A STUDY ON JOB SATISFACTION OF EMPLOYEES OF BHARAT HEAVY ELECTRICALS LTD., RANIPET.

PROJECT REPORT Submitted to the SCHOOL OF MANAGEMENT In the partial fulfillment of the requirements for the award of the degree of MASTER OF BUSINESS ADMINISTRATION Submitted by LAKSHMI PRIYA T.S.

3510910377
Under the guidance of

Mr. CHANDRAN S,Asst. Professor

SRM SCHOOL OF MANAGEMENT SRM UNIVERSITY KATTANKULATHUR 603 203 MAY 2010

BONAFIDE CERTIFICATE

Certified

that

this

project

report

titled

STUDY

ON

THE

JOB

SATISFACTION TOWARDS BHARAT HEAVY ELECTRICALS LTD.,RANIPET. , is the Bonafide work of Ms. LAKSHMI PRIYA T.S.,
3510910377, who carried out the study under my supervision. Certified further, that to the best of my knowledge the work reported herein does not from part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate. Submitted for the viva-voice examination held on _____________________

__________________________ ________________________ Mr.CHANDRAN S SURESH Asst Professor MBA) (Project Guide) Dr.JAYASHREE (DEAN,

___________________________ External Examiner

ACKNOWLEDGEMENT Internship is an integral part of any Master of Business Administration program and for that purposes I had joined the company Bharat Heavy Electricals Limited, Ranipet . I take the opportunity to express my gratitude to all of them who are in some or other way helped me to accomplish this challenging project in Bharat Heavy Electricals Limited,Ranipet. No amount of written expression is sufficient to show my deepest sense of gratitude to them. Also, I express my gratitude and sincere thanks to our Dean Dr. Jayshree Suresh., for having given us spontaneous and wholehearted encouragement for completing the project successfully. I am very indebted to our Project guide, Department Mr.chandran s(Asst.professor)., for their deluge of ideas, assistance and invaluable support that has provided all through the project. I am very thankful to the External Guides, Mr.M.Sundararaj ,HR Manager and very grateful to Mr.Chandran s (Asst.professor)., Faculty of MBA,SRM University for their everlasting support and guidance on the ground of which I have acquired a new field of knowledge. The course structure created for this curriculum has benefited with the inclusion of recent development in the organizational and managerial aspects. My thanks to all other faculty and non-teaching staff members of our department for their support and also those who helped me to complete this project Lastly, I am thankful to all the members of Bharat Heavy Electricals Limited, Ranipet. which has given me valuable information in the part of my project.

LAKSHMI PRIYA T.S. MBA REGNO: 3510910377

TABLE OF CONTENTS MODULES Declaration Certificate Acknowledgement I Introduction Statement of problem Objectives of the study Limitation of the study Research Methodology Research Design Tools for data collection. List of Chapterisation. 1 2 3 4 5 TITLES PAGE NO.

II

Company Profile Review of Literature Analysis & Interpretation Findings , suggestions & Conclusion Bibliography Questionnaires

12 19 28 64

III IV

LIST OF TABLES Table No

4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 Years of experience Nature of work affects satisfaction level Relationship between productivity & job satisfaction level Good relationship with co -workers Good relationship with management Entertainment program Job satisfaction reduce labour turnover & absenteeism Degree of individual physical and mental health Satisfaction of rules & regulation Factors that dissatisfies a person in his work time Level of job security Satisfied with medical facility Satisfied with transport facility Rest room facility Satisfaction level counted by the company Feel about job satisfaction Satisfaction level Various factors of job satisfaction

Titles

Page No
28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62

LIST OF CHARTS Table No

4.1.1 4.2.2 4.3.3 4.4.4 4.5.5 4.6.6 4.7.7 4.8.8 4.9.9 4.10.10 4.11.11 4.12.12 4.13.13 4.14.14 4.15.15 4.16.16 4.17.17 4.18.18 Years of experience Nature of work affects satisfaction level Relationship between productivity & job satisfaction level Good relationship with co -workers Good relationship with management Entertainment program Job satisfaction reduce labour turnover & absenteeism Degree of individual physical and mental health Satisfaction of rules & regulation Factors that dissatisfies a person in his work time Level of job security Satisfied with medical facility Satisfied with transport facility Rest room facility Satisfaction level counted by the company Feel about job satisfaction Satisfaction level Various factors of job satisfaction

Titles

Page No
29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63

CHAPTER-I

INTRODUCTION

INTRODUCTION
The project work consists of the study of job satisfaction of employees. The study was conducted among the employees of BHARAT HEAVY ELECTRICALS LTD.,RANIPET, SIPCOT, RANIPET. The information was gathered from the

employees by means of questionnaire and the data collected tabulated and analyzed by using statistical tool.Demand for low horse- power factors in the international market has cheered the tractors manufacture. Who are facing a tough situation on the domestic markets. According to industry data, the export market has been seen a substantial growth of 66%, with export volumes growing 10 13,511 units in 2002-2009 from 8,144 units in 200-02. Points out Mr. R. C. Jain, president. Tractor manufactures association (TMA), Currently, export of Indian tractors contributes to8% of the total tractors industry. This is expected to cross the digit mark in the current year. Additionally, some Indian companies such as Mahindra & Mahindra (M & M) are setting up assembly units in high growth markets. M & M incidentally, already operates two assembling plants in the U.S and is learnt to be driving its exports to newer markets including Europe and China. At presents, exports from India are mainly us and SAARC nations .the us alone contributes to over 60% of the total exports in volume terms, 35% exports go to the SAARC countries with the balance going to South East Asia and Africa.

STATEMENT OF PROBLEM
The need for study has been recognized for more than one reason. This is an increase in the number of employees in an organization. We need a direct contract to get their opinion on above titled project. This has given significance to conduct the study. The study has its own significance. Since job satisfaction plays an important and vital role in the companys growth. There is necessity for this study to identify various factors that constitute job satisfaction. Knowing and highlighting various methods to indicate job satisfaction has necessitated the study. Awareness of job satisfaction and its related an advantage of an employees has given significance to this study. Maintaining good relationship with employee and employer in the organization it has necessary for the study. Welfare schemes are implementing in the organization it has necessary for the study. This study helps employees to improve and increase the satisfactory level. This study more importance given to the employees.

OBJECTIVES OF STUDY The study about employees job satisfaction in the organization To analyses the various factors that affected the job satisfaction. To study the types of welfare benefits available to the workers in the organization. To identify the level of satisfaction of workers on the various facilities provided by the company. To suggest ways and means to enhances job satisfaction.

RESEARCH METHODOLOGY
Research design Sample size Sampling procedure : descriptive type : 50 employees : non-probability purpose sampling

DATA SOURCE:
Primary data Secondary data : source of the primary data is the questionnaire used by the researcher : company introduction. Few magazines.

LIMITATION OF THE STUDY

The results of the study depends upon the status of the employees regarding level of management

The result of the study depends upon the information furnished by the employees. Hence the information provided by them is subjected to personal bias.

Only a sample of 50 employees were surveyed

The study was confined to just one branch. So only one branch of company employees were surveyed

The entire employee under the study where only lower level employee and middle level employees.

Literature Review:

RESEARCH METHODOLOGY The purpose of the research methodology is to describe the research procedure. This includes the overall design, the sampling procedure, the data collection method and analysis procedures. This section is important because it is hard to discuss methodology without using technical terms. Yet, most of the reader for the report will not understand the technical language.

RESEARCH DESIGN A research design is the specification of methods and procedures for acquiring the information needed to structure or to solve problem. it is the overall operational pattern of frame work of the project that stipulates procedures. A research design is therefore defined as a plan, structure and strategy of investigation conceived so as to obtain answers to research question and control variances. There are four types of research design they are: 1. Explorative research design 2. Descriptive research design 3. Diagnostic research design 4. Experimental research design 1. Explorative research design: The design of exploratory studies is characterized by a great amount of flexibility and adhoc versatility. By definition, the research is involved in investigation an area or subject in which he is not sufficient knowledgeable to have formulated detailed research question . No clear hypotheses have been developed about the problem. He is seeking information that will enable him to formulate specific research question or to state hypothesis about the problem.

2. Descriptive research design: Descriptive research is contract to explorative research is marked by the prior formulation of specific research question. The problem, perhaps as a result of an exploratory study, before the project is initiated. He should be able to define clearly what he wants to measures and to setup appropriate and specific means for measuring it. 3. Diagnostic research design:

Diagnostic studies determine the frequency with which something occurs or its association with something else. Hence such studies seek to establish relationship between any two or more variable.

4. Experimental research design: In a experimental study, the researcher is expected to created an artificial situation with a view to obtain the relevant data to measure them effectively and accurately. The research design used for the study was descriptive research design. This type of research design is concerned with describing the characteristics of the particular individual or group of a situation. They are concerned with specific prediction with narration of facts and characteristics are of the unit studies.

SAMPLING TECHNIQUES
A sample, as the name implies is a smaller representation of a large whole, instead of studying every case which might logically be included in an investigation. Only a small portion is selected. A sample design is a definite plan for obtaining a sample from a given population. It therefore refers to the techniques or procedure. The researcher would adopt is selecting items for the sample. Sampling design are basically of two types Probability sampling

Non- Probability sampling

Probability sampling: The probability sampling design offers every item of the population equal chance of inclusion in the sample. Procedures of drawing probability sampling are 1. Simple random sampling 2. Systematic random sampling 3. Stratified random sampling

4. Cluster random sampling 5.Multi-stage random sampling

Non probability sampling: The Non probability sampling design refers to the sampling procedure that does not afford any basis estimating the probability that each item in the population was given equal chances to be included in the sampling. Non probability sampling can be drawn by 1. Representative sampling 2. Judgement sampling 3. Purposive sampling 4. Accidental sampling 5.Quote sampling Selection of a sample A sample is a miniature picture or a cross section of an entire group or an aggregate from which a sample from a given population. It refers to the techniques or procedure the research would abopt in selecting item for the sample. Because the population is divided into a number of districts and a district was selected when we represented all the districts. Considering the purpose of the study, information is however collected from some units if the district.

TOOL FOR DATA COLLECTION

The following tools were used for data collection Questionnaire Personal interview

Questionnaire: Structured Questionnaire was selected as the tool for data collection which included a set of various types of questions concerning different aspects of the subjects for the study. Several types of question were included in the questionnaire such as open end questions, dichotomus questions, and multiple choice questions. Personal interview This method was also used to collect data. This had helped to collect valuable information from the company employees. Collection of data All the customers were approached on individually by the research question were asked to the employees and information was collected questions were explained so as to avoid ambiguity. The employees were found to be co-operative.

SOURCES OF DATA COLLECTION

The data used for this study are both primary and secondary data. The source of primary data is the field where researcher had collected a fresh first hand information or data from the employees of BHARAT HEAVY ELECTRICALS LTD., RANIPET.. Secondary data is also known as documentary data. Secondary sources are those which already been passed through statistical process.

SELECTION OF SAMPLE
A sample is miniature picture or a cross section of entire group of an aggregate from which is taken. It is a definite plan for obtaining a sample from a given population. It refers to the techniques or procedure the researcher would adopt in selecting item from the sample. The researcher for the study adopted purposive sample procedure, a noon-probability sample design

ANALYIS
Research design, sample design field works are undertaken solely for the purpose of obtaining data that when tabulated and analyzed, will yield the needed information. Analysis of data is therefore done by the use of statistical distribution construction of diagram and calculating sample measure like percentage, ranking etc., to lead to finding and suggestions. The data has been analyzed by using simple tabulation will percentage calculations. Percentage analysis = (Number of respondents/ Total number of respondents) *100

CHAPTERISATION
CHAPTER I: Blue print of the study conducted in same CHAPTER II: Comprises of the company profile CHAPTER III: Review of literature CHAPTER IV: Detailed analysis and interpretation of the study CHAPTER V: Consist of researchers findings suggestion and conclusion of the study

CHAPTER-II

COMPANY PROFILE

B.H.E.L. A CORPORATE GIANT ******************************

Established in the late 50's BHARAT HEAVY ELECTRICALS LIMITED (BHEL) is a name which is recognized across the industrial world. It is one of the largest engineering and manufacturing enterprises in INDIA and is one of the leading international companies in the power field. BHEL offers a wide spectrum of products and services for core sectors like Power Generation & Transmission, Industrial Transportation, Renewable Energy, Defense etc. Besides supply of non-conventional energy systems. A dynamic 63000 strong team embodies the BHEL philosophy excellence through continuous striving for state of the art technology. With corporate headquarters in NEW DELHI, 14 manufacturing divisions, 4 power sector regional centres, 8 service centres, 15 regional offices and a large number of project sites spread all over India and even abroad, BHEL is India's industrial ambassador to the world with export presence in more than 50 countries. BHEL has had a consistent track record of growth, performance and profitability. The World Bank in its report on the Indian Public Sectors, has described BHEL as one of the most efficient enterprises in the industrial sector, at par with international standards of efficiency". BHEL has acquired ISO 9001 certificate for most of its operations and has taken up Total Quality Management (TQM). All the major units/divisions of BHEL have been upgraded to the latest ISO9001: 2000 version quality standard certification for quality management. All the major units/divisions of BHEL have been awarded ISO-14001 certification for

environmental management systems and OHSAS-18001 certification for occupational health and safety management systems. BHEL occupies an all-important niche as evident by its ranking by CII amongst top eight PSUs based on financial performance. The company received EEPCs Top Export Award for Project Exports for seventeenth year in succession.

2. ORGANISATION STUDY 2.1 BHEL-An Overview

The Heavy Engineering Industry comprise capital goods/machinery and equipment and can be broadly classified into electrical machinery & equipment and non-electrical machinery and equipment segments.

The electrical machinery comprises power generation, transmission and distribution transformers. The non-electrical machinery segment comprises machines and equipment used in various industries like material handling equipment, boilers, transportation equipment, etc. equipment like motors, generators, switchgears and

Heavy Engineering

Electrical machinery And equipment

Non electrical Machinery and Equipments

Classification of Heavy Engineering Industry* *(Source: ICRA information, Guide and Research Service, 2005) The Indian engineering industry, including the transport equipment segment, is estimated around 1.2 trillion. The share of heavy engineering is about 80% of the value while rest is contributed by light engineering sector. Majority of players in the heavy engineering industry have well defined markets catering to specific sector(s) and are technology driven. Turnkey

engineering capacity is also limited to a few domestic entities like BHEL, ABB, L&T and competition in this segment is also limited. The industry follows institutional model for sales and distribution rather than retail model. It leads to emphasis on direct selling methods rather than a geographically penetrative distribution network.

HEAVY ELECTRICAL INDUSTRY

Industrial units manufacturing large plant and machinery required for power generation, transmission, distribution and utilization are covered under the category Heavy Electrical Industry. India is the only developing country besides China which produces a full range of electric power generation and transmission equipment. In fact, the history and growth of Bharat Heavy Electrical Ltd (BHEL), a public sector enterprise under in the country symbolizes the overall growth pattern of heavy electrical industry in the country. BHEL has the unique distinction of being one of the very few companies in the world, manufacturing all major power generating equipment under one roof. The industry has been upgrading the existing technology and is now capable of taking turnkey contracts also for export markets. Among the Third World countries, India is major exporter of heavy and light engineering goods, producing a wide range of items.

The industry has been de-licensed. Foreign collaborations are allowed with 100 percent FDI. The investment in R&D by the electrical industry is amongst the largest in the corporate sector in India. Large electrical equipment used in steel plants, petrochemical complexes and other such heavy industries are also being manufactured in the country.

BHEL ACTIVITY LOCATIONS

14 Manufacturing plants
GOINDWAL CHANDIGARH HARDWAR NEW DELHI JHANSI BHOPAL VADODARA PATNA RUDRAPUR JAGDISHPUR VARANASI KOLKATA

8 Service Centers 18 Regional Operations offices Corporate R&D Division: Hyd. Over 150 project sites Registered Office & Corporate HQ : New Delhi

NAGPUR HYDERABAD BANGALORE CHENNAI RANIPET TIRUCHIRAPALLY

Corp. P&D

 REGIONAL OFFICES (POWER SECTORS)

****************************************** 1. NOIDA (NORTHERN REGION) 2. KOLKATA (EASTERN REGION) 3. NAGPUR (WESTERN REGION) 4. CHENNAI (SOUTHERN REGION)

BUSSINESS OFFICES
********************** 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. BANGALORE VADODRA BHUBANESHWAR MUMBAI KOLKATA CHANDIGARH GUWAHATI JABALPUR JAIPUR LUCKNOW CHENNAI NEW DELHI RAIPUR

14. RANCHI 15. SECUNDRABAD

 MANUFACTURING UNITS
***************************** 1. 2. 3. 4. 5. 6. 7. 8. 9. BANGALORE BHOPAL GOINDWAL HARDWAR HYDERABAD JAGDISHPUR JHANSI RUDRAPUR RANIPET

10. TIRUCHIRAPALLY

SERVICE CENTRES
******************** CHANDIGARH KOLKATA NAGPUR NOIDA PATNA SECUNDERABAD VADODRA VARANASI

LANDMARKS OF BHEL
Aimed at synergizing the strengths of the two Navratnas CPSEs in the power sector, BHEL and NTPC signed a Memorandum of Understanding to form a Joint Venture Company (JVC) on 50:50 equity participation basis to carry Engineering Procurement and Construction (EPC) activities in the power sector. The Honble Prime Minister on 31st August,2007, dedicated to the nation , equipped the country with the highest rating power generating equipment, 1080 MW Nuclear Power Plant (2*540 MW) , manufactured and commissioned by BHEL at Tarapur in Maharashtra. For preparing itself to meet the countrys power capacity addition targets and for providing Power to all by 2012, BHEL has embarked upon a plan of enhancing its manufacturing capacity from 6000 MW to 15000 MW per annum by 2009 with a total investment of Rs. 4800 crore for the Eleventh Five Year Plan. BHEL has achieved 10000 MW power equipment capacities as on 31.12.2007. BHEL has also been awarded the Business Standard Star Public Sector Company Award -2006 for its exceptional high growth performance with across-the-board gains on all parameters in its areas of operation. BHEL employees have won maximum no. of Prime Ministers Shram Awards (2004), the highest honor bestowed on individuals for outstanding contribution towards production and productivity,

technological innovations, cost saving, import substitution and valuable saving of foreign exchange. The Shram Bhushan award for the year has also been won by a BHEL employee. The awards were presented by the Honble Prime Minister on 27th April, 2007. Three National Safety Awards have also been won by BHEL employees for outstanding achievements in terms of the longest accident free period.

MAJOR PLAYERS INDUSRTY

Alstom ABB BHEL General Electric Siemens

IN

HEAVY

ELECTRICAL

EMERGING COMPETITORS
Dang Fang (China) LMZ (Russia) L&T in collaboration with Japan SEPCO (China)

2.2 Profile of the Organization

Name of the organization: Bharat Heavy Electricals Ltd. (BHEL) Major Industry: Electricals Sub-Industry: Miscellaneous Industry Country: India Employees: 46000

Business Description
BHELs principal activities are to manufacture and distribute electrical, electronic, mechanical and nuclear power equipment. The company operates under two segments: Power sector and Industry sector . Power sector includes products and services relating to power generation sets and its auxiliaries. Industry sector includes products and services relating to transportation and transmission, electric machines, industrial sets and DG sets, telecommunications and other industrial products and systems. The plants of the company are located in Ranipat, Goindwal, Jagdishpur, Tiruchy, Rudrapur, Hyderabad, Bangalore and other places.

2.3 Companys history

BHEL is a public sector company engaged in the engineering and manufacturing businesses. The company installed its first plant in the year 1956 at Bhopal. Then in 1960 the company launched another three units at Haridwar, Hyderabad and Thiruchirapalli to accelerate its production level. BHEL is the largest engineering and manufacturing enterprise in India in the energy-related/infrastructure sector, today. BHEL was established more than 40 years ago, ushering in the indigenous Heavy Electrical Equipment industry in India - a dream that has been more than realized with a wellrecognized track record of performance. The company has been earning 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 & Transmission, Industry, Transportation, Telecommunication, Renewable Energy, etc. The wide network of BHEL's 14 manufacturing divisions, four Power Sector regional centres, over 100 project sites, eight service centers and 18 regional offices, enables the Company to promptly serve its customers and provide them with suitable products, systems and services -efficiently and at competitive prices. The high level of quality & 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. BHEL has acquired certifications to Quality Management Systems (ISO 9001), Environmental Management Systems (ISO 14001) and Occupational Health & Safety Management Systems (OHSAS 18001) and is also well on its journey towards Total Quality Management. BHELs manufacturing facilities are comparable with the best in the world with modern design, engineering, material preparation, fabrication, welding, heat treatment, handling, testing and sipping facilities. BHEL has supplied boilers and auxiliaries accounting for nearly 70% of total installed thermal power generation capacity in India. BHEL utility boilers account for over 65% of the total installed thermal power generation capacity in India. The companys inherent potential coupled with the strong performance over the year has resulted in it chosen as one of NAVRATNA PSEs, which are to be supported by the govt. in their endeavor to become future global players. BHEL was incorporated as a govt. owned organization in 1950. After liberalization of Indian economy, the govt. decided to divest a portion of its holding. In 1991-92, it has divested a part of its equity shares to public and financial institutions. At present the govt. of India holds 67.72% in the total equity capital of the company. In a period of about 25 years the BHEL has grown into one of the largest engineering and manufacturing organization in the country. With growing

experience and expertise BHEL now offers a wide spectrum of products and services in the field of power industry. BHEL has Installed equipment for over 90,000 MW of power generation -- for Utilities, Captive and Industrial users. Supplied over 2,25,000 MVA transformer capacity and other equipment operating in Transmission & Distribution network up to 400 kV (AC & DC). Supplied over 25,000 Motors with Drive Control System to Power projects, Petrochemicals, Refineries Steel, Aluminum, Fertilizer, Cement plants, etc. Supplied Traction electrics and AC/DC locos to power over 12,000 kms Railway network Supplied over one million Valves to Power Plants and other Industries The greatest strength of BHEL is its highly skilled and committed 46000 employees. Every employee is given an equal opportunity to develop himself and grow in his career. Continuous training and retraining, career planning, a positive work culture and participative style of management. All these have engendered development of a committed and motivated workforce setting new benchmarks in terms of productivity, quality and responsiveness.

Business Activities

It can be classified as: o Power Sector Generation Transmission o Industries Transportation Telecommunication Renewable o Other Industries o International Operations o Research & Development

Power Sector i. Power Generation Sector

Power generation sector comprises thermal gases hydro and nuclear power plant business. As on 31-03-05 BHEL supplied sets account of nearly 71255 MW or 64% of the total installed capacity of 111151 MW in the country as against nil till 1969-70. The power plant equipment manufactured by BHEL is based on the contemporary technology comparable to the best in the world, and is also internationally competitive.

The company has proven expertise in plant performance improvement through renovation, modernization and upgrading of a variety of power plant equipment, beside specialized know-how of residual life assessment, health diagnostics and life extensions of plants. For preparing itself to meet the countrys power capacity addition targets and for providing Power to all by 2012, BHEL has embarked upon a plan of enhancing its manufacturing capacity from 6000 MW to 15000 MW per annum by 2009 with a total investment of Rs. 4800 crore for the Eleventh Five Year Plan.

ii. Power Transmission

BHEL also supplies a wide range of transmission and systems of up to 400 kV class. These include high voltage power and instrument transformers, shunt and series reactors, 33 kV gas insulated sub-station capacitors, insulators etc. For economic transmission of bulk power over long distances, high voltage direct current systems are supplied. Series and shunt compensation systems, to minimize transmissions losses, have also been supplied.

Industries
i.Transportation

Most of the trains operated by Indian railways including the metros in Calcutta are equipped with BHELs traction electric and traction control equipment. The company supplies electric locomotives to Indian railways and diesel shunting locomotives to various industries. Battery powered road vehicles are also manufactured by the company.

ii.Renewable Energy
Technologies that can be offered by BHEL for exploiting on conventional and renewable source of energy include with energy generators, solar power based water pump, lighting and heating systems. The company manufacture wind electric generator of unit size up to 250 kW for wind forms, to meet the growing demand for harnessing wind energy.

Other Industries
BHEL is a major contributor of equipment and systems to industries such as Cement Sugar Fertilizer Refineries Petrochemicals Steel, Paper, etc. The range of systems and equipments supplied includes captive power plants, high speed industrial drives turbines, industrial boilers and

auxiliaries, waste heat recovery boilers, gas turbines, heat exchangers, electrical machines, pumps, values, seamless steel tubes and process controls. The company has commenced manufacture of large desalination plants to help augment the supply of drinking water to people.

International Operations

BHEL, ranking among the major power plant equipment suppliers in the world, is one of the largest exporters of engineering products & services from India. Over the years, BHEL has established its references in around 60 countries of the world, ranging from the United States in the West to New Zealand in the Far East. BHEL's export range covers individual products to complete Power Stations, Turnkey Contracts for Power Plants, EPC Contracts, HV/EHV Sub-stations, O&M Services for familiar technologies, specialized after-market services like Residual Life Assessment (RLA) studies and Retrofitting, Refurbishing & Overhauling, and supplies to manufacturers & EPC contractors. BHEL has assimilated and updated/adopted the state-of-the-art-technologies in the Power and Industrial equipment sectors acquired from world leaders. BHEL has successfully undertaken turnkey projects on its own and possesses the requisite flexibility to interface and complement international companies for large projects, and has also exhibited adaptability by manufacturing and supplying intermediate products to the design of other manufacturers and original equipment manufacturers (OEMs). The success in the area of rehabilitation and life extension of power projects has

established BHEL as a reliable alternative to the OEMs for such power plants.

Research & Development

To remain competitive and meet customers' expectations, BHEL lays great emphasis on the continuous up gradation of products and related technologies, and development of new products. BHEL's commitment to advancement of technology is reflected in its involvement in the development of futuristic technologies like fuel cells and superconducting generators. BHEL's investment in R&D is amongst the largest in the corporate sector in India. Products developed in-house during the last five years contributed about 7% to the revenues in 2005-06.v

Vision, Mission and Values of BHEL

Motto of the company:

Power to the people

Customer Focus:

A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption on our work. He is the purpose of it. He is not an outsider on our business; he is a part of it. We are doing him a favor by serving him. He is doing us a favor by giving us an opportunity to do so.

Business Policy:
In-line with companys Vision, Mission & Values, we dedicate ourselves to sustained growth with increasing positive economic value addition, and customer focused business leadership and welfare of society.

Quality Policy:
In quest to be world class, BHEL pursues continual improvement in the quality policy of its products, services and performance leading to total customer satisfaction and business growth, through dedication, commitment and team work of all employees.

Energy Management Policy:

BHEL is committed to continuously enhance energy efficiency in all its activities, product and services through the use of energy efficient technologies and prevention of energy wastage, with the full participation of all employees.

Main manufacturing units:

Bangalore (Karnataka)Control Equipment Plant Division

 Bhopal (Madhya Pradesh)- Heavy Electrical Equipment Plant Goindwal (Punjab) Haridwar (Uttarakhand) Jagdishpur (U.P.) Jhansi (U.P.) Ranipet (Tamil Nadu) Rudrapur (Uttarakhand)Industrial Values Plant Heavy Electrical Equipment Plant Central Foundry Forge Plant High Tension Cremica Plant Transformer Plant Boiler Auxiliaries Wind Mills

Tiruchirapalli (Tamil Nadu)-High Pressure Boiler Plant

2.4 Recent Achievements and Milestones

Company's Performance during 2009-10:

Nuclear field:
MoU signed with NPCIL for formation of JV for conventional island of Nuclear Power Projects. Technology tie-ups being explored for 700/1000/1600 MW TG sets through this JV Company. MoU signed with GE-Hitachi for cooperation in nuclear island equipments for Power plants to be set up by NPCIL

Strategic Alliances:
Partnerships forged with NTPC, KEL, HEC and PTC for leveraging equipment sales as well as strengthening the supply chain by developing additional sources for critical inputs

Inorganic Growth:
Acquisition of BHPV as 100% subsidiary. Opportunities being pursued in the areas of Transmission, Transportation, Nuclear and Renewable energy. MoUs signed with GE for Diesel Electric locomotives and manufacture of propulsion systems for these locomotives.

Capacity Expansion:

 Manufacturing capacity expansion from 10,000 MW to 15,000 MW p.a. proceeding apace and further augmentation to 20,000 MW p.a. planned by 2011-12. Foundation stone for a new plant in Tirumayam in Pudukottai district of Tamil Nadu laid for manufacture of boiler components.

Customer Confidence:
Confidence reposed by Private Sector customers; orders worth Rs.13,317 Crore place by Jindal Power, Jaiprakash Power Ventures, GVK Power, Hindalco, HPCL Mittal Energy Ltd., Adani Power, Tatas, ACC, among others. Highest value order of Rs.2,010 Crore received in Industry Sector business segment from Hindalco for 6x150 MW BTG package for Mahan (MP). First ever order for generator transformers for 800 MW sets and also the largest rating to be installed in India for Mundra UMPP, reinforcing technological and market leadership in transformers.

Global Forays:
Physical export orders of Rs.3, 265 Crore up 41% from 22 countries in 5 continents. Forays in new markets Senegal, Rwanda and new market segments in Syria, Tajikistan, Japan and Nigeria.

 Long term business tie-up Six-year Rate Contract for 126 MW rated Gas Turbine Generating Sets from Oman one of its kinds in the world. MoU signed with TGR, Hungary for exploring opportunities for conventional boilers and R&M of boilers in European and CIS countries.

Technology Edge:
BHEL becomes sole supplier in the world for 420 kN/320 kN porcelain insulators for +800kV HVDC transmission lines, following successful testing at STRI, Sweden; first consignment for PGCIL flagged-off. R&D spend at Rs.650 Crore - 40% higher than the previous year; 29% growth in BHELs IPR capital with 202 patents/copyrights filed taking the total number to 857. An understanding has been reached with Sheffield Forge masters International Ltd., UK for technology transfer in the area of Forgings required for advanced class Gas Turbines, Hydro Turbines and Thermal & Nuclear sets up to 1,000 MW rating. MoU for TCA signed with Nuovo Pig none S.p.A Italy for Centrifugal Compressors.

Equipment Performance:

 All 6 thermal power stations awarded with Govt. of Indias Meritorious Productivity Awards are equipped with BHEL equipment, reinforcing the reliability and quality of BHELs equipment. BHEL built sets contributed 73% of the power generated in the country during the year.

Other Initiatives:
HR initiatives - Manpower ramped up by 4,500 persons in 2008-09 as a capability building measure On-line project monitoring system introduced implemented in Dadri and Mejia In a bid to maintain complete transparency in its major contracts and procurement, BHEL adopts Integrity Pact and signs MoU with Transparency International India (TII)

PROJECTS EXECUTED
BHEL synchronized 4,182 MW of power plant equipment during the year comprising Utility & Captive sets. Utility sets totaling to 5,795 MW were put under Commercial Operation.

 The installed capacity of BHEL supplied Utility sets went up to 87,646 MW and BHELs share stands at 64% in the country's total installed capacity of 1, 38,175 MW. BHEL supplied 850 MW of power generating equipment during the year, to customers in several countries including Bangladesh, Iraq, Libya, UAE, Sudan, Indonesia, etc. In addition, three 230 kV substations were commissioned in Bangladesh and Ethiopia, while 27 Transformers totaling to nearly 2,885 MVA were commissioned in Egypt, Bangladesh, Afghanistan and Ethiopia. BHEL reinforced its commitment to providing prompt and efficient customer service aimed at facilitating uninterrupted power supply and keeping power plants in good running condition. During the year, BHEL overhauled 96 thermal utility/captive and 5 hydro sets.

CAPACITY

AUGMENTATION

&

ASSET

MODERNISATION
In order to capitalize on the emerging opportunities in the countrys power capacity addition programmed, it was decided to augment the manufacturing capacity for Power Plant Equipment from 10,000 MW per annum to 15,000 MW per annum. All Schemes for capacity enhancement to 15,000 MW per annum are proceeding apace. BHEL made a capital investment of Rs.1,106 Crore during 2008-09 towards augmentation of manufacturing capacity and facilities in

manufacturing units and for construction equipment at power project sites, as against Rs.726 Crore invested during 2007-08, registering an increase in capital investment of 52%. Focused attention was given on Rebuilding and Retrofitting of existing facilities to enhance their life, accuracy and productivity through an additional investment of over Rs.60 Crore. The foundation stone for a new plant in Tirumayam in Pudukottai district of Tamil Nadu laid for manufacture of boiler components.

HUMAN RESOURCE
An Integrated Human Resource Management System has been introduced companywide. Consequently, the entire organization is now on a common platform with respect to master data of employees. This facilitates access to reports on a real time. In line with changing market requirements, the knowledge and skills of BHEL employees are continuously upgraded. Each employee on an average was exposed to developmental programmers for 16.77 man days during the year. In addition, 989 Customer personnel were trained at various units. Manpower is being ramped up in a commensurate and timely manner and around 4,500 persons were recruited in 2008-09. Industrial Relations continued to remain cordial contributing to production and productivity. Thrust on a participative culture was re-

emphasized through the apex level bipartite forum, Joint Committee. A workshop on Tackling Business Challenges was organized to apprise Joint Committee Members about the challenges being faced by BHEL and the role of the employees in overcoming these challenges. The workshop focused on evolving strategies to meet the challenges and customer commitments.

CORPORATE SOCIAL RESPONSIBILITY

As part of its Corporate Social Responsibility (CSR), during the year, BHEL undertook socio-economic and community development programmes to promote education, improvement of living conditions and hygiene in villages and communities located in the vicinity of its manufacturing plants and project sites spread across the country. BHEL has joined hands with DVC and Coal India to set up an ITI which will provide learning opportunities and fulfill the manpower needs of the power sector. Aimed at providing high quality technical education and to give a fillip to the economic and developmental needs of the region, the Kabiguru Industrial Training Centre is being set up at Bolpur near Shantiniketan in West Bengal. As part of social commitment, 4,139 Act Apprentices were trained in the company.

QUALITY
16 units of BHEL are moving ahead in the CII Exim Award Scheme for business excellence as per the globally recognized model of European Foundation for Quality Management (EFQM). Continuing its winning streak, BHELs units at Bhopal and Jhansi and its Power Sector Northern and Eastern Region construction divisions have won Commendations for Significant Achievements/Strong Commitment to TQM. BHELs Insulator Plant at Jagdishpur bagged the Certificate of Merit commendation as part of the R.K. Bajaj Quality Awards.

Quality Circle teams from BHELs Trichy unit and Electro porcelains Division, Bangalore won the highest Gold Awards at the International Quality Circle Conference (ICQCC-2008) held at Dhaka, Bangladesh.

GREEN INITIATIVES
A MoU has been signed with BEL for formation of a JV to address Solar Photovoltaic business and for setting up manufacturing facility for silicon wafers, solar cells and modules.

 In conformity with its concern for the environment, BHEL has been contributing to the national effort for developing and promoting renewable energy based products on a sustained basis. During the year, 47 Solar PV powered systems (5.94 kWp each) were installed for dispensing petrol at HPCL retail outlets, located all over India. These systems have enabled HPCL to illuminate and run the company-owned and operated petrol pumps smoothly irrespective of Grid power outage.

ACCOLADES
Continuing its tradition of bagging prestigious national/international awards, the organization and its employees won several awards during the year. Notable among these included; for the third consecutive year, BHELs performance was recognized by the prestigious publication Forbes Asia, which featured BHEL in its fourth annual Fabulous 50 list of the best of Asia-Pacific's publicly-traded companies with revenues or market capitalization of at least US$ 5 billion, having highest long-term profitability and sales & earnings growth. Significantly, BHEL is the only Indian PSU to figure on the elite list, since the list was conceived. Prime Ministers Shram Awards, Vishwakarma Rashtriya Awards and National Safety Awards.

 BHEL and its units were awarded 4 ICWAI Awards for Excellence in Cost Management for 2008 the highest among both public and private sector companies. BHEL won EEPC's Top Export Award for the eighteenth year in succession. The company was awarded the 2nd position in the SCOPE Best Enterprise Award for initiatives taken to develop women employees. BHELs Electro porcelains Division, Bangalore received the Greentech Environment Excellence Silver Award 2008. BHEL was awarded the first DSIJ (Dalal Street Investment Journal) Most Investor Friendly PSU Award for 2009. For commendable contribution and achievements over several decades of excellence in the industry, Mr. K. Ravi Kumar, CMD, BHEL, was conferred the ENERTIA Individual Contribution Award in Thermal Power Sector 2008. In recognition of his leadership in the financial field, Mr. C.S. Verma, Director (Finance), BHEL, was conferred the Best Performing CFO Award 2008 in the Capital Goods and Infrastructure sector, by CNBC-TV18. Mr. Verma was also awarded the TOP RANKERS Excellence Award 2007-08 for Best Finance Professional.

2.5 Product Range & Customers of BHEL

Products:
Power Air Preheaters Boilers Control Relay Panels Electrostatic Precipitators Fabric Filters Fans Gas Turbines Hydro Power Plant Piping Systems Pulverizes Pumps Seamless Steel Tubes Soot blowers

 Steam Generators Steam Turbines Steam Turbines Turbo generators

Valves

Industry Capacitors Ceralin Compressors Desalination Plants Diesel Generating Sets Industrial Motors & Alternators Gas Turbines Oil Field Equipment Solar Photovoltaic Power Semiconductor Devices Seamless Steel Tubes Soot blowers Steel Castings & Forgings Steam Generators

 Steam Turbines Turbo generators Valves Transmission Bushings Capacitors Control Relay Panels Dry-type Transformers Energy Meters HVDC Transmission System Insulators

Switchgears

Power Semiconductor Device Power System Studies Control Shunt Reactor Transportation Electric Rolling Stock

Electrics for Rolling Stock Electrics for Urban Transportation System

Non Conventional Energy Source

 Mini/Micro Hydro Sets Solar Lanterns Solar Photovoltaic Solar Water Heating Systems

Wind Electric Generators

R&D Products Fuel Cells Surface Coatings Automated storage & Retrievals Load Sensors

Transparent Conducting Oxide

Customers: DOMESTIC Punjab State Electricity Board (PSEB) UP State Electricity Board (UPPSEB) National Thermal Power Corporation (NTPC) Apollo Tyres (AT) National Hydel Power Corporation (NHPC)

 Andhra Pradesh State Electricity Board (APSEB) West Bengal State Electricity Board (WBSEB) Indian Oil Corporation Ltd. (IOCL) MP State Electricity Board (MPSEB) Orissa State Electricity Board (OSEB) Karnataka State Electricity Board (KSEB) Birla Cement (BC) Birla Tyres (BT) Bokaro Steel Plant (BSP) Grasim Industries Goa Ship Yard (GSY) Haryana State Electricity Board (HSEB) Himachal Pradesh State Electricity Board (HPSEB) Indian Navy (IN) Delhi Vidyut Board DLW, Varanasi Dept. of Atomic Energy Essar Oil Siemens, New Delhi Kirloskar JK Cement Scooter India Ltd. INTERNATIONAL

 M/S Ebara Corporation, Japan M/S Zelco Incorporation, USA Simmco International Siemens, Germany Siemens, Singapore Balaji Project, Iraq KYCR Coil Industries, Bangladesh

2.6 Financial Status

Achieves all-time high Orders Inflow, Turnover, Exports %change(excluding 2007-08 Turnover 21,401 2008-09 27,505 4,530 % change provision revision) 29% 2% 21% (Rs. Crore) Profit Before 4,430 Tax (Rs. Crore) for wage

Net Profit (Rs. 2,859 Crore) Orders Inflow (Rs. Crore) Earnings Share (Rs.) Value Added per 19.07 employee Lakh) Capital Investment (Rs.Crore) (Rs. 726 50,270

3,039 59,687 62.1

6% 19% 6%

25%

Per 58.40

21.24

11%

1,106

52%

FINANCIAL PERFORMANCE
During 2008-09, BHEL recorded the highest-ever turnover of Rs.27, 505 Crore, up by29%, compared to Rs.21, 401 Crore of the previous year. The company's Net Profit (PAT) went up by 6% at Rs.3, 039 Crore against Rs.2, 859 Crore in the previous fiscal. Profit before Tax (PBT) also rose by 2% at Rs.4, 530 Crore, during the year. With this, BHEL maintained its track record of earning profits uninterruptedly since 1971-72. The growth in PBT and PAT after neutralizing the impact of wage revision provision is 21% and 25%, respectively. An interim equity dividend of 90% on the enhanced post-bonus equity capital has already been paid for fiscal 2008-09.

 Earnings Per Share (EPS), during the year, stood at Rs.62.1 an increase of 6% over 2007-08. Economic Value Added (EVA) rose 8% at Rs.1, 955 Crore over that of Rs.1, 810 Crore in 2007-08. Net Asset Value (NAV) per share increased to Rs.263.3, from Rs.220.1 in the previous year, reflecting the intrinsic strength of the company, while Value Added per employee went up to Rs.21.24 lakh from Rs.19.07 lakh in 2007-08. Total export turnover (Physical + Deemed) was also at an all-time high of Rs.8, 406 Crore during the year, accounting for over 31% of the companys turnover during the year. This performance is significant in the backdrop of the subdued economic environment in the country and demand contraction in the industrial segment, adversely affecting the entire manufacturing sector. During the year, provisioning of Rs.1, 728 Crore has been done for the impending wage revision (due w.e.f. 1.1.2007) which has impacted the net profit of the company. The company withstood all these pressures because of its inherent strength and strong fundamentals.

ORDERS INFLOW
Operating in an intensely competitive environment, BHEL obtained a record order inflow of Rs.59, 687 Crore, during the year. Fiscal 200809 has ended with a cumulative order book for execution in 2009-10

and beyond, of Rs.1, 17,000 Crore the highest-ever in physical as well as financial terms. In the Power Sector business segment, BHEL secured orders worth Rs.44, 407 Crore, for 17,020 MW of power plants. Major highlights of the year included the first-ever orders for 800 MW supercritical boilers, 660 MW supercritical turbine generator sets and largest number of orders for 8 sets of 600 MW. In the Industry Sector business segment also, BHEL secured record orders worth Rs.10,254 Crore - a growth of 30% over the previous year, in Captive Power, Transportation, Power Transmission, Oil & Gas and other industrial segments. Transmission Projects group, after its consolidation during 2007-08, has turned around and achieved highest-ever revenue and profits.

2.7 Future Prospects of the Company:

The Power Sector in India continues to exhibit growth momentum. In line with the Capacity and Capability enhancement strategy adopted by the company, BHELs manufacturing capacity expansion from 10,000 MW p.a. to 15,000 MW p.a. is proceeding apace and plans are afoot to hike this further to 20,000 MW by 2011-12. Capability building initiatives being pursued by the company include, forging strategic alliances by way of JVs to leverage equipment sales in the Supercritical technology domain, JVs for technology sourcing, JVs for sourcing critical inputs, equipment, etc. Such

alliances include partnerships with NTPC, NPCIL, TNEB, KPCL, GSECL, KEL, BEL, HEC and PTC. To deal with the competition in the domestic market, BHEL has introduced new ratings of 150 MW, 270 MW, and 525 MW, 600 MW, in the sub-critical segment and 660 MW and 800 MW unit sizes in the supercritical segment. Further, the company is introducing new technologies, like Advanced class Gas Turbines, IGCC, etc., for which orders have already been received. To pursue inorganic growth, tie-ups are being explored in the areas of Transmission with focus on 765 kV and 1200 kV segments; Transportation with focus on IGBT-based propulsion systems, metro coaches, electric locos etc.; Photovoltaic with focus on manufacture of silicon wafers, solar cells, modules and setting up a Greenfield PV project, and in Nuclear with focus on the reactor side, for which cooperation with GE-Hitachi to implement projects being pursued by NPCIL. Bharat Heavy Plate & Vessels (BHPV), engaged in the manufacture of industrial boilers and process equipment, has been acquired as a 100% subsidiary. In order to remain cost competitive and to retain market share , capability-building initiatives, through Design to Cost (DTC), Lean Manufacturing (Lean) and Purchase & Supply Management (PSM) tools have been undertaken for identified products at selected units of BHEL. International business will be further enhanced by focusing on consolidation in existing international markets as well as entering new markets. The company is thus future ready and is on track to

becoming an Rs.45, 000 Crore turnover company by 2011-12 as per the Strategic Plan of the company.

Contribution to Indian Power Sector 290,500

MW

300000 Every 3 out of 4 home in India is 250000 lighted 200000 by BHEL manufactured 150000 equipment. 100000 50000
1300

204,000

135,000

Others

209160 105000 140760

BHEL

1947

2007

2012 2017 (Projected) (Projected)

2.8

Plant

Overview-HEEP,

BHEL,

Haridwar.

BHEL Haridwar

HEEP

CFFP

PCRI

HEEP
Total Area :3500 Acre

 Factory Area Facilities & Machine Tools No of Employee Residential Houses Schools & Colleges Hospital & Dispensaries Dispensaries and 1 Occupational Health Centre Adopted Villages Ladies Welfare Centers Sports Complex Club & Community Centers Barat Ghar

:700 Acre : Above 4000 Nos. :5990 (25-07-2007) : 6186 Nos. :17 + 1 (Bal Bhavan) :180 Bed Hospital, 6

:4 :9 + 1 Charitable Dispensary :2 (Stadium, Khel Bhawan) :4 + 3 (Shivalik Nagar) :2

Organizational chart (HR) of HEEP, BHEL

GM HR

AGM (HR-NEX)

AGM (HR-LLX)

AGM (HRDC)

DGM (TA)

Sr. Mgr (Non Executive Establishment)

SM (IT& sports, Contract Mgmt)

SDGM (TWX)

Mgr (Estate)

DGM (Recruitment)

M (IR)

SDGM (ET, ST, VT)

Mgr (House Allotment)

Mgr (Policy)

M (contract Mgmt)

DGM (ETH, Adm)

Mgr (Horticulture)

M (Rajbhasha)

DM (Employee Development)

MGR (Electrical Maintenance)

DM (Law)

Mgr (Civil Maintenance)

Mgr (Establishment, Terminal Benefits)

Functioning of various cells of Human Resource in BHEL, Haridwar:

Industrial Relation Cell: It maintains records of unions and handles the union disputes through negotiation, conciliation, arbitration through bodies like joint committee, plant council & shop council. Rajbhasha cell: It lays emphasis on promotion of Hindi and sees that in various departments work is done in Hindi language. For this it conducts programmes & meetings of heads of departments where they communicate in Hindi. Welfare Department: It sees the strict compliance with Factory Welfare Act, 1948. There is also representative of welfare department in shop councils. It is the coordinator between welfare of employees, various acts regarding it & the management. It helps in solving disputes & checking of rumors between management and employees. Operation Cell: In these cell personnel records & files are maintained of the non-executives working inside the plant. Canteen: According to the Factory Act, where more than 200 employees are working, it is necessary to provide canteen services.

So, there are canteens inside and outside the plant at suitable locations which provide snacks, tea & various eatables at reasonable prices. Canteens run on tender basis and procurements are also provided. Terminal Benefit Cell: This cell has commenced from Nov. 1997. It provides single window service in clearance of due left in case of resigned, retired or death deceived. General Administration: It keeps records of various functions of personnel department to keep a check & track of things happening. Overall it takes care of general administration of personnel department as a whole. Recruitment & Manpower Planning: This section meets the requirements of staff. Keeps contact with employment agencies & does selection as per the requirement. It keeps into account the organizational policies, union requirements & government influence while recruitment, selection, training, development, utilization, transfer, etc.

DEPARTMENTS
Major departments in HEEP unit of BHEL, Haridwar are as follows: 1. Engineering 2. Engineering and Commercial 3. Personnel and Administration 4. Works Engineering And Services 5. Finance 6. Electric Machine Manufacturing 7. Turbine Manufacturing 8. Fabrication and Welding Technology 9. Quality Management 10.Technology and Tool Room 11.Insulation System and GRI 12.Material Management 13.Defense Project 14.Business Development 15.Productivity and TQM 16.Resource Planning and Technology Development 17.Quality Surveillance 18.Material Planning and Inventory Control 19.Gas Turbine Project 20.Kraft Weak Union Collaboration

21.Vigilance

PLANT PREMISES
Sl. No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Area/Block Block-I Block-II Block-III Block-IV Block-V Block-VI Block-VII Block-VIII Block-IX Services Plant Specifications Electrical Machines Fabrication Block Turbines & Auxiliary Block Feeder Block Fabrication Fabrication Stamping& Dias Manufacturing Wood working Drilling & Welding TPS; PGP Plant; Compressor House; Oxygen Plant; 132 KV substation

11.

Motor Transport

Fleet of vehicles for transport service

12. 13. 14.

Telecommunication Hydro Turbine Lab HRDC

Telephone services Testing of turbine models Training to employees; VTs; Apprentices, etc.

15. 16. 17. 18.

Engineering Computer Centre CPL (Central Plant Lab) CFFP (Central Foundry Forge Plant)

Design & Drawings of all products IT services Testing of component Steel melting shop; Steel Foundry; Services plants, etc.

19.

Occupational Health Centers (At Medical services to employees HEEP & CFFP gate )

2.9 SWOT Analysis of BHEL:

Strengths

Weaknesses

Large HR availability. BHEL has large manufacturing plants. Flexible product mix. Large capital investment.

Overheads are increasing continuously. Govt. contract based products. Strong unionism. Surplus work force.

Opportunities

Threats

Global competitiveness will help in Privatization of the core areas of export. 2.10 Welfare Activities BHEL. in BHEL, Haridwar: Navratna status is helping in more Increased competition by Siemens, autonomous decision ABB, etc. The companys beliefmaking. that no grievance is too small, no employee too Product line diversification. Lesser demand domestically. insignificant and employer-employees no challenge too great had led to the involvement of a Building strong relationships . harmonious Industrial Relation system in the company by the active involvement of all the employees and the trade union. Besides the monetary remunerations to the employees, the company also has various schemes for welfare of the employees providing adequate facilities in the areas of the education, medical, housing, canteens, sports, cultural activities, etc. The companys township at the manufacturing units has schools where most of the children of the employees study. Medical facilities have been provided in the township through full fledged hospitals, clinics and peripheral dispensaries, manned by qualified medical staff.

The company has been encouraging sports & cultural activities for the employees in order to develop a sense of healthy competition and social interaction among the employees. The annual inter-unit sports meet by the rotation in units has heralded an era of social progress in the company. Kala-Milan an annual meet of music, dance and variety of entertainment in which BHEL employees from all the units take part and show their talents. The township also has clubs and community centers which are for the social needs of the employees.

TYPES OF WEFARE SERVICES

On the whole, the welfare activities are basically of three types:

1. Economical services:
These provide some additional economic security over & above wages or salaries such as pension, life insurance, etc. It will reduce the dissatisfaction among employees in the area of economic security. The BHEL also has interest-subsidy scheme for house loans, vehicle loans, etc. This is a provision to raise the standard of living of the employees. Similarly, there are other employee benefits like LTC, Railway Concession Ticket facility, Retired Employees Contributory Health Scheme, Death Relief Fund, etc.

2. Recreational Services:
The employees need a break from their daily routine. Therefore they are provided with many recreational facilities like sports & games. The indoor games like table tennis in the common room, organizing matches between employees, reading rooms, libraries, etc are there for recreation of the employees.

3. Facilitative services:
These are some facilities for the convenience of the employees & better working conditions-

a) Canteen, Rest Rooms and Lunch Rooms:

Unless proper facilities for tea & food, rest rooms, etc are available, the working efficiency of the employees will go down. Hence, almost all the companies today provide canteen services where food & other refreshments can be obtained at fair prices.

b) Housing Facilities:
The first & foremost welfare service provided by BHEL to its employees is the facility of township. The BHEL complex is spread over an area of 5320 acres (Plant-700 acres, Township-1250 acres and Afforestation-1146 acres). The township is having around 6186 Quarters out of which 5248 are regular or permanent and 938 are non-regular. Regular Quarters: Type-I Type-II Type-III Type-IV 172 3590 1034 364

Type-V Type-VI Project House Total: Non-Regular Quarters: Accommodations Supervisor Hostel Workers Hostel HSCL quarters Labor Quarters Consultant Quarters

63 8 (G.Ms and above) 1 (E.D.) 5248 364 56 207 (183 sector 3 + 24 sector 6) 101 106 104 (56 sector 5 + 48 sector 4)

Medical Officers (Type-III) 16

Total:

938

c) Medical Facilities:
One of the major welfare service provided to employees is the medical facility. The complete medical services for a scratch to a major operation is free for the employees, their spouse, dependant parents and children which implies that complete consultation, investigation and other services are totally free of cost. Round the clock emergency is taken care of. Number of Hospitals, beds & Dispensaries: Main Hospital Beds Health Center Dispensaries 1 200 1 9 (1 each in Sector I, II, III, IV, V, VI, HSCL

colony, Main gate (HEEP), Main gate (CFFP)

Manpower: It consists of doctors in almost all specialized branches like medical, surgery, ENT, etc. Doctors Para medical staff Ministerial staff Executives (Dy. Manager Civil-1) (Administrative officer-1) Class IV staff 102 BHEL is spending around 5 crores per annum on medical facilities. 54 123 21 02

d) Washing Facilities:
It is necessary to provide washing facilities which is conveniently accessible to all workers. It should be clean, properly separated and screened for male & female employees.

e) Educational Facilities:
This facility is provided by the organization to the employees for the education of their children. There are many schools within the BHEL campus.

ALLOWANCES i) Compensatory Allowances:

Name of City Mumbai, Delhi, Chennai, Calcutta, Hyderabad, Bangalore & others Bhopal, Allahabad, Lko, Jabalpur, Patna, Baroda & other cities declared By Central Govt. as BI class cities From time to time for the purpose 45% of pay Rate of C.C.A 6% of pay

of C.C.A. Chandigarh, Srinagar, Amritsar, Bhilai & other cities (BI & B2) 35% of pay

ii) Location Allowances:

Non- executive employees up to AVI category working in Haridwar, Jhansi, panipat, Jagdishpur, Rudrapur & Gaindual will be entitled to the payment of this allowance at the rate of 3.5% of basic.

iii) Late Night Snack Allowances:

Employees extending beyond midnight are paid this allowance at the rate of Rs. 15/- per night.

iv) Allowances for nursing staff:

a) Mess Allowances: All Matrons/Astt. Matrons/Sister/Nurses GI/GII are entitled Rs. 50/-. b) Free Unfurnished Accommodation: All Matrons/Asstt. Matrons/Sister/ Nurses Gr. I/ Gr. II in the medical department are entitled for free unfurnished accommodation. c) Free Electricity: All Matrons/Asstt. Matrons/Sisters/Nurses Gr.I/Gr II in the medical department are entitled for free electricity as per the scale givenMatrons/Asstt. Matron Sisters Nurses Gr. I/II upto 20 units per month up to 15 units per month up to 10 units per month

v) Dearness Allowances:
With effect from 01-01-1997, D.A. is granted to compensate the price increase above AICPI 1708, to which the revised salary grades relate. D.A. on HPL: D.A. during half pay leave is to be computed with reference to the basic pay actually drawn.

vi) House Rent Allowances:

Subject to other conditions in the rules, employees who have not been provided accommodation by the company are entitled to HRA at the following w.e.f. 01.01.2000. City/Class of Cities Mumbai, Delhi, Chennai, Calcutta Other A class cities BI and B2 class cities C class/Unclassified Rates of HRA per month 30% of pay 25% of pay 15% of pay 10% of pay

SCHEMES 1. Group Savings Linked Insurance Schemes (GSLIS):

The scheme is applicable to all between the age of 18 & 58 years who are drawing pay in the salary grades of the company in the pay scales of the Govt. / Public Sector undertakings in the case of deputations including companys own trainees but excluding casual / temporary / adhoc, those on daily wages and trainees / apprentices under the apprentices Act, 1961. The

coverage commences from the time of joining service to the end of calendar day of the service.

2. Employees Deposit Linked Insurance Scheme (EDLIS):

This is a group insurance scheme operating with Life Insurance Corporation of India w.e.f. 01.03.90. This scheme is a leer of the statutory EDLI Scheme 1976, applicable to all the provident fund subscribers. It confers a uniform coverage of Rs. 37000/- to all categories of employees of the company.

3. Housing Loan Group Insurance Scheme:

In the event of death of the borrower employee covered under the scheme, the housing loan and interest thereon outstanding on the date of death subject to a max. of Rs. 5.5 lakh will be paid by LIC to BHEL. This in turn will adjust it against HBA and interest there on outstanding on the date of death of employee and will pass on the same to the lending agency in case the loan has been taken from any ending agency.

4. Accident/ Medical insurance policies scheme:

a) Group Personal Accident Insurance Policy: With effect from Feb, 1987, it is being operated at the unit covering all executives from salary grade E4 and above. It is providing maximum coverage of one lakh for injury, disablement or death of a member. b) Overseas Medical Insurance Scheme:

It is in operation with effect from March 1987 on an individual basis to the officers visiting foreign countries in their cynical capacity according to the duration of the visit. c) Individual Personal Accident Insurance Policy: With effect from Sep 1989, it is operative for all categories of employees posted, visiting, passing through areas of Punjab, Assam & Jammu & Kashmir.

5. Death Relief Fund Scheme:

The BHEL employees DRF Scheme gives monetary help to the families of the members who die while in service of the company. Scheme covers all categories of employees who have voluntarily enrolled themselves as members of the scheme. A committee formed by respective unit management administers the scheme. The employees contribute Rs. 100 per member at the death of any constituent member. Death will be notified by the personnel department and the payment will be made within 45 days of the death.

ADVANCES 1. Cycle Advance:

An advance for purpose of cycle is admissible once every five years to all employees other than temporary and casual employees who have completed at least one year of service in the company. The amount of advance will be Rs. 800 or anticipated cost of the cycle whichever less is.

2. House Building Advance and Interest-Subsidy Scheme:

No Company HBA to be sanctioned till further orders from corporate officer. HBA will be granted to company employees on regular establishment with not less than five years of continuous service. HBA shall be admissible for construction, acquisition of a house, ownership of a flat in any place of their choice in India.

3. Vehicle Advance:
An advance for the purchase of motor car, motor cycle/scooter is admissible only to employees who are BHEL provident fund and who have been subscribing to it for at least one year and have been working for at least one year in the company.

4. Festival Advances:
An interest free festival advance is to the extent of 15 days basic pay w.e.f. 11.12.2000. The amount so arrived at will be rounded off to the nearest multiple of 10 and will be recovered in 10 equal monthly installments for this purpose. Temporary employees, casual employees, trainees and apprentices are not entitled to the festival advance.

2.11

Factories Act, 1948:

It is a comprehensive piece of legislation covering all aspects regarding Approval, licensing and registration of factories. Inspecting authority. Health, Safety & Welfare. Working hours, annual leave and penalties.

 Employment of women and young children.

Objectives of Factories Act:

Primarily to protect workers employed in factories against industrial and occupational hazards. To afford protection to human beings from long hours of work. To provide for the prevention of accidents on machines and other equipments. To provide clean sanitary conditions in the factory.

Definition of Factory: (sec 2m)

Whereon 10 or more workers are working or were working on any day of the preceding twelve months, and in any part of which a manufacturing process is being carried on with the aid of power or is ordinarily so carried on; OR Whereon 20 or more workers are working or were working on any day of the preceding twelve months, and in any part of which a manufacturing process is being carried on without the aid of power or is ordinarily so carried on. The term Factory does not include Mines: Indian Mines Act, 1952 Mobile units belonging to armed forces. Hotel and restaurants or food courts.

Provisions regarding the welfare of the workers in Factory Act, 1948:

Washing Facilities -Separate & adequate screened facility for male & female workers -Clean & easily accessible. Facilities for storing & drying clothes Facilities for sitting First aid appliances -boxes must not be less than 1 for 150 workers -Box shall be kept in charge of separate person who has certificate in FA treatment -more than 500 workers shall maintain an ambulance room with qualified nurses & prescribed equipments. Canteen -The expenditure should not be taken into account for fixing the price -compulsory for factories employing more than 250 workers. Shelters, restrooms and Lunch rooms -compulsory for factories having more than 150 workers -lighted, ventilated & maintained Crches -factories where more than 30 woman workers are employed shall provide rooms for the care of their children under the age of 6 -necessary intervals shall be provided to take care of children. Welfare officers

-compulsory for factories having more than 500 employees -duties, qualification, etc. will be prescribed by state govt.

REVIEW OF LITERATURE
INTRODUCTION OF JOB SATISFACTION
Job satisfaction does seem to reduce absence, turnover and perhaps accident rates. Job satisfaction is a pleasure or positive emotional state resulting from the appraisal of ones job experience. A number of factors influence job satisfaction some of the major ones are the work itself, pay promotion supervision, the work group and working condition. There are a number of outcomes of job satisfaction. For eg: Although the relationship with productivity is not clear job satisfaction tends to lead to both turn over and absenteeism while high job satisfaction often results in fewer on-the-job accidents and workers have been found to exhibit desirable prosaically Citizenship behavior and activities considering all the facts. I went to BHARAT HEAVY ELECTRICALS LTD, RANIPET to test the level of job satisfaction among the employees.

DEFINITION: 1. Du Brins has defined job satisfaction in terms of pleasure and contentment when he says that: Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will experience job dissatisfaction 2. The term Job satisfaction was brought to limelight by Hop pock. He reviewed 32 studies on job satisfaction. Conducted prior to 1933. According to Hoppock. Job satisfaction is the combination of psychological, physiological and environmental circumstances that cause a person to truthfully say I am satisfied with my job. This definition points to the factors affecting job satisfaction but does not indicate the nature of job satisfaction. 3. Job satisfaction is in regard to ones feeling or state- of-mind regarding the nature of their work. Job satisfaction can be influenced by a variety of factors. E.g. The quality of ones relationship with their supervisions, the quality of the physical environment in which they work degree of fulfillment in their work. 4. Job satisfaction is a function of or is positively related to the degree to which ones personal needs are fulfilled in job satisfaction 5. Job satisfaction is a function of or is positively relate to the degree to which the characteristics of the job meet approval and the desires of the group to which the individual looks for guidance in evaluation the world and defining social reality.

1. Behling, F., 2008-07-31 "Theory and Empirical Evidences of Employee Welfare" Paper presented at the annual meeting of the American Sociological Association Annual Meeting Publication Type: Conference Paper/Unpublished Manuscript

Abstract: Globalization and neoliberalism fundamentally reconfigured relations between economy, society and state in recent years. Especially for welfare, this increased demands for options to traditional governmental provisions. One possibility is the partial transfer of welfare responsibilities to corporations. Corporate welfare, it will be argued, subsumes and defines such activities which enhance and secure the wellbeing of employees. Wellbeing will be understood as including psychological, sociopsychological, and physiological issues of an employees life. This broad definition, firstly, is possible as corporate welfare situates itself at the margins of economy, state and society. Secondly, it focuses on less welfare recipients than states do and, hence, can provide more individualized benefits. Various propositions with i.e. Corporate Social Responsibility, Decommodification or Managerial Capitalism have been made to explain economic, sometimes non-profit oriented, behavior - but unsatisfactorily in their approach. In this presentation, I briefly outline a theory of corporate welfare and present results from the British Workplace Employee Relations Survey 2004. The simplicity and feasibility of corporate welfare programs will evolve, as non-monetary implementations like honesty or flexible job design are the greatest contributing factors to wellbeing. I will try to assess the possibility of positioning corporate welfare as an option to traditional welfare states. 2. Dickson, Tracey J; Huyton, Jeremy Customer service, employee welfare and snow sports tourism in Australia. Article Type: Research paper

Abstract: Purpose The aim of this paper is to explore the extent to which employee welfare and human resource management impacts on customer services. Design/methodology/approach Data were collected from a number of operational staff of the Mount Kosciusko ski fields in Australia. The staff was selected at random and comprised both permanent local staff and seasonal staff, and completed a self-administered questionnaire. Findings The results highlight the challenging living conditions of many seasonal workers on whom the industry depends and at the organizational level this research demonstrates a need for effective management skills and employment strategies that reflect the needs of seasonal staff. As was shown, there is a relationship between staff satisfaction, camaraderie and customer satisfaction.

Research limitations/implications To better gauge the extent to which this research is applicable to all front line employees this study could be replicated in such locations as islands or isolated resorts with comparisons made with the same labor in established tourism resorts. The limitation of this study would be the specific mountain location in which it was conducted, and the size of the sample.

Practical implications This study clearly identifies an area of human resource management which needs to be considered. When a region relies heavily on seasonal staff their welfare should be of prime consideration,

because disgruntled staff translates directly into disgruntled customers .

3. Mishra, Shobha; Dr Bhagat, Manju Principles for successful implementation of labor welfare activities. Abstract: The success of welfare activities depends on the approach which has been taken into account in providing such activities to the employees. Welfare policy should be guided by idealistic morale and human value. Every effort should be made to give workers/ employees some voice in the choice of welfare activities so long as it does not amount to dictation from workers. There are employers who consider all labor welfare activities as distasteful legal liability. There are workers who look upon welfare activities in terms of their inherent right. Both parties have to accept welfare as activities of mutual concern. Constructive and lasting Progress in the matter of social justice can be achieved only if welfare activities are accepted as essential factors in the progress of the business organization India introduced literal industrial policy which is aimed at stepping up industrial growth promoting modernization and technological up gradation to make industrial competitive in both domestic and global market. In this perspective enterprises have to improve their production and productivity which is possible with the satisfaction of labor.

Even today's scientific development of modern techno- production methods higher productivity depends on workers. If they are rightly directed and

fully used, it would make a great contribution to the prosperity of the enterprise. The high rate of labor absenteeism in Indian industries is indicative of the lack of commitment on the part of the workers. This can be reduced to a great extent by provision of good housing, health and family care canteens, educational and training facilities, provision of welfare activities enables the workers to live a richer and more satisfactory life and contributes to the productivity of labor, efficiency of the enterprise and helps in maintaining industrial peace. Hence steps need to be taken on a larger scale to improve the quality of life of the workers.

CONCEPT OF JOB SATISFACTION Job satisfaction is the end feeling of a person after performing a task job satisfaction is plays vital in the organization for achieving their goals. Job satisfaction of employees is helps to increase the productivity level and making more profit. To the extent that a persons job fulfills his dominant needs and is consistent with his expectations and values. The job will be satisfying. The feeling would be positive or negative depending upon whether need is satisfied or not. Not only satisfied in his job and also satisfied in their needs and values. Employees are motivated by superiors. Job satisfaction is different from motivation and morale. Motivation refers to general attitude towards work by an individual worker. A given individual may be satisfied with a variety of factors like salary, healthcare, canteen facility, co-worker his own contribution.

Satisfaction on the other hand implies a parties emotional state, morale implies a general attitude towards works and work environment. It is a group phenomenon where as job satisfaction is an individual feeling. Job satisfaction may be considered a dimension of moral and a moral could also be a source of satisfaction, Attitudes are predict positions that make the individual behave in a particular way. Job satisfaction on the contrary is the end feeling which may influence subsequent behavior, thus, job satisfaction is an employees general attitude towards the job. According to an example given by Mirza is a foreman working assigned the task to complete a special order? It is appositive job satisfaction to him because he been chosen to complete the task it gives in a special status and feeling that he had been trusted and given a special task. He may also feel happy because he may get extra wages & over time make keep him away from his domestic problems. The same could be the source of his dissatisfaction, if he does not require extra wages and does not mind domestic problems. Each of these variables led to an end state of feeling we call satisfaction. The term attitude, motivation and morale must be clearly defined to understand the job satisfaction.

NEED FOR JOB SATISFACTION: To increase productivity For involvement and participation in decision making To build employee growth and development For personal growth and development For effective to various corporate programmer(training) To avoid absenteeism, employee turnover

MEANING:Job satisfaction is one of the important factors that have drawn attention of managers in the organization as well as academicians. Various studies have been conducted to find out the factors which determine job satisfaction and the way it influences productivity of the organization. Through there is no conclusive evidence that job satisfaction effects productivity directly because productivity depends on so many variables, it is still a prime concern foe managers. Job satisfaction is a set of favorable or unfavorable feelings with which employees view their jobs more specifically the nature of jobs they do, quality of supervision they receive, co-workers pay and perks and promotional arrears. Job satisfaction affects job performance employee turnover and absenteeism. High job satisfaction results into high work performance, less employee turnover and less absenteeism.

MEASURE THE JOB SATISFACTION According to Mirza generally questionnaires are used to measure satisfaction with various aspects of work and the resultant behaviors aspects of work and the resultant behavior of score is called job satisfaction. the intelligence can be measured by job satisfaction questionnaire. Most studies of job satisfaction have been concerned with opertionalising it rather than defining it. According to Locke (1969) such an approach describes that a certain works but tells nothing as to why it works.

This seems to be the case with job satisfaction. Researchers have been found to be interested in choosing the unit of measurement from the several available but little way a define of job satisfaction has been attempted. One would assume that acceptance of a definition of job satisfaction as a precursor for the choice of the unit of measurement. HOPPOCK (1935) measuring the job satisfaction. He developed essentially 4 items, each one with seven alternatives; he gets a score of 100, and 700 if he chooses most satisfied alternative each item. HOPPOCK jakes the average of the four items for developing the satisfaction index Nature of job Type of management Social environment Personal attributes IMPORTANCE OF JOB SATISFACTION 1. Job satisfaction results in happy living 2. Job satisfaction improves the longevity of life 3. Job satisfaction improves the image of the organization 4. individuals become affectionate with the organization 5. Job satisfaction improves the productivity and reduces the absenteeism and labour turnover

WHAT SATISFIES INDIAN EMPLOYEES:In his study on America Hoppock 1935) indentified six factors that contributed to job satisfaction among them, these are as follows.

1. The way individual reacts to unpleasant situations. 2. The facility with which he adjusts himself to others persons. 3. His relatives status in the social and economic group with which he identified himself. 4. The nature of the work in relation to the abilities interest and preparation of the workers. 5. Security 6. Loyalty EFFECTS OF JOB SATISFACTION & IMPROVING JOB SATISFACTION Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals be seen in the context of an physical and mental health Productivity, absenteeism and turnover. Physical and mental health: The degree of job satisfaction affects an individual physical and mental health. Since job satisfaction is a type of mental feeling, its favorableness or unfavorableness affects the individuals psychological which ultimately affects his physical health. Productivity: There are two views about the relationship between job satisfaction and productivity. 1. A happy worker is a productive worker 2. A happy worker is not necessarily a productive worker

The first view establishes a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increase, productivity increase; when job satisfaction decreases, productivity decrease. The basic logic behind this is that a happy worker will put more effects for job satisfaction.

However, this may not be true in all cases, for example, a worker having low expectations from his jobs feel satisfied but he may not put his efforts more vigorously because of his low expectation from the job. Therefore, the view does not explain fully the complex relationship between job satisfaction and productivity. The other view, that is, a satisfied worker is not necessarily a productive worker explain the relationship between job satisfaction and productivity. Various research studies also support this view. This relationship may be explained in terms of the operation of two factors: effect of job performance on satisfaction and organizational expectations from individuals for job performance, 1. Job performance leads to job satisfaction and not the other way round. The basic factor for this phenomenon is the rewards attached with performance. These are two types of rewards-intrinsic and extrinsic. The intrinsic reward steams from the job itself which may be in the form of growth potential, challenging job, etc., the satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is subject to control by management such as salary, bonus, etc. any increase in these factors does not help to increase productivity though these factors increase the job satisfaction. 2. A happy worker does not necessarily contribute to higher productivity because he has to operate under certain technological constraints and, therefore, he cannot go beyond certain output. Further, this constraint affects the managements expectations from the individual in the form of lower output. Thus, the work situation is pegged to minimally acceptable level of performance. It does not mean the job satisfaction has no impact on productivity. A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity.

Absenteeism Absenteeism refers to the frequency of absence of a job holder form the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. If it is the former type of absence which is a matter of

concern. This absence is due to lack of situation from the produces a lack of will to work and alienates a worker from work as far as possible. Thus, job satisfaction is related to absenteeism. Employee turnover: Turnover of employees is the rate at which employees leave the organization with in a given period of time. When an individual feels dissatisfaction in the organization, he tries to overcome this through various ways of defense mechanism. If he is not able to do so, he adopts to leave the organization. Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere. Improving job satisfaction Job satisfaction plays significant role in the organization. Therefore, mangers should take concentrate steps to improve the level of satisfaction. These steps may be in the form of job redesigning to make the job more interesting and challenging, improving quality of work life, linking rewards with performance, and improving overall organizational climate

TYPE OF JOB SATISFACTION SURVEY

Job satisfaction data are collected through surveys these surveys may be conducted by questionnaire or by interview techniques and can classified in three categories according to the forms of question asked, Objectives surveys

Descriptive surveys Projective surveys

Objectives surveys: In an objective type surveys a questionnaire is prepared with questionnaire is prepared with question and their multiple choice answers. The respondents lead all the answer and their multiple choice answers. The respondents lead all the answers may be either marked tick or TRUE and FALSE or written numerical value of the answer given in the space provided. The multiple answers are suggestion by the management or surveyor. Descriptive surveys: Just contrary to objectives surveys, employees are given the opportunity to express their opinion in detail about the questions set the management in descriptive surveys. The questions may pertain to their job or the organization. The question may be directed or undirected. The descriptive survey may be a combination of the two techniques. Projective survey: It is one of the survey techniques for interpreting job satisfaction. These devices are personality probes developed by psychiatrists and psychologists for studying mental health. The projective techniques present and abstraction that is incomplete and meaningless. The employees projects and abstraction that is incomplete and

ADVANTAGES OF JOB SATISFACTION 1. Indication of general level of satisfaction: A study of job satisfaction gives the management an indication of general level of satisfaction among the workers of the company. The study can be made with

reference to a particular subject and a particular or group of employees. In other words, the study tells how employees feel about their job and about the organization what part of their feelings need attention and whose feelings are involved etc., 2. Communication: The various communications is brought on by satisfaction survey. The flow of communication is in all directions that is upwards, downwards, and lateral because such surveys are planned, taken up and discussed. When we encourage the works to explain what their minds, upwards communication may be fruitful. 3. Improved attitudes The attitudes of works are improved through job satisfaction study it acts as a safety value release ones emotions by expressing their emotions during the course of survey on the and it show an expression of management interest in employees welfare which gives employees a better feeling towards management. 4. Determining training needs: It determines the training needs of the employees and the supervisors during the course of survey. It can be well established in what areas, the employees are dissatisfied or not satisfied. 5. Benefits of unions: Generally, executive and union office bears discuss about the various wants of the employees but surveys verify such arguments union rarely oppose the survey results and in most of the cases support them, especially when they know that they will share the results.

ANALYSIS &INTERPRETATION

Table No: 1
Working hours are convenient for me Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL PERCENT 34 32 18 13 3 100

CHART 1
100 80 60 40 20 0 PERCENT strongly agree agree neither agree nor disagree disagree strongly disagree Total

Interpretation:
From the above chart and table it is clearly evident that 34% of the respondents strongly agree that working hours are convenient from them and 32% agree with that and 18% neither agree nor disagree and 13% disagree with the working hours and 3% are strongly against working hours.

Table No: 2
I'm happy with my work place PERCENT 30 39 18 8 5 100

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

Chart 2

100 80 60 40 20 0

Strongly agree Agree neither agree nor disagree Disagree strongly disagree percent Total

Interpretation:
From the above table it is clear that 30% respondents strongly agree and 39% respondents agree that they are happy with their work place only 13% disagreed and 18% have no idea towards their work place.

Table No: 3
I feel i have too much work to do PERCENT 7 9 25 37 22 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

Chart 3
strongly agree Agree neither agree nor disagree Disagree strongly disagree PERCENT Total

100 80 60 40 20 0

Interpretation:
From the above table it is quite clear that the work load is not high, 37% of the respondents disagreed with the question I feel I have too much work and another 22%

strongly disagreed, 18% admits they have too much work and 23% have no idea towards this question.

Table No: 4
Safety measures provided by the company PERCENT 28 31 24 11 6 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

CHART 4
100 80 60 40 20 0 strongly agree Agree neither agree nor disagree Disagree strongly disagree PERCENT Total

Interpretation:

From the above table it is evident that the safety measures provided by the organizations are good as 28 and 31% of the respondents agree with that and only 11& 6% disagreed and 24% neither agreed nor disagreed.

TABLE NO. 5
My relationship with my supervisor is cordial PERCENT 30 41 16 6 7 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

CHART 5
100 80 60 40 20 0 strongly agree Agree neither agree nor disagree Disagree strongly disagree PERCENT Total

Interpretation:
From the above table it is clear that relationship between employees and their supervisors are cordial because 30% of respondents strongly agreed to it and 41% agreed to it and only 13% disagreed and 16% of respondents have neither agreed nor disagreed.

TABLE NO 6
My supervisor is not partial PERCENT 18 30 15 19 18 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

CHART 6
100 80 60 40 20 0 3-D Column 1 Agree neither agree nor disagree Disagree strongly disagree PERCENT Total

Interpretation:
From the above table it is evident that the supervisors are not partial to the employees as 18% strongly agreed and 30% agreed to the question but 19% disagreed and 18% strongly disagreed this level is quite high compared to other questions.

TABLE NO 7
My supervisor considers my idea too while taking decision PERCENT 26 43 26 2 3 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL CHART 7
100 80 60 40 20 0

strongly agree Agree neither agree nor disagree Disagree strongly disagree PERCENT Total

Interpretation:
From the above table it is clear that 26 and 42% of the respondents agree that supervisors consider their employees ideas also and only 5% disagreed and 26% neither agreed nor disagreed.

TABLE NO 8
I'm satisfied with the support from my co-workers

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

PERCENT 21 47 16 9 7 100

CHART 8
100 80 60 40 20 0 PERCENT strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation:
From the above table it is clear that relation with co-workers is quite good as nearly 68% of the respondents agree that they are satisfied with support from co-workers and only 15% disagreed and 16% have no answer to this.

TABLE NO 9
People here have concern from one another and tend to help one another PERCENT 26

strongly agree

Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

41 19 9 5 100

CHART 9
100 80 60 40 20 0 PERCENT strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation:
From the above table it is clear that in this organization people have concern over each other as 26% strongly agreed and 41% agreed and only 14% disagreed and 19% neither agreed nor disagreed.

TABLE NO 10
I'm satisfied with the refreshment facilities PERCENT 26 20 30 15 9

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

TOTAL

100

CHART 10
100 80 60 40 20 0 strongly agree Agree neither agree nor disagree Disagree strongly disagree PERCENT Total

Interpretation:
From the above table it is clear that 26% employees are strongly satisfied with the refreshment facilities offered by the company as 15% of respondents disagreed and 9% strongly disagreed and 30% neither agreed nor disagreed and only 20% agreed.

TABLE NO 11
We are provided with the rest and lunch room and they are good

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

PERCENT 16 34 22 20 8 100

CHART 11

100 80 60 40 20 0 PERCENT

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation:
From the above table it is quite evident that 8% strongly disagreed and 20% of the respondents disagreed and 22% neither agreed nor disagreed and only 50% of the respondents are satisfied with the rest and lunch room provided.

TABLE NO 12
The parking space for our vehicles are satisfactory PERCENT 4 9 24 32 31 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

CHART 12

100 80 60 40 20 0 PERCENT

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation:
From the above table it is clear that respondents are not satisfied with the parking facilities provided by the company as 31% of respondents strongly disagreed and 32% of respondents disagreed and only 13% of respondents are satisfied with the parking facilities and 24% have neither agreed nor disagreed.

Table no 13
I fell I'm paid a fair amount for the work i do strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL PERCENT 15 39 25 13 8 100

Chart 13

100 80 60 40 20 0

strongly agree Agree neither agree nor disagree Disagree strongly disagree percent Total

Interpretation:
From the above table it is evident that the respondents are satisfied with their salary as 39% agree and 15% strongly agree. Only `3% disagree and 8% strongly disagree, 25% neither agree nor disagree.

Table no 14
I'm satisfied with the chances for my promotion

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

PERCENT 27 43 13 9 8 100

Chart 14
100 80 60 40 20 0 strongly agree Agree neither agree nor disagree Disagree strongly disagree percent Total

Interpretation:
From the above table it is quite clear that employees are satisfied with their chances for promotion as 43% agree and 27% strongly agree. Only 9% disagree and 8% strongly disagree, 13% neither agree nor disagree.

Table no 15
I'm satisfied with the allowances provided by the organization strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL PERCENT 19 42 21 11 7 100

Chart 15

100 80 60 40 20 0 Frequency

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation:
From the above table it is clear that the employees are satisfied with the allowances and other benefits provided by the organization as 42% agree and 19% strongly agree. Only 11% disagree and 7% strongly disagree, 21% neither agree nor disagree.

TABLE NO 16
I feel my boss motivate me to achieve the organizational goals PERCENT 11 33 25 22 9 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

CHART 16

100 80 60 40 20 0 PERCE3NT

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation:
From the above table it is evident that employees boss are motivating to achieve organizational goals as 33% agree and 11% strongly agree. 22% disagree this is quite high compared to other factors and 9% strongly disagree and 25% neither agree nor disagree.

TABLE NO 17
My supervisor motivates me to increase my efficiency at times when i'm not

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

PERCENT 18 44 18 13 7 100

CHART 17

100 80 60 40 20 0

strongly agree Agree neither agree nor disagree Disagree strongly disagree PERCENT Total

Interpretation:
From the above table it is evident that employees boss motivates the employee when he is unproductive and help him to be productive as 44% agree and 18% strongly agree. Only 7% strongly disagree and 7% disagree, 18% neither agree nor disagree. .

TABLE NO 18
I feel that my job has little impact on the success of the company strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL PERCENT 35 40 10 9 6 100

Chart 18

100 80 60 40 20 0

strongly agree Agree neither agree nor disagree Disagree strongly disagree PERCENT Total

Interpretation:
From the above chart it is clear that 75% respondents are think that they contribute in the success of a company, 9% respondent disagree from the statement and 6% respondent strongly disagree from the question.

Table no 19
Overall I'm satisfied with my job PERCENT 28 35 20 12 5 100

strongly agree Agree Neither agree nor disagree Disagree Strongly disagree TOTAL

Chart 19

100 80 60 40 20 0 percent

strongly agree Agree neither agree nor disagree Disagree strongly disagree Total

Interpretation:
From the above table it is evident that Overall satisfactions of the respondents are good as 35% agree and 28% strongly agree. Only 5% strongly disagree and 12% disagree and 20% neither agree nor disagree.

CHAPTER-V

FINDING, SUGGESTION & CONCLUSION

FINDINGS 1. 40% of the employees are from 4 years and above category, 34% of the are from below 1 year.26% of employee are from 1-3 year of experience. 2. 50% of the employees feel that nature of work affects job

3. 56% of the employees agree with relationship between productivity & job satisfaction. 4. 82% of employees have good relationship with co- workers 5. 92 % of employees have good relationship with management 6. 100 % of employee agrees that they have entertainment program 7. 74 % of employee agree that job satisfaction reduce labour turnover & absenteeism 8. 90 % of employees agree that the degree of job satisfaction affects an individual physical & mental health. 9. 50 % of employees are satisfied and 50% of them are not satisfied with the rules regulation. 10. 46% of employees are less productive, 34% of them are routine work, and 20% of them are tiredness which makes them dissatisfied during work time. 11. Most of the employees are less satisfied with level of job security 12. 90 % of employees are satisfied with medical facility. 13. 13 .100 % of employees are satisfied with the transport facility. 14. Most of the employees are not satisfied with the availability of rest room facility. 15. 40 % of employees said Feedback should be counter by the company to know the satisfaction level. 16. 50 % of employees are production of quality work which makes them satisfied 17. 40 % of the employees are healthy interaction to be added to their job satisfaction. 18. 70 % of the employees are considering salary as factor for job satisfaction.

. .

SUGGESTIONS:
The various factors of job satisfaction could be studied in depth to increase productivity and efficiency. Maintaining good relationship between employees and management is essential for job satisfaction. Rules & regulation of the company can be changed in order to satisfy employees The company should provide job security for employees to increase the rate of satisfaction Rest room facility can be provided to employees Performance appraisal and individual attention should be measured to improve job satisfaction. Monetary benefits should be improved

CONCLUSION
I had enjoyed the opportunities given to me for taken up a job satisfaction of employees. BHARAT HEAVY ELECTRICALS LTD., is a large company and it has many (division) in Italy, Germany and Poland) BHEL is a government undertaking company and has number of major subsystem on improvement towards satisfaction of employees. I strongly feel and hope that suggestion given as outcome of the study may be used for further improving the level of job satisfaction of employees. There is a no end for reviews and improvement this study has its specific limitation and hence the results.

BIBLIOGRAPHY
Books:1. Human resources management -By Mr.Milkovich / Bordreau 2. Personnel management 7 industrial relation -By Mr.P.C.Tripati 3. Personal management -By Mr. C. B. Mamoria 4. Principles and practice of management -By Mr. L. M. Prasad 5. Research methodology, methods & techniques -By Mr. C. R. Kothori Published by Wishwa Prakashan.

Websites: www.bhel.com www.bhelhwr.com www.google.com

Questionnaire
A study on Job Satisfaction of Employees in BHEL 1. Name: 2. Age: 3. Gender: Male Female 4. Designation.. Ques1- Working hours are convenient for me1 strongly agree 2 agree 3 neither agree nor disagree 4 disagree 5 strongly disagree Ques2- I am happy with my work place1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques3- I feel I have too much work to do1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques4- Safety measures provided by the company are good1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques5- My relationship with my supervisor is cordial1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques6- My supervisor is not partial1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques7- My supervisor consider my ideas while taking decision1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques8- I am satisfied with the support from my coworkers1. strongly agree 2. Agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques9- People here have concern from one another and tend to help1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques10- I am satisfied with the refreshment facility1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques11- We are provided with the rest and lunch room and they are good1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques12- The parking spaces for vehicles are satisfactory1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques13- I feel I am paid a fair amount for the work I do1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques14- I am satisfied with the chances for my promotion1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques15- I am satisfied with the allowances provided by the organization1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques16- I feel my boss motivate me to achieve the organizational goals1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree

Ques17- My supervisor motivate me to increase my efficiency at a time when I am not1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques18- I feel my job little impact on the success of the company1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree Ques19- Overall I am satisfied with my present job1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree