QUALITY OF WORK LIFE

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

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

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

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

1 Observations 6.3 Factors that influence & decide the QWL 3.6 Strategies for improving QWL 3.06 Conclusions 6.01 Introduction Aim of the Project Objective of Project Need of Project 08-11 09 10 11 Chapter .Contents Chapter .05 Data Analysis & Interpretation Chapter .04 Research Methodology Chapter .7 QWL through Employee Involvement (EI) 3.8 QWL in BHEL Haridwar-An Overview 43-66 44 50 52 54 55 57 58 59 Chapter .2 Defining QWL 3.1 What is QWL 3.03 Quality of Work Life (QWL) 3.3 Suggestions 67-69 70-79 80-85 81 82 SILB-School of Business Management 6 .2 Findings 6.02 Company Profile Introduction to BHEL 12-42 16 Chapter .5 Major QWL issues 3.4 Specific issues in QWL 3.

6.4 Conclusion 6.5 Limitations 83 84 85 Bibliography Appendix 86 87-90 SILB-School of Business Management 7 .

Chapter .01 SILB-School of Business Management 8 .

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

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

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

02 SILB-School of Business Management 12 .Chapter .

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

SILB-School of Business Management 14 .

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

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

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

SILB-School of Business Management 18 .

BHEL has proven turnkey capabilities for executing power projects from Concept-to Commissioning.811 MW or nearly 64% of the total installed capacity of 1. Power Generation Power Generation Sector comprises thermal. gas. It has retained 100% share of R&M market of Thermal sets in the country in 2008-09. besides specialized know-how of residual life assessment. these sets generated an all-time high 456.2008. health diagnostics and life extension of plants. contributing 73% of the total power generated cumulative installed in the country. namely Power.000 MW. of have The capacity projects crossed worldwide 1. hydro and nuclear power plant business.00.BUSINESS SECTORS: BHEL’s operations are organized around three business sectors. 525 MW & 600 MW in subcritical range and possesses the technology and capability to produce large capacity thermal sets with super critical parameters and. The Company has introduced new rating thermal sets of 270 MW. The Company has proven expertise in Plant Performance Improvement through Renovation. Co-generation and combined cycle plants have been introduced to achieve higher plant SILB-School of Business Management 19 . Modernization and Updating of a variety of power plant equipment.3. Significantly. and International Operations. This enables BHEL to have a strong customer orientation and respond quickly to the changes in the market. advanced-class gas turbine-generator sets. Transportation & Renewable Energy.34. BHEL-supplied sets account for 85.722 MW in the country. As of 31. Industry including Transmission.12 Billion Units of electricity.

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

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

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

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

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

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

“Be a Committed Corporate Citizen. coolant besides installation of proper system for storage/handling of chemical waste.C. conservation of precious resources like energy. Education. principles within the Company’s sphere of influence and has made it a part of its strategy. the number of people benefited and the amount spent etc. Infrastructural development and Disaster/ Calamity Management. labour standards. ISO-14001 certification for environmental management and OHSAS-18001 certification for occupational health and safety management systems. benefits accrued to neighboring communities. water.BHEL’s commitment towards conservation of environment. culture and day-to-day operations. Quarterly and annual CSR reports are prepared containing the activities carried out.Self employment generation. BHEL provides financial assistance to various NGOs/Trusts/Social Welfare Societies that are engaged in social activities throughout the country. In addition. continued and various Environment Improvement Projects (EIPs) successfully completed during the year (200708). Rainwater Harvesting Plants. All manufacturing units/regions of the Company are accredited to international standards viz. alive towards its Corporate Social Responsibility”. Resource conservation plants. SILB-School of Business Management 26 . Chemical storage & disposal plants. environment and anticorruption and intend to advance G. Major EIPs completed during the year in and around units/regions and sites include cumulative tree plantation (over 1 lac). Health management & medical aids. These projects helped in creating pollution free environment. Environment protection. Orphanages & Old-age Homes. The Company reiterates its commitment to United Nation’s Global Compact Program and the set of core values enshrined in its ten principles on human rights. Corporate Social Responsibility BHEL has developed a CSR scheme and its Mission Statement on CSR is. Thrust is being given in eight areas. Energy & Conservation Projects utilizing efficient technologies. Community development. fuel oil. BHEL adopted 56 villages having nearly 80.000 inhabitants.

DG Power Plants HSD. Nuclear Power Plants Steam generator & Turbine generator up to 540 MW capacity. Steam turbines. for emergency. pump Mini/micro hydro sets. Gas turbines of up to 280 MW (ISO) rating.5 to 120• • • . LSHS. natural gas/biogas-based diesel generator power plants. unit rating of up to 20 MW and voltage up to 11 kV. boilers and generators for CPP applications.• •turbines with matching motor-generators. Francis and Pelton types with matching generators. injection or any combination of these types of steam turbines. peaking as well as base load operations on turnkey basis. butterfly and rotary valves and auxiliaries for hydro stations. SILB-School of Business Management 27 Industrial turbo-sets of rating from 1. capability to manufacture condensing. boilers and generators of up to•Thermal Power Plants 500 MW capacity for utility and combined-cycle applications. Custom-built conventional hydro turbines of•Hydro Power Plants Kaplan. capability to manufacture boilers and steam turbines with supercritical steam •cycle parameters and matching generators of up to 1000 MW unit size.• •Gas-Based Power Plants Gas turbine-based co-generation and combined-cycle systems for industry and utility applications. FO. extraction. Spherical.PRODUCT PROFILE: Steam turbines. LDO. back pressure.

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

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

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

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

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

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

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

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

Remote metering. Power system analysis and controls. at Ranipur near Haridwar. Shunt and Series compensation systems. HEEP (Heavy Electrical Equipment Plant). 2. CFFP (Central Foundry Forge Plant). Substations.Systems and Services Power Generation Systems stations. FACTS & CSR. Cogeneration systems. It consists of two-power equipment manufacturing plants: 1. Automation. SILB-School of Business Management 37 . Combined-cycle power plants.• • •Distribution systems Traction systems. SILB-School of Business Management 36 BHEL HARIDWAR (AN OVERVIEW) BHEL Haridwar has a constant track record of growth performance and profitability. Modernization and Rehabilitation of power stations. Substations/switchyards. Urban transportation• •Transportation system systems. BHEL Haridwar is located against the picturesque shivalik foothills of Himalayas and on the bank of Holy River Ganga. HVDC• • • • •Transmission systems transmission systems.

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

More than 40% of the country's electric energy is generated from the power equipment supplied by BHEL, Haridwar. PCRI (Pollution Control Research Institute): A Rs. 5 Crore Pollution Control Research Institute has also been set up at Haridwar with assistance from UNDP (Unified Nations Development Program) to develop new technologies for prevention of air, water, noise and solid waste pollution. The institute has already conducted a number of studies on the effect of emission of industrial pollutants in and around industries and thermal power station. The institute is rendering Consultancy Services to a large number of government and private organization to control industrial pollutants. The institute is equipped with most modern monitoring and analytical instruments and powered by a team of highly qualified engineers and scientists. Fully operational, since 1990, the institute has already provided services to ¬over 65 organizations in country Major Equipment’s used in PCRI: Dust Density¬ UV Spectro Photometer. ¬Mobile Monitoring Unit. Induction Coupled Plasma Unit.¬Monitor. Regional¬ Environmental Impact Assessment. ¬Service Offered: ¬ Environmental Audit in Industries/Power Plant. ¬Pollution Studies. Monitoring and Analysis of pollution levels in air, water, solid waste samples etc. SILB-School of Business Management 39 Quality: Quality is in a fact a way of life in BHEL Haridwar. Be it in incoming material, in process, machining, assembly or testing, Quality is a watchword. Quality Assurance System, Quality Plan and Field Quality Assurance are aids to total quality concept. BHEL Haridwar has also been recognized by M/s. TUV, Germany for its capability to manufacture pressure vessels in accordance with the German standards. KEY ASSETS OF BHEL HARIDWAR: Training & Development The Human Resource Development Center (HRDC) has imparted training to a large number of employees. It has been adjusted ‘The Best Establishment’ in Northern Region. HRDC is also providing vocational training to students. Houses & Educational Facilities Spread over 25-sq. km, BHEL Haridwar has a large township with over 6500 houses including hostel with all amenities. Under the scheme to ‘Build Own House’ a big township named Shivalik Nagar has come up with in BHEL campus with all facilities. Medical Services All employees, their families and dependents are entitled to free medical aid at Company’s well equipped hospital and eight dispensaries located in township. A school Health Service Scheme provides regular check up of all the school going children. Ancillaration In line with the Government’s policy to develop small scale industries, BHEL has been instrumental in the establishment of 30 ancillary industrial units. These units provide employment to nearly 1500 persons and supply items and components to BHEL Haridwar. These ancillary industrial units are situated alongside the BHEL-complex and some of them are located in adjoining towns. Work Culture BHEL Haridwar works in an open environment with participation of employees through various suggestion schemes, committees at different levels and open forums. Continuous process by information sharing at all levels and in all directions. SILB-School of Business Management 40

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

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

Chapter .03 SILB-School of Business Management 43 .

1 WHAT IS QUALITY OF WORTK LIFE? The term refers to the favourableness or unfavourableness of a total job environment for people. QWL programs usually emphasis development of employee skills. QWL means having good supervision.3. organizations need to concentrate on job designs and organization of work. This approach motivates people by satisfying not only their economic needs but also their social and psychological ones. the reduction of occupational stress and the development of more cooperative labour-management relations. The QWL approach considers people as an ‘asset' to the organization rather than as ‘costs'. Some strategies rely heavily upon new capital investment and technology. The aim of QWL is to identify and implement alternative programs to improve the quality of professional as well as personal life of an organization’s employees. QWL is a process by which an organization responds to employee needs for developing mechanisms to allow them to share fully in making the decisions that design their lives at work. The elements in a typical QWL program include – open communications. Further. equitable reward systems. Others seek changes in employee relations practices. a concern for employee job security and satisfying careers and participation in decision making. today's workforce is realizing the importance of relationships and is trying to strike a balance between career and personal lives. good working conditions. Many early QWL efforts focus on job enrichment. High QWL is sought through an SILB-School of Business Management 44 . To satisfy the new generation workforce. It believes that people perform better when they are allowed to participate in managing their work and make decisions. QWL programs are another way in which organisations recognise their responsibility to develop jobs and working conditions that are excellent for people as well as for economic health of the organisation. Vigorous Domestic and International competition drive organisations to be more productive. good pay and benefits and an interesting. Human resource departments are involved with efforts to improve productivity through changes in employee relations. challenging and rewarding job. In addition to improving the work system. Proactive managers and human resource departments respond to this challenge by finding new ways to improve productivity.

Workers became socially isolated from their co-workers because their highly specialized jobs weakened their community of interest in the whole product. repetitive part of each job. SILB-School of Business Management 45 . The real cause was that in many instances the job itself simply was not satisfying.” usually by getting the employees more involved in the decision-making process. more affluent (partly because of the effectiveness of classical job design). The result was higher turnover and absenteeism. There was excessive division of labour.employee relations philosophy that encourages the use of QWL efforts. which are systematic attempts by an organisation to give workers greater opportunities to affect their jobs and their contributions to the organisation’s overall effectiveness. De-skilled workers lost pride in their work and became bored with their jobs. A Rationale: Job specialization and simplification were popular in the early part of this century. however. The idea was to lower cost by using unskilled workers who could be easily trained to do a small. Many difficulties developed from that classical job design. They became educated. That is. and more independent. Employees were assigned narrow jobs and supported by a rigid hierarchy in the expectation that efficiency would improve. Employers now had two reasons for re-designing jobs and organisations Classical design originally gave inadequate¬for a better QWL: The needs and aspirations of workers¬attention to human needs. something more than merely earning their bread. a proactive human resource department finds ways to empower employees so that they draw on their “brains and wits. They began reaching for higher-order needs. Higher-order (social and growth) needs were left unsatisfied. Conflict often arose as workers sought to improve their conditions and organisations failed to respond appropriately. Forces for Change A factor contributing to the problem was that the workers themselves were changing. themselves were changing. declines in quality and alienated workers.

It should not put workers under undue stress. which involves periodic assignment of an employee to completely different sets of job activities. The idea is that human resources should be developed and not simply used. Finally. Further. more of a whole task. It ranges from very narrow (one task performed repetitively) to wide (several tasks). Job rotation is an effective way to develop multiple skills in employees. It should not be threatening or unduly dangerous. it should contribute to. Close attention to QWL provides a more humanized work environment. employees spend less time on each duty. Job Enrichment The modern interest in quality of work life was stimulated through efforts to change the scope of people’s jobs in attempting to motivate them. such as citizen. spouse and parent. It was developed by Frederick Herzberg on the basis of his studies indicating that the most effective way to motivate workers was by focusing on higherorder needs. Job Enlargement vs. It attempts to serve the higherorder needs of workers as well as their more basic needs. work should contribute to general social advancement. workers’ abilities to perform in other life roles. and re-design organisations to have the environment desired by the people. Employees with narrow job breadth were sometimes given a wider variety of duties in order to reduce their monotony.Humanized Work through QWL One option was to re-design jobs to have the attributes desired by people. responsibility and SILB-School of Business Management 46 . Job breadth is the number of different tasks an individual is directly responsible for. That is. It seeks to employ the higher skills of workers and to provide an environment that encourages them to improve their skills. Job enrichment seeks to add depth to a job by giving workers more control. In order to perform these additional duties. It should not damage or degrade their humanness. or at least leave unimpaired. Another approach to changing job breadth is job rotation. which benefits the organisation while creating greater job interest and career options for the employee. Job enrichment takes a different approach by adding additional motivators to a job to make it more rewarding. this process is called job enlargement. the work should not have excessively negative conditions. This approach seeks to improve QWL. more opportunity to use their ideas. Job scope has two dimensions – breadth and depth. There is a need to give workers more of a challenge.

The difference between enlargement and enrichment is illustrated in the figure given below. for a two-pronged attempt to improve QWL. while job enlargement concentrates on adding additional tasks to the worker’s job for greater variety. Difference between job enrichment and job enlargement Higher Order Job enrichment Job enrichment and enlargement FOCUS ON DEPTH Lower Order Routine job Job enlargement Many Few NUMBER OF TASKS In the above figure we see that job enrichment focuses on satisfying higherorder needs. SILB-School of Business Management 47 . The two approaches can even be blended.discretion over hoe their job is performed. by both expanding the number of tasks and adding more motivators.

In this manner both the worker and society benefit. The job is built in such a way that intrinsic motivation is encouraged. absences. experiences greater job satisfaction and becomes more self-actualised. grievances and idle time. SILB-School of Business Management 48 . Society benefits from the more effectively functioning person as well as from better job performance. Because motivation is increased. such as turnover. Negative effects also tend to be reduced. performance should improve.Job enrichment brings benefits. The worker performs better. thus providing both a more humanised and a more productive job. thus being able to participate in all life roles more effectively. Benefits of job enrichment emerge in three areas Individual: • • • Growth Self-actualisation Job satisfaction Organisation: • JOB ENRICHMENT BENEFITS • • Intrinsically motivated employees Better employee performance Less absenteeism and turnover. fewer grievances Society: • • Full use of human resources More effective organisations Its general result is a role enrichment that encourages growth and self-actualisation. as shown in the below figure.

try those changes in the job system and then determine whether employees feel that enrichment has occurred. management also gives attention to maintenance factors. SILB-School of Business Management 49 . A contingency relationship exists in terms of different job needs. Since hob enrichment must occur from each employee’s personal viewpoint. If maintenance factors are allowed to decline during an enrichment program. All that management can do is gather information about what tend to enrich jobs. and some employees prefer the simplicity and security of more routine jobs. when achievement is encouraged. The need for a systems approach in job enrichment is satisfied by the practice of gain sharing. It attempts to keep maintenance factors constant or higher as the motivational factors are increased. feedback and recognition are provided. job enrichment occurs when the work itself is more challenging. not all employees will choose enriched jobs if they have an option. In trying to build motivational factors. However.Applying Job Enrichment Viewed in terms of Herzberg’s motivational factors. then employees may be less responsive to the enrichment program because they are distracted by inadequate maintenance. when there is opportunity for growth and when responsibility. employees are the final judges of what enriches their jobs.

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

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

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

Constitutional protection is provided to employees on such matters as privacy. free speech. A participative management style improves the quality of work life.(v) Participative management style and recognition: Flat organizational structures help organizations facilitate employee participation. It happens because the management’s action is challenged in every action and bureaucratic procedures need to be followed at that level. They should not strain employee’s personal and social life by SILB-School of Business Management 53 . Recognition can be in the form of rewarding employees for jobs well done. Recognition also helps to motivate employees to perform better. (vi) Constitutionalism in the Work Organisation: QWL provides constitutional protection to the employees only to the level of desirability as it hampers workers. (vii) Work-life balance: Organizations should provide relaxation time for the employees and offer tips to balance their personal and professional lives. equity and due process. Workers feel that they have control over their work processes and they also offer innovative ideas to improve them.

forcing on them demanding working hours. The workers’ self-esteem would be high if his work is useful to the society and the vice versa is also true. business travel. untimely transfers etc. 3.4 SPECIFIC ISSUES IN QWL: SILB-School of Business Management 54 . (viii) Social Relevance of Work: QWL is concerned about the establishment of social relevance to work in a socially beneficial manner. overtime work.

means of maintaining and improving of health. Stress adversely affects employ productivity. thought process and physical condition. working conditions.Trade unions claim that they are responsible for the improvement in various facilities to workers whereas management takes credit for improved salaries. in order to minimise the stress. This programme should also cover relaxation. hospitalisation. disability. P/HR manager has (identified) specific issues in QWL besides normal wages. stuttering. fringe benefits. trembling psychomatic pains. fatigue. Mundick and Schuster suggested 11 major QWL issues. Stress is caused due to irritability. benefits and facilities. worker’s abilities and nature and match with the job requirements. has identify. etc. diet control. SILB-School of Business Management 55 . excessive job turnover and premature death. Stress is determined by the nature of work. increase in levels and rates of income tax and profession tax. and takes lead in providing them so as to maintain higher order QWL. Various alternative means for providing wages should be developed in view of increase in cost of living index. pause in the work schedule. etc. Stability to a greater extent can be provided by enhancing the facilities for human resource development. other forms of cardiovascular risk reduction. etc. salaries. These programmes cover drinking and smoking cessation. hyper-excitation or depression. However. family planning. physical exercise. Effective implementation of these programmes result in reduction in absenteeism. They are: (I) Pay and Stability of Employment Good pay still dominates most of the other factors in employee satisfaction. working hours. The P/HR manager. etc. prevent and tackle the problem. 3. (ii) Occupational Stress Is a condition of strain on one’s emotions. unstable behaviour. hypertension control. (iii) Organisational Health Programmes Organisational health programmes aim at educating employees about health problems.5 MAJOR QWL ISSUES: IKlott. He may arrange the treatment of the problem with the health unit of the company. h smoking and drug abuse.

etc. part-time employment which may be introduced for the convenience and comfort of the workers as the work which offers the individual the leisure time. This results in employee dissatisfaction and lower QWL (x) Seniority and Merit in Promotions SILB-School of Business Management 56 . offering vacation trips are some means to recognise the employees. (viii) Grievance Procedure Workers have a sense of fair treatment’ when the company gives them the opportunity to ventilate their grievances and represent their case succinctly rather than settling the problems arbitrarily. awarding the rewarding systems. providing well furnished and decent work places. use their skills and make a real contribution to the job if they are allowed participate in creative and decision-making process. job enrichment. (vi) Recognition Recognising the employee as a human being rather than as a labourer increases the QWL Participative management. reduced work week. providing vehicles. flexible working hours. otherwise. offering prestigious designations to the jobs. (v) Participative Management and Control of Work Trade unions and workers believe that workers’ participation in management and 1e improves WL. congratulating the employees for their achievement. achieve of work results. Workers also feel that they have control over their work. offering membership in clubs or association. employees will not be able to attain the Objectives.(iv) Alternative Work Schedules Alternative work schedules including work at home. staggered hours. flexible hours of work is preferred. belongingness. (vii) Congenial Worker-Supervisor Relations Harmonious supervisor-worker relations gives the worker a sense of social association. (ix) Adequacy of Resources Resources should match with stated objectives. This in turn leads to better QWL.

6 STRATEGIES FOR IMPROVEMENT OF QWL: The strategies for improvement in quality of work life include self-managed work teams. temporary probationary basis gives them a sense of insecurity. Merit is considered as the basis for advancement for managerial people whereas seniority-c is preferred for promotion of ministerial employees. Each team performs all activities including selecting their people. co-ordinate and control the activities of the team with the help of a team leader who is one among them. employment on permanent basis gives them security and leads to higher order QWL. Jobs are redesigned with a view to enriching them to satisfy higher order human needs. These work teams are formed with 10 to 20 employees who plan. redesign and enrichment. job security. administrative orgastisational and participating management. (ii) Job Redesign and Enrichment Narrow jobs can be combined into larger units of accomplishment. (iii) Effective Leadership and Supervisory Behaviour For effective leadership and supervisory behaviour ‘9-9’ style of managerial grid is suitable. (iv) Career Development SILB-School of Business Management 57 . (xi) Employment on Permanent Basis Employment of workers on casual. Each team has authority to make decisions and regulate the activities. effective leadership and supervisory behaviour. 3. The promotional policies and activities should be fair and just in order to ensure higher QWL.Seniority is generally taken as the basic for promotion in case of operating employees. career development. (i) Self-managed Work Teams These are also called autonomous work groups or integrated work teams. alternative work schedules. Salaries are fixed both on the basis of individual and group achievement. The group as a whole is accountable for the success or failure. On the other hand.

It should be adequately taken care of. (v) Alternative Work Schedules Provision for flexible working hours. (vi) Job Security This top the employees’ list of priorities. (viii) Participative Management Employees should be allowed to participate in management participative schemes which may be of several types. even “ownership” of decisions in which they participate. IBM. grievance procedures. work assignment. EI must be more than just a systematic approach. etc. Some companies have had this philosophy ingrained in their corporate structure for decades. employees feel a sense of responsibility.sharing and reduced work week should be made. Pygmalion Effect The implications for managers and human resource specialists are to create an organisational culture that truly treats people as though they are experts at their jobs and empowers them to use that expertise. General Motors. The most sophisticated among them is quality circle. Employee involvement (EI) consists of a variety of systematic methods that empower employees to participate in the decisions that affect them and their relationship with the organisation. education and development and for second careers should be made.Provision for career planning. part-time employments. Implementation of these strategies ensures higher level of quality of work life. it must become part of the organisation’s culture by being part of management’s philosophy. fair and equity should be taken care of in disciplinary procedure. demotion. job. leave. promotions. Ford. which occurs when SILB-School of Business Management 58 . communicating and counselling the employees about the career opportunities. however. When management does this. To be successful. HewlettPackard. (vii) Administrative or Organisational Justice The principles of justice. transfers.7 QWL THROUGH EMPLOYEE INVOLVEMENT (EI): One of the most common methods used to create QWL is employee involvement. 3. etc. Through (EI). a Pygmalion effect may result. career path.

8 QUALITY OF WORKLIFE IN BHEL HARDWAR . 3. which it renders to the BHEL employees. improved productivity and a higher QWL are likely. MEDICAL SERVICES: Medical facilities for BHEL employees started on 12-08-1963. The services.people live up to the high expectations that others have of them. their families and dependents are entitled to free medical aid at the company’s well-equipped hospital and eight dispensaries located in various sectors and in the plant area. A school health services scheme provides regular medical check-up of all the school going children. Hospital has specialized OPD and indoor facilities. salient features of medical services can be summed up MAIN HOSPITAL PERIPHERAL SECTOR DISPENSARIES• • • • • •as follows PLANT MEDICAL CENTERS OCCUPATIONAL HEALTH CENTER PUBLIC HEALTH DEPARTMENT PHYSIOTHERAPY CENTRE 01 06 02 01 01 01 All employees. can be listed as under: 1.AN OVERVIEW: As a human being we are living in a social structure set-up upon the conventions of the culture prevailing in the environment under which certain norms & adherence to the practices is expected for all the members of the society.Today. SILB-School of Business Management 59 . BHEL Haridwar takes into consideration a number of factors that are responsible for providing better quality of work life to the employees. better decisions. the work culture in BHEL is a composite mix of various cultural. If management further assumes that people want to contribute and seek ways to tap that contribution. social & ethical ideologies which acts as a basis and directs the employees to incorporate the feeling of oneness in personnel objectives with the company’ objective. Similarly.

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

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

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

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

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

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

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

Chapter .04 SILB-School of Business Management 67 .

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

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

Chapter .05 SILB-School of Business Management 70 .

Job Security.• • • • • •“What you particularly like about BHEL” Quality of work life. Continuous learning. Q.Analysis of the response (as received through Questionnaire): Q.2. 1. What do you particularly like about your job in B. Agree 75% B.E. No. No. Creativity. Independent working. A. I am satisfied with the working conditions provided by the BHEL.L? The various reasons given by employees in reference to the question Nice work culture. Disagree 25% 10. 75% SILB-School of Business Management 71 . 25% Agree Disagree 30.H.

0% 25 20 20 15 15 10 5 0 A B C D 3 2 A B C D Q.0% 37. Do you find work assigned to you is interesting? A. Fairly motivating C.75% SILB-School of Business Management 72 .5% 07. How motivating is the work environment? A.4. Not much interesting D. Extremely motivating B. Rather interesting C. Demotivating D. Highly interesting B. Neither motivating nor demotivating 50.15% 29. No.Q. No.28% 1.82% 12. Not at all 56.5% 05.3.

Does the company is able to meet its values? Team¬ Respect for dignity ¬ Zeal to excel ¬ Foster learning ¬Values Integrity fairness in all matters¬playing To great extent To very little extent Not at all Always SILB-School of Business Management 73 .5. No .Q.

both horizontals and vertical? A.76% 6. How do you feel about the communication process in B.L. Highly satisfied B. guidance and support provided by your superiors? A.34% 74 . Satisfied C.P E R C E N T A G E 100 90 80 70 60 50 40 30 20 10 A B C D = = = = A lw a ys T o gr e a t e xte n t T o ve r y li tt le e xte n t N o t a t a ll A B C D Q. No . Highly dissatisfied 86% 10% 3% 1% Q. Are you satisfied by the direction.6. Satisfied C..E.26% 4. Highly dissatisfied SILB-School of Business Management 81.7. Dissatisfied D.62% 7. Highly satisfied B. No .H. Dissatisfied D.

No . Do you feel free to offer comments and suggestions? A.) Yes B.) No 75.0% 20. 20% Yes No 32.Q.0% 8.0% 25.9. Yes B. No . 80% Q. No 80.8.0% SILB-School of Business Management 75 . Do the other departments in the BHEL cooperate with each other? A.

30% 00.93% 10.10. How far the promotion policies practiced in your company are fair? A.51% Q.06% 00.62% 00. Highly satisfied B.32% 01.10. Not that fair D. 75% Q. Not fair at all 86. No .00% 76 .11. Dissatisfied D. Highly dissatisfied SILB-School of Business Management 98. Are you satisfied with the safety measures being taken by the Company? A. No . Satisfied C. Very fair B. Rather fair C. 25% Yes No 30.56% 02.

Are you satisfied with the Quality of work being performed by the staff of Human Resource? A. Disagree D. Agree C. 33% A B C D 20. Highly satisfied B. 5% 5. The job utilizes most of my skills and abilities. 13% 33% 49% 13% 05% 13.12.13. Strongly Agree B. 49% SILB-School of Business Management 77 . Satisfied C. No . Strongly Disagree 2. Highly dissatisfied 99% 01% 00% 00% Q. A. No . Dissatisfied D.Q.

A. Not at all 99% 01% _ _ Q. Strongly disagree 20. Disagree D.5% 32.0% 45. No .5% 07.Q. Excellent B. Always B. To very little extent D.0% 17.14. Strongly agree B. Poor 30. No . Average D. Good C. Agree C. To great extent C. Does the company full fills its social responsibility towards society? A.16. There is a balance between stated objectives and resources provided by the BHEL. The Welfare activities provided are. No .5% Q.15.0% 47.5% _ SILB-School of Business Management 78 . A.

17.18. Adoption of latest technologies in all spheres.L. Improve canteen facilities. Must have professional colleges.01% 01.H. Highly dissatisfied 95. Are you satisfied with the Quality of work life in B.39% Q. To arrange the workshop for improving the personality development of employees. No . No . Satisfied C. Any suggestion you would like to give for overall improvement of B. To apply the disciplinary action plans for the appropriate working culture. To apply all the psychological norms for the individuals. and the quality in work life? The suggestions To adopt all the• • • • • • • • • • • • •given by the employees are: manual rules of welfare.E.L? A. Inculcate discipline in employees.Q. To provide a good field for education and mental development supporting activities.05% 00. Proper recognition of performance. Dissatisfied D.E. Should appoint a heart specialist. To provide a wider sphere for renovation like playing and co-curricular activities. SILB-School of Business Management 79 .56% 03. Highly satisfied B.H. Training for all employees on regular basis.

06 SILB-School of Business Management 80 .Chapter .

The employees are so much satisfied with the welfare activities of BHEL that they use the following statement as the full form of BHEL : “BE HAPPY AND ENJOY LIFE” I learnt how and what types of facilities are being provided to the¬ I also observed how they are doing the Performance¬employees. so that the employees can work efficiently & smoothly. Ranipur to provide a good quality of work life to the employees are undoubtedly credible.1 OBSERVATIOS: Working with this organization gave me my first hand experiences of¬ Personnel management & its various implications in the real life situations which one can only see in the corporate world where you The efforts made by¬encounter the persons. proper working environment to their employees. BHEL.6. BHEL has a bright future. Appraisal on basis of the achievement of the targets by the employees They emphasis on providing¬in the time given to them through ERP. SILB-School of Business Management 81 . An attitude of belonging ness is constantly shown by the organization and sincere efforts are made for making the environmental conditions better for the employees both in the office and at home.

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

Dividing the amount of contribution in to the following categories of working staff in BHEL according to their designation can modify this scheme: Workers Supervisors Executives 3. 5/. Even in the case of emergency the patients have to contact the main hospital. Rs. 5 Each Rs. can definitely acts as a helping hand to BHEL towards the accomplishment of goal of providing a good quality of work life in a more efficient and effective manner. 10 Each This amount is not only affordable but also desirable since this will besides increasing the quantum of support to the deceased will also inculcate a feeling of charity & solidarity. The doctors should be granted permission for home visit under emergency conditions such as accidents. Also the doctors are not allowed to visit the house of the patients under any circumstances. an ambulance is sent to the patient’s house and the patient is brought to the hospital for treatment. 2. The numbers of specialist doctors are not adequate. Workers must be encouraged and motivated to develop a customer satisfaction mind set. and emergency Labour pains etc. SILB-School of Business Management 83 . a contribution of Rs. 4. heart attacks. 5.each from the whole staff is collected and given to the family of the demised employee. Organization must enhance work force motivation to improve productivity. which if accepted and implemented. 8 Each Rs. These suggestions are: 1. on the death of any employee. The security arrangements should be tightened in the township in order to avoid thefts and unpleasant offence in the township.3 SUGGESTIONS: Some of the suggestions. Although the medical facilities being provided at BHEL are quite effective but have one drawback. At present according to Death Relief Fund Scheme.6.

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

e) Limited money available for project.5 LIMITATIONS: a) The information provided by the workers is not definitely true.6. c) The workers hesitate disclosing the true facts in order to secure their job. d) There is no measure to check out whether the information provided by the Workers is correct or not. SILB-School of Business Management 85 . b) The samples of workers are not representative of the total workforce.

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

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

) Highly satisfied C.) Highly interesting C. No .4. No. Does the company is able to meet its values? Team¬ Respect for dignity ¬ Zeal to excel ¬ Foster learning ¬Values Integrity fairness in all matters¬playing To great extent To very little extent Not at all Always Q.Q. No . Do you find work assigned to you is interesting? A. guidance and support provided by your superiors? A.3.) Fairly motivating D.) Dissatisfied B. How motivating is the work environment? A.) Not at all Q.) Highly dissatisfied SILB-School of Business Management 88 .5.) Demotivating B.) Extremely motivating C.6.) Rather interesting D.) Not much interesting B. Are you satisfied by the direction.) Satisfied D.) Neither motivating nor demotivating Q. No.

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

H.E.) Disagree B. A. Does the company full fills its social responsibility towards society? A. Any suggestion you would like to give for overall improvement of B.18.L? A. No .) To very little extent B. Excellent Average Good Poor Q. No .L.E. The Welfare activities provided are.) To great extent D.) Dissatisfied B.Q.) Strongly disagree Q.16. No . Are you satisfied with the Quality of work life in B.H. No .) Always C.) Not at all Q.15.17.) Satisfied D. No .) Highly satisfied C.) Agree D.) Strongly agree C.) Highly dissatisfied Q. and the quality in work life? _______________________________________________________________________ _______ _______________________________________________________________________ _______ _______________________________________________________________________ _________________________ . There is a balance between stated objectives and resources provided by the BHEL.14.

Sign up to vote on this title
UsefulNot useful