Employee Motivation Beml 12-60-22

A STUDY ON EMPLOYEE MOTIVATION AT BHARAT EARTH MOVERS Ltd.
, BENGALURU
CHAPTER-1
INTRODUCTION
Employee motivation is one of the major issues faced by every organization. It is the major
task of every manager to motivate his subordinates or to create the „will to work‟ among the
subordinates. It should also be remembered that a worker may be immensely capable of
doing some work; nothing can be achieved if he is not willing to work. A manager has to
make appropriate use of motivation to enthuse the employees to follow them. Hence this
studies also focusing on the employee motivation among the employees of Micro inks
Rensis Likerthas called motivation as the core of management. Motivation is the core of
management. Motivation is an effective instrument in the hands of the management in
inspiring the work force .It is the major task of every manager to motivate his subordinate
or to create the will to work among the subordinates .It should also be remembered that the
worker may be immensely capable of doing some work, nothing can be achieved if he is not
willing to work .creation of a will to work is motivation in simple but true sense of term.
Motivation is an important function which very manager performs for actuating the people
to work for accomplishment of objectives of the organization .Issuance of well conceived
instructions and orders does not mean that they will be followed .A manager has to make
appropriate use of motivation to enthuse the employees to follow them. Effective
motivation succeeds not only in having an order accepted but also in gaining a
determination to see that it is executed efficiently and effectively.
In order to motivate workers to work for the organizational goals, the managers must
determine the motives or needs of the workers and provide an environment in which
appropriate incentives are available for their satisfaction .If the management is successful in
doing so; it will also be successful in increasing the willingness of the workers to work.
This will increase efficiency and effectiveness of the organization .There will be better
utilization of resources and workers abilities and capacities.
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A STUDY ON EMPLOYEE MOTIVATION AT BHARAT EARTH MOVERS Ltd., BENGALURU
INDUSTRIAL BACKGROUND
Industries are the pointing lights to the growth of an economy and are the backbone
of the country. The development and growth of a country largely depends on
industrialization of its economy.
India is basically an agriculture-based country. It is after the independence, India

has given importance to the growth of Industries through 5year planning programmes.
Government has taken a leading march to up heave the movement of Industrialization.
For any country, small or big, developed or developing, need good infrastructural
facilities, such as roads, dams, tunnels etc. The infrastructural facilities are the primary need
for the transportation or movement of goods. Roads play an important role in this aspect.
Tremendous development has taken place in science and technology, which has
mechanized every work in every field. Manually carried out work is less productive and
time consuming. Thus, to increase efficiency and productivity, mechanical equipment‟s
came into existence and almost every field is mechanized. As such, the demand for such
mechanical equipment‟s has increased tremendously.
Foreigners have ruled India for several years. And as such, after Independence,
India has given priority to strengthen the country‟s defence force. Several Industries
producing defence equipment‟s have been started by the Indian Government there after.
India felt the need of having strong defence, which is capable of defending its borders from
neighbors. In this view, BEML has been established by the Ministry of Defence.
BEML was mainly established to produce defence equipment‟s and heavy capital
equipment‟s like, Railway coaches, Earthmovers, Machineries etc.
Two aggressive wars with Pakistan and China have made Defence Ministry to start one
more unit of BEML. It was started in Kolar Gold Fields in the year 1964. It is one of the
biggest units in Asia.
BEML has number of branches all over India. Its various units in different parts of
the country have immensely contributed to the growth of the economy. It is not only has
provided employment, but also has successfully achieved the advantages of economies of
scale. Ancillary and small scale Industries has been started around its vicinity. It is also
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earning foreign exchange to the country. It is contributing to the economy‟s growth both
directly and indirectly. It has emerged as a powerful Industrial unit of Indian economy.
India‟s heavy Earth Moving equipment and spare parts manufacturers manufacture
various capacities ranging from mini version to giants. Overseas manufacturers also
manufacture the equipment and spares and export to our country, hence, providing a stiff
competition.
There are four major OEM and around 500 spare parts manufactures in the country.
The four major manufacturers are:
 BEML
 L&T
 TATA-HITACHI
 ESCORTS
Among them BEML is dominating.
MARKET STRUCTURE
The major customers for the above products are the coal mines ministry, defence
ministry, fleet owners in the construction industry, state government civil engineering and
irrigation department and some small individual operators.
Inception of the Industry

Bharath Earth Movers Limited an acronym for BEML, is a premier ISO 9000 certified
public sector Company, under the administrative control of ministry defence.
BEML manufacturers the Earth Moving equipment‟s & Defence products, which
build the Nation. It is the largest manufacturer of earth moving equipment‟s in India &
second largest manufacturer in Asia after Komatsu Industries in Japan.
BEML was incorporated on 11th May 1964 and is one of the few public sectors earning
profits since inception.
BEML commenced operations with the transfer of the Erst while Rail Coach Manufacturing
facilities from then Hindustan Aeronautics Limited [HAL] at Bangalore on 1st January 1965
[Date of Registration]. Initially BEML was entrusted with the manufacture of wheeled earth
moving equipment‟s under the collaboration agreement with Government of India &
Westing House Air- Brake Company limited USA [Later renamed as Dress Industries].
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Subsequently BEML entered into collaboration agreement with the Komatru Limited,
Japan.
Under, the section 43 of the Companies Act, 1956, the provision has made by treating the
private limited company whose turnover exceeds Rs. 1 crore. It was deemed as a public
company till 1989. It became a public limited company by amendment of Articles of
Association.
The company status has been changed from wholly Government Company to partly
Government Company. It was incorporated in the year 11-5-1964 with the capital
investment of 3198 lakhs in the form of equity shares capital as a private sector of Rs. 681
lakhs held by the President of India.
BEML started a unit at KGF complex in the year 1967 for the purpose of manufacturing
Earth Moving Equipment‟s to fulfill the requirements of the Defence & other sectors of
economy.
To maximize the indigenous technology in its products & to support its production units,
BEML has setup a multi crore R&D unit at HP division in 1979 near KGF complex.
BEML Mysore complex was started in the year 1983 to manufacture heavy-duty trucks,
which were manufactured at KGF complex previously. Due to lack of space facilities, it
shifted its truck unit to Mysore. To develop its own engines to its products, BEML started
Engine division in 1989 at Mysore, which was imported from M/S Komatsu, Japan.
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COMPANY PROFILE
Bharat Earth Movers Limited is a public sector company under the administrative
control of Ministry of Defence. BEML is a premier ISO 9000 Company in India & second
largest manufacturer in Asia after Komatsu Industries in Japan. The total share capital was
Rs. 36.87 crores of which government capital was Rs. 22.50 crores, others Rs. 14.37 crores
& revenues & surplus Rs. 548.27 crores.
NATURE OF BUSINESS
Bart Earth Movers Limited is a multi technology company offering high-quality products
for diverse sectors of economy such as coal, mining, steel, limestone, power, irrigation,
construction, road building, defence & railways. It has its products range to cover high
equity hydraulic aggregates, heavy-duty diesel engines, welding robots & heavy fabricated
structures.
In the last four decades, it has come to the forefront of heavy Engineering industry &
established an undisputed leadership in Earth Moving industry.
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BUSINESS OPERATIONS
1. CORPORATE OFFICE & MARKETING DIVISION

BEML is a vast organization having corporate head office & marketing division at
Bangalore with many regional offices, district offices, spare parts depots, service centers
located in difference parts of country where, BEML equipment‟s are functioning to ensure
efficient after sales services to the satisfaction of its customers.
The regional offices are at Bangalore, Bilaspur, Kolkota, Hyderabad, Mumbai, Nagpur,
New Delhi, Ranchi, Sambalpur & Singrauli.
The district offices at Asancol, Ahmedabad, Bhilai, Bhuwaneshwar, Chandrapur,

Chennai, Dhanbad, Ghuwahti, Jammu, Kochi/ Ernakulam, Kothagudam, Neyveli, Panjim,
Ramgundam & Udaipur.
MANUFACTURING UNITS
In order to meet the demands of heavy earthmoving equipment‟s, rail coaches & heavy-
duty trailers, BEML has established units at Bangalore, KGF, & Mysore. These units are
equipped with sophisticated manufacturing facilities.
BANGALORE COMPLEX
BEML started in 1964 with railway equipment division at Bangalore. This unit is spread
over an area of 200 acres. The first rail coach in the Indian sub continent, this unit has
consolidated its status as a major supplier of integral rail coaches, meeting about 25% of the
country‟s demand. It has a production capacity of over 800 coaches per annum & has work
force of 4500 employees. To meet the growing requirements of rail sector, BEML has
diversified into manufacture of overhead equipment, inspection cars & truck laying
equipment‟s. Recently this unit has taken the production of electric multiple units & rail
bus.
The Bangalore unit also manufacturers heavy-duty trucks & trailer, as also defence
aggregates, to meet the needs of the armed forces. Road headers & side discharge loaders,
for use in underground mining are also produced here.
The factory has comprehensive manufacturing facilities, which are constantly

augmented & modernized to keep pace with the growing demands of production.
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KGF COMPLEX
At Kolar Gold Fields, located 100 kms from Bangalore, spread over an area of 1850
acres, BEML has established an extensive manufacturing base. A skilled work force of over
7400 turn out state-of-the-art Bulldozers, Hydraulic Excavators, Wheel Loaders, Rope
Shovels & Walking Draglines for mining & construction industry. Sophisticated CNC
machines & latest technology welding equipment‟s have been installed.
A multi-million-rupee heavy equipment shop has been setup for major fabrication work
with a capacity of 5000 MT, this shop turns out heavy structures for industry.
The exclusive Hydraulic and Power [HP] division, manufactures precision assembles &
aggregates, not only for captive consumption but also for meeting customer‟s requirements.
State-of-the-art gear pumps, control valves, suspensions, cylinders, heavy-duty planetary
axels & automatic transmissions are productionised here.
MYSORE COMPLEX
The biggest dumb truck factory in India is located at BEML‟s Mysore Complex. This
unit is located about 180 kms from Bangalore & occupies about 178 acres of land, having a
work force of about 2500 employees.
Apart from the popular 35-ton & 50 ton rear dumpers, BEML also manufactures 85 ton
& 120 ton dumpers here. Plans are afoot to take up manufacture giant 170-ton dumpers on
the production line.
The integration of robotized manufacture on the shop floor by installation of an arc-

welding robot for fabrication of giant structures has accelerated the pace of activity &
provides a flexible & powerful facility.
Engine division has been established to manufacture diesel engines of 100-1000 HP

rating at Mysore. These are used not only for captive consumption but also for applications
like diesel generators & comrerssors. The company plans to further expand the division by
installing flexible manufacturing systems.
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RESEARCH & DEVELOPMENT

BEML‟S growth in Earthmover industry owes a great deal to its strength in R&D
centers located at KGF. Partly founded by the United Nations Development Programme, the
center houses sophisticated laboratories, powerful computer Aided Design (CAD) facilities,
test equipment‟s & a full-fledged PROTOTYPE manufacturing shop.
Over 280 qualified Engineers work constantly to improve on product & develop new
equipment‟s to meet market requirements. As many as 30 new products have been
developed in house &have been successfully launched. Examples include state-of-the-art
35-ton dump truck, aircraft towing tractor, backhoe loader etc.
Joining hands with several user organizations including defence Research &
Development Organization (DRDO), Department of Science & Technology (DST) & the
Railway Board, BEML has developed several products successfully.
SUBSIDIARY & SUPPORTING UNITS
1. SUBSIDIARY COMPANY
BEML has a captive foundry M/S Vignyan Industries limited, at Tarikere in Karnataka
which manufacturers & supplies various types of cartings required for BEML.
2. SUPPORTING UNITS
 Engine Division (Mysore Complex)
The engine division of BEML situated at Mysore manufactures diesel engines of 100 to
1000 HP ratings. It also manufactures engines & generators for their own vehicles like
Dozers, Excavators etc.
 HYDRAULIC & POWER LINE DIVISION (KGF COMPLEX)

BEML started H&P division in the year 1979, in order to meet the area of hi-tech
product range & also to double the share of supplies to vital defence sector. H&P division
manufacturers precession assembles & aggregates not only for captive consumption but also
for meeting customer‟s requirements. State-of-the-art gear pumps, control valves,
suspensions, cylinders, heavy-duty planetary axles & automatic transmissions are
productionised here.
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CUSTOMER SERVICE
BEML field offices & spare parts depots provide total equipment‟s care & maintenance
support. BEML NET, a dedicated setcom network aims at streamlining supply of spares
across the nation effecting inter-depot transfers and rationalizing inventories thus, enabling
faster response to customers needs. Service centers located in strategic areas help out users
in equipment rehabilitation as well as overhaul services. In taking service to the doorsteps
of customers, site engineers ensure high availability of machines through prompt after-sales
service. BEML also undertakes to service high-cost machines throughout their lifetime.
BEML also offers credit facility to prospective buyers of its equipment‟s. Suitable credit
packages at competitive rates are offered duly taking into account, credit rating of
customers. All this activities are aimed at achieving total customers satisfaction.
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PROMOTORS OF BEML
Name Designation
Ajit Kumar Srivastav Director
Chairman & Managing

Amit Banerjee Director
Anil Jerath Chief General Manager
Arvind Kumar Arora Independent Director
Balmuri Vanitha Independent Director
Basudev Mishra Chief General Manager
D Venkateswara Reddy Chief Vigilance Officer
Debasish Nag General Manager
Debi Prasad Satpathy Chief General Manager
Hadubandhu Sahu General Manager
Jai Gopal Mahajan Chief General Manager
Kallol Roy General Manager
M V Rajasekhar Director
Neena Singh General Manager
Paritosh Pandey General Manager
Pawan Kumar Chief General Manager
Government Nominee
Puneet Agarwal Director
Co. Secretary & Compl.

S V Ravisekhar Rao Officer
Sanjay Som Chief General Manager
Sunil R Kharad General Manager
Umashankar Executive Director
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ORGANISATIONAL CHART
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VISION
Become a market leader, as a diversified Company, supplying quality products and services
to sectors such as Mining & Construction, Rail & Metro, Defence & Aerospace and to
emerge as a prominent international player.
MISSION
 Improve competitiveness through collaboration, strategic alliances and joint ventures,
to sustain and enhance market share in product groups BEML operates.
 Grow profitably by aggressively pursuing business and market opportunities in
domestic and international markets by pursuing atleast 10% of sales in exports.
 Adoption of state-of-the-art technologies and bring in new products through Transfer of
Technology and in-house R&D.
 Continue to diversify and grow addressing new products and markets with turnover
from in-house R&D developed products at 60%.
 Attract and retain people in a rewarding and inspiring environment by fostering
creativity and innovation with attrition levels less than 5%.
 Offer technology and cost effective total solutions for enhanced customer satisfaction.
QUALITY POLICY
BEML Limited views Quality improvement as a business strategy and hence remains
proactive in the areas of product and service quality. At BEML, a Corporate Quality Policy
emphasizing Total Quality Management, ensures that quality system adopted, results in
products, services and processes that meet stringent standards and requisite performance
criteria. A separate Quality Department spearheads the thrust towards Total Quality
Management.
All the manufacturing units of the company have been certified for ISO 9001-2015 Quality
Management System (QMS). The KGF Complex, Bangalore Complex and Mysore
Complex are certified for ISO 14001-2015 Environmental Management System
(EMS). Also, the Bangalore Complex is certified for BS OHSAS 18001-2007 OHSAS
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Integrated Management system and Engine Division, Mysore complex is certified for
AS9100C Aerospace certification.
The manufacturing divisions are augmented with the test facilities available at its R&D
Laboratories, KGF and Mysore Complex which are accredited to National Accreditation
Board for Laboratories (NABL) covering Calibration of Flow, Pressure, Torque and
Mechanical Measuring Instruments. The Productions Labs of EM division and Engine
divisions are also being geared-up for up-gradation to NABL certification. The facilities
include custom made test tracks to evaluate the performance of equipment.
Vendor development for project items remains the “focus area” to improve quality of
Vendor items and Sub-assemblies. Revised vendor registration procedure and applicable
formats, have been uploaded on Company‟s website, to enable the new vendors for fast and
easy registration.
Well established vendor base is a key strength of BEML. Vendor assessment and
development is a key component of the company's strategy for achieving Total Quality.
Periodic process / system audits are being conducted, and, feedbacks are given to the
vendors on day-to-day basis with regard to the rejections and necessary guidance given for
corrective and preventive action, for process / system improvements right from
development stage to ensure quality in their supplies.
Quality Function Deployment' is actively pursued in the organization. Cross-functional
teams routinely visit customer sites to capture 'Voice of Customer'. Such actions have
resulted in incorporating a number of Quality improvements to fine tune product features on
both in-house developed as well as collaborated products to suit specific customer
requirements and operating conditions.
Various Quality Assurance initiatives have been taken up to bring in Quality improvements,
on continuous basis , like the concepts of Kaizen , Statistical process control (SPC), Quality
Circles, 5S, etc., using tools like Cause-effect diagram, Why-Why analysis, Pareto,
Histogram analysis which are practiced at grass root level throughout the company.
The small group activity teams (QC teams) are regularly participating in Regional / Chapter
/ National / International level competition and have achieved the prestigious awards.
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PRODUCT PROFILE
MINING & CONSTRUCTION PRODUCTS
 Bull Dozers : 90 - 860 FHP
 Excavators : 0.3 - 11.2 Cu.m
 Rear Dump Trucks : 35 - 205 T
 Motor Graders : 125,145 & 285 HP
 Wheeled Loaders : 1.7 and 4.7 Cum
 Wheeled Dozers : 126 and 300 HP
 Side Discharge Loaders : 1.1 Cu.m
 Back Hoe Loaders : 0.24 / 1.2 Cu.m
 Pipe Layers : 40T, 70 T & 100 T
 Tyre Handler : Lifting capacity 3500 kg
DEFENCE PRODUCTS
 Armoured Recovery Vehicle
 Heavy, Medium and Light Recovery Vehicles
 Heavy Duty High Mobility Vehicles –10x10,8x8, 6x6, 4x4 & Variants
 50T Trailer for Tank Transportation
 Pontoon Bridge System
 Ground Support Vehicles for Integrated Guided Missile Programme
 Crash Fire Tender
 Aircraft Towing Tractor
 Aircraft Weapon Loading Trolley
 Mine Plough
 Dozers for snow clearance / road construction to DGBR and E-in-C
 Transmissions, Final Drives, Interface Items and Ejector & Air Cleaner Assemblies for
Infantry Combat Vehicles (ICV-BMP-II)
 Hydro-pneumatic Suspension Systems ,Hull, Turret, Transmission and Under Carriage
items for MBT Arjun
 Military Rail Coaches and Military Wagons
 Snow Cutter
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RAILWAY & METRO PRODUCTS

 Metro Cars
 Passenger Rail Coaches
 Military Rail Coaches
 Track Laying Equipment
 Overhead Equipment Inspection Cars
 Railbus
 Treasury Vans
 Stainless Steel Electric Multiple Units (SSEMU)
 AC Electric Multiple Units (AC EMU)
 Diesel Electric Multiple Units (DEMU)
 Utility Track Vehicle
DIESEL ENGINES (100 HP TO 770 HP)

 for captive application
 for manufacture of DG sets
 for Heavy Duty Trucks application
 for replacement on Defence Equipment
 for compressor application
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COMPETITORS
After the new economic policy of 1991, the economy opened its floodgates to
foreign investment & foreign companies to start their business in India.
As a result of this, many multi-nationals came into existence to compete with the domestic
industries in all sectors of the economy. As such, BEML is also facing competition from
many MNC‟S & domestic industries.
COMPETITORS
Larsen & Turbo :-Komatsu Hindustan motors Tata Engineering & Locomotives Co.
Ltd [TELCO]
ESCORTS :-JCB Godrej
Komatsu :-Japan
Catter Piller :-_Russia
Hitachi :-Japan
BE :-USA Fial Liebherr Mitobhachi
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Volva :-Swiss
Terex :-USA
Dresser Marian :-USA
AUSA :-Australia O&K P&H
COLLABORATIONS
M/S Komatsu, Industries :-Japan
O mnipol :-Burma
Voest alpine :-Germany
IGM :-Austria
Burma Labedy :-Poland
Letourneau Westing House Co. :-USA
M/S Mit Suimike :-Japan
The flow of state - of the – art technology from global partners has enabled BEML
to achieve high standards in product engineering & gain international competence.
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SWOT ANALYSIS OF BEML

Bharat Earth Movers Limited analyses the brand by its strengths, weaknesses, opportunities
& threats. In BEML Bharat Earth Movers Limited SWOT Analysis, the strengths and
weaknesses are the internal factors whereas opportunities and threats are the external
factors.
SWOT Analysis is a proven management framework which enables a brand like BEML
Bharat Earth Movers Limited to benchmark its business & performance as compared to the
competitors. BEML Bharat Earth Movers Limited is one of the leading brands in the heavy
equipment & engineering sector.
BEML BHARAT EARTH MOVERS LIMITED STRENGTHS

Strengths of BEML Bharat Earth Movers Limited:
 In spite of being a PSU, has excellent manufacturing facilities
 Has a huge nationwide sales centers‟ print
 Also diversified into vehicles, logistics and other solutions-based operations
 BEML manufactures a wide range of products to meet the needs of Mining,
Construction, Power, Irrigation, Fertiliser, Cement, Steel and Rail Sectors
BEML BHARAT EARTH MOVERS LIMITED WEAKNESSES

Weaknesses of BEML Bharat Earth Movers Limited:
 Being a PSU doesn‟t allow room for capital expansion
 Some of its business units aren‟t performing as well as industry
BEML BHARAT EARTH MOVERS LIMITED OPPORTUNITIES

Opportunities of BEML Bharat Earth Movers Limited:
 Growing residential sector in Asia
 Current export policies for BEML could open up huge opportunities
 Encouraging govt policies can boost company performance
BEML BHARAT EARTH MOVERS LIMITED THREATS

The threats of BEML Bharat Earth Movers Limited:
 Competition from foreign players like Komatsu, Nissan, Cummins
 Controversies and scams could weaken the company‟s image terribly
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FUTURE PROSPECTUS AND GROWTH
The growth of the company is directly linked with the development of core sector
and infrastructure in keeping with the importance of road infrastructure, the company has
planned to introduce several products such as vibratory compactors, crushing equipment‟s
etc with an eye to get a good share of market for their equipment‟s.
With a view to addressing itself to national interest, BEML has tied up with Technology
Information Forecasting and Assessment Council [TIFAC] for the manufacture of
specialized equipment‟s to be used in disaster management and is planning to produce them
for employment in hazardous situation.
During the next five years, BEML is planning for diversification activities in the allied and
non-allied areas of business.
AWARDS & ACHIEVEMENTS

 Sixth international award to export-Athens
 Seventh international award to export-Greece 1984
 BEML has won National award for import substitution for its R & D developed 50 tones
tank transportation trailer & crawler mounted shovel of 2.3 cubic meter capacity.
 Corporate Excellence Award for outstanding performance in 1987-88 among all PSU, in
the engineering sector in the country instituted by the department of Public Enterprise,
Government of India.
 National Safety award won by BEML in the years 1982, 1984, 1985, 1986, 1988
…1999 for longer accident free period.
 EEPC‟s [Engineering Export Promotion Council] All India Special Shield for special
performance during 88-89, 95-96,96-97 & 1999-2000.
 Best productivity award for 1989-90 received from vice-president of India.
 Special award won by BEML for displaying the most popular working model at defence
& science exhibition in New Delhi.
 Company was awarded a standardization commendation award in 1989-90 & 1990-91
instituted by the Institute of Standards Engineering in recognition of commandable work
done in the field of standardization improving quality & reducing costs.
 BEPC National awards for export excellence in 1995-96 amongst non-SSI exporters.
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 Armed forces stage award for employing number of ex-service men for the yr 1996-97.
 National award for 1997 instituted by the Ministry of welfare, Government of India, for
being the outstanding employees of the physically handicapped.
 During the year 2002-03, the Mysore complex equipment division won the National
Safety Award 2000 for achieving the lowest average frequency rate of accidents. This is
the 8th time that the division has bagged this award.
MILESTONES OF BEML
2005 -Technical Collaboration with Komatsu, Japan finalized.
2005 - Dump Truck division is established at Mysore.
2006 - Received National Import Substitution award from the Ministry of Science &
Technology, Government of India.
2007 - An exclusive Hydraulics & Power line division &a full fledged R&D center setup at
KGF
2008 - Bags National Export award from Ministry of Commerce, Government of India.
2010 - Asia‟s largest 170-ton electric dump truck assembled & launched at NCL.
2011 - Engine division to manufacture heavy-duty diesel engines comes at Mysore.
2012 - Gets recognition as export house with Star Exporter Status.
2014 - Mammoth equipment walking dragline launched.
2014 -BEML goes Public.
2015 - Crosses Rs. 10000 million mark in sales turnover.
2015 - ISO 9000 certification received.
2016 - Major counter-trade agreement with Syria executed against import of rock
Phosphate.
2017 - Dedicated spare parts operation connected to NICNET.
2018 - Recipient of award for best employer of the physically handicapped from Ministry of
Welfare, Government of India.
2019 - Bags orders against World Bank tenders valued at Rs.7000 millions for equipment‟s
supply to CIL projects.
2020 - Integrated hi-tech applications programme implemented in decisions covering
manufacturing, operations and communications.
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ANALYSIS OF FINANCIAL STATEMENT
Balance Sheet - BEML Ltd.
Rs (in Crores)
Particulars Mar'22 Mar'21 Mar'20 Mar'19 Mar'18
12 12 12 12 12
Liabilities Months Months Months Months Months
Share Capital 41.77 41.77 41.77 41.77 41.77
Reserves & Surplus 2265.02 2182.68 2215.38 2145.47 2158.46
Net Worth 2306.79 2224.45 2257.15 2187.25 2200.24
Secured Loan 831.80 641.85 237.69 400.48 439.50
Unsecured Loan .00 .00 .00 .00 .00
TOTAL LIABILITIES 3138.59 2866.30 2494.84 2587.72 2639.74
Assets
Gross Block 565.20 915.77 876.28 824.74 731.00
(-) Acc. Depreciation .00 324.30 265.35 204.87 148.15
Net Block 565.20 591.47 610.93 619.87 582.85
Capital Work in Progress .00 13.83 15.28 25.28 68.02
Investments 2.59 2.58 2.58 2.58 3.01
Inventories 2072.85 1970.65 2002.72 1702.27 1799.51
Sundry Debtors 1861.36 1884.51 1510.37 1613.05 1642.23
Cash and Bank 28.38 5.26 27.85 31.42 2.34
Loans and Advances 1128.18 1271.25 896.98 1006.02 576.70
Total Current Assets 5090.77 5131.67 4437.92 4352.77 4020.78
Current Liabilities 2026.70 2407.28 2174.90 1931.61 1531.87
Provisions 493.27 465.97 396.97 481.16 503.06
Total Current Liabilities 2519.97 2873.25 2571.87 2412.77 2034.93
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NET CURRENT ASSETS 2570.80 2258.42 1866.05 1939.99 1985.85
Misc. Expenses .00 .00 .00 .00 .00
TOTAL
ASSETS(A+B+C+D+E) 3138.59 2866.30 2494.84 2587.72 2639.74
Rs (in Crores)
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Profit & Loss - BEML Ltd.Rs (in Crores)

Mar'22 Mar'21 Mar'20 Mar'19 Mar'18
12Months 12Months 12Months 12Months 12Months
INCOME:
Sales Turnover 4337.49 3557.21 3028.82 3481.06 3305.42
Excise Duty .00 .00 .00 .00 59.87
NET SALES 4337.49 3557.21 3028.82 3481.06 3245.55
Other Income 6.7416 60.1645 48.5457 23.1132 24.8968
TOTAL INCOME 4344.23 3617.37 3077.36 3504.18 3270.45
EXPENDITURE:
Manufacturing Expenses .00 34.67 34.88 34.99 36.15
Material Consumed 2419.61 2050.31 1610.06 1996.91 1758.88
Personal Expenses 857.64 848.65 843.87 801.93 808.50
Selling Expenses .00 .00 .00 .00 .00
Administrative Expenses 745.84 481.13 452.69 410.42 390.80
Expenses Capitalised .00 .00 .00 .00 .00
Provisions Made .00 .00 .00 .00 .00
TOTAL EXPENDITURE 4023.09 3414.75 2941.50 3244.24 2994.33
Operating Profit 314.40 142.45 87.32 236.82 251.22
EBITDA 321.14 202.62 135.86 259.93 276.12
Depreciation 66.07 70.68 71.30 69.58 64.24
Other Write-offs .00 .00 .00 .00 .00
EBIT 255.07 131.94 64.57 190.35 211.88
Interest 49.33 39.12 40.50 59.39 48.09
Page 25
EBT 205.74 92.81 24.06 130.96 163.79
Taxes 71.15 18.01 -44.32 67.47 34.35
Profit and Loss for the Year 134.59 74.80 68.38 63.49 129.45
Non Recurring Items .00 .00 .00 .00 .00
Other Non Cash Adjustments .00 .00 .00 .00 .00
Other Adjustments .00 .00 .00 .00 .00
REPORTED PAT 134.59 74.80 68.38 63.49 129.45
KEY ITEMS
Preference Dividend .00 .00 .00 .00 .00
Equity Dividend .00 34.56 16.54 41.38 26.53
Equity Dividend (%) .00 82.75 39.60 99.07 63.52
Shares in Issue (Lakhs) 417.72 416.44 416.44 416.44 416.44
EPS - Annualised (Rs) 32.22 17.96 16.42 15.24 31.08

Rs (in Crores)
Page 26
CHAPTER-2
THEORITICAL BACKGROUND
IMPORTANCE OF EMPLOYEE MOTIVATION
1) The workforce will be better satisfied if the management provides them with
opportunities to fulfill their physiological needs. The workers will co-operate
voluntarily with the management and will contribute their maximum towards the
goals of the enterprise.
2) The rates of labor‟s turnover and absenteeism among the workers will be low.
3) There will be good human relations in the organization ass friction among the
workers themselves and between the workers and the management will decrease.
4) The number of complaints and grievances will come down. Accident will also be
low.
FACTORS AFFECTING EMPLOYEE MOTIVATION
INTERESTING WORK:
Intrinsic motivation comes from the shear job and pleasure of doing a task. When you read
a great book, no one has to pay for each page you read. It is a pleasure to learn how the
story unfolds and watch the plot develop. It is the same way with employee motivation. To
maximize employee like about their jobs and then try to add more tasks that align with
their own natural interests and talents.
COMMUNICATION:
Honest, frequent two-way communication between workers and managers, including

constructive discussion of workforce issues.
CHALLENGING AND EXCITING WORK:
Ensure every employee has a challenge plan and is periodically asked to rate the degree of
job excitement.
Reward manager for developing their employees and makes sure that employees are
held accountable for following through on their individual learning plans.
Page 27
RECOGNITION AND REWARD FOR PERFORMANCE:
Make it clear what the incentives are and reward fairly across all departments so
employees see the benefits of efforts.
CONTROL OVER THE JOB:
You‟ve employed your staff to do a job, so let them do it. Trust people to be able to shape
the way they work and the project they get involved in.
BUSINESS IMPACT:
Provide employee with periodic reports on the effect their projects are having on the
business so they know their work makes a difference.
TYPES OF EMPLOYEE MOTIVATION:
Basically motivation is divided into three types. After discussion of primary general and
secondary motives. The works motivation theories that are more directly related to the study
and application of organizational, behavior and human resource management are examined.
PRIMARY MOTIVATION
Psychologists don‟t totally agree on how to classify the various human

motivation, but they would acknowledge that some motivation are unlearned and
physiologically based. Such motivation are variously called physiological, biological,
unlearned or primary. However, the use of the term „primary‟ does not imply that these
motives always take precedence over general and secondary motivation for a religious,
social, or political cause. In both cases learned secondary motivation are stronger than
unlearned primary motivation.
GENERAL MOTIVES
A separate classification for general motives is not always given. Yet such a
category seems necessary because there are a number that lie in the gray are between the
primary and secondary classification. While the primary needs seek to reduce the tension
or stimulation, thus, there need or sometimes called „stimulus motivation‟. Although not all
psychologists would agree, the motivation of curiosity, manipulation, activity, and
aggression seem best to meet the criteria‟s for this classification.
Page 28
SECONDARY MOTIVATION
Whereas the general drives seem relatively more important than the primary ones to the
study of human behavior in organizations the secondary drives are unquestionable to most
important. As a human society drives develops economically and becomes more complex,
the primer drives and to a lesser degree the general drives give to the learned secondary
drives in motivation behavior. This situation is obviously subject to charge. For example,
the population bomb, nuclear war, or the green house effect may alter certain human needs.
But for now, the learned secondary motivations dominate.
EMPLOYEE MOTIVATION IN THE WORK PLACE
The job of a manager in the workplace is to get things done through employees. To do this
the manger should be able to motive employees. To understand motivation one must
understand human nature itself. Human nature can be very simple, yet very complex too.
An understanding and appreciation of this is a prerequisite of effective employee
motivation in the workplace and therefore effective employee motivation in the workplace
and therefore effective management and leadership.
On the other hand it can be improved quickly. As a guideline, there are broadly 7 strategies
for motivation.
 Positive reinforcement
 Effective discipline and punishment
 Treating people fairly
 Satisfying employee needs
 Setting work related goals
 Restructuring job
 Based rewards on job performance
Page 29
Basic principles to remember by manager for motivation employees
 Motivation of employees starts with motivation yourself.

 Always work to align goals of the organization with goal of employees.
 Key to support the motivation of your employees understand what motivates each
of them.
 Recognize that supporting employees motivation is a process, not a task.
 Support employee‟s policies by using motivation by organization system.
Worker motivation must also be viewed from 2 perspectives:
 Inner drive
 Outer (external) motivators.
A person‟s inner drives push and proper him/her towards an employer, a particular job,
career, line of study, or other activity. The outer (external) motivators are the inner drives.
In order to attract the “cream of the crop” of available workers, same as in his/her dealings
with customers, the employer not only tries to satisfy these basic needs individual workers
have.
Most workers need to:
 Earn wages that will enable them to pay for basic necessities and additional
luxuries such as the purchase of a home, or travel.
 Save for and enjoy old age security benefits.
 Have medical and other insurance coverage.
 Acquire friends at work.
 Win recognition.
 Be acknowledge and rewarded for special efforts and contributions.
 Be able to advance in life and career-wise.
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The employer responds to those needs by offering and providing:
 Medical coverage and other benefits.

 Social activities.
 Reward and recognition program.
 Systematic feedback and motivation programs.
 Opportunities for promotion.
 Job security.
 A safe work environment.
 Assistance to workers for their special needs (such as child care arrangement,
transportation, flexible work schedule).
It is important that the employer discover other extraordinary needs applicants have
before hiring them and know beforehand whether she/he can satisfy those needs or not. An
employee may have.
 Family responsibilities and be unable to work shifts, over time, or weekends.

 Heavy financial responsibilities which he/she can meet only by working at 2 jobs,
leading to exhaustion, “sick leave”, a deficient work performance.
 A desperate financial need for additional overtime and weekend remuneration.
 Premature expectations of swift promotions.
In addition to needs and drives, workers have expectations from their

employer they expect:
 A knowledgeable, experienced, expert employer

 Clear and fair policies, procedure, and employment practices.
 Clear job description.
 Effective management and supervision.
 Good company repute.
 Good customer relations.
Page 31
REVIEW OF LITERATURE
1) Johri Puja and Mehrotra Sanjeev (2014) from their study they
concluded that voluntary Motivation measure should be provided to
employee. They study the level of awareness of employee about the
various Motivation measures.
2) Bharti P., Parul and Ashok Kumar (2013) stated to identify where any
relation exists between Motivation provisions and employee's
satisfaction. His study also reviews on Motivation provisions and
employee's satisfaction.
3) Sriniva K. T. (2013) in his study find out various Motivation facilities
provided at the company (Bosch limited Bangalore). The study discusses
extend of awareness among the employee's with various statutory and
non-statutory Motivation measure. It is found that most of the Motivation
facilities like medical canteen, working environment safety measure etc.
are provide by company and most of the employee's are satisfied with the
Motivation facilities.
4) Mohan Reenu & Panwar (2013) their paper aims at providing
information about the employee Motivation schemes prevalent in retail
stores in Udaipur region. Their studies provided not only intra-mural
facilities but also extra-mural facilities. Wading up their Motivation
policies by including health and enduing standard of the employee's
which leads to malware employee's Motivation schemes are a means to
imp lone the productivity and efficiency of the employee's. This paper
aims at studding the retail sector which is winging out innovating
schemes to please its talented work force and retain them out a longer
time period.
5) Reshma S. BasuaraRajuDr. (2013) the statutory Motivation measure
provided by donimalai iron ore mine. They study analysis and interpret
about the statutory Motivation measures in the proposed sample unit. It
stated the employee's Motivation is a comprehensive term including
various services offered to employees of the organization.
Page 32
6) SalariaPoonam&Salaria Sumit (2013) the analysis of their study

concept of employee Motivation. The study resultant that employee's in
auto sector are highly satisfied with the intra-mural Motivation measure.
7) ChaudharyAsiya Dr. (2011) through her paper she identifies the
employee Motivation measure in Indian railway, her study analysis that
inadequacy of financial resources is one of the important reasons pointed
out by railway in lack in Motivation facilities provided to customer. By
the study suggestion are made that it may be railway minimize the cost of
social burden and apply for government for betterment of Motivation
provisions.
8) Venugopal P. Dr., Bhaskar T; Usha P. (2011) the study is conducted in
chittoor industry; to know about the Motivation program already
conducted by the industry. By this they want to assess the overall
satisfaction level regarding Motivation program. Through their papers
they want to obtain correction between statutory and non-statutory
Motivation activities at industry and to obtain relationship between
department and Motivation activating and their affect's.
9) Manzine and Gwandure (2011) Studied that the concept of employee's
Motivation has been used by many organization as a strategy of imp
rousing productivity of employee. It is argued that Motivation services
can be used to secure the employee force by providing proper human
conditions of work.
10) SabariRajan A. Meharajan. T, (2010) shows that study throws lights
on important of Motivation measure on OWL among the employee's. The
study taken place among the employee's of textile mills in Salem district.
The study conclude 39% of the employees are overage with their
Motivation measure, 15% of the employee's are highly satisfied with the
Motivation measure, 22% of the employee's are satisfied with their
Motivation measure, while 26% of them are in highly dissatisfied level.
Motivation measure plays important role in employee's satisfactions and
it result in improved quality of work life.
Page 33
11) Michael Armstrong (2006) in his book, "A hand book of Human
Recourses Management, discussed the different Motivation resources
provided to employees in details. He categorized that the provision of
Motivation services in let of individual services, group services help in
improving employees relations with the employee's relations with the
companies where he/she works
12) Michael V.P. (2001) in his book, "Human Resource Management and
Human Relations, said that provision of intra. Mural and extra mural
Motivation facilities help in improving the quality of work life of
employee's there by good human relations will develop among different
employees.
13) „Kahn (1990) was credited with conceptualizing the term personal
engagement which he defines as „the harnessing of organizational
members‟ selves to their work roles; in engagement, people employ and
express themselves physically, cognitively and emotionally during role
performances‟. Kahn‟s study started with the work of Goffman (1961), as
well as looking across disciplines such as psychology (Freud 1922),
sociology (Merton 1957) and group theorists (Slater 1966, Smith & Berg
1987) who all documented the natural resistance of an individual,
concerning becoming a member of on-going groups and systems. The
individual seeks to prevent total isolation or engulfment by being in a
constant state of flux towards and away from the group (Kahn 1990).
Kahn named this forward and backward flux as, personal engagement
and personal disengagement.
14) According to Boswell (2006), LOS is not merely about whether
employees perceive they are contributing effectively. Research
conducted by Towers Perrin (2003), found that many organizations
confuse communication with information, concentrating on
disseminating basic facts rather than providing context, commentary and
two-way dialogue. Their research indicated that employees want to know
what management thinks and believes and how it plans to act. And they
also want the opportunity to provide input - “it is part of the environment
Page 34
of mutual trust, accountability and responsibility that is important in

engaging people and winning discretionary effort”
15) Macey and Schneider (2008) argue however, that organizational
commitment and other preexisting constructs in their totality cannot
explain engagement, but rather aspects of each of them – specifically the
affective, energetic elements - contribute to the notion of psychological
state engagement. This is intrinsically different they argue, from what
might otherwise be another manifestation of a same latent job attitudinal
construct. By way of example, the authors argue that engagement
contains the affective and energetic/arousal components of the job
satisfaction construct, but not the contentment or satiation aspects –
which they argue is the fundamental intention of the job satisfaction
construct (Macey & Schneider,2008).
16) Shaufeli (2006) also argues that engagement is different from job
satisfaction expressed as engagement, the former being primarily about
positive affect and activation (i.e. feelings of energy and enthusiasm). In
similar vein, Kahn (1990), also asserts that employee engagement is
different from other constructs such as job involvement, commitment or
intrinsic motivation because those constructs are too remote from the
daily world of work, the nature of organizational efficacy and people
behaving in relation to specific work environments. Thus, employee
engagement may be seen as more proximal to the work experience than
other constructs such as organizational commitment, which are more
distal in their conceptualization.
17) Macey and Schneider (2008) describe behavioural engagement, as
“adaptive behaviour intended to serve an organisational purpose” (p.18).
This dimension of engagement is seen as directly observable behaviour
in the work context and includes innovative behaviours, initiative,
proactive behaviours and going above and beyond what might otherwise
be expected. In coming to this conclusion, they preface three streams of
thought; that of Organisational Citizenship Behaviour (OCB) and its
variants; role expansion (Crant, 2000) and personal initiative (Frese &
Fay, 2001)
Page 35
18) William Kahn’s (1990) seminal study of work engagement showed how
the context within which work is carried out combines with features of
the work itself to foster high levels of engagement. Other study findings
also support job design play a vital role in job engagement; for instance,
Bond (2010), in a study of call centre workers, found that a relatively
small increase in autonomy led to a significant increase in motivation,
alongside a decrease in absenteeism and mental distress.
19) Campion (Campion, 1998) stated „relatively less turnover research has
focused specifically on how an employee decides to remain with an
organization and what determines this attachment…retention processes
should be studied along with quitting processes”. Denton (Denton 2000)
has clearly indicated that employees who are happy and satisfied with
their jobs are more dedicated towards their work and always put their
effort to improve their organizational customer‟s satisfaction. Panoch
(Panoch, 2001) forwarded the view that organizations today take great
care in retaining its valuable employees and good employees as they are
increasingly becoming more difficult to find.
20) Walker (Walker,2001) was of the view that managing and retaining
promising employees‟ is an important fundamental means of achieving
competitive advantage among the organizations. Cutler (Cutler,2001)
was of the view that one of the most important demands on management
today in any organization is keeping the most vital and dynamic human
resources motivated and dedicated.
Page 36
CHAPTER-3
RESEARCH METHODOLOGY
TITLE OF THE PROJECT
“A STUDY ON EMPLOYEE MOTIVATION AT BHARAT EARTH

MOVERS LIMITED”
STATEMENT OF PROBLEM
Having given a serious thought to the significance of human resources in the industry, I
have taken up the study to understand and analyze the impact of Human Resources [HR]
Practices in this sector. Hence, the study on “EMPLOYEE MOTIVATION AT BEML.
SCOPE OF THE STUDY

Employee Motivation activities are based on the plea that higher productivity
requires more than modern machinery and hard work. It requires co-operative
endeavor of both the parties, Employee and management. This is possible only when
Employee is given due importance and human element is taken into account at every
stage.
NEED FOR THE STUDY
Motivation benefits are a necessity in every organization today. Employees have to be kept
motivated at all times through various measure and activities. This strengthens their sense
of belongingness and responsibility towards the company. In this background study is
selected to know the Motivation benefits provided at BEML .
OBJECTIVES OF THE STUDY

 To study about the facilities provided by the management for the motivation of
the employees in this company.
 To understand the effectiveness of grievance handling system &salary system
 To study the organization as a whole. To analyses the work environment
 The study is aimed at finding out the employee‟s opinions of BEML
Page 37
 To study the effect of monetary and non-monetary motivation provided by the

organization on the employee‟s performance.
 To know about the employee‟s problems related to employee motivation in the
company and give suggestions on it.
RESEARCH METHODOLOGY
Research Methodology: TYPE OF RESEARCH: This research is empirical in nature.
POPULATION: Employees working in HR consulting firm
SAMPLE SIZE: The sample for the study would be limited to 50 respondents.
SAMPLING UNIT: For this study the respondents will be the employees of HR consulting
firm.
TYPE OF SAMPLING: Simple random sampling method will be used for the study.
TOOLS OF DATA COLLECTION
Primary data: Primary data will be collected using a structured questionnaire as well as
personal interview method.
Secondary data: The secondary data for this work will be obtained from company
magazines and brochures, website, newspapers, internet, text books, reports and other
promotional materials.
DATA ANALYSIS
The empirical data secured from various sources has been analyzed and interpreted
systematically with the help of suitable statistical tools and techniques. Pictorial
Presentation of the important data has been done to visualize the concept clearly and
quickly in the form of graphs and charts.
Page 38
STATISTICAL DESIGN
In order to test the hypotheses varied statistical tools are used in this present study for
example to establish a relationship between variables, bivariate correlation is used; to
establish the main effect of variance of varied categories and sectors of financial
institution on selected variables, analysis of variance is used. In addition to that mean
and standard deviation tables are also made on the variables used in this present study.
SAMPLING:
It is the process of selecting representative subset of a total population for obtaining

data for the study of the whole population the subset is known as sample. The sample size is
selected for the study 50 employees. The techniques of sampling unit in this study are
convenience sampling.
CONVENIENCE SAMPLING:
In this method the sample units are chosen primarily on the basis of the convenience
to the researcher.
HYPOTHESES
HYPOTHESIS 1: H0: Size of the organization in independent of the effectiveness of
employee Motivation H1: Size of the organisation organization is not independent of
the effectiveness of employee Motivation
HYPOTHESIS 2: H0 : Impact of labour is independent of the effectiveness of the

employee Motivation H1 : Impact of labour is not independent of the effectiveness
of the employee Motivation
LIMITATIONS OF THE STUDY:

 The first and foremost limitation of the study is time limitation.
 As the respondents were busy with their work, it was difficult for the researcher to
meet the respondents and gain information.
 My study is focused on employee motivation only and other aspects are not under
preview.
 The research was taken up only 50 samples for the samples for the study.
Page 39
CHAPTER SCHEME
CHAPTER: INTRODUCTION
 COMPANY/PROFILE
 INDUSTRY/PROFILE
CHAPTER 2: LITERATURE/REVIEW
CHAPTER 3: RESEARCH/DESIGN
 LITTLE/OF/THE/STUDY
 STATEMENT/OF THE PROBLEM
 OBJECTIVES/OF/THE STUDY
 SCOPE/OF/THE/STUDY
 LIMITATIONS/OF/THE/STUDY
 RESEARCH/METHODOLOGY
 HYPOTHESIS
CHAPTER 4: DATA ANALYSIS/&/INTERPRETATION
CHAPTER 5: FINDINGS/AND/SUGGESTION
CHAPTER 6: BIBLIOGRAPHY
CHAPTER 7: ANNXURE
Page 40
CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
Table 4.1.1: Age of the respondents
S. No Options No. of respondents Percentage (%)
1. Below 25 9 18
2. 25 to 35 29 58
3. 36 to 40 5 10
4. 41 and above 7 14
Total 50 100
INFERENCE:
The above table inferred the age of the respondents. 58% of the employees fall under the age group
of 25-30, 18% of the employees fall under 25, 14% of employees fall under 41 and above and 10%
employees fall under the age group of 36-40.
Chart 4.2.1: Age of the respondents
29
30
25
20
15
9
10 7
5
5
0
Below 25 25 to 35 36 to 40 41 and above
Page 41
Table 4.1.2: Experience of the respondents

1. Below 1 year 4 8
2. 1 to 4 year 25 50
3. 5 to 10 year 13 26
4. Above 10 years 8 16
Total 50 100
INFERENCE:
The above table shows the experience of the respondents. 50% of the employees have attained 1-4
year of experience , 26% of the employees have attained 5-10 years of experience, 16% of
employees are have experience above 10 years and 8% of them are below 1 year.
Chart 4.2.2: Experience of the respondents
Above 10 years 8
5 to 10 year 13
1 to 4 year 25
Below 1 year 4
0 5 10 15 20 25
Page 42
Table 4.1.3 Education of the respondents:

1. UG 23 46
2. PG 24 48
3. Others 3 6
Total 50 100
INFERENCE:
The above table inferred the education of the respondents. 48% of the respondents have completed
PG, 46% of the respondents have completed UG, 6% of the respondents have not completed.
Chart 4.2.3: Education of the respondent
25
20
15
23 24
10
3
0
UG PG Others
Page 43
Table 4.1.4: Employee motivation with regard to increments given to

employees
NO. OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly agree 12 24
2 Agree 32 64
3 Neither agree nor disagree 4 8
4 Strongly disagree 2 4
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows about the motivation level of the employees regarding the salary increments
given to them. 64% of the employees agree with it, 24% of the employees strongly agree, 8% of
them are neutral and 4% strongly disagree.
CHART: 4.2.4: Employee motivation with regard to increments given to

employees
35 32
30
25
20
15 12
10
4
5 2
0
0
Strongly Agree Neither Strongly Disagree
agree agree nor disagree
disagree
Page 44
Table.4.1.5: Financial incentives motivates more than non-financial
NO. OF
1 Strongly Agree 0 0
2 Agree 28 56
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows about the types of incentives that motivates the employees financial or non-
financial. 56% of the employees agree with it, 28% of the employees are neutral, 16% of them
strongly disagree.
CHART 4.2.5: Financial incentives motivates more than non-financial
00
8
Strongly Agree
Agree
Neither agree nor

disagree
28 Strongly disagree
14
Disagree
Page 45
Table.4.1.6: Satisfaction with regard to salary drawing at present

NO. OF
2 Agree 34 68
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows about the level of satisfaction with regard to salary given to them. 68% of
the employees agree with it, 20% of them are neutral, 8% strongly disagree and 4% of the
employees strongly agree.
CHART:4.2.6: Satisfaction with regard to salary drawing at present
00
6
Strongly agree
12
Agree
Neither agree nor

disagree
Strongly disagree
Disagree
32
Page 46
Table.4.1.7: Satisfaction with regard to lunch breaks, rest breaks, and

leaves provided
NO. OF
2 Agree 34 68
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows about the satisfaction level of employee with their break timings. 68% of
the employees agree with it, 24% of them are neutral and 8% of the employees strongly agree.
CHART:4.2.7: Satisfaction with regard to lunch breaks, rest breaks, and

leaves provided
00
6 Strongly agree
12
Agree
Neither agree nor

disagree
Strongly disagree
Disagree
32
Page 47
Table.4.1.8: Table showing good physical working conditions providing in

the organization.
NO. OF
2 Agree 36 72
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows the motivation level of the employees with regard to good working
conditions of the organization. 72 % of the employees agree with it, 20% of them are neutral and 8%
of the employees strongly agree.
CHART:4.2.8: Good physical working conditions are provided in the
organization.
00
Strongly agree
6
12
Agree
Neither agree nor

disagree
Strongly disagree
32 Disagree
Page 48
Table.4.1.9: Opinion of the employees with regard to job security

NO. OF
2 Agree 36 72
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows the opinion of the respondents on job security. 72% of the employees agree
with it, 8% of them are neutral and 20% of the employees strongly agree.
CHART:4.2.9: Opinion of the employees with regard to job security
0 0 Strongly agree
4 10 Agree
Neither agree nor

disagree
36
Strongly disagree
Disagree
Page 49
Table.4.1.10: Retirement benefits available are sufficient.

NO. OF
2 Agree 30 60
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows the opinion regarding retirement benefits provided by organization. 60% of
CHART:4.2.10: Retirement benefits available are sufficient.
Strongly agree
0
0
6 6 Agree
Neither agree nor

disagree
38
Strongly disagree
Disagree
Page 50
Table.4.1.11: Satisfaction with regard to Medical benefits provided.

NO. OF
2 Agree 32 64
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows opinion of the respondents regarding medical benefits. 64% of the
employees agree with it, 24% of them are neutral and 12% of the employees strongly agree.
CHART:4.2.11: Satisfaction with regard to Medical benefits provided.
00
Strongly agree
6
12 Agree
Neither agree nor

disagree
Strongly disagree
32 Disagree
Page 51
Table.4.1.12: Table showing Visibility with top management.

NO. OF
2 Agree 38 76
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows the opinion of the employee‟s relationship with the top manager. 76% of
CHART:4.2.12: Chart showing Visibility with top management.
0 0
Strongly agree
6 6
Agree
Neither agree
nor disagree
Strongly
disagree
Disagree
38
Page 52
Table.4.1.13: Table showing superior recognizes the work done in the

organization.
NO. OF
2 Agree 30 60
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows opinion of the employee about the recognition of him from the superior.
60% of the employees agree with it, 24% of them are neutral and 16% of the employees strongly
agree.
CHART:4.2.13: Chart showing superior recognizes the work done in the
organization.
Strongly agree
0 0
4 12 Agree
Neither agree nor

disagree
34
Strongly disagree
Disagree
Page 53
Table.4.1.14: Table showing the job gives good status in the organization.
NO. OF
2 Agree 34 68
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows the status the employee gets from the job. 68% of the employees agree with
it, 8% of them are neutral and 24% of the employees strongly agree.
CHART:4.2.14: Chart showing the job gives good status in the
organization..
0 0
4
12
Strongly agree
Agree
Neither agree nor disagree
Disagree
Page 54
Table.4.1.15: Satisfaction with regards to responsibility and role in my

work.
NO. OF
2 Agree 38 76
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows the satisfaction of the employee with the responsibility and the role of his
work. 76% of the employees agree with it, 4% of them are neutral and 20% of the employees
strongly agree.
CHART:4.2.15: Satisfaction with regards to responsibility and role in my
38
40
35
30
25
20
15 10
10
5 2
0 0
0
Strongly agree Agree Neither agree Strongly Disagree
nor disagree disagree
work.
Page 55
Table.4.1.16: Table showing the quality of the relationships in the

informal workgroup.
NO. OF
2 Agree 44 88
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows the relationship in the informal work group. 88% of the employees agree
with it, 12% of them are neutral.
CHART:4.2.16:Chart showing the quality of the relationships in the
44
45
40
35
30
25
20
15
10 6
5 0 0 0
0
informal workgroup.
Page 56
Table.4.1.17: Satisfaction with regard to support from the HR

department.
NO. OF
2 Agree 36 72
4 Disagree 4 8
Total 50 100
INFERENCE:
The above table showing the satisfaction level of the respondents regarding the support provided
by the HR department. 72% of the employees agree with it, 12% of them are neutral and 8% of the
employees strongly agree.
CHART:4.2.17: Satisfaction with regard to support from the HR department.
40 36
35
30
25
20
15
10 6
4 4
5
0
0
Page 57
Table.4.1.18: Table showing fare amount of team spirit in the

organization.
NO. OF
2 Agree 34 72
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows the team spirit in the organization among the employees. 72% of the
employees agree with it, 20% of them are neutral and 12% of the employees strongly disagree.
CHART:4.2.18: Table showing fare amount of team spirit in the
organization.
00
Strongly agree
10
Agree
34
Strongly disagree
Disagree
Page 58
Table.4.1.19: Table showing the best performance in my job.

NO. OF
2 Agree 32 64
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows the opinion of the employees about being the best at their job . 64% of the
employees agree with it, 4% of them are neutral and 32% of the employees strongly agree.
CHART:4.2.19: Table showing the best performance in my job.
35 32
30
25
20 16
15
10
5 2
0 0
0
Page 59
Table.4.1.20: Table showing schedule of work with regard to job related

decision.
NO. OF
2 Agree 30 60
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table showing the satisfaction level of the respondents regarding the support provided
by the HR department . 60% of the employees agree with it, 24% of them are neutral 12% of the
employees strongly agree and 4% of them strongly disagree.
CHART:4.2.20: Chart showing the best performance in my job.
0
2 6
12
Strongly agree
Agree
Disagree
Page 60
Table.4.1.21: Table showing opportunities for advancement in this

organization.
NO. OF
2 Agree 44 88
5 Disagree 0 0
Total 50 100
INFERENCE:
The above table shows the opportunities available in the organization for advancement . 88% of the
employees agree with it, 12% of them are neutral.
CHART:4.2.21: Chart showing opportunities for advancement in this
organization.
44
45
40
35
30
25
20
15
10 6
5 0 0 0
0
Page 61
CHAPTER-5
FINDINGS:
 The study found that 64% of employee motivation with regard to increments given
to employees
 About 56% of the employees agree that financial incentives motivate them than non-
financial incentives.
 68% employees are satisfied with salary drawings at present.
 68% employees are satisfied with regards to the lunch breaks, rest breaks and leaves
provided by the organization.
 Majority 72% of the employees agree good working conditions are provided in the
organization.
 Majority 72% of the respondents are satisfied with the opinion of the job securities
provided.
 Most of the respondents 60% agree that the retirement benefits available are
sufficient.
 Most of the respondents 64% of them agree that the medical benefits provided are
satisfactory.
 Majority 76% of the respondents are satisfied with the responsibility and role of
their work.
 Majority 76% of the respondents visibility with top management are considered
important.
 Most of the respondents 60% feel superior recognizes work in the organization.
 68% of the respondents feels the job gives a good status in the organization
 76% of the respondents are satisfied with regard to responsibility and role they
perform.
 Majority 88% of the respondents quality of relationship in informal workgroup.
 72% of respondents are satisfied with the support from the HR department.
 Majority of the respondents 72% shows fare amount of team spirit in the
organization.
 Most of the respondents 64% show the best performance in their job.
 60% of the respondents feel schedule of work with regards to job related decisions.
Page 62
SUGGESTIONS
BEML has highly Motivated Employees. Motivation of employees can still be increased so as to
increase the efficiency and satisfaction of work. Some of the areas that can be improved are:
 Employee- employer relations: The employer should make effort to talk to the
employees and share his/her view on various topics. Employer should encourage and
support the employee.
 Employee- employee relation: Only a few of the employees trust their co-workers,
therefore this area needs improvement. Group activities should be encouraged more
so that employees can work together and thus strengthen their relation. More
informal gatherings should be encouraged so that they can know each other.
 Few of the employees are not satisfied with the lunch breaks, rest breaks provided it
can be extended.
 Some of the employees are not satisfied with the relationship between the top
management they should be free to speak with their employees.
Page 63
CONCLUSION
The motivational strategies used in BEML are very good. The employees are found to be motivated
and they are happy with the pay structure, benefits, work hours, freedom to work etc. The
organization has to be appreciated for keeping the employee highly motivated and thereby helping
them to meet personal as well as organizational goals.
Page 64
QUESTIONNAIRE
PERSONAL DETAILS:
Name:
Age:
Gender:
Experience:
Designation:
Qualification:
Q.1. The salary increments given to employees who do their jobs very well motivates
them.
a) Strongly agree b) Agree c) Neither agree nor disagree d) Disagree
e) Strongly disagree
Q.2. Financial incentives motivates me more than non financial incentives.

Q.3. I am satisfied with the salary I draw at present.

Q.4. I am satisfied with the lunch break, rest breaks and leaves given in the
organization.
Q.5.Good physical working conditions are provided in the organization.

Page 65
Q.6.The employees in the organization feel secured in their job.

Q.7.The retirement benefits available are sufficient.

Q.8.The medical benefits provided in the organization are satisfactory.

Q.9.Visibility with top management is important to me.
Q.10. I feel that my superior always recognizes the work done by me

Q.11.I feel that the job I do gives me a good status.
Q.12.I am satisfied with the responsibility and role that I have in my work
Q.13.The quality of the relationships in the informal workgroup is quite important to

me.
Q.14.I am satisfied with the support from the HR department.

Page 66
Q.15.In this organization there is fair amount of team spirit.

Q.16.I want to be the best at my own job.

Q.17.I generally like to schedule my own work and to make job-related decisions with
a minimum of supervision.
Page 67
BIBLIOGRAPHY
Books:
 Research methodology, C R Kothari from New Age Publication

 Human Resources Management, K. Ashwathappa 4th edition.
 Human Resources Management, V.S.P.Rao from Excel New Publication, New
Delhi.
Website:
 www.humanresources.hrvinet.com
 www.scribd.com
 www.wikipedia.com
 www.beml.com
Page 68

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A STUDY ON EMPLOYEE MOTIVATION AT BHARAT EARTH MOVERS Ltd.

India is basically an agriculture-based country. It is after the independence, India

Inception of the Industry

1. CORPORATE OFFICE & MARKETING DIVISION

The district offices at Asancol, Ahmedabad, Bhilai, Bhuwaneshwar, Chandrapur,

The factory has comprehensive manufacturing facilities, which are constantly

The integration of robotized manufacture on the shop floor by installation of an arc-

Engine division has been established to manufacture diesel engines of 100-1000 HP

RESEARCH & DEVELOPMENT

SUBSIDIARY & SUPPORTING UNITS

 HYDRAULIC & POWER LINE DIVISION (KGF COMPLEX)

Ajit Kumar Srivastav Director

Chairman & Managing

Anil Jerath Chief General Manager

Arvind Kumar Arora Independent Director

Balmuri Vanitha Independent Director

Basudev Mishra Chief General Manager

D Venkateswara Reddy Chief Vigilance Officer

Debasish Nag General Manager

Debi Prasad Satpathy Chief General Manager

Hadubandhu Sahu General Manager

Jai Gopal Mahajan Chief General Manager

Kallol Roy General Manager

Neena Singh General Manager

Paritosh Pandey General Manager

Pawan Kumar Chief General Manager

Co. Secretary & Compl.

Sanjay Som Chief General Manager

Sunil R Kharad General Manager

Umashankar Executive Director

RAILWAY & METRO PRODUCTS

DIESEL ENGINES (100 HP TO 770 HP)

ESCORTS :-JCB Godrej

Catter Piller :-_Russia

BE :-USA Fial Liebherr Mitobhachi

Dresser Marian :-USA

AUSA :-Australia O&K P&H

Voest alpine :-Germany

Burma Labedy :-Poland

Letourneau Westing House Co. :-USA

M/S Mit Suimike :-Japan

SWOT ANALYSIS OF BEML

BEML BHARAT EARTH MOVERS LIMITED STRENGTHS

BEML BHARAT EARTH MOVERS LIMITED WEAKNESSES

BEML BHARAT EARTH MOVERS LIMITED OPPORTUNITIES

BEML BHARAT EARTH MOVERS LIMITED THREATS

FUTURE PROSPECTUS AND GROWTH

AWARDS & ACHIEVEMENTS

ANALYSIS OF FINANCIAL STATEMENT

Balance Sheet - BEML Ltd.

Particulars Mar'22 Mar'21 Mar'20 Mar'19 Mar'18

Share Capital 41.77 41.77 41.77 41.77 41.77

Reserves & Surplus 2265.02 2182.68 2215.38 2145.47 2158.46

Net Worth 2306.79 2224.45 2257.15 2187.25 2200.24

Secured Loan 831.80 641.85 237.69 400.48 439.50

Unsecured Loan .00 .00 .00 .00 .00

TOTAL LIABILITIES 3138.59 2866.30 2494.84 2587.72 2639.74

Gross Block 565.20 915.77 876.28 824.74 731.00

(-) Acc. Depreciation .00 324.30 265.35 204.87 148.15

Net Block 565.20 591.47 610.93 619.87 582.85

Capital Work in Progress .00 13.83 15.28 25.28 68.02

Investments 2.59 2.58 2.58 2.58 3.01

Inventories 2072.85 1970.65 2002.72 1702.27 1799.51