Quality of Work Life

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 result-
oriented 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
EXECUTIVE SUMMARY As the work culture changes drastically in the recent years,
the traditional concept of work to fulfil humans’ basic needs are also facing out. The
basic needs are continued to diversify and change according to the evolution of the work
system and standards of living of a workforce. So with this reference the project titled
“Quality of Work Life” has been conducted, in Bharat Heavy Electricals Limited,
Ranipur-Haridwar. QWL provides for the balanced relationship among work, non-work
and family aspects of life. In other words, family life and social life should not be
strained by working hours including overtime work, work during inconvenient hours,
business travel, transfers, vacations, etc. 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. How the work culture affect the
performance of employees, what motivates the employees to work. This report is
formulated after a thorough research and is based on the information given by the
company personal, through questionnaire filled by the employees & by observing all the
activities taking place in the H.R. department. With reference to the HR Practices brief
knowledge has been gained how the Recruitment cycle functions, Selection done, the
steps of performance appraisal. BHEL support and provide facilities to their employees
to help them to balance the scales. In this process, 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. Various programs like, alternative work schedules,
education for children’s of employees, medical services, community centers, health clubs,
sports clubs, shopping centers, telecommuting etc., are being adopted by BHEL. SILB-
School of Business Management 5
Contents Chapter - 01 Introduction Aim of the Project Objective of Project Need of
Project 08-11 09 10 11 Chapter - 02 Company Profile Introduction to BHEL 12-42 16
Chapter - 03 Quality of Work Life (QWL) 3.1 What is QWL 3.2 Defining QWL 3.3
Factors that influence & decide the QWL 3.4 Specific issues in QWL 3.5 Major QWL
issues 3.6 Strategies for improving QWL 3.7 QWL through Employee Involvement (EI)
3.8 QWL in BHEL Haridwar-An Overview 43-66 44 50 52 54 55 57 58 59 Chapter - 04
Research Methodology Chapter - 05 Data Analysis & Interpretation Chapter - 06
Conclusions 6.1 Observations 6.2 Findings 6.3 Suggestions 67-69 70-79 80-85 81 82
SILB-School of Business Management 6
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
AIM OF THE PROJECT The aim of the study was to understand the quality of work
life of employees in BHEL Haridwar. This involved study of functioning and operations
at BHEL Haridwar with special emphasis on the different activities related to
management of Human Resource at BHEL such as training and development,
compensation and rewards, welfare activities, job security etc. SILB-School of Business
Management 9
OBJECTIVES OF PROJECT The objectives of the project To get an overview of the
company.¬were mainly: To know the details of products and departments of¬ BHEL.
Human Resource Department functioning.¬ To get an account of the welfare activities
being laid down for the employees.¬ Employee level of satisfaction, both inside and
outside the office.¬ To find out effects of¬ quality of work life To gain an insight into
current working¬initiatives on employees life policies and practices, as well as work-life
To find out way to improve¬balance issues. quality of work life. SILB-School of
Business Management 10
NEED OF PROJECT BHEL is a large public sector organization, which has an
excellent record of making profits over a number of years. It is an interesting subject to
study the quality of work life in such a large organization. It if felt that the organization
is concerned mainly with the activities going on during the office hours. The employee’s
responsibilities and various benefits go hand in hand. Everything that an organization
provides to an employee in and away from the office has a direct or indirect effect on his
performance. By providing a better QWL to the employees, the organization can achieve
Better performance of employees.• • • • • • •the following results: More devotion and
dedication towards work. Reduced absenteeism. Voluntary participation in
organizational activities. High productivity. Reduced corruption. High Turnover BHEL
Haridwar, 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. Facilities
like canteens, dispensaries at the work place & facilities like education for children’s of
employees, medical services, community centers, health club, sports club, shopping
centers, peeth bazaar’s (weekly) & theatres etc, outside the work place. As BHEL
Haridwar is an entire township away from the main city, the life of each employee is
limited mostly in the township area only. 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, Haridwar to know what measures they take to improve the QWL of
their employees. SILB-School of Business Management 11
Brightening lives… Powering progress SILB-School of Business Management 13
A World-Class Engineering Enterprise Committed to Enhancing Stakeholder Value. To
be an Indian Multinational Engineering Enterprise providing Total Business Solutions
through Quality Products, Systems and Services in the fields of Energy, Industry, Zeal
toTransportation, Infrastructure and other potential areas.  Integrity and Fairness in
all Matters.  Excel and Zest for Change. Strict Adherence to Respect for Dignity and
Potential of Individuals. Fast Learning, Creativity Ensure speed of Response.
 Commitments. and Team Work Loyalty and Pride in the company. . SILB-School
INTRODUCTION TO COMPANY B harat Heavy Electricals Ltd. (BHEL) is the largest
engineering and manufacturing enterprise of its kind in India and is one of the leading
international companies in the field of power equipment manufacture. The first plant of
BHEL, set up at Bhopal in 1956, signaled the dawn of the Heavy Electrical Industry in
India. In the sixties, three more major plants were set up at Haridwar, Hyderabad and
Tiruchirapalli that form the core of the diversified product range, systems and services
that BHEL offers today. BHEL’s range of services extends from project feasibility
studies to after-sales service, successfully meeting diverse needs through turnkey
capability. The company has 14 manufacturing units, 4 power sector regions, 8 service
centers and 15 regional offices, besides project sites spread all over India and abroad.
BHEL has a well recognized track record of performance, making profits continuously
since 1971-72 and paying dividends since 1976-77. BHEL manufactures over 180
products under 30 major product groups and caters to core sectors of the Indian economy
viz., Power Generation and Transmission, Industry, Transportation, Renewable Energy
etc. The quality and reliability of its products is due to the emphasis on design,
engineering and manufacturing to international standards by acquiring and adapting some
of the best technologies from leading companies in the world, together with technologies
developed in its own R&D centers. The Company has been constantly adapting itself to
face the challenges thrown-up by the business environment. BHEL has already attained
ISO 9000 certification for quality management and all the manufacturing units /divisions
have been upgraded to the latest ISO 9001-2000 version. 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. BHEL is continuing its journey towards Business Excellence. BHEL has
committed to support the Global Compact & the set of core values enshrined in its ten
principles in the areas of human rights, labour standards and environment. SILB-School
BOARD OF DIRECTORS (AS ON 30.07.2009) 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 SILB-
BUSINESS SECTORS: BHEL’s operations are organized around three business sectors,
namely Power, Industry including Transmission, Transportation & Renewable Energy,
and International Operations. This enables BHEL to have a strong customer orientation
and respond quickly to the changes in the market. Power Generation Power Generation
Sector comprises thermal, gas, hydro and nuclear power plant business. As of 31.3.2008,
BHEL-supplied sets account for 85,811 MW or nearly 64% of the total installed capacity
of 1,34,722 MW in the country. Significantly, these sets generated an all-time high
456.12 Billion Units of electricity, contributing 73% of the total power generated
cumulative installed in the country. of have The capacity projects crossed worldwide
1,00,000 MW. The Company has proven expertise in Plant Performance Improvement
through Renovation, Modernization and Updating of a variety of power plant equipment,
besides specialized know-how of residual life assessment, health diagnostics and life
extension of plants. It has retained 100% share of R&M market of Thermal sets in the
country in 2008-09. BHEL has proven turnkey capabilities for executing power projects
from Concept-to Commissioning. The Company has introduced new rating thermal sets
of 270 MW, 525 MW & 600 MW in subcritical range and possesses the technology and
capability to produce large capacity thermal sets with super critical parameters and,
advanced-class gas turbine-generator sets. Co-generation and combined cycle plants have
been introduced to achieve higher plant SILB-School of Business Management 19
efficiencies. To make efficient use of the high-ash-content coal available in India, BHEL
also supplies circulating fluidised bed combustion (CFBC) boilers for thermal plants. The
Company manufactures 220/235/500/540 MWe nuclear turbine-generator sets. Custom-
made hydro sets of Francis, Pelton and Kaplan types for different head-discharge
combinations are also engineered and manufactured by BHEL. BHEL is one of the few
companies worldwide, involved in the development of Integrated Gasification Combined
Cycle (IGCC) technology which would usher in clean coal technology. BHEL has set up
Asia’s first 6.2 MW IGCC power plant with an indigenously designed pressurised
fluidised bed gasifier. Industries BHEL is a leading manufacturer of a variety of
electrical, electronic and mechanical equipment, to meet the demands of a number of
industries, like metallurgical, mining, cement, paper, fertilizers, refineries & petro-
chemicals etc. other than power utilities. BHEL has supplied systems and individual
products including a large number of co-generation Captive power plants, Centrifugal
compressors, Drive Turbines, Industrial boilers and auxiliaries, Waste heat recovery
boilers, Gas turbines, Pumps, Heat exchangers, Electrical machines, Valves, Heavy
castings and forgings, Electrostatic precipitators, ID/FD fans, Seamless pipes etc. to a
number of industries other than power utilities. BHEL has also emerged as a major
supplier of controls and instrumentation systems, especially distributed digital control
systems for various power plants and industries. BHEL is the leading company in the
world having mastered the art of burning Naptha in Gas Turbines. Transportation Today,
over 70% of Indian Railways, one of the largest railway networks in the world is
equipped with traction equipment built by BHEL. BHEL's involvement in the
transportation sector has been marked with rapid growth. Most of the trains in Indian
Railways, whether SILB-School of Business Management 20
electric or diesel powered, are equipped with BHEL’s traction propulsion system and
controls. The systems supplied are both with conventional DC drives and state of the art
AC drives. India’s first underground metro at Kolkata runs on drives and controls
supplied by BHEL. The Company also manufactures complete rolling stock i.e.,
Mainline 25 kV AC locomotives up to 5000 HP, EMU coaches and Diesel Electric
Shunting Locomotives from 350 HP to 2600 HP. BHEL also undertakes retrofitting and
overhauling of rolling stock. In the area of urban transportation, BHEL is geared up for
turnkey execution of electric trolley bus systems, light rail systems and metro systems.
BHEL is contributing to the supply of electrics for EMUs for 15000V DC & 25 kV AC
to Indian Railways. Almost all the EMUs in service are with electrics manufactured and
supplied by BHEL. 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. It includes Photo Voltaic
modules and systems. BHEL has supplied stand alone Power Plants of ratings up to 150
KW peak, usually used as Distributed Power generation plants. The Company has
capability to design and execute grid connected MW sized PV plants. BHEL is actively
associated with the development and adoption of Wind Power and Concentrated Solar
Power (CSP) projects in India and abroad. In addition, BHEL fabricates space-grade
solar panels and space-quality batteries for satellites launched by ISRO. BHEL is also
supplying small hydro power plants (up to 25 MW station capacities) for distributed
power generation. SILB-School of Business Management 21
Oil and Gas BHEL is supplying onshore drilling rig equipment viz., draw-works, rotary-
table, travelling block, swivel, mast and sub structure, mud systems and rig electrics to
ONGC and Oil India Ltd. Well heads & Xmas Tree valves up to 10,000 psi rating for
onshore as well as offshore application are being supplied to ONGC, Oil India Ltd. and
Private Drilling Companies. BHEL has also supplied Casing Support System, Mudline
Suspension System and Block Valves to ONGC for offshore application. It also has the
capability to supply complete onshore drilling rigs, super-deep drilling rigs, desert rigs,
mobile rigs, work over rigs and sub-sea well heads. Currently, BHEL is executing orders
for refurbishment and up-gradation of onshore Oil Rigs from ONGC & Oil India Ltd.
BHEL has supplied GT driven centrifugal compressor packages to GAIL India Ltd. for
their gas compressor stations for Dahej-Vijaipur gas pipeline project. Transmission
BHEL supplies a wide range of products and systems for transmission and distribution
applications. The products manufactured by BHEL include power transformers,
instrument transformers, dry type transformers, shunt reactors, capacitors, vacuum and
SF6 switchgear, gas insulated switchgears, ceramic insulators, etc. 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 enhancing the power transfer capability and reducing transmission losses
in 400 kV lines, BHEL has indigenously developed and executed a number of fixed
series compensation schemes. BHEL has indigenously developed and commercialized
state-of-the-art 400 kV Controlled Shunt Reactor (CSR) for reactive power management
of long transmission lines. With a strong engineering base, the Company undertakes
turnkey execution of substations/switchyards up to 400 kV and has the capability to
execute 765 kV projects. High SILB-School of Business Management 22
Voltage Direct Current (HVDC) systems have been executed for economic transmission
of bulk power over long distances. International Business BHEL has, over the years,
established its references in more than 70 countries across all inhabited continents of the
world. These references encompass almost the entire range of BHEL products and
services, covering Thermal, Hydro and Gas-based turnkey power projects, Substation
projects, and Rehabilitation projects, besides a wide variety of products like:
Transformers, Compressors, Valves and Oil Field Equipment, Electrostatic Precipitators,
Photovoltaic Equipment, Insulators, Heat Exchangers, Switchgears, Castings and
Forgings etc. Some of the major successes achieved by BHEL have been in Gas-based
power projects in Oman, Libya, Malaysia, UAE, Saudi Arabia, Iraq, Bangladesh, Sri
Lanka, China, Kazakhstan; Thermal power projects in Cyprus, Malta, Libya, Egypt,
Indonesia, Thailand, Malaysia, Sudan, Syria, Ethiopia, Senegal, New Caledonia; Hydro
power plants in New Zealand, Malaysia, Azerbaijan, Bhutan, Nepal, Taiwan, Tajikistan,
Vietnam, Rwanda, Thailand, Afghanistan; and substation projects & equipment in
various countries. Execution of these overseas projects has also provided BHEL the
experience of working with world-renowned Consulting Organisations and Inspection
Agencies. The Company has been successful in meeting demanding requirements of
International markets, in terms of complexity of the works as well as technological,
quality and other requirements viz., HSE requirements, financing packages and
associated O&M services, to name a few. BHEL has proved its capability to undertake
projects on fast-track basis. BHEL has also established its versatility meet the other
varying needs of various sectors, be it captive power, utility power generation or for the
oil sector. Besides undertaking turnkey projects on its own, BHEL also possesses the
requisite flexibility to interface and complement other International companies for large
projects, and has also exhibited adaptability by manufacturing and supplying intermediate
products. SILB-School of Business Management 23
The Company is taking a number of strategic business initiatives to fuel further growth in
overseas business. This includes firmly establishing itself in target export markets,
positioning of BHEL as a regular EPC contractor in the global market both in utility and
IPP segments, and exploring various opportunities for setting up overseas joint ventures
etc. Technology up-gradation, 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 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. The Corporate R&D Division at Hyderabad leads BHEL’s research efforts in
number of areas of importance to BHEL’s product range. Research and product
development centre at each of manufacturing divisions play a complementary role.
Centre of Excellence have been set up for Simulators, Computational Fluid Dynamics,
Permanent Magnetic Machines, Surface Engineering and Centre for Intelligent Machines
and Robotics (CIMAR). SILB-School of Business Management 24
In addition to Corporate R&D Division, BHEL has four specialized institutes viz.,
Welding Research Institute at Tiruchy, Ceramic Technological Institute at Bangalore,
Centre of Electric Traction and Hydro Lab at Bhopal and Pollution Control Research
Institute at Haridwar. The Company is also engaged in research in futuristic areas like
fuel cells for distributed environment friendly power generation, clean coal technology
applications, superconductivity applications in transformers, generators/motors etc, thin
film solar cells and nano technology for various applications. Human Resource
Development Institute The Human Resource Development Institute situated in Noida, a
cornerstone of BHEL’s learning Infrastructure, along with Human Resource
Development Centers at units and Advanced Technical Education Center (ATEC) in
Hyderabad, through various HRD efforts ensure that the prime resource of the
organization – the Human Capital - is “Always in a state of Readiness” to meet the
dynamic challenges posed by a fast changing environment. It is their constant endeavor to
take the HRD activities to the strategic level of becoming active partner for achieving the
organizational goals. 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 - step strategic long-term training process and
several short-term need-based programs based on comprehensive organizational research,
enable its human resources to unearth and polish their potential. HRDI is spearheading
the HRD initiatives in the Company and focusing on competency, commitment and
culture building. Health, Safety and Environment Management BHEL is an environment
friendly company in all its activities, products and services besides providing safe and
healthy working environment to all its stakeholders. SILB-School of Business
Management 25
BHEL’s commitment towards conservation of environment, continued and various
Environment Improvement Projects (EIPs) successfully completed during the year (2007-
08). Major EIPs completed during the year in and around units/regions and sites include
cumulative tree plantation (over 1 lac), Rainwater Harvesting Plants, Energy &
Conservation Projects utilizing efficient technologies, Chemical storage & disposal
plants, Resource conservation plants. These projects helped in creating pollution free
environment, conservation of precious resources like energy, water, fuel oil, coolant
besides installation of proper system for storage/handling of chemical waste. All
manufacturing units/regions of the Company are accredited to international standards viz.
ISO-14001 certification for environmental management and OHSAS-18001 certification
for occupational health and safety management systems. 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, labour standards, environment and
anticorruption and intend to advance G.C. principles within the Company’s sphere of
influence and has made it a part of its strategy, culture and day-to-day operations.
Corporate Social Responsibility BHEL has developed a CSR scheme and its Mission
Statement on CSR is- “Be a Committed Corporate Citizen, alive towards its Corporate
Social Responsibility”. Thrust is being given in eight areas- Self employment generation,
Environment protection, Community development, Education, Health management &
medical aids, Orphanages & Old-age Homes, Infrastructural development and Disaster/
Calamity Management. Quarterly and annual CSR reports are prepared containing the
activities carried out, benefits accrued to neighboring communities, the number of people
benefited and the amount spent etc. BHEL adopted 56 villages having nearly 80,000
inhabitants. In addition, BHEL provides financial assistance to various
NGOs/Trusts/Social Welfare Societies that are engaged in social activities throughout the
country. SILB-School of Business Management 26
PRODUCT PROFILE: Steam turbines, boilers and generators of up to•Thermal Power
Plants 500 MW capacity for utility and combined-cycle applications; capability to
manufacture boilers and steam turbines with supercritical steam •cycle parameters and
matching generators of up to 1000 MW unit size. Steam turbines, boilers and generators
for CPP applications; capability to manufacture condensing, extraction, back pressure,
injection or any combination of these types of steam turbines. Nuclear Power Plants
Steam generator & Turbine generator up to 540 MW capacity. Gas turbines of up to 280
MW (ISO) rating.• •Gas-Based Power Plants Gas turbine-based co-generation and
combined-cycle systems for industry and utility applications. Custom-built conventional
hydro turbines of•Hydro Power Plants Kaplan, Francis and Pelton types with matching
generators, pump Mini/micro hydro sets.• •turbines with matching motor-generators.
Spherical, butterfly and rotary valves and auxiliaries for hydro stations. DG Power Plants
HSD, LDO, FO, LSHS, natural gas/biogas-based diesel generator power plants, unit
rating of up to 20 MW and voltage up to 11 kV, for emergency, peaking as well as base
load operations on turnkey basis. SILB-School of Business Management 27 Industrial
turbo-sets of rating from 1.5 to 120• • •
Industrial Sets MW. Gas turbines and matching generators ranging from 3 to 280 MW
(ISO) rating. Industrial steam turbines and gas turbines for drive applications and co-
generation applications. Steam generators for utilities, ranging from 30 to 500
MW•Boilers capacity, using coal, lignite, oil, natural gas or a combination of these fuels;
capability to manufacture boilers with supercritical parameters up to 1000 MW unit size.
• Steam generators for industrial applications, ranging from 40 to 450 t/hour capacity,
using coal, natural gas, industrial gases, biomass, lignite, oil or a combination of these
fuels. • • • • • • Pulverised fuel fired boilers. Stoker boilers. Atmospheric fluidised bed
combustion boilers. Circulating fluidised bed combustion boilers. Heat-recovery steam
generators. Chemical recovery boilers for paper industry, ranging from capacity of 100 to
1000 t/day of dry solids. • Pressure vessels. Axial reaction fans of single stage
and•Boiler Auxiliaries Fans double stage for clean air application, with capacity ranging
from 25 •to 800m3/s and pressure ranging from 120 to 1,480 m of gas column. Axial
impulse fans for both clean air and flue gas applications, with capacity ranging from 7 to
600m3/s and pressure up to 700m of gas column. SILB-School of Business Management
28 •
Single and double-suction radial fans for clean air and dust-laden hot gases applications
up to 400oC, with capacity ranging from 4 to 600m3/s and pressure ranging from 150 to
1,800 m of gas column. Ljungstrom rotary regenerative air-preheaters for• •Air-
Preheaters boilers and process furnaces. Large regenerative air-preheaters for utilities of
capacity up to 1000 MW. Gravimetric Feeders Pulveri Bowl mills of slow and medium
speed• •sers of capacity up to 100 t/hour. Tube mills for pulverising low-grade coal with
high-ash content. Pulse Jet and Reverse Air Type Fabric Filters (Bag Filters).
Electrostatic Precipitators Electrostatic precipitators of any capacity with efficiency up to
99.9% for utility and industrial applications. Long retractable soot blowers•Mechanical
Separators Soot Blowers (travel up to 12.2m), wall deslaggers, rotary blowers and
temperature probes and related control panels operating on pneumatic, electric or High-
pressure and low-pressure bypass valves• • Valves •manual mode. for utilities. High and
medium-pressure valves, cast and forged steel valves of gate, globe, non-return (swing-
check and piston lift-check) types for steam, oil and gas duties up to 600 mm diameter,
250 kg/cm2 High-capacity safety valves and•pressure and 540oC temperature.
automatic electrically operated pressure relief valves for set pressure Safety relief
valves•up to 200 kg/cm2 and temperature up to 550oC. for applications in power,
process and other industries for set pressure up to 175 kg/cm2 and temperature up to
565oC. Swivel arm type soot blowers for regenerative airpreheaters. SILB-School of
Business Management 29 •
Ceramic wear-resistant lining material for application in pulverised and coal piping
components of thermal power stations as well as in cement, coal and steel industries.
Piping Systems Constant load hangers, clamp and hanger components, variable spring
hangers for power stations up to 1000 MW capacities, combined cycle plants, industrial
boilers and process industries. Heat • • • • • • • • Pumps • • • • • • • • •Exchangers and
Pressure Vessels Pumps for various applications to suit utilities up to a capacity of 1000
MW. Boiler feed pumps (motor or steam turbine driven). Boiler feed booster pumps.
Condensate pumps. Circulating water pumps. Emergency oil pumps. Lubricating oil
pumps. Standby oil pumps. CS/AS/SS/Non-ferrous shell and tube heat exchangers and
pressure vessels. Air-cooled heat exchangers. Surface condensers. Steam jet air ejectors.
Columns. Reactors, drums. LPG/propane storage bullets. LPG/propane mounded storage
vessels. Feed water heaters. Microprocessor-based• • • • •Power Station Control
Equipments distributed digital control systems. Data acquisition systems. Man-machine
interface. Sub-station controls with SCADA. Static excitation equipment/automatic
voltage regulator. 30 SILB-School of Business Management • • • • • • • • •
Electro-hydraulic governor control. Turbine supervisory system and control. Burner
Management system. Controls for electrostatic precipitators. Controls for HP/LP bypass
valves. Soot blower control. Auxiliary pressure reduction and de-superheating system.
Balance of Plant station controls. Gas turbine control system. Switchgear of various
types for indoor and outdoor•Switchgear Minimum oil• • • •applications and voltage
ratings up to 400 kV. circuit breakers (66kV - 132kV). SF6 circuit breakers (132 kV -
400 kV). Vacuum circuit breakers (3.3 kV - 33 kV). Gas insulated switchgears (145 kV).
Bus ducts Bus ducts with associated equipment to suit generator power • • • • • •output
of utilities of up to 500 MW capacity. Transformers Power transformers for voltage up
to 400 kV and 800 kV is under• development. HVDC transformers and reactors up to ±
500 kV rating. Series and shunt reactors of up to 400 kV rating and 800 kV is under
development. Electro-magnetic voltage transformers up to 220 kV. Capacitor voltage
transformers up to 400 kV. Cast resin dry type transformers up to 10 MVA 33 kV.
Special transformers for: earthing; furnace; rectifier; electrostatic precipitator; freight
loco, AC EMU and traction. SILB-School of Business Management 31 High-tension
ceramic insulators. Disc/suspension• •
Insulators insulators for AC/DC applications, ranging from 45 to 400 kN • • •
•electromechanical strength, for clean and polluted atmospheres. Pin insulators up to 33
kV including radio free design. Post• • • insulators suitable for applications up to 220 kV
stacks. Hollow porcelains up to 400 kV for Transformers, SF6 circuit breakers. Solid core
porcelain insulators for 25 kV Railway Traction. Solid core insulators up to 400 kV for
Bus Post & Isolators for substation applications. Composite Insulators for 25 kV Railway
Traction and up to 400 kV transmission lines. Disc insulators for 800 kV AC and ± 500
kV HVDC transmission lines (BHEL is the first Indian manufacturer to supply such
insulators). Industrial High-performance ceramics for special•and Special Ceramics
applications like: alumina, substrates, crucibles, pebbles, metal Cordierite Honeycomb
80 to 400 cpsi•ceramic jointing components, etc. in different contours and lengths for
various applications including Power capacitors for•petrol and diesel vehicles.
Capacitors industrial and power systems of up to 250 kVAr rating for application
Coupling/CVT capacitors for voltages up to 400 kV.• •up to 400 kV. CAPSWITCH –
solid state switch for on/off control of capacitor banks – Single-phase and 3-phase•for
LT applications. Energy Meters electro-mechanical energy meters with jewel bearing or
magnetic Single-phase and 3-phase•suspension bottom bearing. electro-mechanical
meters with stepper-motor driven counters and LCD's. High-accuracy Trivector meter
(0.2 class and 0.5 class).• • Single-phase and 3-phase prepaid meter and reading. SILB-
School of Business Management 32 •
Complete metering solutions with automatic meter reading. Electrical Machines AC
squirrel cage, slipring, synchronous motors, industrial alternators and DC machines are
manufactured as per range summarised below. Special-purpose machines are
manufactured on request. 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.'D')
150 to 1600 kW.• • • •Application Pressurised (Ex. 'P')-150 kW and above Non-sparking
(Ex. 'N'). Non-sparking (Ex. 'N') Variable speed. Increased safety (Ex. 'E') Synchronous
and Squirrel Cage. Mill Duty 3.5 to 186 kW. Medium/Large 75 to 12000 kW• • •DC
Machines Industrial Alternators. Steam turbine, gas turbine-2000 kVA to and diesel
engine driven 60,000 kVA. Voltage & Enclosure Voltage AC-415 V to 13800 V DC - up
to 1200 V Enclosure SPDP, CACW, CACA, TETV. SILB-School of Business
Management 33
Compressors Centrifugal compressors of varying sizes, driven by steam turbine/gas
turbine/motor, for industrial applications handling almost all types of gases; range covers
pressure up to 800 kg/cm2 and capacity Control•up to 350,000 Nm3/hour. Control Gear
Industrial Control gear panels and cubicles for applications in steel, aluminium, cement,
Liquid• •paper, rubber, mining, sugar and petrochemical industries. rotor starters for
slipring induction motors of up to 2500 hp rating. Liquid regulators for variable-speed
motors. LT air break type AC for voltages up to 660 V. LT air• • •Contractors break
type DC contactors for voltages up to 600 V. HT vacuum type AC for voltages up to
11kV. Traction Control gear Control gear equipment for railways and other Control
Panels for•traction applications. Control and Relay Panels voltages up to 400 kV and
control desks for generating stations and EHV Control and relay boards. Turbine gauge
boards for• • • •substations. thermal, gas, hydro and nuclear sets. Turbine electrical
control cubicles. Outdoor-type control panels and marshalling kiosks, swinging •type
synchronizing panel and mobile synchronizing trolley. Transformer tap-changer panels.
Silicon Rectifiers Silicon power rectifiers with matching transformers for industrial
applications like aluminium/copper/zinc smelting, for electrolysis in chemical industry
and AC/DC traction application. SILB-School of Business Management 34 Thyristor
converter/inverter• • • • • •
Thyristor Gto/Igbt Equipment equipment for DC drives and synchronous motors.
Thyristor high current/high voltage power supplies. Static AC variable-speed drive
systems using GTO/IGBT. Thyristor valves and controls for HVDC transmission. High
frequency induction heating equipment. Thyristor valves and controls for reactive power
management. Power Devices High-power capacity silicon diodes, thyristor devices and •
• • • • • • • • •solar photovoltaic cells. Transportation Equipment AC electric
locomotives. AC-DC dual voltage electric locomotives.• • Diesel-electric locomotives.
Diesel hydraulic locomotives. Transformers smoothing reactors. Traction
generators/alternators. Rectifiers. Bogies. Vacuum circuit breakers. Auxiliary machines.
Microprocessor-based electronic control equipment. Power converter/inverter. Wind• • •
• • •Distributed Power Generation and Small Hydro Plants electric generator of up to
250 kW rating. Solar PV systems and power plants. Solar pumps. Solar water heating
system. Solar lanterns, home lighting and street lighting. Small hydro power plants up to
25 MW station capacity. SILB-School of Business Management 35 Turnkey power• • •
•
Systems and Services Power Generation Systems stations. Combined-cycle power
plants. Cogeneration systems. Modernization and Rehabilitation of power stations. Sub-
stations/switchyards. HVDC• • • • •Transmission systems transmission systems. Shunt
and Series compensation systems. Power system analysis and controls. FACTS & CSR.
Substations. Automation. Remote metering.• • •Distribution systems Traction systems.
Urban transportation• •Transportation system systems. SILB-School of Business
Management 36 BHEL HARIDWAR (AN OVERVIEW) BHEL Haridwar has a
constant track record of growth performance and profitability. BHEL Haridwar is located
against the picturesque shivalik foothills of Himalayas and on the bank of Holy River
Ganga, at Ranipur near Haridwar. It consists of two-power equipment manufacturing
plants: 1. HEEP (Heavy Electrical Equipment Plant). 2. CFFP (Central Foundry Forge
Plant). SILB-School of Business Management 37
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. SILB-
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
3.1 WHAT IS QUALITY OF WORTK LIFE? The term refers to the favourableness or
unfavourableness of a total job environment for people. QWL programs are another way
in which organisations recognise their responsibility to develop jobs and working
conditions that are excellent for people as well as for economic health of the organisation.
The elements in a typical QWL program include – open communications, equitable
reward systems, a concern for employee job security and satisfying careers and
participation in decision making. Many early QWL efforts focus on job enrichment. In
addition to improving the work system, QWL programs usually emphasis development
of employee skills, the reduction of occupational stress and the development of more co-
operative labour-management relations. QWL is a process by which an organization
responds to employee needs for developing mechanisms to allow them to share fully in
making the decisions that design their lives at work. The aim of QWL is to identify and
implement alternative programs to improve the quality of professional as well as
personal life of an organization’s employees. The QWL approach considers people as an
‘asset' to the organization rather than as ‘costs'. It believes that people perform better
when they are allowed to participate in managing their work and make decisions. This
approach motivates people by satisfying not only their economic needs but also their
social and psychological ones. To satisfy the new generation workforce, organizations
need to concentrate on job designs and organization of work. Further, today's workforce
is realizing the importance of relationships and is trying to strike a balance between
career and personal lives. Vigorous Domestic and International competition drive
organisations to be more productive. Proactive managers and human resource
departments respond to this challenge by finding new ways to improve productivity.
Some strategies rely heavily upon new capital investment and technology. Others seek
changes in employee relations practices. Human resource departments are involved with
efforts to improve productivity through changes in employee relations. QWL means
having good supervision, good working conditions, good pay and benefits and an
interesting, challenging and rewarding job. High QWL is sought through an SILB-School
employee relations philosophy that encourages the use of QWL efforts, which are
systematic attempts by an organisation to give workers greater opportunities to affect
their jobs and their contributions to the organisation’s overall effectiveness. That is, a
proactive human resource department finds ways to empower employees so that they
draw on their “brains and wits,” usually by getting the employees more involved in the
decision-making process. A Rationale: Job specialization and simplification were popular
in the early part of this century. Employees were assigned narrow jobs and supported by a
rigid hierarchy in the expectation that efficiency would improve. The idea was to lower
cost by using unskilled workers who could be easily trained to do a small, repetitive part
of each job. Many difficulties developed from that classical job design, however. There
was excessive division of labour. Workers became socially isolated from their co-workers
because their highly specialized jobs weakened their community of interest in the whole
product. De-skilled workers lost pride in their work and became bored with their jobs.
Higher-order (social and growth) needs were left unsatisfied. The result was higher
turnover and absenteeism, declines in quality and alienated workers. Conflict often arose
as workers sought to improve their conditions and organisations failed to respond
appropriately. The real cause was that in many instances the job itself simply was not
satisfying. Forces for Change A factor contributing to the problem was that the workers
themselves were changing. They became educated, more affluent (partly because of the
effectiveness of classical job design), and more independent. They began reaching for
higher-order needs, something more than merely earning their bread. Employers now had
two reasons for re-designing jobs and organisations Classical design originally gave
inadequate¬for a better QWL: The needs and aspirations of workers¬attention to human
needs. themselves were changing. SILB-School of Business Management 45
Humanized Work through QWL One option was to re-design jobs to have the attributes
desired by people, and re-design organisations to have the environment desired by the
people. This approach seeks to improve QWL. There is a need to give workers more of a
challenge, more of a whole task, more opportunity to use their ideas. Close attention to
QWL provides a more humanized work environment. It attempts to serve the higher-
order needs of workers as well as their more basic needs. It seeks to employ the higher
skills of workers and to provide an environment that encourages them to improve their
skills. The idea is that human resources should be developed and not simply used.
Further, the work should not have excessively negative conditions. It should not put
workers under undue stress. It should not damage or degrade their humanness. It should
not be threatening or unduly dangerous. Finally, it should contribute to, or at least leave
unimpaired, workers’ abilities to perform in other life roles, such as citizen, spouse and
parent. That is, work should contribute to general social advancement. Job Enlargement
vs. Job Enrichment The modern interest in quality of work life was stimulated through
efforts to change the scope of people’s jobs in attempting to motivate them. Job scope has
two dimensions – breadth and depth. Job breadth is the number of different tasks an
individual is directly responsible for. It ranges from very narrow (one task performed
repetitively) to wide (several tasks). Employees with narrow job breadth were sometimes
given a wider variety of duties in order to reduce their monotony; this process is called
job enlargement. In order to perform these additional duties, employees spend less time
on each duty. Another approach to changing job breadth is job rotation, which involves
periodic assignment of an employee to completely different sets of job activities. Job
rotation is an effective way to develop multiple skills in employees, which benefits the
organisation while creating greater job interest and career options for the employee. Job
enrichment takes a different approach by adding additional motivators to a job to make it
more rewarding. It was developed by Frederick Herzberg on the basis of his studies
indicating that the most effective way to motivate workers was by focusing on higher-
order needs. Job enrichment seeks to add depth to a job by giving workers more control,
responsibility and SILB-School of Business Management 46
discretion over hoe their job is performed. The difference between enlargement and
enrichment is illustrated in the figure given below. Difference between job enrichment
and job enlargement Higher Order Job enrichment Job enrichment and enlargement
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 higher-
order needs, while job enlargement concentrates on adding additional tasks to the
worker’s job for greater variety. The two approaches can even be blended, by both
expanding the number of tasks and adding more motivators, for a two-pronged attempt to
improve QWL. SILB-School of Business Management 47
Job enrichment brings benefits, as shown in the below figure. Benefits of job enrichment
emerge in three areas Individual: • • • Growth Self-actualisation Job satisfaction
Organisation: • JOB ENRICHMENT BENEFITS • • Intrinsically motivated employees
Better employee performance Less absenteeism and turnover; fewer grievances Society: •
• Full use of human resources More effective organisations Its general result is a role
enrichment that encourages growth and self-actualisation. The job is built in such a way
that intrinsic motivation is encouraged. Because motivation is increased, performance
should improve, thus providing both a more humanised and a more productive job.
Negative effects also tend to be reduced, such as turnover, absences, grievances and idle
time. In this manner both the worker and society benefit. The worker performs better,
experiences greater job satisfaction and becomes more self-actualised, thus being able to
participate in all life roles more effectively. Society benefits from the more effectively
functioning person as well as from better job performance. SILB-School of Business
Management 48
Applying Job Enrichment Viewed in terms of Herzberg’s motivational factors, job
enrichment occurs when the work itself is more challenging, when achievement is
encouraged, when there is opportunity for growth and when responsibility, feedback and
recognition are provided. However, employees are the final judges of what enriches their
jobs. All that management can do is gather information about what tend to enrich jobs,
try those changes in the job system and then determine whether employees feel that
enrichment has occurred. In trying to build motivational factors, management also gives
attention to maintenance factors. It attempts to keep maintenance factors constant or
higher as the motivational factors are increased. If maintenance factors are allowed to
decline during an enrichment program, then employees may be less responsive to the
enrichment program because they are distracted by inadequate maintenance. The need for
a systems approach in job enrichment is satisfied by the practice of gain sharing. Since
hob enrichment must occur from each employee’s personal viewpoint, not all employees
will choose enriched jobs if they have an option. A contingency relationship exists in
terms of different job needs, and some employees prefer the simplicity and security of
more routine jobs. SILB-School of Business Management 49
3.2 DEFINING QUALITY OF WORK LIFE: The best way of approaching quality of life
measurement is to measure the extent to which people's 'happiness requirements' are met-
i.e., those requirements which are a necessary (although not sufficient) condition of
anyone's happiness - those 'without which no member of the human race can be happy.' -
McCall, S.: 1975, 'Quality of Life', Social Indicators Research 2, 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.” - J.BARTON CUNNINGHAM AND TED
EBERLE What is Quality? “Quality is the ability of a product or service to consistently
meet or exceed customer expectations.” 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. It comprises of all the collective feelings, which reside in the mind of the
employee while he works in the organization, he is in the office or away from it. What is
of life? QOL may be defined as subjective well-being. Recognizing the subjectivity of
QOL is a key to understanding this construct. QOL reflects the difference, the gap,
between the hopes and expectations of a person and their present experience. 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
be possible. This enables people who have difficult life circumstances to maintain a
reasonable QOL. - Janssen Quality-of-life Studies Quality of Life is tied to perception of
'meaning'. The quest for meaning is central to the human condition, and we are brought in
touch with a sense of meaning when we reflect on that which we have created, loved,
believed in or left as a legacy. - Frankl VE. 'Man's search for meaning.' New York:
Pocket Books, 1963. Quality of Life is the product of the interplay among social, health,
economic and environmental conditions which affect human and social development. -
Ontario Social Development Council, 1997 Quality of Work Life can be defined as "The
quality of relationship between employees and the total working environment.” SILB-
3.3 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, on the compensation
offered. Pay should be fixed on the basis of the work done, responsibilities undertaken,
individual skills, performance and accomplishments. The committee on Fair Wages
defined fair wage as “the wage which is above the minimum wage but below the living
Wage.” Job security is another factor that is of concern to employees. Permanent
employment provides security to the employees and improves their QWL. (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. Most of the organisations provide safe and healthy working
conditions due to humanitarian requirements and/or legal requirements. In fact, these
conditions are a matter of enlightened self-interest. (iii) Opportunity to Use and Develop
Human Capabilities: Contrary to the traditional assumptions, QWL is improved the
extent that the worker can exercise more control over his or her work, and the degree to
which the job embraces an entire meaningful task” but not a part of it. Further, QWL
provides for opportunities like autonomy in work and participation in planning in order to
use human capabilities. (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. QWL provides future opportunity
for continued growth and security by expanding one’s capabilities, knowledge and
qualifications and prepare them to accept responsibilities at higher levels. SILB-School of
(v) Participative management style and recognition: Flat organizational structures help
organizations facilitate employee participation. A participative management style
improves the quality of work life. Workers feel that they have control over their work
processes and they also offer innovative ideas to improve them. Recognition also helps to
motivate employees to perform better. Recognition can be in the form of rewarding
employees for jobs well done. (vi) Constitutionalism in the Work Organisation: QWL
provides constitutional protection to the employees only to the level of desirability as it
hampers workers. It happens because the management’s action is challenged in every
action and bureaucratic procedures need to be followed at that level. Constitutional
protection is provided to employees on such matters as privacy, free speech, equity and
due process. (vii) Work-life balance: Organizations should provide relaxation time for the
employees and offer tips to balance their personal and professional lives. They should not
strain employee’s personal and social life by SILB-School of Business Management 53
forcing on them demanding working hours, overtime work, business travel, untimely
transfers etc. (viii) Social Relevance of Work: QWL is concerned about the establishment
of social relevance to work in a socially beneficial manner. The workers’ self-esteem
would be high if his work is useful to the society and the vice versa is also true. 3.4
SPECIFIC ISSUES IN QWL: SILB-School of Business Management 54
Trade unions claim that they are responsible for the improvement in various facilities to
workers whereas management takes credit for improved salaries, benefits and facilities.
However, P/HR manager has (identified) specific issues in QWL besides normal wages,
salaries, fringe benefits, etc. and takes lead in providing them so as to maintain higher
order QWL. 3.5 MAJOR QWL ISSUES: IKlott, Mundick and Schuster suggested 11
major QWL issues. They are: (I) Pay and Stability of Employment Good pay still
dominates most of the other factors in employee satisfaction. Various alternative means
for providing wages should be developed in view of increase in cost of living index,
increase in levels and rates of income tax and profession tax. Stability to a greater extent
can be provided by enhancing the facilities for human resource development. (ii)
Occupational Stress Is a condition of strain on one’s emotions, thought process and
physical condition. Stress is determined by the nature of work, working conditions,
working hours, pause in the work schedule, worker’s abilities and nature and match with
the job requirements. Stress is caused due to irritability, hyper-excitation or depression,
unstable behaviour, fatigue, stuttering, trembling psychomatic pains, h smoking and drug
abuse. Stress adversely affects employ productivity. The P/HR manager, in order to
minimise the stress, has identify, prevent and tackle the problem. He may arrange the
treatment of the problem with the health unit of the company. (iii) Organisational Health
Programmes Organisational health programmes aim at educating employees about health
problems, means of maintaining and improving of health, etc. These programmes cover
drinking and smoking cessation, hypertension control, other forms of cardiovascular risk
reduction, family planning, etc. Effective implementation of these programmes result in
reduction in absenteeism, hospitalisation, disability, excessive job turnover and premature
death. This programme should also cover relaxation, physical exercise, diet control, etc.
(iv) Alternative Work Schedules Alternative work schedules including work at home,
flexible working hours, staggered hours, reduced work week, part-time employment
which may be introduced for the convenience and comfort of the workers as the work
which offers the individual the leisure time, flexible hours of work is preferred. (v)
Participative Management and Control of Work Trade unions and workers believe that
workers’ participation in management and 1e improves WL. Workers also feel that they
have control over their work, use their skills and make a real contribution to the job if
they are allowed participate in creative and decision-making process. (vi) Recognition
Recognising the employee as a human being rather than as a labourer increases the QWL
Participative management, awarding the rewarding systems, congratulating the
employees for their achievement, job enrichment, offering prestigious designations to the
jobs, providing well furnished and decent work places, offering membership in clubs or
association, providing vehicles, offering vacation trips are some means to recognise the
employees. (vii) Congenial Worker-Supervisor Relations Harmonious supervisor-worker
relations gives the worker a sense of social association, belongingness, achieve of work
results, etc. This in turn leads to better QWL. (viii) Grievance Procedure Workers have a
sense of fair treatment’ when the company gives them the opportunity to ventilate their
grievances and represent their case succinctly rather than settling the problems arbitrarily.
(ix) Adequacy of Resources Resources should match with stated objectives; otherwise,
employees will not be able to attain the Objectives. This results in employee
dissatisfaction and lower QWL (x) Seniority and Merit in Promotions SILB-School of
Seniority is generally taken as the basic for promotion in case of operating employees.
Merit is considered as the basis for advancement for managerial people whereas
seniority-c is preferred for promotion of ministerial employees. The promotional policies
and activities should be fair and just in order to ensure higher QWL. (xi) Employment on
Permanent Basis Employment of workers on casual, temporary probationary basis gives
them a sense of insecurity. On the other hand, employment on permanent basis gives
them security and leads to higher order QWL. 3.6 STRATEGIES FOR IMPROVEMENT
OF QWL: The strategies for improvement in quality of work life include self-managed
work teams, redesign and enrichment, effective leadership and supervisory behaviour,
career development, alternative work schedules, job security, administrative
orgastisational and participating management. (i) Self-managed Work Teams These are
also called autonomous work groups or integrated work teams. These work teams are
formed with 10 to 20 employees who plan, co-ordinate and control the activities of the
team with the help of a team leader who is one among them. Each team performs all
activities including selecting their people. Each team has authority to make decisions and
regulate the activities. The group as a whole is accountable for the success or failure.
Salaries are fixed both on the basis of individual and group achievement. (ii) Job
Redesign and Enrichment Narrow jobs can be combined into larger units of
accomplishment. Jobs are redesigned with a view to enriching them to satisfy higher
order human needs. (iii) Effective Leadership and Supervisory Behaviour For effective
leadership and supervisory behaviour ‘9-9’ style of managerial grid is suitable. (iv)
Career Development SILB-School of Business Management 57
Provision for career planning, communicating and counselling the employees about the
career opportunities, career path, education and development and for second careers
should be made. (v) Alternative Work Schedules Provision for flexible working hours,
part-time employments, job- sharing and reduced work week should be made. (vi) Job
Security This top the employees’ list of priorities. It should be adequately taken care of.
(vii) Administrative or Organisational Justice The principles of justice, fair and equity
should be taken care of in disciplinary procedure, grievance procedures, promotions,
transfers, demotion, work assignment, leave, etc. (viii) Participative Management
Employees should be allowed to participate in management participative schemes which
may be of several types. The most sophisticated among them is quality circle.
Implementation of these strategies ensures higher level of quality of work life. 3.7 QWL
THROUGH EMPLOYEE INVOLVEMENT (EI): One of the most common methods
used to create QWL is employee involvement. Employee involvement (EI) consists of a
variety of systematic methods that empower employees to participate in the decisions that
affect them and their relationship with the organisation. Through (EI), employees feel a
sense of responsibility, even “ownership” of decisions in which they participate. To be
successful, however, EI must be more than just a systematic approach; it must become
part of the organisation’s culture by being part of management’s philosophy. Some
companies have had this philosophy ingrained in their corporate structure for decades;
HewlettPackard, IBM, General Motors, Ford, etc. Pygmalion Effect The implications for
managers and human resource specialists are to create an organisational culture that truly
treats people as though they are experts at their jobs and empowers them to use that
expertise. When management does this, a Pygmalion effect may result, which occurs
when SILB-School of Business Management 58
people live up to the high expectations that others have of them. If management further
assumes that people want to contribute and seek ways to tap that contribution, better
decisions, improved productivity and a higher QWL are likely. 3.8 QUALITY OF
WORKLIFE IN BHEL HARDWAR - AN OVERVIEW: As a human being we are living
in a social structure set-up upon the conventions of the culture prevailing in the
environment under which certain norms & adherence to the practices is expected for all
the members of the society. Similarly, the work culture in BHEL is a composite mix of
various cultural, social & ethical ideologies which acts as a basis and directs the
employees to incorporate the feeling of oneness in personnel objectives with the
company’ objective. BHEL Haridwar takes into consideration a number of factors that
are responsible for providing better quality of work life to the employees. The services,
which it renders to the BHEL employees, can be listed as under: 1. MEDICAL
SERVICES: Medical facilities for BHEL employees started on 12-08-1963.Today,
salient features of medical services can be summed up 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, their families and
dependents are entitled to free medical aid at the company’s well-equipped hospital and
eight dispensaries located in various sectors and in the plant area. Hospital has
specialized OPD and indoor facilities. A school health services scheme provides regular
medical check-up of all the school going children. SILB-School of Business Management
59
2. CANTEEN FACILITIES: BHEL has four well-equipped canteens inside the plant and
one staff canteen, which provide catering facilities to all employees of BHEL. Canteens
provide highly subsidized meals, tea and snacks. There are canteen committees to
manage the administration and functioning of the canteens. These committees have equal
number of representatives from workers and management. Tea and snacks are provided at
the workplace during the shift timings. 3. TRANSPORT FACILITIES: BHEL
management has provided subsidized transport facilities to the school going children of
employees for attending duties. In addition, vehicle allowance and vehicle purchase loan
schemes are also there in order to facilitate the BHEL employees. The operation of
vehicles transporting our employees is being monitored by a transport committee. 4.
HOUSING FACILITIES: BHEL has provided around 8000 houses for different classes
of employees, which are divided in different sectors in the township area. Sector I, II, III,
IV, V-A, V-B, & sector – VI. There are hostels with all modern amenities for the workers
and working women. Water and Electricity is provided to all the houses and hostels in the
township round the clock. To meet the requirement of housing need of older employees
GRIH NIRMAN SAMITI was formed in seventies. Nearly 300 acres of surplus BHEL
land was transferred from BHEL to UP Avas Vikas Parishad. As on date around 4000
houses have been constructed and civic amenities like roads, parks, sewerage system is
being maintained by Grih Nirman Samiti. 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.7.5 Lakh through various financial institutions. Under the scheme to
‘build own house’, a big township named Shivalik Nagar has come up within BHEL
campus with all facilities. SILB-School of Business Management 60
5. EDUCATION FACILITIES: BHEL is contributing in a big way in the field of
education as a responsible Corporate Citizen. It provides infra structural support and
effective Management to the various educational institutions. BHEL imparts educational
facilities to more than 25000 students including students from weaker section of society.
Students with poor economic background are given scholarship. In BHEL Township,
BHEL education management board, Kendriya Vidyalaya Sangathan, Uttar Pradesh
Madhymic Shiksha Parishad, 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, One central school,
branch of Delhi Public School, 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, the only institute of its kind
in the whole of Uttaranchal and affiliated to National Bal Bhawan. Bal Bhawan has the
facility to train children in the field of Art, Craft, Creative Writing, English Speaking,
Computer Processing, Learn Science while play, Aero modeling, Dance, Music etc. 6.
SECURITY SERVICES: In BHEL, 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, in the township area and in case of emergency situations like
strikes. A separate CISF building is made where training facilities are also there for the
security. 7. SHOPPING CENTRES & PEETH BAZARS: There are various shopping
centers in the township in different sectors, which provide almost everything of daily
requirement. P.C.O.’s and gift centers are also present in these shopping centers .The
shops in these centers are owned or hired by private people and are not bound legally in
any way with BHEL. BHEL has also provided facility of peeth bazaars to the employees
and their families’ four days a week, in which the items can be bought at highly reduced
price. SILB-School of Business Management 61
8. COMMUNITY CENTRES: In the township, there are two community centers. They
are managed by duly elected executive body and financed by grant in aid by BHEL and
monthly contribution of employees. 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. National and international newspapers, magazines and books on specific
subjects are available to the members. (b) Games: Indoor games facilities like chess,
carrom, Table Tennis, Badminton, Bridge etc are provided to the employees and their
children. Regularly sports competitions are also organised, Similarly Outdoor Games &
Sports like Foot ball, Hockey, Basket ball, Volley ball, shooting ball, Cricket and
Athletics are being organised throughout the year by the BHEL Sports Club. (c) Marriage
Halls: Community center halls are available for marriage parties of employees and their
wards. For this, booking of the halls has to be done by the employees in advance. A
nominal charge is taken from them in lieu of availability of this facility. (d) (e) (f) One
Ledo club for organizing parties. Stadium for cultural programs. Facility for training in
computer, typing, stitching, embroidery, toy making, drawing etc. 9. KHEL BHAWAN /
YOGA MANDAL: BHEL has only one Khel Bhawan in sector II, who is well equipped
with all the modern games and sport facilities. The games provided are: (i) Indoor: Table
Tennis, Carom, Squash, Billiards & Snooker, Chess & Badminton etc. (ii) Outdoor:
Cricket, Hockey, Football, Basketball, Volley ball, Kabbadi, Athletics etc. SILB-School
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. The
management of BHEL took a positive step in 1969 and BHEL Sport Club was formed.
The responsibility of sports club is to promote the sports culture among the employees
and their families. The club is organising various coaching camps for children in different
disciplines like Badminton, Table Tennis, Cricket, Swimming, Basket Ball etc. Inter-
group competitions are also help in all the disciplines where teams from different schools
of BHEL Township participate.The events are carried out throughout the year. The aim
of the club is to generate the interest of the employees and their families in sports. 10.
BANKS AND POST OFFICES: For the convenience of the employees, two counters of
banks one each of State Bank of India and Punjab National Bank are provided inside the
plant. A post-office is also provided inside the plant. A post-office is also provided near
the main gate of the factory. 11. TELECOMMUNICATION CENTER: A
telecommunication center is also made inside the township in order to facilitate the
employees with telecom services. 12. FIRE SERVICES: BHEL, Haridwar has a well-
equipped fire-fighting wing to control fire in emergency. Hydrants in sufficient number
have been installed. Automatic arrangements for fire indications are also made in critical
areas. The periodical drill for firefighting is also arranged inside the plant. 13. SAFETY
IMPLEMENTATION ACTIVITIES: For the implementation of safety rules in the
factory as per Factory act 1948, statutory requirements are fulfilled regularly and
inspected by the government authorities. There are special provisions for fire
extinguishing systems, modern safety guards, and control of crane safety appliances for
protection from dust and fumes and automatic fire alarm systems in accident-prone areas.
Safety committee has been set-up consisting of representatives of workers and
management, which meets once in three months to review the safety aspects of the plant.
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. 14.
GIFTS AND WELFARE SCHEMES FOR EMPLOYEES: These can be summarized as
follows: New Year Gifts : BHEL, Haridwar provides all its employees with New• Year
gifts on every 1’st January. 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. Purchase committee comprises of representatives
from finance, purchase, indenture (welfare) & recognized unions Gift After 10 Years Of
Services :•purchase gift items for New Year. Every employee who completes ten years
of service in BHEL is presented a wristwatch as a momento. Deaf Relief Fund Scheme:
Under the death relief fund scheme, every employee contributes as amount of RS. 1 from
his salary and the total contribution of all the employees goes to the family of the
deceased employee. In case of employee’s death, financial assistance is given for funeral
also. Group Insurance Scheme & Employee Deposit Linked Insurance Scheme: In order
to overcome the financial difficulties by the families of deceased employees, the
management has introduced BHEL group Insurance Scheme w.e.f. 19-03-1975. In
addition to already existing insurance schemes, BHEL started a group saving linked
insurance scheme for its employee’s w.e.f. 25’th April, 1987. In this scheme, workers are
insured for an amount of Rs.10, 000 and 20,000 depending upon their status. SILB-
School of Business Management 64 • • •
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. Family Pension Scheme: This scheme is effective for those employees
who had joined this organization after 1972. However, it is voluntary for employees who
have joined before 1972. This scheme run through Regional Provident Fund
Commissioner & After superannuation, all the has following benefits: In case
of accumulated money is paid along with interest in one time. ELDI is covered
under deceased employee, the widow gets the pension. the Group Insurance Scheme
and Employee Savings Linked Insurance Encashment of Earned Leave and Holidays.
 Scheme. Employee Benefits Medical Attendance Railway Confessional Ticket
facility.  Leaves. Conveyance Retired Employee Contributing Health Scheme.
 Rule. Conveyance reimbursement for reimbursement for executive. ELDI DRF
(Death Relief Fund).  supervisors, non-executive employees. Accident /medical
Insurance Group Insurance Scheme.  Scheme. Schemes. SILB-School of Business
Management 65 Conveyance maintenance Scheme, etc. Loans Compensation. 
&  Vehicle Advance.  Cycle Advance.  Festival Advance.  Advances House
Building Advance. Awards & Cash Award for Incentives Sponsorship Study
Leave.  acquiring higher additional qualification. Plant performance Family
planning incentives.  for higher studies. Participation in Inter Unit Special
incentives and bonus.  payments. Sports. SILB-School of Business Management 66
Research Methodology: Research Methodology is the investigation of specific problem in
detail. At first problem is defined carefully for conducting research. There should be a
good research plan for conducting research. No research can be done without data
collection. After all this analyze is made for Defining the¬ Defining the problem
¬getting solution for problem. Analyze and interpretation¬ Collection of data
¬sampling plan Defining the problem: Defining the research problem is first necessary
step for any research. This work should be done carefully. Here research problem is to
know Quality of Work Life of Employees in BHEL. Sampling Plan: The sampling plan
calls for three decisions. 01. 02. 03. Sample Type: I have opted for Probability
Sampling/Random Sampling. Sampling Unit: I have completed my survey in
HARIDWAR. Sample Size: The selection of 40 respondents was done for the study.
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. b) Behavior of employees with one another. c) Maintenance of discipline by
the employees. SILB-School of Business Management 68
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. Structured
Questionnaire Method: In this a sample of size 40 was taken covering different levels of
organization structure and different departments. Around 30 questionnaires were
distributed among the Workers in the factory premises.10 questionnaires were distributed
to the executive level. Analyze the information: After all interviews and/or observations
have been made, i have tabulated the collected data & developed frequency distributions.
Thus the whole data was grouped aspect wise and was presented in tabular from. Thus,
frequencies & percentages were to render impact of the study. Presentations of findings:
This was the end product of the research process. SILB-School of Business Management
69
Analysis of the response (as received through Questionnaire): Q. No. 1. What do you
particularly like about your job in B.H.E.L? The various reasons given by employees in
reference to the question Nice work culture.• • • • • •“What you particularly like about
BHEL” Quality of work life. Continuous learning. Creativity. Job Security. Independent
working. Q. No.2. I am satisfied with the working conditions provided by the BHEL. A.
Agree 75% B. Disagree 25% 10, 25% Agree Disagree 30, 75% SILB-School of Business
Management 71
Q. No.3. How motivating is the work environment? A. Extremely motivating B. Fairly
motivating C. Demotivating D. Neither motivating nor demotivating 50.0% 37.5% 07.5%
05.0% 25 20 20 15 15 10 5 0 A B C D 3 2 A B C D Q. No.4. Do you find work assigned
to you is interesting? A. Highly interesting B. Rather interesting C. Not much interesting
D. Not at all 56.15% 29.82% 12.28% 1.75% SILB-School of Business Management 72
Q. No .5. 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
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 .6. Are you satisfied
by the direction, guidance and support provided by your superiors? A. Highly satisfied B.
Satisfied C. Dissatisfied D. Highly dissatisfied 86% 10% 3% 1% Q. No .7. How do you
feel about the communication process in B.H.E.L., both horizontals and vertical? A.
Highly satisfied B. Satisfied C. Dissatisfied D. Highly dissatisfied SILB-School of
Business Management 81.62% 7.76% 6.26% 4.34% 74
Q. No .8. Do the other departments in the BHEL cooperate with each other? A. Yes B.
No 80.0% 20.0% 8, 20% Yes No 32, 80% Q. No .9. Do you feel free to offer comments
and suggestions? A.) Yes B.) No 75.0% 25.0% SILB-School of Business Management 75
10, 25% Yes No 30, 75% Q. No .10. How far the promotion policies practiced in your
company are fair? A. Very fair B. Rather fair C. Not that fair D. Not fair at all 86.93%
10.56% 02.30% 00.51% Q. No .11. Are you satisfied with the safety measures being
taken by the Company? A. Highly satisfied B. Satisfied C. Dissatisfied D. Highly
dissatisfied SILB-School of Business Management 98.32% 01.06% 00.62% 00.00% 76
Q. No .12. Are you satisfied with the Quality of work being performed by the staff of
Human Resource? A. Highly satisfied B. Satisfied C. Dissatisfied D. Highly dissatisfied
99% 01% 00% 00% Q. No .13. The job utilizes most of my skills and abilities, A.
Strongly Agree B. Agree C. Disagree D. Strongly Disagree 2, 5% 5, 13% 33% 49% 13%
05% 13, 33% A B C D 20, 49% SILB-School of Business Management 77
Q. No .14. The Welfare activities provided are, A. Excellent B. Good C. Average D. Poor
30.0% 45.0% 17.5% 07.5% Q. No .15. Does the company full fills its social
responsibility towards society? A. Always B. To great extent C. To very little extent D.
Not at all 99% 01% _ _ Q. No .16. There is a balance between stated objectives and
resources provided by the BHEL. A. Strongly agree B. Agree C. Disagree D. Strongly
disagree 20.0% 47.5% 32.5% _ SILB-School of Business Management 78
Q. No .17. Are you satisfied with the Quality of work life in B.H.E.L? A. Highly satisfied
B. Satisfied C. Dissatisfied D. Highly dissatisfied 95.56% 03.01% 01.05% 00.39% Q. No
.18. Any suggestion you would like to give for overall improvement of B.H.E.L. and the
quality in work life? The suggestions To adopt all the• • • • • • • • • • • • •given by the
employees are: manual rules of welfare. To apply the disciplinary action plans for the
appropriate working culture. To arrange the workshop for improving the personality
development of employees. To provide a good field for education and mental
development supporting activities. To provide a wider sphere for renovation like playing
and co-curricular activities. To apply all the psychological norms for the individuals.
Proper recognition of performance. Adoption of latest technologies in all spheres.
Training for all employees on regular basis. Improve canteen facilities. Inculcate
discipline in employees. Must have professional colleges. Should appoint a heart
specialist. SILB-School of Business Management 79
6.1 OBSERVATIOS: Working with this organization gave me my first hand experiences
of¬ Personnel management & its various implications in the real life situations which one
can only see in the corporate world where you The efforts made by¬encounter the
persons. BHEL has a bright future. BHEL, Ranipur to provide a good quality of work
life to the employees are undoubtedly credible. 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
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. Appraisal on basis of the achievement of
the targets by the employees They emphasis on providing¬in the time given to them
through ERP. proper working environment to their employees, so that the employees can
work efficiently & smoothly. SILB-School of Business Management 81
6.2 FINDINGS: The canteen facilities being provided in BHEL are considered to be♦
excellent. The categories of food (Roti-thali, Puri-thali, Packed food etc.), quality of food
and above all their rates are very nominal to the employees. The subsidized rates of tea
and snacks are also quite The employees are very much satisfied with the
township♦attractive. facilities like allotment of residences in the township, round the
clock supply of electricity and water, well-maintained roads, beautiful The transport
facilities provided♦plantations on the roadside etc. to the employees are also satisfactory,
whether it is in the form of local public transport (bus, tempo etc.) or in the form of
transport The recreation facilities in BHEL are sufficient enough to♦allowance.
entertain the employees. The indoor and outdoor games, theaters and various
competitions arranged time to time help the employee to The banks and post♦maintain a
good mental level and creativity. office services are satisfactory and fulfill the basic
requirements of All the employees have harmonious relationship with♦the employees.
their Bosses, Subordinates and Colleagues and efforts to maintain this are constantly
made by all the employees. This is depicted by the responses given by the employees in
the questionnaire. Most of the employees, when any problem occurs concern to their
immediate bosses or The working schedules and the location of the♦superiors. Major
portion of♦office/workplace suit to the employees of the BHEL. the workforce in BHEL
is motivated by Incentives & bonus and the rest by Performance appraisal, Increase in
facilities etc. 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.
6.3 SUGGESTIONS: Some of the suggestions, which if accepted and implemented, 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. These
suggestions are: 1. Organization must enhance work force motivation to improve
productivity. Workers must be encouraged and motivated to develop a customer
satisfaction mind set. 2. At present according to Death Relief Fund Scheme, on the death
of any employee, a contribution of Rs. 5/- each from the whole staff is collected and
given to the family of the demised employee. 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. Rs. 5 Each Rs. 8 Each Rs. 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. 4. Although the medical facilities being provided at BHEL are quite
effective but have one drawback. The numbers of specialist doctors are not adequate.
Also the doctors are not allowed to visit the house of the patients under any
circumstances. Even in the case of emergency the patients have to contact the main
hospital, an ambulance is sent to the patient’s house and the patient is brought to the
hospital for treatment. The doctors should be granted permission for home visit under
emergency conditions such as accidents, heart attacks, and emergency Labour pains etc.
5. The security arrangements should be tightened in the township in order to avoid thefts
and unpleasant offence in the township. SILB-School of Business Management 83
6. 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, nausea etc. 7. The offices of the employees working in the administrative
building should be centrally air conditioned so that they can work in a cool environment.
6.4 CONCLUSION: The improvement in the Quality of Work life has brought about a lot
of Increase in the♦changes. 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. 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. Similarly, the work culture in
BHEL is a composite mix of various cultural, social & ethical ideologies which acts as a
basis and directs the employees to incorporate the feeling of oneness in personnel
objectives with the company’ objective. It seems that a conducive environment is
prevailing in BHEL and a feeling of individual commitment, dedication along with the
sense of responsibility in accomplishing the organizational goal is predominant in
BHEL’s work culture. Thus, 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. SILB-School of Business Management 84
6.5 LIMITATIONS: a) The information provided by the workers is not definitely true. b)
The samples of workers are not representative of the total workforce. c) The workers
hesitate disclosing the true facts in order to secure their job. d) There is no measure to
check out whether the information provided by the Workers is correct or not. e) Limited
money available for project. SILB-School of Business Management 85
BIBLIOGRAPHY: Books: 1. C.B. Mamoria and S.V. Gankar, Personnel Management,
Himalaya Publishing House, 2007, pp. 599-603. 2. K. Aswathappa, Human Resource
Management, Tata McGraw-Hill, 2008, pp. 399-401. 3. L.M Prasad, Organisational
Behaviour, Sultan Chand & Sons, 2008, pp. 225-228. 4. P.Subba Rao, Essentials of
Human Resource Management and Industrial Relations, Himalaya Publishing House,
2007, pp. 657-663. 5. Robbins, Judge & Sanghi, Organizational Behavior, Pearson
Education, 2007, pp. 95103. Sites: 1. http://www.bhel.com/home.php Retrieved
December 20, 2009. 2. http://www.chrmglobal.com/Articles/183/1/Quality-of-Work-
Life.html Retrieved December 20, 2009. 3.
http://www.citehr.com/attachments/46140d1236315310-project-quality-work-life-
newmicrosoft-word-document.doc?date=1236315310 Retrieved December 20, 2009. 4.
http://www.mbajunction.com/career/quality_work_proj.htm Retrieved December 20,
2009. 5. http://www.mbaguys.net/t590/ Retrieved December 20, 2009. 6.
http://profile.iiita.ac.in/pchand_mba05/pom/BHEL.pdf Retrieved December 20, 2009. 7.
http://www.vikalpa.com/pdf/articles/1978/1978_Jul_Sep_167_171.pdf Retrieved
December 20, 2009. SILB-School of Business Management 86
QUESTIONNAIRE ON - QUALITY OF WORK LIFE “Enhancing Productivity through
Employees Satisfaction” Please ‘Tick’ your choice
_______________________________________________________________________
_______ 1. Name (Optional): 2. Age Group (Yrs.): a) Below 30 b) 31-40 3. Category of
Employee: 4. Qualification Group: c) 41-50 c) Artisan d) 51 & Above. a) Executive b)
Supervisor a) I.T.I./High School/Intermediate b) Diploma/B.A./B.Sc. c)
B.Tech/MBA/MSc/MCA
_______________________________________________________________________
_______ Q. No. 1. What do you particularly like about your job in B.H.E.L?
_______________________________________________________________________
_______
_______________________________________________________________________
_______
_______________________________________________________________________
_________________________________ Q. No.2. I am satisfied with the working
conditions provided by the BHEL. A.) Agree B.) Disagree SILB-School of Business
Management 87
Q. No.3. How motivating is the work environment? A.) Extremely motivating C.)
Demotivating B.) Fairly motivating D.) Neither motivating nor demotivating Q. No.4. Do
you find work assigned to you is interesting? A.) Highly interesting C.) Not much
interesting B.) Rather interesting D.) Not at all Q. No .5. 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. No .6. Are you satisfied by the direction, guidance and support provided by
your superiors? A.) Highly satisfied C.) Dissatisfied B.) Satisfied D.) Highly dissatisfied
Q. No .7. How do you feel about the communication process in B.H.E.L., both
horizontals and vertical? A.) Highly satisfied C.) Dissatisfied B.) Satisfied D.) Highly
dissatisfied Q. No .8. Do the other departments in the BHEL cooperate with each other?
A.) Yes B.) No Q. No .9. Do you feel free to offer comments and suggestions? Yes No Q.
No .10. How far the promotion policies practiced in your company are fair? A.) Very fair
C.) Not that fair B.) Rather fair D.) Not fair at all Q. No .11. Are you satisfied with the
safety measures being taken by the Company? A.) Highly satisfied C.) Dissatisfied B.)
Satisfied D.) Highly dissatisfied Q. No .12. Are you satisfied with the Quality of work
being performed by the staff of Human Resource? A.) Highly satisfied C.) Dissatisfied
B.) Satisfied D.) Highly dissatisfied Q. No .13. The job utilizes most of my skills and
abilities, Strongly Agree Disagree SILB-School of Business Management Agree Strongly
Disagree 89
Q. No .14. The Welfare activities provided are, Excellent Average Good Poor Q. No .15.
Does the company full fills its social responsibility towards society? A.) Always C.) To
very little extent B.) To great extent D.) Not at all Q. No .16. There is a balance between
stated objectives and resources provided by the BHEL. A.) Strongly agree C.) Disagree
B.) Agree D.) Strongly disagree Q. No .17. Are you satisfied with the Quality of work
life in B.H.E.L? A.) Highly satisfied C.) Dissatisfied B.) Satisfied D.) Highly dissatisfied
Q. No .18. Any suggestion you would like to give for overall improvement of B.H.E.L.
and the quality in work life?
_______________________________________________________________________
_______
_______________________________________________________________________
_______
_______________________________________________________________________
_________________________

Quality of Work Life

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Quality of Work Life

Uploaded by

Copyright:

Available Formats

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

You might also like