“Analysis of Effectiveness of Quality of Work

Life”
A PROJECT REPORT SUBMITTED TO

PUNJAB TECHNICAL UNIVERSITY

JALANDHAR

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

AWARD OF DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

(MBA DEGREE)

(2009-2011)

IGEF
Project Guide Submitted To
Miss SharanpreetKaurShwetaKhatana
Lect(MBA) 90412265372

INDO GLOBAL COLLEGE OF ENGINEERING

ABHIPUR-140109,SAS NAGAR,MOHALI (PUNJAB)
 ACKNOWLEDGEMENT
In preparing this report a considerable amount of thinking and informational inputs
from various sources were involved. I express my deep sense of gratitude to my
project guide Miss.SharanpreetKaur, IGEF, Abhipur for her excellent spirit,
effective guidance, encouragement and constant criticism, which gave me the
confidence to complete the project effectively. In spite of having a very busy
schedule, she made sure in every way that I acquire the best possible exposure and
knowledge during my preparation of research report under his guidance. She gave
all the time and attention, which I needed to complete my research and compile my
report in as much orderly way as possible.
I am also thankful to all those people, who are directly or indirectly associated with
the timely completion my project, without which I otherwise would not have able
to complete my research report.

ShwetaKhatana
Student(MBA 4th SEM)
 DECLARATION

I, ShwetaKhatnahereby declare that the project report submitted to my college,

INDO GLOBAL COLLEGE OF MANAGEMENT, in partial fulfillment for the
Degree of Master of Business Administration on “Analysis of Effectiveness of
Quality of Work Life” is a result of my own work under continuous guidance and
kind co-operation of our college faculty member, Lect. SharanpreetKaur. I have
not submitted this project report to any other university for the reward of any
degree.

Miss SharanpreetKaurShwetaKhatana
Lect(MBA) Student (MBA 2009-11)
IGEF, AbhipurIGEF, Abhipur
 CERTIFICATE

This is to certify that ShwetaKhatana has worked on the project entitled “Analysis
of Effectiveness of Quality of Work Life”. This report or any part of it has not
been previously submitted for the award of any other degree or diploma of either
this University or any other University. This Project was done under my guidance
in partial fulfillment of the requirement for the award of MBA degree. This
bonafide research work is original and her performance and conduct during the
period was satisfactory.

Project Guide
Miss Sharanpreetkaur
 TABLE OF CONTENTS

SERIAL NO. CHAPTERS PAGE NO.

Introduction
Chapter-1 Introduction to the project

Review of Literature
Chapter 2

Chapter 3 Need and Objective of the Study

Chapter-4 Introduction to the Company

Quality of work life

4.1 introduction,
Chapter-5 4.2 QWL MEANS,

Chapter-6 Research methodology

Chapter-7 Data analysis & interpretation

Suggestion, limitation & CONCLUSION

Chapter-8

Chapter-9 REFERENCES

Chapte-10 Annexure
 Chapter 1
Introduction
INTRODUCTION
The organization is the most significant and integral part of administration. Hence, organization
is a form of group activities where people associate consciously and interact with one another
for the attainment of mutually agreed purposes. To a large extent, organizational success and
failure depends upon the good organizational structure and efficient manpower working with it.

The QWL or Quality of Work Life in an organization is essential to the smooth running and the
success of its employees. The Work – Life balance must be maintained effectively to ensure that
all employees are running at their peak potential and free from stress and strain. An
organization’s HR department assumes responsibility for the effective running of the Quality of
Work Life for their employees. Quality of Work Life helps employees to feel secure and like
they’re being thought of and cared for by the organization in which they work.

People are becoming more quality conscious as of their work, the products and the quality of
their work life. Efficiency of each activity depends on the quality of work life of the people.
Quality of work life is not based on particular theory nor does advocate a particular theory
technique for application. Instead quality of work life is concern with the over all climate of
work. Quality of work life will be varying from place to place, industry to industry and culture to
culture.

Term quality of work life (QWL):-

Motivation and satisfaction always remain a great concern of manager and management
thinkers. The Japanese people use QWL, term for two concepts of motivation and satisfaction.

Quality of work life: concept-:

Quality of work life (QWL) is a process of work organizations, which enables its member at all
levels to actively participate in shaping the organization’s environment, methods and outcome.
HARVARD professor RICHARD E. WALTON purposes the following eight major conceptual
categories to provide a frame work for analyzing its salient feature:
 Adequate and fair compensation.
 Safe and healthy working condition.
 Immediate opportunity to use and develop human capacities.
 Further opportunity for continued growth and security.
 Social integration in work environment.
 Constitutionalism or the ‘rule of law in the work organization.
 Work and the total life space.
 The social relevance of work life.

Quality of work life means:

QWL means having:

 Good supervision,
 Good working condition,
 Good pay and benefits,
 An interesting, challenging and job.

The key elements in QWL include:

 Decision participation,
 Restructuring the nature of the work,
 Enhancing the work environment and
 Defining the reward structure.
The most important determinant of QWL is career achievement, followed by career satisfaction
and career balance.

. Stress at work is often considered in isolation, wherein it is assessed on the basis that attention
to an individual’s stress management skills or the sources of stress will prove to provide a good
enough basis for effective intervention. Alternatively, job satisfaction may be assessed, so that
action can be taken which will enhance an individual’s performance. Somewhere in all this, there
is often an awareness of the greater context, whereupon the home-work context is considered, for
example, and other factors, such as an individual’s personal characteristics, and the broader
economic or cultural climate, might be seen as relevant. In this context, subjective well-being is
seen as drawing upon both work and non-work aspects of life.

However, more complex models of an individuals experience in the workplace often appear to be
set aside in an endeavour to simplify the process of trying to measuring “stress” or some
similarly apparently discrete entity. It may be, however, that the consideration of the bigger,
more complex picture is essential, if targeted, effective action is to be taken to address quality of
working life or any of its sub-components in such a way as to produce real benefits, be they for
the individual or the organisation.

Quality of working life has been differentiated from the broader concept of quality of life. To
some degree, this may be overly simplistic, as Elizur and Shye,(1990) concluded that quality of
work performance is affected by quality of life as well as quality of working life. However, it
will be argued here that the specific attention to work-related aspects of quality of life is valid.

Whilst quality of life has been more widely studied, quality of working life, remains relatively
unexplored and unexplained. A review of the literature reveals relatively little on quality of
working life. Where quality of working life has been explored, writers differ in their views on
its’ core constituents.

It is argued that the whole is greater than the sum of the parts as regards quality of working Life,
and, therefore, the failure to attend to the bigger picture may lead to the failure of interventions
which tackle only one aspect. A clearer understanding of the inter-relationship of the various
facets of quality of working life offers the opportunity for improved analysis of cause and effect
in the workplace.

This consideration of quality of working Life as the greater context for various factors in the
workplace, such as job satisfaction and stress, may offer opportunity for more cost-effective
interventions in the workplace. The effective targeting of stress reduction, for example, may
otherwise prove a hopeless task for employers pressured to take action to meet governmental
requirements.

Models and components of quality of working life

Various authors and researchers have proposed models of quality of working life which include a
wide range of factors. Selected models are reviewed below.
Hackman and Oldham (1976) drew attention to what they described as psychological growth
needs as relevant to the consideration of Quality of working life. Several such needs were
identified :

 Skill variety,
 Task Identity,
 Task significance,
 Autonomy and
 Feedback.

In contrast to such theory based models, Taylor (1979) more pragmatically identified the
essential components of quality of working life as basic extrinsic job factors of wages, hours and
working conditions, and the intrinsic job notions of the nature of the work itself. He suggested
that a number of other aspects could be added, including :

 individual power,
 employee participation in the management,
 fairness and equity,
 social support,
 use of one’s present skills,
 self development,
 a meaningful future at work,
 social relevance of the work or product,
 effect on extra work activities.

Taylor suggested that relevant quality of working life concepts may vary according to
organisation and employee group.

Warr and colleagues (1979) , in an investigation of quality of working life, considered a range of
apparently relevant factors, including :

 work involvement,
 intrinsic job motivation,
 higher order need strength,
 perceived intrinsic job characteristics,
 job satisfaction,
 life satisfaction,

 happiness, and
 self-rated anxiety.
They discussed a range of correlations derived from their work, such as those between work
involvement and job satisfaction, intrinsic job motivation and job satisfaction, and perceived
intrinsic job characteristics and job satisfaction. In particular, Warr et al. found evidence for a
moderate association between total job satisfaction and total life satisfaction and happiness, with
a less strong, but significant association with self-rated anxiety.
Thus, whilst some authors have emphasised the workplace aspects in quality of working life,
others have identified the relevance of personality factors, psychological well being, and broader
concepts ofhappiness and life satisfaction.

Factors more obviously and directly affecting work have, however, served as the main focus of
attention, as researchers have tried to tease out the important influences on quality of working
life in the workplace.

They defined quality of working life as satisfaction of these key needs through resources,
activities, and outcomes stemming from participation in the workplace. Needs as defined by the
psychologist,Abraham Maslow, were seen as relevant in underpinning this model, covering
health & safety, economic and family, social, esteem, actualisation, knowledge and aesthetics,
although the relevance of non-work aspects is play down as attention is focussed on quality of
work life rather than the broader concept of quality of life.

These attempts at defining quality of working life have included theoretical approaches, lists of
identified factors, correlational analyses, with opinions varying as to whether such definitions
and explanations can be both global, or need to be specific to each work setting.

Bearfield, (2003) used 16 questions to examine quality of working life, and distinguished

between causes of dissatisfaction in professionals, intermediate clerical, sales and service
workers, indicating that different concerns might have to be addressed for different groups.

The distinction made between job satisfaction and dissatisfaction in quality of working life
reflects the influence of job satisfaction theories. Herzberg at al., (1959) used “Hygiene factors”
and “Motivator factors” to distinguish between the separate causes of job satisfaction and job
dissatisfaction. It has been suggested that Motivator factors are intrinsic to the job, that is; job
content, the work itself, responsibility and advancement. The Hygiene factors or dissatisfaction-
avoidance factors include aspects of the job environment such as interpersonal relationships,
salary, working conditions and security. Of these latter, the most common cause of job
dissatisfaction can be company policy and administration, whilst achievement can be the greatest
source of extreme satisfaction.

An individual’s experience of satisfaction or dissatisfaction can be substantially rooted in their

perception, rather than simply reflecting their “real world”. Further, an individual’s perception
can be affected by relative comparison – am I paid as much as that person - and comparisons of
internalised ideals, aspirations, and expectations, for example, with the individual’s current state
(Lawler and Porter, 1966).
 CHAPTER 2
REVIEW OF LITERATURE

REVIEW OF LITERATURE
Quality of work life has been differentiated form the broader concept of quality of work life. To
some degree, this may be overly simplistic, as Elizur and shy, (1990) concluded that quality of
work performance is affected by quality of work life. it will be argued here that the specific
attention to work- related aspects of quality of life is valid.
Baba and Jamal (1991) listed what they described as typical indicators of quality of working life,
including: job satisfaction, job involvement, work role ambiguity, work role conflict, work role
overload, job stress, organizational commitment and turn-over intentions.
Sirgy et al.; (2001) suggested that the key factor in quality of work life are: Need satisfaction
based on job requirements, Need satisfaction based on work environment, Need satisfaction
based on supervisory behaviour, Organization commitment. They defined quality of working life
as satisfaction of these key needs through resources, activities and outcomes stemming from
participation in the work place
Sayeed and Sinha (1984) examined the relationship between QWl, job stress and performance.
The result indicate that higher QWL leads to greater job satisfaction.
Rehman (1984) in his study on the industrial worker of India found that subjects having low
educational background and lower income had better perception of QWL than those having
higher education and higher income.
Haque (1992) in his study found that QWL is positively related to performance and negatively
correlated to absenteeism. But he found no relationship between perceived QWL and workers’
age, education and job experience.
 CHAPTER 3
OBJECTIVES OF THE STUDY

Need And Scope Of the Study

The QWL or Quality of Work Life in an organization is essential to the smooth running and the
success of its employees. The Work – Life balance must be maintained effectively to ensure that
all employees are running at their peak potential and free from stress and strain. An
organization’s HR department assumes responsibility for the effective running of the Quality of
Work Life for their employees. Quality of Work Life helps employees to feel secure and like
they’re being thought of and cared for by the organization in which they work. Quality of Work
Life helps employees to feel secure and like they’re being thought of and cared for by the
organization in which they work. The main focus of the studies are-
How an organization creating a good working environment.
How employees work together in cooperative way and contribute their best in achieving the
organization goal.
How QWL influenced by factors such as job security opportunities for career development, work
pattern and work life balance.
A great work place is measured by the quality of three, interconnected relationships that exits
there.
 The relationship between employees and management.
 The relationship between employees and their job/company.
 The relationship between employees and other co-employees.

This research enables to cover the gap identified from the review of literature. That is why a need
was felt to conduct a fresh research in this area.

Scope of the Study’s

The scope of the study was restricted to NHPC LTD (CPS II), Himachal Pradesh (Chamba).
OBJECTIVES OF THE STUDY
Following were the objectives for carrying on the study:
1) To study quality of work life at (CPS II),
2) To analyze the perception of employees regarding QWL
3) To study the impact of QWL on job satisfaction.

Hypothesis of the Study

1) QWL will be high at (CPS II),
2) QWL will be highest among executives and lowest at the workers level.
3) Job satisfaction level increase with the improvement in the level of QWL.
 Chapter 4
INTRODUCTION OF THE
COMPANY
NHPC
In India, electricity is produced in various sector hydro, tidal, wind, geothermal &gas potential.
NHPC is the power organization in the field of hydro sector. It was established on 7th
November 1975.

NHPC is a schedule ‘A’ enterprise of the government of India. With an authorized share capital
of Rs. 15,000 crore and an investment base of about Rs. 36,520 crore. NHPC is ranked as a
premier organization in the country for development of hydropower. NHPC is among the TOP
TEN companies in the country in terms of investment. Acredited with ISO-9001:2000
&ISO-14001:2004 certificates for its quality system & environment concerns. NHPC
Corporate office is in FARIDABAD .So far, NHPC has completed 13projects with a total
installed capacity of 5175 MW which includes 1000MW.Indira Sagar project &520 MW
Omkareshwar project

CORPORATE MISSION & OBJECTIVES

To achieve international standards of excellence in all aspects of hydro power and

diversified business.
To execute and operate projects in a cost effective, environment friendly and socio-
economically responsive manner.

To continually develop state-of-the-art technologies thru innovative R&D and adopt

best practices.

To maximize creation of wealth through generation of internal funds and effective

management of resources.

Development of vast hydro potential at faster pace and optimum cost eliminating time
and cost over-run.
Ensure maximum utilization of installed capacity and help in better system stability
Generation of sufficient internal resources for expansion and setting up new projects.
PROJECTS OF NHPC IN INDIA

NHPC –AN OVERVIEW

Year of establishment : 1975

Authorized share capital : Rs15,000crores
Asset value : Rs.25,000crores
Projects completed : 13(4665 MW)
Manpower
Projects commissioned
On deposit/ turnkey basis
Projects under construction :
Total installed capacity
Net Profit ( 2006-07)
(2007-08)
(2008-2009)
Overall generated capacity
(2006-07)
(2008-2009)
: 13,114
: 2 (74.1 MW)
12(5132 MW)
: 4665MW
: Rs. 925 crores
: Rs1012 crores
: Rs1,075crores
: 13048.76 Mus
: 16690 Million units

POWER TO EMPOWER PEOPLE:

Belief in making history
Incorporated in the year 1975 with an authorized share capital of Rs. 15,000 crores& an
investment base of Rs. 25,400 crores
Achievements include an installed capacity of 4665 MW, another 5132MW under construction
& about 18,400MW under various stages of development.
Accredited with ISO-9001:2000 & ISO-14001:2004 certificates for its quality system &
environment concerns.

2) CAPITAL STRUCTURE: Financial Profiles

An authorized share capital of Rs. 15,000 crores
In the financial year 2006-07 the gross sales of the corporation has increased to Rs.1963 crores&
the net profit of the corporation has increased to Rs.925 crores –an increase in the net profit of
24.5% from the previous financial year.
In terms of investment NHPC is one of the top ten companies in the country.

3) POWER GENERATION:
Power generation from NHPC Power Stations is steadily increasing year after year.
During the financial year 2008-2009, NHPC power stations achieved the highest generation

4) FUTURE PLANS: Road Ahead

* NHDC - A Joint venture between NHPC & Govt. of Madhya Pradesh

5) RESEARCH & DEVELOPMENT: Roots of Success

Sustained effort towards improvement & perfection towards attainment of
Self –Reliance
Import Substitution
Trouble –free operation
Faster construction
Efficiency Improvements
Innovations

6) Environment Protection
Major Thrust Areas
Environmental Impact Assessment (EIA)
Socio –Economic Studies
Study of aquatic ecosystem
Water quality studies
Compensatory Deforestation
7) Information Technology & communication:

IT infrastructure has been setup in more than 35 locations of NHPC across the country.
All the locations are connected to corporate office & between themselves through multi-mode,
fail safe communication system to provide voice, fax data &video conferencing services.

8) CORPORATE SOCIAL RESPONSIBILITIES

To improve the quality of life of the workforce, the company has taken initiative like:
Creating of Herbal Parks
Butterfly Parks
Catchment’s Area Treatment
Fisheries management
Large Scale Afforestation

9) HUMAN RESOURCE

NHPC follows “People First Approach” to leverage the potential of its about 12500 employees to
fulfill its business plans.
The corporation has the largest skilled manpower in the country.

10) PERFORMANCE HIGHLIGHTS DURING 2009-10:

1) NHPC has conferred Mini Ratna status by the government of india.

2) Achieved high sales turnover of Rs 2,672 crore against the sales turnover Rs 2,244 crore.
3) Achieved highest ever net profit of Rs 1,075 crore against the net profit of Rs 1,004
crore last year.
4) Generated 16690 million units electricity against 14813 million units generated during
previous year there by registering an increasing of 12.69%.
5) NHPC is the only central power sector undertaking (CPSU) to add capacity during this
period.
 OPERATING POWER STATIONS

S No. Project State Total Capacity (MW) Year Of Commission

BairaSiul Himachal Pradesh 180 1981

Loktak ** Manipur 105 1983

Salal Jammu & Kashmir 690 1987

Tanakpur *** Uttarakhand 120 1992

Chamera - I Himachal Pradesh 540 1994

Uri - I Jammu & Kashmir 480 1997

Rangit Sikkim 60 1999

Chamera - II Himachal Pradesh 300 2004

Indira Sagar* Madhya Pradesh 1000 2005

Dhauliganga - I Uttarakhand 280 2005-06

Dulhasti Jammu & Kashmir 390 2006-07

Omkareshwar * Madhya Pradesh 520 2007

Teesta - V Sikkim 510 2008

    Total:- 5175  

PROJECTS UNDER CONSTRUCTION:-

S No. Project State Installed Capacity(MW)

1 Nimoo-Bazgo Jammu & Kashmir 45MW

2 Chutak Jammu & Kashmir 44MW

3 Kishanganga Jammu & Kashmir 330MW

4 Sewa-II Jammu & Kashmir 120MW

5 Uri II Jammu & Kashmir 240MW

6 Parbati-II Himachal Pradesh 800MW

7 Chamera-III Himachal Pradesh 231MW

8 Parbati-III Himachal Pradesh 520MW

9 Teesta Low Dam-III West Bengal 132MW

10 Teesta Low Dam-IV West Bengal 160MW

11 Subansiri Lower Arunachal Pradesh 2000MW

Total 4622MW

PROJECTS UNDER GOVERNMENT CLEARANCE:-

S No. Project State Installed Capacity(MW)

1 KotliBhel –IA Uttarakhand 195MW

2 KotliBhel-IB Uttarakhand 320MW

3 KotliBhel-II Uttarakhand 530MW

4 Dibang Arunachal Pradesh 3000MW

5 Tawang-II Arunachal Pradesh 1000MW

6 Tawang-I Arunachal Pradesh 750MW

7 Teesta-IV Sikkim 520MW

8 Loktak Downstream* Manipur 66MW

9 PakalDul& Other Projects** Jammu & Kashmir 2100M

10 Tipaimukh*** Manipur 1500MW

Total:- 9981MW

PROJECTS COMMISIONED ON TURNKEY / DEPOSIT BASIS:-

ABROAD

S No. Project Countryss Total Capacity (MW) Year Of Commission

1 Devighat Nepal 14.1MW 1984

2 Kurichu Bhutan 60MW 2002

CHAPTER 5
HUMAN RESOURCE CHART

ORGANIZATIONAL CHART (Flat Structure)

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HUM
AN RESOURCE DEVELOPMENT

Development takes place only when an individual perceives a gap between what he
should do or what he would like to do & what he actually does.
The strength of any organization is its people. If people are attended to properly by
recognizing their talents, developing their capabilities & utilizing them
appropriately, organization are likely to be dynamic & grow.

It simply means development for the sake of HR or to improve them.

IN NHPC
There is a special HRD Corner in which the different kinds of training programs are given.

Training Programs which are conducted for the welfare of the employees in NHPC are:

 Training Program on “Sampoorna Wellness Stress Management”

 Training Program on Hydrological Analysis & planning of Hydro Power Projects.
 Training Program on Managing Quality.
 Training Program on Personality Development.
 Training Program on Strategic Management.
 Training Program on Managing People.

We Should Know About

Classification Of Posts In NHPC And Their Codes:

 Cadre/Group Post Grade Code

Management Cadre Executive Director E9

General Manager E8

Chief Engineer/Chief E7

Senior Manager E6
FEATURES

Location
Executive Cadre Manager E5
DisttChamba in
Deputy Manager E4
H.P.
Assistant Manager E3
Approach
Engineer/Officer/TE/TO E2/E2A
nearest Rail
Asstt. Engr. /Asstt. Officer E1 Head
Supervisory Cadre Sr.SupervisorSpl S4 Pathankot

Sr.Supervisor Gr-I S3 Capacity

Sr.Supervisor Gr-II S2 300 MW (3
*100 MW)
Supervisor S1

Workmen Cadre Highly Skilled Gr-II/I W8/W9 Annual

Generation
Skilled/Ministerial GrIII/II/I/Spl W4/W5/W6/W7
16690Mus
Semi Skilled Gr-III/II/I/Spl
Project Cost
Un Skilled Gr-III/II/I/Spl W2/W4/W5/W6
Rs. 1929.57
W0/W1/W2/W3/W4
crores
(completion
Cost)

Beneficiary State Uttranchal, H.P, Haryana,

J&K, Punjab, Rajasthan, &

Chandigarh.
Year of commissioning March 2004

MANPOWER IN CPS-II

NO. OF NON- EXECUTIVES - 262

NO. OF EXECUTIVES - 73

NO. OF SUPERVISORS - 53

Manpower Composition in CPS-II

Executives
Non- Exeutives
Supervisors
Accommodation Available for Employees

A Type 104
B Type 156
B Special 36
C Type 26
D Type 8
D Special 1
Total:- 331

UNION OF CHAMERA POWER STATION –II

ChameraKaramchariSanghIind Stage (BMS)

Chamera Stage –II Employees Union (AITUC)
ChameraHydrel Workers and KaramchariSangathanss (INTUC)

STRUCTURE OF THESE UNIONS:

PRESIDENT

VICE PRESIDENT

GER SECRETERY
 JOINT SECRETARY

WORKERS

OBJECTIVES:

Objectives of these unions are as follows:

1: To ensure Labour welfare

2: To make participation of worker in management decision making

3: To aware the workers about their rights

4: To make cordial relations between management and workers

5: To curb the exploitation of the workers

6: To work as the representatives of the workers

LABOUR WELFARE SERVICES

For better quality of work life, organization Provided better facilities & amenities for their

families so that they can do their job tension free &smoothly . Healthy & conducive working

conditions at work place increase the morale of workers & they can take keen interest to their work
which is necessary for increasing the productivity & reduces absenteeism & turnover in employees.

The management have been enduring to improve the basic needs & facilities of the employees.

The principal Act to provide for various labour welfare measures in India is the Factory Act

contains-

(1) Statutory Welfare Services.

(2) Non - Statutory Welfare Services

Statutory or non-statutory provisions are discussed in brief following.

STATUORY WELFARE SERVICE

(A) Drinking Water

In Offices & work site effective arrangement has been made to provide safe & pure drinking water

for all persons employed therein.

(B) Latrines and Urinal

In offices & work site latrines & Urinals have been constructed separately for male & female and

are adequately lighted, ventilated and at all times maintained in a clean and sanitary conditions.

(c) Ambulance

Ambulance has been provided at work site & it is kept for Conveyance for persons who suffers

bodily injury or become ill. There are three ambulances for safety purposes.

(D) Working hours

There is shift working at place of work. Workers shall be liable to work in any shift.

General shift : 9:30 A.M. to 5:30 P.M.

I shift : 6:00 A.M. to 2:00 P.M.

II shift : 2:00 P.M. to 10:00 P.M.

III shift : 10:00 P.M. to 6:00 A.M.

(E) Compensatory Off

Every workmen shall be entitled to grant of weekly off in accordance with provisions of the Factories Act.

( F ) Uniform / Liveries

All workmen and supervisors are entitled to uniforms both for summer and winter as per laid
down norms.

(G) Washing allowance

There is a provision for washing allowance given to all the employees.

(I) Canteen/mess

There is a canteen/mess at office site & field hostel provided by the management and the
same are run by the contractors providing tea, lunch to the employees.

Canteen-1,
Mess-1, in office.

NON- STATUTORY WELFARE SERVICES

In project agreements apart from statutory provisions some non-statutory welfare

provisions have been made are discussed below-:

(A) Housing-: Housing is the primary heed of a man. In Chamera, stage-ii, project the housing
building is in Karian, Chamba. But some employees of Chamera stage-III lived in Karian,
Chamba. NHPC provided housing facilities to employees, water and electric supply to houses
and fans to each house.
(B) Field Hostel-: In Chamera stage-ii, project hostel facility is available in Karian, Chamba.
There is 40 single rooms in the hostel.

(C) Education-: Education is the most important part of the life. So that NHPC have been
provided the school facility. In Karian, Chamba. NHPC provided KendriyaVidyalayaUpto class
XII. The building funds and residential accommodation has been provided by NHPC.

(D) Hospital and Dispensaries-: NHPC has provided the hospital and dispensaries to all the
employees. At the work site, there is a hospital who provides first aid facility and tere is only one
doctor. But in Karian, Chamba, There is the main hospital. There are three doctors including
Lady Doctor. Head of the hospital is Senior Chief Medical Officer. Under his control Para
medical staff are working.
Swipper :2
Helpers :6
Dresser :1
Pharmacist :3
Staff Nurse :1
Lab technician :1
X-Ray technician :1
This Hospital has total 10 nos. of beds.

Following Facilities are available in ChameraHospital :

1) Operation Theater
X-Ray Room
Laboratory
Special ward
Separate Ladies & Gents wards
Maternity ward
E.C.G. and Ultrasound Room
Labour Room
Isolation Room

There is one dispensary in Dharwala, and one is in Karian, Chamba.

(E) Leave Travel Concession ( LTC )-: An employee can enjoy LTC to Home town or any other
place in India limited to1800 K.M. each way, once in a block of two years. Total expenditure in
air, rail, bus, taxi fare is reimbursed.

(F) Transport facilities-: A Project bus has been provided to every worker to working place and
from working place to colony. Project buses are provided to employee & its family from colonies
to station& station to colonies.

(G) National / Festival Holidays-: 17 days are declared as holidays. The holidays are given to all
the employees while including 3 National holidays i.e. Independence Day, Republic day, Gandhi
Jayanti.

(J) Provident Fund-: All employees in this project receives the benefit of P.F.@ 12% of the pay
and equal employer contribution.
Contact for this project report

Call at 09855017625