1. M/S ESBARA CORPORATION, JAPAN

2. M/S ZEECO IN CORPORATION, USA

3. SIMMCO INTERNATIONAL

4. SIEMENS, GERMANY

5. SIEMENS, SINGAPUR

6. BIEJI PROJECT, IRAQ

7. LMZ, RUSSIA, etc.

TECHNOLOGICAL UPGRADATION AND RESEARCH &

DEVELOPMENT:
 To remain competitive and meet customers' expectations, BHEL lays great emphasis

on the continuous up-gradation of products and related technologies, and development of new

products. The Company has up-graded 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.

HUMAN RESOURCE DEVELOPMENT:

The most prized asset of BHEL is 53,800 employees. The HRD in institute and other

training institute of the company help in not only keeping their skills updated and finally

hones but also add new skills whenever required. Continuous training and relating to

positive work culture and participative style of management has lead to the development of

committed and motivated work force and productivity and quality levels.

BHEL OBJECTIVES

MISSION :To be an Indian multinational Engineering Enterprise Provident Total Business

Solutions through Quality Products, System and Services in the fields of energy, Industry,

Transportation, Infrastructure and other potential areas.

VISSION:

A World-Class Engineering Enterprise Committed to enhancing Stakeholder value.

VALUES:

 Zeal to excel and Zest for change.

 Integrity and fairness in all matters.

 Strict adherence to commitments.

 Loyalty and pride in the company.

OBJECTIVES:

Growth:

To ensure a steady growth in business so as to fulfills National expectations from

BHEL and expanded international operations.

Profitability:

To provide a reasonable and adequate return on capital employed through improvement

in operational efficiency, cavity, utilization and productivity.

Image:

To build up a high degree of customer confidence by sustaining international standard

of excellence in product quality, performance and services.

Export :BHEL has exported its products to 60 countries of the world.

Profits:

The year 2005-06 closed with a profit of 631 crores.The net profit for the year 2005-

2006 as Rs 5110 Million.

Research and development:

BHEL has set up a separate research and development division at Hyderabad

to concentrate on basic research. This is supplemented by applied research and development

in each of its manufacturing plants.

Different unit of BHEL:

Corporate office:

BHEL house siri Fort, New Delhi.

Major Units:

1. Heavy Electrical Plant , Piplani Bhopal.

2. High-Pressure Boiler Plant, Tamilnadu.

3. Heavy Electricals Equipment Plant, Hardwar, Uttarakhand.

 4. Heavy Power Equipment Plant, Hyderabad, Andhra Pradesh.

Minor Units:

1. Transformer Plant PO-BHEL, Jhansi.

2. Electrical Machine Repair Plant, Mumbai.

3. Insulator Plant Jagdishpur, Distt Sultanpur.

4. Boiler Auxiliaries Plant, Ranipet Tamilnadu.

5. High-Pressure Boiler Plant and Steam less Steel Tube Plant, Triuchirappalli.

1.2 PRESENT POSITION OF BHEL

1. MANUFACTURING UNIT:
BHEL has thirteen manufacturing unit at present which are as follows:
1. HPP and SSTP - Tiruchy

2. BAP - Ranipet

3. IVP - Goindwal

4. HEP - Bhopal

5. TP - Jhansi

6. HEEP & CFFP - Hardwar

7. HPEP - Hyderabad

8. ED,ESD & EPD - Bangalore

9. IP - Jagdishpur

10.CFP - Rudrapur

11.SSCP - Gurgaon

12.HERP - Varanasi

13.EMRS - Mumbai.
 The four major are BHEL-Bhopal, BHEL- Hyderabad, BHEL- Tiruchy, BHEL-

Hardwar. The corporate office is situated in New Delhi and provides necessary top-

management leadership, direction strategic planning and operational and management support

service. It also coordinates the activities and functions of various manufacturing and services

division and numerous other functional and product group. It also looks after long term

planning in regard to resource and marketing and also planning for marshalling of human,

physical and financial resource.

Few other division like the power sector, industrial system and products regional

operational division also have their headquarters and some other department in Delhi. In

addition, the Human Resource Development Institute of BHEL is also situated in New Delhi.

2. PERFORMANCE HIGHLIGHTS
1.Order inflow of Rs. 7188 Cr up by more than 50% of the last year’s Rs. 4682 Cr. Which

itself was the highest ever achieved by BHEL.

2.BHEL starts the year 2007-08 with a record outstanding order book of over Rs. 10,600 Cr.

3.100th Electric Locomotive made by BHEL handed over to Indian Railway.

4.BHEL enters into a leasing arrangement for locus for the first time by signing an agreement

with Indian Railways for building and leasing 53 nos. AC/DC Locus of 5000/4600 hp.

5.BHEL built first 250 MW set at Dahanu operating continuously for a record period of more

than 135 days at plant load factor (PLF) of 100% and above.

6.250 Hydro set of BHEL installed at Dhupdal-1.

7.Successfully synchronized and handed over the 30 MV Fr 6 Gas Turbine at Wide Al Jizzi,

Oman.

8.A combined two cylinder HP-IP turbine for 150 MV utility sets which will substantially

lower and manufacturing cycle time besides being more efficient component then the existing

3 cylinder turbine has been developed.

9.Dr. N.C. Trehan, an environment scientist with BHEL was awarded the Dr. Meghanand

Saha Award instituted by Department of Science and Technology.

 FUTURE OF BHEL (VISION )
The top management of the company carried out a “BHEL Vision ” exercise to define

broad contours of the organization in the year 2007-08. This resulted in laying down a new

vision for the company which envisages BHEL becoming a world class innovative, competitive

and profitable engineering enterprise providing total business solutions. This is supported by a

mission and a set of value that would drive the organization behaviour. An organization wide

communication exercise was also carried out to widely disseminated the outcome of the vision

2007 exercise. While the exercise reiterated the need for continued focus on BHEL core

business of power sector, it also identified the company to become a leading Indian Engineering

Enterprise with presence in the area of energy, transportation, industry, infrastructure and other

allied areas.

As a part of this exercise certain new business areas were also identified viz. Power

Generation, Energy Management, Coal Washiers, Material handling including ports, Piping

including ash and handling, transportation diesel engines, New defense products etc. For

detailed examination Specific task force were forms to carry out a business attractiveness

assessment.

These task force have submitted their report/recommendations and in certain areas

necessary work is being taken-up.

VISION A world class, innovative, competitive and profitable engineering enterprise

providing total business solutions.

 OVERVIEW OF BHEL HARIDWAR

Two manufacturing plant of BHEL are situated at Ranipur near Hardwar. On the

northern side is the Heavy Electrical Equipment Plant (HEEP), set up originally with Soviet

Collaboration. The plant went into production in 1967 and is engaged in the manufacture of

power generation and utilization equipment. Located in the south of HEEP is the Central

Foundry Forge Plant (CFFP), set up with French Collaboration for the production of alloy steel

casting and forgings required to complete the production profile of BHEL.

A pollution control Research Institute has also set up with in the BHEL campus at

Ranipur to provide services to Government and private agencies to control industrial pollution

with respect to air, water and noise and solid waste.

 ESTABLISHMENT AND DEVELOPMENT STAGES

1. Established in 1960s under the Indo Soviet Agreement of 1959 and 1960 in the area of

Scientific, Technical, and Industrial Cooperation.

2. DPR-prepared in 1963-64, construction started from Oct.1963.

3. Initial production of Electric Motors Started from January 1967.

4. Major construction/ erection/ commissioning completed by 1971-72. As per original

DPR scope.

5. Stamping unit added later during 1968-1972.

6. Annual manufacturing capacity for thermal manufacturing capacity for thermal sets was

expended from 1500 MW under LSTG project during 1979-85.

7. Motor manufacturing technology updated with Siemens collaboration during 1984-87.

8. Facilities being modernized continually through Replacement Reconditioning-

retrofitting, Technological/operation balancing.

 HEAVY ELECTRICALS EQUIPMENT PLANT (HEEP):

Heavy Electrical Equipment Plant commenced manufacture of thermal sets originally with

Soviet know how in 1967. After initial manufacture of 100MW sets, HEEP went into

production of 200/210 MW sets. Keeping in view the increasing power demand and changing

technology, BHEL entered into an agreement in 1967 with Kraft Work Union of Germany for

production of thermal sets of 200/210 MW to 1000 MW. HEEP has manufactured, till

September 1993, 106 thermal sets of 200/201 MW, six sets of 235 MW for nuclear power

stations and 13 sets of 500 MW capacity each. The design work has also been started at HEEP

for development and manufacture of 800 MW sets in near future. More than 40 percent of the

country’s electrical energy is generated from the power equipment supplied by BHEL,

Hardwar.

The present product profile of HEEP is:

Product Range
Thermal Sets Steam turbines and turbo generator of unit size
upto 1000MW.

Hydro Sets Turbines and matching generators of various

ratings with a max runner dia of 6600 mm.

Gas Turbines 60 MW, 150 MW and 200 MW ISO ratings.

Combined cycle power with steam turbines upto 30 MW plant.

Electrical machines Medium and large size AC/DC electrical

machine of various capacities upto 20000 KW.
Apparatus & control Complete sets to match the above products.
gears

Medical equipment 4-6 MEV Linac accelerator machine for

treatment of cancer.

Light aircraft Two seater Swati Light Aircraft for a wide

range of applications.

HEEP (Hardwar) has exported its products to Iran, Russia and Germany. The products

exported include condensers for 800 MW thermal sets, turbine rotors, artists wheel blades,

gas turbine combustion chambers haulage winches and electrical machines.

HEEP went in a capital investment of 377.75 Crores as on 31.03.1998, generating a

turnover of 779.46 Crores.

The manpower division at HEEP stands as:

Executives 1453

Supervisors 1530

Others including workers &

Supporting Staff 6250

-----------

TOTAL 9233

-----------

HEEP over the years, has acquired the competence to manufacture higher size thermal
sets by optimizing the utilization of existing capacities, modernization of machine tools and
installation of CNC machines facilities at BHEL, Hardwar which today match with any
international standards

3. CENTRAL FOUNDARY FORGE PLANT (CFFP):

To Central Foundry Forge Plant was set up at Hardwar with French Collaboration.

The construction started in 1974 and production was commenced in 1976. This plant has an in-

built high degree of sophistication normally associated with much larger plants and has

successfully developed various intricate casting and forgings, which were hitherto imported.

CFFP has successfully manufactured various type of steel etc. as per Indian and International

Standards.

CFFP has been supplying sophisticated castings used in power sector e.g. steam turbine

castings, turbo generator press ring, hydro turbine Kaplan blades and Francis Runners,

compressor castings etc.The castings have also been manufactured for defence, nuclear,

chemical and steel sector.

Indian Boiler Board has recognized CFFP as a well-known steel maker and Foundry &

Forge master. The American Bureau of Shipping has approved CFFP for the manufacture of

casting and forgings for Ship Building Industry. CFFP has the credential of exporting motor

frame and steam turbine castings and forgings to USSR and Germany.

The present product profile of CFFP:

 Special steel castings like steam chest,
Cylinders, stray rings, runner blades etc. 6000 tonnes.

Special steel forgings like steam turbine

Rotors, rotor discs hydro turbine shaft,
Couplings etc. 3250 tonnes.

Special steam blooms 4000 tonnes.

A capital investment of 108.75 crores generating a turnover of 113 crores went in

CFFP as on 31.03.1998. The manpower division at CFFP stands as:

Executives 203

Supervisors 164

Others including workers &

Supporting Staff 1256

-----------

TOTAL 1623

-----------

The ISO 9000 certificates provide Bureau veritas Quality International have been

accorded to the two plants.

HUMAN RESOURCE:

The Hardwar division comprising both the plants, employees nearly 11,000 persons, of

which about 9000 are skilled and semi-skilled workers. Hardwar Division has not only

provided direct employment to thousands of person but has also been instrumental in the

established of nearly 30 ancillaries, which also provide employment to over 1500 persons.

The BHEL Hardwar, lays emphasis on innovative and modern concepts of management of

human resources.

PCRI:

A Pollution Control and Research Institute (PCRI) has also been setup at Hardwar with

UNDP assistance to develop new technologies for prevention of air, water, noise, and solid

wastes pollution. The Institute has already conducted a number of studies on the effect of

emission of industrial pollutants in and around the industries and thermal power stations. The

Institute is rendering constancy services to a large number of Government and private

organizations.
 DEPARTMENTS

HEEP unit of BHEL is headed by Executive Director Mr. H.W. Bhatnagar. Under the

Executive Director there are twelve General Managers who are heads of different

department but major department is HEEP, Hardwar are twenty one and few are headed by

additional GM’s and Sr. Deputy Gr. Mr. These are as follows:

1. Engineering.

2. Engineering and Commercial.

3. Personal and Administration.

4. Work Engineering and services.

5. Finance.

6. Electric Machine Manufacturing.

7. Turbine Manufacturing.
8. Fabrication and Welding Technology.

9. Quality Management.

10. Technology and Tool Room.

11. Insulation system and GRI.

12. Material Management.

13. Defense Project.

14. Business Development.

15. Productivity and TQM.

16. Resource Planning and Technology Development.

17. Quality Surveillance.

18. Material Planning and Inventory Control.

19. Gas Turbine Project.

20. Kraft Weak Union Collaboration.

 21. Vigilance.

ACCOMPLISHMENTS
1. 1993 Accrediation of ISO:9001 Quality System.
2. 1997 BHEL, One of the 9 PSUs, declared “Navratna” by Govt.
of India.
3. 1997 National Productivity Award for HEEP by the President
of India.
4. 1998 Certificate of merit by National Productivity council for
outstanding performance second consecutive year.
5. 1998 Accrediation of U Stamp.
6. 1999 Accrediation of R Stamp from National Board of Boiler
and Pressure Vessel Inspector, USA.
7. 1999 AD-Merkblatt HPO re-certification by RWTUV for gas
turbine combustion chambers.
8. 1999 INSAAN Award for excellence in suggestion for 9th
consecutive year.
9. 2000 Accrediation of ISO:14001 environmental management
systems.
10. 2001 INSAAN Award for excellence in suggestion for 11th
consecutive year.
11. 2001 “Indo-German Greentech Environment Excellence
Award” for the year 2000-2001 in Power Equipment
Sector.
 12. 2002 Accrediation of ISO:9000-2K.

13. 2002 “Rajiv Gandhi Memorial National Gold Award for

Excellence Pollution Control” implementation for the
year 2001-2002 in Power Sector.

14. 2002 Accrediation of OHSAS-18001.

POLICY & STRATEGY

QUALITY POLICY:
In its quest to be world class BHEL, pursue continual improvement in the quality of its
products, services and performance leading to customers, satisfaction and business growth
through dedication, commitment and team work of all employees.

QUALITY OBJECTIVES:

 To continually improve.

 Competitive edge of products/service by building and improving key processors.

 Value addition by reducing cost of quality.

 Delivery & response.

 Quality of supplies by improving supplier’s performance.

 Capability of human resource by upgrading skills competence.

 Value for stakeholders.

ENVIRONMENTAL POLICY:
BHEL, Hardwar is engaged in Engineering & Manufacturing of turbines, Generators,
Heart exchangers, Pressure vessels, large size AC & DC Motors, castings & forgings etc, for
power and industry sectors.
In Line with Corporate Environment Policy, BHEL is committed to:

 Comply with all applicable environment policy legislation/regulations and standards.

 Design all product and system safe to use & dispose off, recyclable/reusable, wherever
techno-economically feasible.

 Adopt pollution prevention approach in all activities/services and ensure continual

improvement in environmental performance through periodical review of objectives and
targets.

 Promote activities to minimize waste, generation to conserve / reduce recycle reuse

resources. Such as raw materials, water, oil, power, energy, fuels.

 Entrance environmental awareness amongst employees & suppliers.

PURCHASE POLICY:

The new purchase policy lays more emphasis on developing a base of reliable vendors
for manually supportive long-term relationship provides for greater decentralization &
flexibility consistent with their need for effective customer response.
HRM (Human Resource Management) POLICY:

Various strategies are being adopted to achieve the main objective of Human Resource
Management fostering a work culture of openness and commitment to quality & excellence
with unproved communication at all level is the main strategy. Proper communication will
definitely, de-bureaucratize the organization working & force on achieving speed in being
responsive to meet needs of internal & external customers.

FUNCTIONING OF VARIOUS CELLS OF HUMAN

RESOURCES

HUMAN RESOURCES
BHEL, Hardwar has following cells in the personal department:

Office Establishment & Policy Cell:

Office Establishment maintenance personal record of office & general foreman
including biodata, medical report, leave, promotion & transfer both external and internal in the
plant, retirement, LIC advance, allowances, savings, conveyance, reimbursement etc.

Policy cell works on the policies formed in the personnel manual taking into
consideration the situatory requirements. In personnel manual BHEL policies and various
personnel functions are defined. It also plays a liaison role between corporate function and
unions. BHEL corporate office is in Delhi. It keeps interpretation of policies to various
implementing authorities.

Industrial Relation Cell:

 IR department maintains record of income and handles the union dispute through
conciliations, negotiations, and arbitration through bodies later joint committee, plant council
& shop council.

Welfare Department:
It follows statutory obligations under factory act 1948. There is also representative of
welfare department in shop council. It is coordination between welfare of employee, various
acts regarding it & management.

Operation Cell:
In this, personal record & file are maintained of the non-executive of administrative
building & all hospital employees.

Administration Cell:
This cell maintains the file of all non-executive of administrative building & all hospital
employees.
Once the establishment sections starts maintaining an employee’s file, it states that the
particular employee has completed his probation periods at are factory & are now regularized.
Then he is given various facilities like LTC, festival advance, house building advance etc a
separate record is maintained for each & every loan & advance taken by him.
An employee in BHEL is given an annual increment, at the end of each financial year.
Then after three or four year of joining, his name is including in promotion seeker’s list.

Rajbhasha Cell:
A part from all other mentioned section, the personal department. At HEEP, Hardwar
has a separate section for promotion of our national language Hindi.
This section has taken several steps for increasing the use of Hindi, in the unit. Some of these
steps are:

 Every day a new Hindi word, along with its English version is written on boards are
placed at different places in the unit.

 All the nameplates at the doors are having name first written in Hindi, then in English.

 Rajbhasha Cell repeatedly asks the units authorities to write all the official letter in Hindi.

 Even the calendar of BHEL has dates & months in Hindi.

Liaison Cell:
Liaison cell helps in maintaining good communication in between the plant and tries to
make them better and seek methods to improve it & also gives directly too.

Another function of liaison cell is to approach or to settle any grievance through

department & shop council.

It also sees that benefits to uplift the SC/ST in the organization, so that nobody
encroaches there right. This department has legal authority as they have presidential directive,
which every public sector must follow:
Roaster: For promotion & recruitment for A&B categories there is 120 point roaster for
handicapped / X servicemen in promotion roaster for C&D is 40 point.

Canteen Section:
As per the provision of Factory Act 1948. Canteens have been provided inside & outside
the plant providing food on subsidized rates. Canteens are being run on tender basis and
procurement is also provided.
Terminal Benefit Cell:
This cell has commenced from 1997. It provides single window services in clearance of
due left in case reigned, or death deceived.

General Administration:
It keeps records of various functions of Personal Department to keep a check and track
of things happening related in absenteeism. Over all it takes care of general administration
personal department as a whole.

Recruitment & Manpower Planning:

This section meets the requirement of staffing schedule and keeps in contact of with
employment agencies and does selection. It keeps into account the organizational policies,
union requirement & government influence with recruitment. It also sees the internal
recruitment. Manpower planning department forecast manpower. It assesses to which extend
manpower resources are employed optionally. It anticipates manpower problems.

It plans the necessary programs of recruitment, selection, promotion, development,

transfer, motivation, and compensation.

It also provides job description and job analysis.

Industrial Dispute Cases & Contacts Labour Cell:

This cell looks after the industrial dispute & tries to solve them. If this cell unable to
settle disputes then conciliation takes place. This cell also maintains domestic inquiry reports.
It also checks the enforcement of awards of Industrial dispute acts and labour courts. There is
also a section in which Senior Manager maintain the record registration number of agreement
of contractors. Contracts are given in time and are properly compensated for holidays.

Law Department:
This department deals with matters related to dispute. In some cases, it hires advocates
to solve the cases in high courts & supreme courts.

Health Services:
BHEL is providing comprehensive Health Care Services to its employees. It provides
preventive and promotion health service to all employees of both (HEEP & CFFP). It has
contributed in saving precious lives of due employees through early diagnosis & systematic
treatment.
Scope~
I. Promotion & maintenance of physical, mental, & social well being of all the employees
and other families.

II. Prevention of health arising due to work environment related problems.

III. Protection of workers from risk arising from factors adverse to health.

Objectives~
 To protect & promote the health of all working employees & their family members
& assist management in implementing health program.

 To explain & discuss matter related to interaction between work & health hazard
 effecting employees due to treatment of illness & injuries for any work related
problems.

Functions~
Health service could be categories under 2 main sub-heads;
A. General Medical Services.
B. Occupational Health Services.

SWOT ANALYSIS FOR BHEL

SWOT Analysis means to analyse the strength, weakness, opportunities and threats of
any company. In this I analyse the SWOT of BHEL.

STRENGTH:
(i) ‘Navratan’ PSE Status helps in getting more orders.
(ii) Large human resource availability.
(iii) Flexibility product mix.
(iv) One of the profit making PSE.
WEAKNESS:
(i) Overheads are increasing continuously.
(ii) Government contract based products.
(iii) Strong unionism.
(iv) Surplus work force.
OPPORTUNITIES:
 (i) Global competitiveness will help in export.
(ii) Navratan status in helping in more autonomous decision making.
(iii) Product line diversification.
(iv) Building a strong employee-employer relationship.
THREATS:
(i) Privatization of the core areas of BHEL.
(ii) Increased competition by Siemens, ABB etc.
(iii) Lesser demand domestically.
INTRODUCTION
 The term “Employee Motivation” was brought to limelight by Hoppock. According to
him, Employee Motivation is the combination of psychological, physiological and
environmental factors that makes a person to admit, “I am happy at my job”. It has also been
defined as the ‘end state of feeling’. It is an important dimension of morale and not morale
itself.

CONCEPT OF EMPLOYEE MOTIVATION:

Employee Motivation is the end feeling of a person after performing a task to the extent
that a person’s job fulfills his dominant needs and is consistent with his expectations and values,
the job will be satisfying. The feeling would be positive or negative depending upon whether
need is satisfied or not.

Employee motivation is different from motivation and morale. Motivation refers to the
willingness to work. Satisfaction on the other hand, implies a positive emotional state. Morale
implies a general attitude toward work and work environment. It is a group phenomenon where
as employee motivation is an individual feeling. Employee Motivation may be considered a
dimension of morale and morale could also be a source of satisfaction. Thus Employee
Motivation is an employee’s general attitude towards his job.
HOW TO MEASURE EMPLOYEE MOTIVATION

Like intelligence, measure of employee motivation is difficult. Most studies have measured
employee motivation through a questionnaire. Hoppock developed four terms, each one with
seven alternative responses, developed one of the earliest scale of measuring employee
motivation.

In India, Pestonjee developed a S-D (satisfaction-dissatisfaction) inventory consisting of

cointerogatery statements, the items leading to yes-no type of responses. There are four areas
including both on job and off the job factors. Each area includes 20 items some of which are
given below:

1. Job: Nature of work, hours, fellow workers, overtime regulations, physical environment,
machines and tools, interest in work, opportunities for promotion and advancement etc.

2. Management: Rewards and punishment, praise and blame, leave policy, test as a whole
reveled significant discriminatory potential. Favoritism, participation, supervisory
treatment, etc.

3. Social Relations: Neighbors, friends and associates, caste barriers, participation in social
activities, attitude toward people in community, etc.

4. Personal Adjustment: Health, home and living conditions, finances, relation with family
members, emotionalism, etc.
Statically treatments of the individual item in the four areas are given above.
EMPLOYEE MOTIVATION AND WORK BEHAVIOURS

Employee motivation is an integral component of organizational health and an important

element in industrial relations. The level of employee motivation deems to have some relation
with various aspects of work behaviour such as accidents, absenteeism turnover and
productivity.

Several studies have revealed varying degrees of relationship between employee

motivation and these factors of work behaviors. But whether work behaviors is the cause or
effect of employee motivation is not clear.

Research on the relationship between employee motivation and accidents generally

shows that satisfied employees cause fewer accidents. Studies on the relationship between
employee motivation and absenteeism have yielded inconclusive results. Most of these studies
showed that low absentee employees were more satisfied with their jobs. Research also reveals
that unionized workers tend to be more satisfied whereas employees of disturbed organizations
were generally less satisfied. Less satisfied employees are more likely to quit their jobs than
more satisfied employees.

It is generally assumed that satisfied employees are more productive. But research
reveals no relationship between employee motivation and productivity. Studies revealed that
workers with positive attitude job attitudes were more productive than those with negative
attitudes. In other studies job attitudes and productivity are not related and in some studies there
was negative correlation between job attitudes and productivity. After reviewing several studies
Bray Field and Crockett concluded that employee motivation did not necessarily go together.
Employees in highly productive group were not more likely than employee in the low
productivity groups to be satisfied with their jobs. A worker may be satisfied with the work
environment but may produce more to prove his abilities to management. On the other hand, a
highly satisfied worker may not produce more and get away with it because he may be friendly
with the supervisor.

DETERMINANTS OF EMPLOYEE MOTIVATION

The various factors influencing employee motivation may be classified into two
categories:
I. Environmental factors , and
II. Personal factors.

Environmental Factors:
These factors relate to the work environment, main among which are as follows:

1. Job Content: Herzberg suggested that job content in term of achievement,

recognition, advancement, responsibility, and the work itself tend to provide
satisfaction but their absence does not cause dissatisfaction. Where the job is less
repetitive and there is variation in job content, employee motivation tends to be
higher.

2. Occupational Level: The higher the level of the job in organization hierarchy
the greater the satisfaction of the individual. These is because positions at higher
levels are generally better paid, more challenging and provide greater freedom of
operation. Such jobs carry greater prestige, self-control and need satisfaction

3. Pay and Promotion: All other things being equal, higher pay and better
opportunities for promotion lead to higher employee motivation.
 4. Work group: Man is a social animal and likes to be associated with other’s
interaction in the work group help to satisfy social psychological needs and,
therefore, isolated worker tend to be dissatisfied. Employee motivation is
generally high when an individual is accepted by his peer and he has a high need
for affiliation.

5. Supervision: Consideration supervision tends to improve employee motivation

of workers. Considerate supervisor takes personal interest of his subordinates and
allows them to participate in the decision making process.

Personal Factors:
Personal life exercises a significant influence on employee motivation. The main
elements of personal life are given below:

1. Age: Some research studies reveal a positive correlation between age and employee
motivation. Workers in advanced age group tend to be more satisfied probably
because they have adjusted with their job conditions. However, there is a sharp
decline after a point perhaps because an individual aspires for better and more
prestigious jobs in the later years of his life.

2. Sex: One study revealed that women are less satisfied than men due to fewer job
opportunities for females. But female workers may be more satisfied due to their
lower occupational aspirations. But this statement may not be applicable now at
presents level.
 3. Educational level: Generally more educated employees tend to be less satisfied
with their jobs probably due to their higher job aspirations. However, research does
not yield conclusive relationship between these two variables.

4. Marital status: The general impression is that married employees are more
dissatisfied due to their greater responsibilities. But such employees may be more
satisfied because they value their jobs more than unmarried workers.

5. Experience: Employee motivation tends to increase with increasing years of

experience. But it may decreases after twenty years of experience particularly
among people whohave not realized their job expectations.

THEORIES OF EMPLOYEE MOTIVATION

The main theoretical approaches to employee motivation are as follows:

1. Need fulfillment theory.
2. Equity theory.
3. Discrepancy theory.
4. Equity discrepancy theory.

NEED FULFILLMENT THEORY~

According to this theory a person is satisfied when he gets from his job what he wants.
The more he wants something or the more important it is to him, the more satisfied he is when
he received it. In other words, “employee motivation will vary directly with the extent to which
those needs of an individual which can be satisfied actually”.

Vroom views satisfaction in terms of the positively valued outcomes that a job provides
to a person. Thus, employee motivation is positively related to the degree to which one’s needs
are fulfilled. What may satisfy one individual may not satisfy the other due to

difference in their expectations. The strength of an individual’s or his level of inspiration is an

important determinant of employee motivation. Thus, employee motivation is a function of the
degree to which the employee’s needs fulfilled in the job situation.

EQUITY THEORY~
Under this theory, it is believed that a person’s employee motivation depends upon
his perceived equity as determined by his input-output balance of others. Every individual
compares his rewards with those of a ‘reference group’. If he feels his rewards are equitable in
comparison with others doing similar work, he feels satisfied, employee motivation is thus a
function of the degree to which job characteristics meet the desires of the reference group. For
example, one study of the effects of community features on employee motivation revealed that
workers living in a well to do neighborhood felt less satisfied then those living in poor
neighborhoods.

Equity theory takes into account not only the needs of an individual but also the opinion
of the reference group to which the individual looks for guidance.
 Perceived
A=B
Perceived outcomes
Satisfaction
Personal actually
A<B
inputs received
Dissatisfaction
A
A>B
Guilt
Discomfort

Perceived Perceived Perceived

inputs of outcomesof personal
comparison comparison others outcomes that
others B should be
perceived

Fig F1: Equity theory of Employee motivation

DISCREPANCY THEORY~
 According to this theory, employee motivation depends upon what a person
actually receives from his job and what he expects to receive. When the rewards actually
received are less than the expected rewards it causes dissatisfaction. In the words of Locke,
“employee motivation and dissatisfaction are function of perceived relationship between what
one wants from his job and what one perceives it is actually offering. In other words,
satisfaction is the difference between what one actually received and what he feels he should
receive. This theory fails to reveal whether over-satisfaction is or is not a dimension of
dissatisfaction and if so, how dies it differ from dissatisfaction arising out of the situation when
received outcomes one less than the outcomes one feels he should receive.

Perceived outcomes
received A=B
B Perceived Satisfaction

A>B
Perceived Dissatisfaction

A<B
Outcomes one feel he Perceived Over satisfaction
should received
A

Fig F2 : Discrepancy Approach to Employee motivation

\

EQUITY-DISCREPANCY THEORY~
 This is a combination of equity and discrepancy theories. Lawler has adopted the
difference approach of discrepancy theory rather than the ratio approach of equity theory. From
equity theory the concept of comparison has been selected to serve as an intervening variable.
Under this theory satisfaction is defined as the difference between the outcomes that one
perceives he actually received and outcomes that one feels he should receives in comparison
with others, when the individual feels that what he actually received is equal to what he
perceives he should received there is satisfaction. Thus an individual’s reception of his reward
is influenced by more than just the objective amount of that factor. Because of this
psychological influence the same amount of reward often can be seen quite differently by two
people, to one it can be a larger amount, while to another person it can be a small amount.

This model reveals that a person’s perception of what he should receive is influenced
by the inputs and outputs of others. If his inputs are similar to those of referent groups but
outcomes is less he is likely to be dissatisfied. Lawler suggested that those individuals are likely
to be more satisfied who perceive:

a) Their inputs are low;

b) Their job are less demanding;

c) Their reference groups have favorable input-output balance;

d) They are receiving a high outcome level; and

e) Their referent groups are receiving fewer outputs.

 Perceived
personal job
inputs
Perceived
amount that
should be
Perceived received A=B
inputs and Satisfaction
outcomes of A>B
different Dissatisfaction
groups A<B
Guilt inequity
discomfort
Perceived
outcomes of
different
groups Perceived
amount
received

Actual
Outcomes
received

Fig F3: Determinants of Employee motivation

RESEARCH METHODOLOGY ADOPTED FOR CONDUCTING
THE SURVEY
A) RESEARCH DESIGN
Experience survey.

B)TOOLS FOR RESEARCH

The questionnaire method has been used to analyse and assess the employee motivation

of BHEL employees, Hardwar.

The questionnaire was distributed to 60 employees {it includes Executives(15%),

Supervisors(35%) & worker class(50%) of BHEL} of different departments.(Includes

CFFP and HEEP)

Questionnaires comprises of 15 questions.

C)SAMPLE SIZE

A total number of questionnaires distributed was 60.

ANSWERS BASED ON QUESTIONAIRES
Q1. Do you feel that employees in BHEL are satisfied in the job assigned to them?

Employees Response

40
40 35
30
25 28
20 22
15 17
10
5
3
0

Fully Satisfied Partially dissatisfied

Satisfied Satisfied

Graph 1
Response: The above graph shows out of 60 people 28 people are fully satisfied, 22 people
are satisfied and again 17 people are partially satisfied while 3 persons was dissatisfied with
the job.

Q2. What actually you have understood by employee motivation?

40 40
35 32
30
25
20 15
15
10 7
4 2
5
0
salary wc knowledge cant say not replied

Graph 2
Response: The above graph shows that out of the 60 employees 32 measures employee
motivation as salary,15 as working condition, for 7 it means knowledge, 4 were not able 2
define and 2 were not willing to reply for the above question asked.
 But actually employee motivation means that the amount of pleasure or contentment
associated with a job. If you like your job intensely you will experience high employee
motivation. If you dislike your job intensely, you will experience job dissatisfaction.

Q3. How well you like your job?

Employees Response

45
40
45
35
30
25
20
15
10
5 8 7

Fully satisfied partially dissatisfied

satisfied satisfied
Graph 3

Response: The above graph shows that out of the 60 employees, 45 employees are fully
satisfied, 8 are satisfied, 7 are partially satisfied and none of the employee is dissatisfied with
their job.

So, it is clear from the graph that most of the employee’s are satisfied with their job.
Due to fulfillment of there needs and is consistent with his expectations and values, the job will
be satisfying.

The feeling would be positive or negative depending upon the need is satisfied or not.
Thus, employee motivation is an employee’s general attitude towards the job
Q4. Are you satisfied with the medical facility in BHEL?

Employees Response

40 39
40 35
30
25
20
15
10
5 11
7
3
0

Fully Satisfied Partially Dissatisfied

Satisfied Satisfied

Graph 4

Employees Response: The above graph shows that out of the 60 employees, 39 people are
fully satisfied, 11 people are satisfied and 7 people are partially satisfied while 3 people are
dissatisfied with the medical facility given by BHEL.

According to me, the medical facility of BHEL is very good.

BHEL is providing comprehensive health care services to it’s employee’s; it provides

preventive and promotion health services to its entire employee’s of both (HEEP & CFFP)
plants. It has 9 sector dispensaries; main gate dispensaries one in HEEP and one is in CFFP.
Q5. Are you satisfied with the housing facility at BHEL?
Employees Response

40 49
40 35
30
25
20
15
10 10
5
1 0
0

Fully Satisfied Partially Dissatisfied

Satisfied Satisfied

Graph 5

Employees Response: The above graph shows that out of the 60 employees, 49 employees are
fully satisfied, 10 are satisfied and 1employee is partially satisfied while no employee is
dissatisfied with the housing facility given by BHEL to their employees.

So, most of the people are receding in company’s quarters.

BHEL has full-fledged township with in the campus devised in sectors.

Q6. Do you agree with the promotion policy in BHEL?

Employees Response

40 39
40 35
30
25
20
15
10 14
5
7

Agree Disagree Strongly

disagree
Graph 6
Employees Response: The above graph shows that out of the 60 employees,14 are agree, 39
are disagree and 5 employees are strongly disagree, with the promotion policy adopted by
BHEL for their employees.
BHEL employee’s in general they are not aware of the promotion policy. They have
mentioned a different opinion that is partially not correct.

Q7. Are you satisfied with the working conditions particularly at your workplace?
Employees Response

40
40 35
30
25
25
20 22
15
10
5
7 6

Fully Satisfied Partially Dissatisfied

Graph 7

Employees Response: The above graph shows that out of the 60 employees, 25 are fully
satisfied, 22 are satisfied ,7 are partially satisfied while 6 employees are dissatisfied with the
job working conditions.
According to me, BHEL working conditions are very good. With reference to factory
act (1948).
In my view the working conditions in any organization are follows, and BHEL is fully
met with:
 Proper lightening.
 Noise.
 Ventilation and temperature.
  Mental environment.
 Social environment.
Q8. To what extent you are motivated by your job?
The graph have been shown in 5-point scale.
Employees Response

40 37
40 35
30
25
20
15 15
10
5 7
0 1
0

1 Point 2 Point 3 Point 4 Point 5 Point

Graph 8

Employees Response:The above graph shows that out of 60 employees ,1 is satisfied in 2-

point scale, 15 are satisfied in 3-point scale, 37 in 4-point scale, and 7 employees rated their
job in terms of motivation in 5-point scale.
So, from the above graph it is clear that employees with more than 3-point scale are
satisfied with the job while less than 3-point scale are not satisfied with the job assigned to
them.

Q9. How is your relationship with other people in the organization?

Employees Response

52
5540
35
30
25
20
15
10
5 6
2
0
0
 Fully Satisfied Partially Dissatisfied
Satisfied Satisfied
Graph 9
Employees Response: The above graph shows that out of the 60 employees, 52 are fully
satisfied,7 are satisfied and 1employee is partially satisfied while no employee were
dissatisfied with the relation with other people.

So, we can say that most of the employees have good relations among themselves. For
better productivity of organisation they should maintain good relations.

Q10. The amount of participation, which you feel with other management people in
decision-making?
Employees Response

40
40 35
30
25
25
20
15 18
10
5 12
5

Fully Satisfied Partially Dissatisfied

Satisfied Satisfied

Graph 10

Employees Response: The above graph shows that out of the 60 employees, 18 are fully
satisfied, 25 people are satisfied and 12people are partially satisfied while 5 employees are
dissatisfied.
.
BHEL is the pioneer in participative management in India. Most of the people not
understood the question and replied in different manner, which I believe people have not
understood in the right perspective. However, they replied decision-making as the participative
management.

Q11. What are the career opportunities given to you by your job?
Employees Response

40
40
35
31
30
25
20
15
10 12
10
5 7

Promotion Transfer Higher Increment

Pay

Graph 11

Executives Response: The above graph shows that out of the 60 employees, 10 view career
opportunity in BHEL as a promotion, 7 view as a transfer ,12 as higher pay while 31 employees
view it as increment .
According to me they are not much aware of the career opportunities.

Q12. Are you satisfied with the educational facilities provided by BHEL for employee’s
children?
Employees Response
 40 40
35 29
30
25 16
20 10
15 5
10
0 5

Fully Satisfied Partially Dissatisfied

Satisfied Satisfied
Graph 12

Employees Response: The above graph shows that out of the 60 employees, 5 employees are
fully satisfied, 10 are satisfied ,29 are partially satisfied while 16 are dissatisfied with the
educational facilities provided to the wards of the employees.

According to me people availing these educational facilities. There are approximately one
college and 12 schools at BHEL. The organization is trying to give as much better education
to the children, the reason for the dissatisfaction for some of the employees may be the quality
of the education.

Q13. What other measures you would like to give for employee motivation?
Since the employees which were taken under the prior consideration includes the
executives(15%),supervisors(35%) and the worker class(50%). So the responses for the above
question asked shows variety in thinking.

 BHEL management should give some opportunity for change in jobs as per skill and
attitude.(suggested by many of the worker class employees)

 Advance job training should be provided.(suggested by worker class employees)

 Job rotation should be provided.(suggested by both supervisors and worker class)

  More Cooperation of seniors.(by all three categories)

 Trade union activities must be minimized.(by the executives)

 Respect and regard of superiors.(by executives and supervisors)

 Fear and pressure on workers.(very few agreed in context with fear but maximum
favoured the pressure of work)

 Placement according to abilities & competitiveness.(by executives)

 Participation in management.(by supervisors)

 Proper communication should be implemented.(by supervisors and workers)

 The wide knowledge should be given to workers.(by supervisors)

 Recognition, appreciation, involvement in job gives satisfaction.(by supervisors and

workers)

Q14. What other facilities you expect from the management?

This question was more accurately answered by the worker class and supervisors up to some
extent, so the main focus was paid towards the worker class and they have expressed the
following facts:

 Proper sitting facility in offices as per designation.(by supervisors)

  Job opportunity to the freshers.(by workers)

 Pension schemes for old age are made for BHEL employees.( by workers)

 Advance technical knowledge course. (by workers)

 Good housing for employees, free electricity to some limit.( by workers )

 Freedom of job.( by workers and supervisors )

 Management should flow proper policies to ensure good working conditions.( by

workers)

 Availability of manpower and material and above all cares for employees.(by
supervisors)

 Better relationship should be developed between the workers of the plant. (by
supervisors)
 Management people should have cooperative nature.(by workers)

Q15. What other perks you expect for motivation, other than the salary?
This question again reveals ,that what according to them can motivate them, keeping the
perks aside. Some of the finest views are shared by the workers and this was the question
which took the maximum time for its completion and here the views :-------

 Incentive schemes should be implemented in the plant.

 Human behaviour other than perks.

 Other than salary perks like provident fund, bonus, & other allowances help motivation
to some extent.
 FINDINGS
According to me some findings on the issues are as below:

 Out of the 60 employees, all most all the executives are quite satisfied with the job
they withhold, but in contrast , the other two categories shows the variation. The
supervisors make the 35% contribution to the data ie, about 21 in number & out of
these 16 were quite satisfied which makes 76% approx. and the worker class which
constitutes about 50% of the total sample ie, 30 in number & out of these 18-19 were
quite satisfied which makes 60-63% approx.

 Almost all the employees of BHEL are very much satisfied with the medical facility
that they get from BHEL Hardwar. The reason for some dissatisfaction that has been
shown by some of the employees that includes the worker class(they are 3 in number).

 The housing facility which the employees of BHEL Hardwar are getting are
according to them are the best which the organization can provide, well ventilated
and good houses are there with the better sanitation facilities and as the result of this
the percentage of the fully satisfied employees are to the larger side ie, 98% approx.

 The interesting and quite mixed responses had come into light when the question
regarding the promotion policy was asked form the employees. About 23% of the
employees(ie, about 14 in number) were agreed to the promotion policy adopted by
BHEL, about 65% of the employees(ie 39 in number ) were disagreed(it includes
worker class to the maximum extent) and about 12% of the employees(ie, 7 in
number) were strongly disagreed to the fact that the promotion policy adopted by
BHEL is not appropriate upto the great extent(it includes some supervisors and
some worker class employees)

 According to me, BHEL working conditions are good and is fully met with: Proper
lightening, Noise, Ventilation and temperature, Mental environment, Social
 environment.

 Most of the employees have good relations among themselves.

 When asked from the employees that how they rate their job on the 5-point scale the
responses were towards the positive side, very few had rated their job under 3 point
except one, who belonged to the quality control department of BHEL, when asked
why he is rating his job to such a low point on scale the answer was quite shocking,
he said that the major reason for his low rating is that he has not work to do in the
department.

 BHEL provides good educational facilities to the employees children and there are
approximately 1 college and 12 schools at BHEL.
 SUGGESTIONS

 BHEL should make arrangement for the workers to skill them in all fields & in all kinds
of job regular training & education programs should be arranged for the supervisor and
executive so as to uplift them as multi-skilled & to end monotony. In this way, the
workers would also enjoy their work.

 It is suggested that organization should make arrangement for routine, energizing

scheduled and should also be made compulsory for all class of employees. This will also
help the employees to remain fresh & healthy at there work place.

 The management is requested to educate the employees about the policies of the
organization. Even there are some policies, which are to be amended as per suggestions
of employees.

 It is suggested that the procedure should be made more transparent to the employees.

 Not only in papers but in practical employees should be strictly allowed to participate in
policymaking. It is suggested that there should be proper communication establishment
within the company right from top to lower level so that the employees can convey there
problems & give suggestion to the top management & they should also be accepted
accordingly this will indeed also motivate the employees.

 It is suggested to the BHEL organization to make perfect in same areas, such as policies
& procedures, working conditions & environment, incentive to the workers, training and
a better, effective union to workers.
 BIBLIOGRAPHY

1. http://www.managementhelp.org/email/form-to-add-content.htm

2. http://en.wikipedia.org/wiki/steam.

3. http://rd1.hitbox.com/rd? acct=WQ5907226K7DEMENo&p=S.

4. http://en.wikipedia.org/wiki/Employee motivation .

5. http://www.aafp.org/fpm/accessories.

6. http://www.quintcareers.com/

7. http://www.bhelmpc.co.in/tqm/Pc%20Position%20 Report%202004.doc.

8. Ashwathappa. k.(2007), Tata McGraw-Hill, Human Resource and Personnel Management.

 ANNEXURE

Questionnaires Copy
Topic name: Employee motivation of BHEL employees
Focus group: Executives and Supervisors and worker.

Q1. Do you feel that employees in BHEL are satisfied in job assigned to them?
a. Fully Satisfied ( ) b. Satisfied ( )
c. Partially Satisfied ( ) d. Dissatisfied ( )

Q2. What actually you have understand by Employee motivation.

Ans:……………………………………………………………………………………………
……………………………………………………………

Q3. How well you like your job?

a. Fully Satisfied ( ) b. Satisfied ( )
c. Partially Satisfied ( ) d. Dissatisfied ( )

Q4. Are you satisfied with the medical facility in BHEL?

a. Fully Satisfied ( ) b. Satisfied ( )
c. Partially Satisfied ( ) d. Dissatisfied ( )

Q5. Are you satisfied with the housing facility at BHEL?

a. Fully Satisfied ( ) b. Satisfied ( )
c. Partially Satisfied ( ) d. Dissatisfied ( )

Q6. Do you agree with the promotion facility in BHEL? If so, at what extent?
Ans:……………………………………………………………………………………………
……………………………………………………………
Q7. Are you satisfied with the working condition particularly at your work place, also
with the prevalent working condition?
a. Fully Satisfied ( ) b. Satisfied ( )
c. Partially Satisfied ( ) d. Dissatisfied ( )

Q8. To what extent you are motivated by your job? Give in 5-point scale?

1 2 3 4 5

Q9. How is your relationship with other people in organisation?

a. Fully Satisfied ( ) b. Satisfied ( )
c. Partially Satisfied ( ) d. Dissatisfied ( )

Q10. The amount of participation that you fell with other management people in decision-
making is adequate?
a. Fully Satisfied ( ) b. Satisfied ( )
c. Partially Satisfied ( ) d. Dissatisfied ( )

Q11. What are career opportunities given to you by your job?

Ans………………………………………………………………………………………………
……………………………………………………………..

Q12. Are you satisfied with the education facilities provided by BHEL for employee’s
children?
a. Fully Satisfied ( ) b. Satisfied ( )
c. Partially Satisfied ( ) d. Dissatisfied ( )

Q13. What other measure you would like to give for employee motivation?
Ans………………………………………………………………………………………………
……………………………………………………………...

Q14. What other facilities you expect from the management?

Ans………………………………………………………………………………………………
……………………………………………………………..

Q15. What other perks you expect for motivation, other than the salary?
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