Summer Training Project Report on ³EMPLOYEE MOTIVATION OF BHEL EMPLOYEES" AT BHEL (HARDWAR)
Submitted in Partial Fulfillment of the requirement for the award of the degree of MASTER OF BUSINESS ADMINISTRATION (2008-2010)
Project Supervisor:
---------------------
Submitted By:
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Mr .DEVENDRA PANT
DEEPAK GUPTA SDGM
ROORKEE INSTITUTE OF TECHNOLOGY ROORKEE (U.K)
Ist Year
ACKNOWLEDGEMENT A journey is easier when you travel together. Interdependence is certainly more valuable than independence. This report is the result and supported by many people. It is a pleasant aspect that I have now the opportunity to express my gratitude for all of them. I would also express my gratitude towards my respective project in charge, Mr. Devender Pant ,SDGM,HRDC and Mr. B.C SHARMA CO-COORDINATOR,VOCATIONAL TRAINING who overlooked and tolerated
my mistakes and guided me to the path of success. I will remain thankful to him for being so generous in providing his valuable and timely guidance to me in completing this project. It is a great pleasure to bring this acknowledgement to express my deepest sense of gratitude to Mrs. SWATI MISHRA , for her valuable support and guidance that geared the work into a proper channel which is demanded. The knowledge offered was from the repository of her vast experience. She gave me much needed valuable advice, positive criticism, suggestions and constant encouragement through discussions. It is a great privilege and matter matter of honour for me to complete this project on ³EMPLOYEE MOTIVATION OF BHEL EMPLOYEES" under the able guidance of Mr. Devendra Pant.
He not only paved paved the way for adoption of basic philosophy behind this project, but also provided immense encouragement and help to me in sorting out all type of problems. He has been a continuous continuous source of inspiration for me me during my project work. Last but certainly not the least, I am grateful to my Parents for their constant support and encouragement.
DEEPAK GUPTA
ACKNOWLEDGEMENT A journey is easier when you travel together. Interdependence is certainly more valuable than independence. This report is the result and supported by many people. It is a pleasant aspect that I have now the opportunity to express my gratitude for all of them. I would also express my gratitude towards my respective project in charge, Mr. Devender Pant ,SDGM,HRDC and Mr. B.C SHARMA CO-COORDINATOR,VOCATIONAL TRAINING who overlooked and tolerated
my mistakes and guided me to the path of success. I will remain thankful to him for being so generous in providing his valuable and timely guidance to me in completing this project. It is a great pleasure to bring this acknowledgement to express my deepest sense of gratitude to Mrs. SWATI MISHRA , for her valuable support and guidance that geared the work into a proper channel which is demanded. The knowledge offered was from the repository of her vast experience. She gave me much needed valuable advice, positive criticism, suggestions and constant encouragement through discussions. It is a great privilege and matter matter of honour for me to complete this project on ³EMPLOYEE MOTIVATION OF BHEL EMPLOYEES" under the able guidance of Mr. Devendra Pant.
He not only paved paved the way for adoption of basic philosophy behind this project, but also provided immense encouragement and help to me in sorting out all type of problems. He has been a continuous continuous source of inspiration for me me during my project work. Last but certainly not the least, I am grateful to my Parents for their constant support and encouragement.
DEEPAK GUPTA
EXECUTIVE SUMMARY SUMMARY Employee Motivation is the end feeling of a person after performing a task to the extent that a person¶s job fulfills his dominant do minant 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. The present study on Employee Motivation Motivatio n in BHEL is based on the basis of information gathered from BHEL, Hardwar. Both open and closed ended questionnaire was framed to know the views of e mployee about Employee motivation adopted by BHEL. A experience survey of 60 employees was done ,to meet my objective in different blocks of BHEL, Hardwar.
OBJECTIVES OF THE STUDY
To study about Employee Motivation of BHEL employees. To understand and observe the practical work in such a giant organization , BHEL and to collect secondary data about BHEL
CONTENTS CHAPTER-1 ~ COMPANY PROFILE 1.1 Introduction to BHEL 1.2 Present position of BHEL 1.3 Future of BHEL 1.4 Overview of BHEL Hardwar 1.4.1 Establishment & development stage 1.4.2 Heavy Electricals Equipment Plant (HEEP) 1.4.3 Central Foundary Forge Plant (CFFP) 1.4.4 Human Resource 1.4.5 PCRI 1.5 Departments 1.6 Accomplishments 1.7 Policy and Strategy 1.8 Functioning of Various cells of human resource 1.9 SWOT Analysis for BHEL CHAPTER-2 ~ EMPLOYEE MOTIVATION 2.1 Introduction to Project 2.1.1 Concept of Employee Motivation 2.2 How to measure Employee Motivation 2.3 Employee Motivation and work behaviour 2.4 Determinants of Employee Motivation 2.4.1 Environmental factors 2.4.2 Personal factors 2.5 Theories of Employee Motivation 2.5.1 Need fulfillment theory
2.5.2 Equity theory 2.5.3 Discrepancy theory 2.5.4 Equity-Discrepancy theory
CHAPTER-3 ~ Research methodology adopted for conducting the survey A) Research Design B) Tools for research C) Sample size CHAPTER-4 ~ Analysis and graphical representation of collected data CHAPTER-5 ~ Findings & Suggestions CHAPTER-6 ~ Bibliography CHAPTER-7 ~ Annexure
TABLES AND FIGURES 1. Accomplishments of BHEL
FIGURES F1. Equity theory of Employee Motivation F2. Discrepancy Approach to Employee Motivation F3. Determinants of Employee Motivation
GRAPHS 1. Employees satisfaction 2. Employee Motivation 3. Job liking 4.Medical facility 5.Housing facility 6. Promotion policy 7. Working Conditions 8. Motivation 9. Relationship with other people 10. Participation in decision-making 11. Career opportunity 12. Educational facility
1.1 INTRODUCTION TO BHEL
BHARAT HEAVY ELECTRICALS LIMITED BHEL - AN OVERVIEW 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 when its first plant was set up in Bhopal ushering in the indigenous Heavy Electrical Equipment industry in India, a dream that has been more than realized with a well-recognized track record of performance. The Company¶s inherent financial strengths can be seen from its net worth, Debt Equity ratio and cash surplus. The Company has a net worth of Rs.60,270 st
Million as on 31 March¶ 2005. The Company¶s cash surplus stood over Rs.32,000 Million st
as on 31 March¶ 2005. The Debt Equity ratio of the Company is at 0.09. It has been earning profits continuously since 1971-72 and achieved a sales turnover of Rs.103,364 Millions with a profit before tax of Rs.15,816 Millions in year 2004-2005. In line with the excellent performance, an all time high dividend of 80% (including 35% interim dividend) for the financial year 2004-05 has been paid.
With this BHEL has mantained its track record of paying dividends uninterruptedly for the last 29 years. Constant increase in Net Asset Value (NAV) per share (Rs.246.24 per share as on 31/3/2005) indicates the intrinsic strength for the Co mpany. At the end of year 2004-05, outstanding orders in hand for execution in future; stand at over Rs.320,000 Million.
BHEL caters to core sectors of the Indian Economy viz., Power Generation &
Transmission, Industry, Transportation, Renewable Energy, etc. The wide network of BHEL 's 14 manufacturing divisions, 4 power sector regional center, 8 service center, 18
regional offices and a large number of Project Sites spread all over India and abroad enables the Company to promptly serve its customers and provide them with suitable products, systems and services - efficiently and at competitive prices.
BHEL has already attained ISO 9000 and all the major units/divisions of BHEL have
been upgraded to the latest ISO-9001: 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.
POWER SECTOR: Generation: Power sector comprises of thermal, nuclear and hydro power plant business. Today BHEL supplied sets account for nearly 6473 MW or 68% of the total installed capacity of 99146MW in company as against nil in 1969-70.
TRANSMISSION : BHEL also provides a wide range of transmission products and system of upto 400KV class. These include high voltage power and distributed transformer, capacitor, insulator etc. for economic transmissions of bulk power over long distances High Voltage Direct Current (HVDC) systems are supplied.
INDUSTRY SECTOR: BHEL is a major contributor of equipment and system to industries like cement, fertilizers, refinery, petrochemical, etc.
TRANSPORTATION: Most of trains operated by Indian Railways including metro in Calcutta, are equipped with BHEL¶s transaction control equipment .
TELECOMMUNICATION: BHEL also cater to Telecommunication sector by way of small, medium and large switching systems.
RENEWABLE ENERGY: Technologies that can be offered by BHEL for its exploiting non-conventional and renewable source of energy include: wind electric generator, solar power based water pumps, lighting and heating systems.
INTERNATIONAL OPERATIONS : BHEL has over the years, established its reference in over 60 countries of world, ranging from United States to New Zealand in the Far East.
CUSTOMERS TO BHEL ARE : NATIONAL~ 1. PUNJAB STATE ELECTRICITY BOARD (PSEB) 2. UTTAR PRADESH STATE ELECTRICITY BOARD (UPSEB) 3. NATIONAL THERMAL POWER CORPORATION (NTPC) 4. APOLLO TYRES 5. BAKCO 6. SAIL 7. BIRLA TYRES& BIRLA CEMENT 8. GRASIM INDUSTRIES 9. IOC 10. ESSAR OIL 11. ONGC
12. LARSEN & TUBRO 13. JK CEMENT 14. KIRLOSKER 15. SIEMENS New Delhi, etc.
INTERNATIONAL ~ 1. M/S ESBARA CORPORATION, JAPAN
2. M/S ZEECO IN CORPORATION, USA 3. SIMMCO INTERNATIONAL 4. SIEMENS, GERMANY 5. SIEMENS, SINGAPUR 6. BIEJI PROJECT, IRAQ 7. LMZ, RUSSIA, etc.
TECHNOLOGICAL UPGRADATION AND 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. The Company has up-graded its products to contemporary levels through continuous in-house efforts as well as through acquisition of new technologies from leading engineering organizations of the world.
HUMAN RESOURCE DEVELOPMENT: The most prized asset of BHEL is 53,800 employees. The HRD in institute and other training institute of the company help in not only keeping their skills updated and finally hones but also add new skills whenever required.
Continuous training and relating to
positive work culture and participative style of management has lead to the development of committed and motivated work force and productivity and quality levels.
BHEL OBJECTIVES
MISSION :To be an Indian multinational Engineering Enterprise Provident Total Business Solutions through Quality Products, System and Services in the fields of energy, Industry, Transportation, Infrastructure and other potential areas.
VISSION: A World-Class Engineering Enterprise Committed to enhancing Stakeholder value.
VALUES:
Zeal to excel and Zest for change.
Integrity and fairness in all matters.
Strict adherence to commitments.
Loyalty and pride in the company.
OBJECTIVES: Growth: To ensure a steady growth in business so as to fulfills National expectations from BHEL and expanded international operations.
Profitability: To provide a reasonable and adequate return on capital employed through
improvement in operational efficiency, cavity, utilization and productivity.
Image: To build up a high degree of customer confidence by sustaining international standard of excellence in product quality, performance and services.
Export :BHEL has exported its products to 60 countries of the world. Profits: The year 2005-06 closed with a profit of 631 crores.The net profit for the year 20052006 as Rs 5110 Million.
Research and development: BHEL has set up a separate research and development division at Hyderabad to concentrate on basic research. This is s upplemented by applied research and development in each of its manufacturing plants.
Different unit of BHEL: Corporate office: BHEL house siri Fort, New Delhi.
Major Units: 1. Heavy Electrical Plant , Piplani Bhopal. 2. High-Pressure Boiler Plant, Tamilnadu. 3. Heavy Electricals Equipment Plant, Hardwar, Uttarakhand. 4. Heavy Power Equipment Plant, Hyderabad, Andhra Pradesh.
Minor Units: 1. Transformer Plant PO-BHEL, Jhansi. 2. Electrical Machine Repair Plant, Mumbai. 3. Insulator Plant Jagdishpur, Distt Sultanpur. 4. Boiler Auxiliaries Plant, Ranipet Tamilnadu. 5. High-Pressure Boiler Plant and Steam less Steel Tube Plant, Triuchirappalli.
1.2 PRESENT POSITION OF BHEL 1. MANUFACTURING UNIT: BHEL has thirteen manufacturing unit at present which are as fo llows:
1. HPP and SSTP
-
Tiruchy
2. BAP
-
Ranipet
3. IVP
-
Goindwal
4. HEP
-
Bhopal
5. TP
-
Jhansi
6. HEEP & CFFP
-
Hardwar
7. HPEP
-
Hyderabad
8. ED,ESD & EPD
-
Bangalore
9. IP
-
Jagdishpur
10. CFP
-
Rudrapur
11. SSCP
-
Gurgaon
12. HERP
-
Varanasi
13. EMRS
-
Mumbai.
The four major are BHEL-Bhopal, BHEL- Hyderabad, BHEL- Tiruchy, BHELHardwar. The corporate office is situated in New Delhi and provides necessary topmanagement leadership, direction strategic planning and operational and management support service. It also coordinates the activities and functions of various manufacturing and services division and numerous other functional and product group. It also looks after long term planning in regard to resource and marketing and also planning for marshalling of human, physical and financial resource.
Few other division like the power sector, industrial system and products regional operational division also have their headquarters and some other department in Delhi. In addition, the Human Resource Development Institute of BHEL is also situated in New Delhi.
2 . PERFORMANCE HIGHLIGHTS 1.Order inflow of Rs. 7188 Cr up by more than 50% of the last year¶s Rs. 4682 Cr. Which
itself was the highest ever achieved by BHEL. 2.BHEL starts the year 2007-08 with a record outstanding order book of over Rs. 10,600 Cr. th
3.100 Electric Locomotive made by BHEL handed over to Indian Railway. 4.BHEL enters into a leasing arrangement for locus for the first time by signing an
agreement with Indian Railways for building and leasing 53 nos. AC/DC Locus of 5000/4600 hp. 5.BHEL built first 250 MW set at Dahanu operating continuously for a record period of
more than 135 days at plant load factor (PLF) of 100% and above. 6.250 Hydro set of BHEL installed at Dhupdal-1. 7.Successfully synchronized and handed over the 30 MV Fr 6 Gas Turbine at Wide Al Jizzi,
Oman. 8.A combined two cylinder HP-IP turbine for 150 MV utility sets which will substantially
lower and manufacturing cycle time besides being more efficient component then the existing 3 cylinder turbine has been developed. 9.Dr. N.C. Trehan, an environment scientist with BHEL was awarded the Dr. Meghanand
Saha Award instituted by Department of Science and
Technology.
FUTURE OF BHEL (VISION ) The top management of the company carried out a ³BHEL Vision ´ exercise to define broad contours of the organization in the year 2007-08. This resulted in laying down a new vision for the company which envisages BHEL becoming a world class innovative, competitive and profitable engineering enterprise providing total business solutions. This is supported by a mission and a set of value that would drive the organization behaviour. An organization wide communication exercise was also carried out to widely disseminated the outcome of the vision 2007 exercise. While the exercise reiterated the need for continued focus on BHEL core business of power sector, it also identified the company to become a leading Indian Engineering Enterprise with presence in the area of energy, transportation, industry, infrastructure and other allied areas. As a part of this exercise certain new business areas were also identified viz. Power Generation, Energy Management, Coal Washiers, Material handling including ports, Piping including ash and handling, transportation diesel engines, New defense products etc. For detailed examination Specific task force were forms to carry out a business attractiveness assessment. These task force have submitted their report/recommendations and in certain areas necessary work is being taken-up.
VISION A world class, innovative, competitive and profitable engineering enterprise providing total business solutions.
OVERVIEW OF BHEL HARDWAR
Two manufacturing plant of BHEL are situated at Ranipur near Hardwar. On the northern side is the Heavy Electrical Equipment Plant (HEEP), set up originally with Soviet Collaboration. The plant went into production in 1967 and is engaged in the manufacture of power generation and utilization equipment. Located in the south of HEEP is the Central Foundry Forge Plant (CFFP), set up with French Collaboration for the production of alloy steel casting and forgings required to complete the production profile of BHEL.
A pollution control Research Institute has also set up with in the BHEL campus at Ranipur to provide services to Government and private agencies to control industrial pollution with respect to air, water and noise and solid waste.
ESTABLISHMENT AND DEVELOPMENT STAGES 1. Established in 1960s under the Indo Soviet Agreement of 1959 and 1960 in the area of Scientific, Technical, and Industrial I ndustrial Cooperation.
2. DPR-prepared in 1963-64, construction started from Oct.1963.
3. Initial production of Electric Motors Started from January 1967.
4. Major construction/ erection/ commissioning completed by 1971-72. As per original DPR scope.
5. Stamping unit added later during 1968-1972.
6. Annual manufacturing capacity for thermal manufacturing capacity for thermal sets was expended from 1500 MW under LSTG project during 1979-85.
7. Motor manufacturing technology updated with Siemens collaboration during 1984-87.
8. Facilities being modernized continually through Replacement Reconditioningretrofitting, Technological/operation balancing.
HEAVY ELECTRICALS EQUIPMENT PLANT (HEEP): Heavy Electrical Equipment Plant commenced manufacture of thermal sets originally with Soviet know how in 1967. After initial manufacture of 100MW sets, HEEP went into production of 200/210 MW sets. Keeping in view the increasing power demand and changing technology, BHEL entered into an agreement in 1967 with Kraft Work Union of Germany for production of thermal sets of 200/210 MW to 1000 MW. HEEP has manufactured, till September 1993, 106 thermal sets of 200/201 MW, six sets of 235 MW for nuclear power stations and 13 sets of 500 MW capacity each. The design work has also been started at HEEP for development and manufacture of 800 MW sets in near future. More than 40 percent of the country¶s electrical energy is generated from the power equipment supplied by BHEL, Hardwar. The present product profile of HEEP is: Product
Thermal Sets
Range
Steam turbines and turbo generator of unit size upto 1000MW.
Hydro Sets
Turbines and matching generators of various ratings with a max runner dia of 6600 mm.
Gas Turbines
60 MW, 150 MW and 200 MW ISO ratings.
Combined cycle power with steam turbines upto 30 MW plant. p lant. Electrical machines
Medium and large size AC/DC electrical machine of various capacities upto 20000 KW.
Apparatus & control gears
Complete sets to match the above products.
Medical equipment
4-6 MEV Linac accelerator machine for treatment of cancer.
Light aircraft
Two seater Swati Light Aircraft for a wide range of applications.
HEEP (Hardwar) has exported its products to Iran, Russia and Germany. The products exported include condensers for 800 MW thermal sets, turbin turbinee rotors, artists art ists wheel blades, gas turbine combustion chambers haulage winches and electrical machines. HEEP went in a capital investment of 377.75 Crores as on 31.03.1998, generating a turnover of 779.46 Crores. The manpower division at HEEP stands as: Executives
1453
Supervisors
1530
Others including workers & Supporting Staff
6250 -----------
TOTAL
9233 -----------
HEEP over the years, has acquired the competence to manufacture higher size thermal sets by optimizing the utilization of existing capacities, modernization of machine tools and installation of CNC machines facilities at BHEL, Hardwar which today match with any international standards
3. CENTRAL FOUNDARY FORGE PLANT (CFFP): To Central Foundry Forge Plant was set up at Hardwar with French Collaboration. The construction started in 1974 and production was commenced in 1976. This plant has an in- built high degree of sophistication normally associated with much larger plants and has successfully developed various intricate casting and forgings, which were hitherto imported. CFFP has successfully manufactured various type of steel etc. as per Indian and International Standards.
CFFP has been supplying sophisticated castings used in power sector e.g. steam turbine castings, turbo generator press ring, hydro turbine Kaplan blades and Francis Runners, compressor castings etc.The castings have also been manufactured for defence, nuclear, chemical and steel sector.
Indian Boiler Board has recognized CFFP as a well-known steel maker and Foundry & Forge master. The American Bureau of Shipping has approved CFFP for the manufacture of casting and forgings for Ship Building Industry. CFFP has the credential of exporting motor frame and steam turbine castings and forgings to USSR and Germany.
The present product profile of CFFP:
Special steel castings like steam chest, Cylinders, stray rings, runner blades etc.
6000 tonnes.
Special steel forgings like steam turbine Rotors, rotor discs hydro turbine shaft, Couplings etc.
3250 tonnes.
Special steam blooms
4000 tonnes.
A capital investment of 108.75 crores generating a turnover of 113 crores went in CFFP as on 31.03.1998. The manpower division at CFFP stands as:
Executives
203
Supervisors
164
Others including workers & Supporting Staff
1256 -----------
TOTAL
1623 -----------
The ISO 9000 certificates provide Bureau veritas Quality International have been accorded to the two plants.
HUMAN RESOURCE: The Hardwar division comprising both the plants, employees nearly 11,000 persons, of which about 9000 are skilled and semi-skilled workers. Hardwar Division has not only provided direct employment to thousands of person but has also been instrumental in the established of nearly 30 ancillaries, which also provide employment to over 1500 persons. The BHEL Hardwar, lays emphasis on innovative and modern concepts of management of human resources.
PCRI: A Pollution Control and Research Institute (PCRI) has also been setup at Hardwar with UNDP assistance to develop new technologies for prevention of air, water, noise, and solid wastes pollution. The Institute has already conducted a number of studies on the effect of emission of industrial pollutants in and around the industries and thermal power stations. The Institute is rendering constancy services to a large number of Government and private organizations.
DEPARTMENTS HEEP unit of BHEL is headed by Executive Director Mr. H.W. Bhatnagar. Under the Executive Director there are twelve General Managers who are heads of different department but major department is HEEP, Hardwar are twenty one and few are headed by additional GM¶s and Sr. Deputy Gr. Mr. These are as follows:
1. Engineering.
2. Engineering and Commercial.
3. Personal and Administration.
4. Work 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.
ACCOMPLISHMENTS 1.
1993
Accrediation of ISO:9001 Quality System.
2.
1997
BHEL, One of the 9 PSUs, declared ³Navratna´ by Govt. of India.
3.
1997
National Productivity Award for HEEP by the President of India.
4.
1998
Certificate of merit by National Productivity council for outstanding performance second consecutive year.
5.
1998
Accrediation of U Stamp.
6.
1999
Accrediation of R Stamp from National Board of Boiler and Pressure Vessel Inspector, USA.
7.
1999
AD-Merkblatt HPO re-certification by RWTUV for gas turbine combustion chambers.
8.
1999
INSAAN Award for excellence in suggestion for 9
th
consecutive year. 9.
2000
Accrediation of ISO:14001 environmental management systems.
10.
2001
INSAAN Award for excellence in suggestion for 11
th
consecutive year. 11.
2001
³Indo-German Greentech Environment Excellence Award´ for the year 2000-2001 in Power Equipment Sector.
12.
2002
Accrediation of ISO:9000-2K.
13.
2002
³Rajiv Gandhi Memorial National Gold Award for Excellence Pollution Control´ implementation for the year 2001-2002 in Power Sector.
14.
2002
Accrediation of OHSAS-18001.
POLICY & STRATEGY QUALITY POLICY: In its quest to be world class BHEL, pursue continual improvement in the quality of its products, services and performance leading to customers, satisfaction and business growth through dedication, commitment and team work of all employees.
QUALITY OBJECTIVES:
To continually improve.
Competitive edge of products/service by building and improving key processors.
Value addition by reducing cost of quality.
Delivery & response.
Quality of supplies by improving supplier¶s performance.
Capability of human resource by upgrading skills competence.
Value for stakeholders.
ENVIRONMENTAL POLICY: BHEL, Hardwar is engaged in Engineering & Manufacturing of turbines, Generators, Heart exchangers, Pressure vessels, large size AC & DC Motors, castings & forgings etc, for power and industry sectors.
In Line with Corporate Environment Policy, BHEL is committed to:
Comply with all applicable environment policy legislation/regulations and standards.
Design all product and system safe to use & dispose off, recyclable/reusable, wherever techno-economically feasible.
Adopt pollution prevention approach in all activities/services and ensure continual improvement in environmental performance through periodical review of objectives and targets.
Promote activities to minimize waste, generation to conserve / reduce recycle reuse resources. Such as raw materials, water, oil, power, energy, fuels.
Entrance environmental awareness amongst employees & suppliers.
PURCHASE POLICY : The new purchase policy lays more emphasis on developing a base of reliable vendors for manually supportive long-term relationship provides for greater decentralization & flexibility consistent with their need for effective customer response.
HRM (Human Resource Management) POLICY: Various strategies are being adopted to achieve the main objective of Human Resource Management fostering a work culture of openness and commitment to quality & excellence with unproved communication at all level is the main strategy. Proper communication will definitely, de-bureaucratize the organization working & force on achieving speed in being responsive to meet needs of internal & external customers.
FUNCTIONING OF VARIOUS CELLS OF HUMAN RESOURCES HUMAN RESOURCES BHEL, Hardwar has following cells in the personal department:
Office Establishment & Policy Cell: Office Establishment maintenance personal record of office & general foreman including biodata, medical report, leave, promotion & transfer both external and internal in the plant, retirement, LIC advance, allowances, savings, conveyance, reimbursement etc.
Policy cell works on the policies formed in the personnel manual taking into consideration the situatory requirements. In personnel manual BHEL policies and various personnel functions are defined. It also plays a liaison role between corporate function and unions. BHEL corporate office is in Delhi. It keeps interpretation of policies to various implementing authorities.
Industrial Relation Cell: IR department maintains record of income and handles the union dispute through conciliations, negotiations, and arbitration through bodies later joint committee, plant council & shop council.
Welfare Department: It follows statutory obligations under factory act 1948. There is also representative of welfare department in shop council. It is coordination between welfare of employee, various acts regarding it & management.
Operation Cell: In this, personal record & file are maintained of the non-executive of administrative building & all hospital employees.
Administration Cell: This cell maintains the file of all non-executive of administrative building & all hospital employees. Once the establishment sections starts maintaining an employee¶s file, it states that the particular employee has completed his probation periods at are factory & are now regularized. Then he is given various facilities like LTC, festival advance, house building advance etc a separate record is maintained for each & every loan & advance taken by him. An employee in BHEL is given an annual increment, at the end of each financial year. Then after three or four year of joining, his name is including in promotion seeker¶s list.
Rajbhasha Cell: A part from all other mentioned section, the personal department. At HEEP, Hardwar has a separate section for promotion of our national language Hindi. This section has taken several steps for increasing the use of Hindi, in the unit. Some of these steps are: y
Every day a new Hindi word, along with its English version is written on boards are placed at different places in the unit.
y
All the nameplates at the doors are having name first written in Hindi, then in English.
y
Rajbhasha Cell repeatedly asks the units authorities to write all the official letter in Hindi.
y
Even the calendar of BHEL has dates & months in Hindi.
Liaison Cell: Liaison cell helps in maintaining good communication in between the plant and tries to make them better and seek methods to improve it & also gives directly too.
Another function of liaison cell is to approach or to settle any grievance through department & shop council.
It also sees that benefits to uplift the SC/ST in the organization, so that nobody encroaches there right. This department has legal authority as they have presidential directive, which every public sector must follow: Roaster: For promotion & recruitment for A&B categories there is 120 point roaster for handicapped / X servicemen in promotion roaster for C&D is 40 point.
Canteen Section: As per the provision of Factory Act 1948. Canteens have been provided inside & outside the plant providing food on subsidized rates. Canteens are being run on tender basis and procurement is also provided.
Terminal Benefit Cell: This cell has commenced from 1997. It provides single window services in clearance of due left in case reigned, or death deceived.
General Administration: It keeps records of various functions of Personal Department to keep a check and track of things happening related in absenteeism. Over all it takes care of general administration personal department as a whole.
Recruitment & Manpower Planning: This section meets the requirement of staffing schedule and keeps in contact of with employment agencies and does selection. It keeps into account the organizational policies, union requirement & government influence with recruitment. It also sees the internal recruitment. Manpower planning department forecast manpower. It assesses to which extend manpower resources are employed optionally. It anticipates manpower problems. It plans the necessary programs of recruitment, selection, promotion, development, transfer, motivation, and compensation.
It also provides job description and job analysis.
Industrial Dispute Cases & Contacts Labour Cell: This cell looks after the industrial dispute & tries to solve them. If this cell unable to settle disputes then conciliation takes place. This cell also maintains domestic inquiry reports. It also checks the enforcement of awards of Industrial dispute acts and labour courts. There is also a section in which Senior Manager maintain the record registration number of agreement of contractors. Contracts are given in time and are properly compensated for holidays.
Law Department: This department deals with matters related to dispute. In some cases, it hires advocates to solve the cases in high courts & supreme courts.
Health Services: BHEL is providing comprehensive Health Care Services to its employees. It provides preventive and promotion health service to all employees of both (HEEP & CFFP). It has contributed in saving precious lives of due employees through early diagnosis & systematic treatment.
Scope~ I. Promotion & maintenance of physical, mental, & social well being of all the
employees and other families.
II. Prevention of health arising due to work environment related problems. III. Protection of workers from risk arising from factors adverse to health.
Objectives~ y
To protect & promote the health of all working employees & their family members & assist management in implementing health program.
y
To explain & discuss matter related to interaction between work & health hazard effecting employees due to treatment of illness & injuries for any work related problems.
Functions~ Health service could be categories under 2 main sub-heads; A. General Medical Services.
B. Occupational Health Services.
SWOT ANALYSIS FOR BHEL SWOT Analysis means to analyse the strength, weakness, opportunities and threats of any company. In this I analyse the SWOT of BHEL.
STRENGTH: (i)
µ
(ii)
Large human resource availability.
Navratan¶ PSE Status helps in getting more orders.
(iii) Flexibility product mix. (iv) One of the profit making PSE.
WEAKNESS: (i)
Overheads are increasing continuously.
(ii)
Government contract based products.
(iii) Strong unionism. (iv) Surplus work force.
OPPORTUNITIES: (i)
Global competitiveness will help in export.
(ii) Navratan status in helping in more autonomous decision making. (iii) Product line diversification. (iv) Building a strong employee-employer relationship.
THREATS: (i)
Privatization of the core areas of BHEL.
(ii)
Increased competition by Siemens, ABB etc.
(iii) Lesser demand domestically.
INTRODUCTION The term ³Employee Motivation´ was brought to limelight by Hoppock. According to him, Employee Motivation is the combination of psychological, physiological and environmental factors that makes a person to admit, ³I am happy at my job´. It has also been defined as the end state of feeling¶. It is an important dimension of morale and not morale µ
itself.
CONCEPT OF EMPLOYEE MOTIVATION: Employee Motivation is the end feeling of a person after performing a task to the extent that a person¶s 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.
Employee motivation is different from motivation and morale. Motivation refers to t he willingness to work. Satisfaction on the other hand, implies a positive emotional state. Morale implies a general attitude toward work and work environment. It is a group phenomenon where as employee motivation is an individual feeling. Employee Motivation may be considered a dimension of morale and morale could also be a source of satisfaction. Thus Employee Motivation is an employee¶s general attitude towards his job.
HOW TO MEASURE EMPLOYEE MOTIVATION Like intelligence, measure of employee motivation is difficult. Most studies have measured employee motivation through a questionnaire. Hoppock developed four terms, each one with seven alternative responses, developed one of the earliest scale of measuring employee motivation.
In India, Pestonjee developed a S-D (satisfaction-dissatisfaction) inventory consisting of cointerogatery statements, the items leading to yes-no type of responses. There are four areas including both on job and off the job factors. Each area includes 20 items some of which are given below:
1. Job: Nature of work, hours, fellow workers, overtime regulations, physical
environment, machines and tools, interest in work, opportunities for promotion and advancement etc.
2. Management: Rewards and punishment, praise and blame, leave policy, test as a
whole reveled significant discriminatory potential. Favoritism, participation, supervisory treatment, etc.
3. Social Relations: Neighbors, friends and associates, caste barriers, participation in
social activities, attitude toward people in community, etc.
4. Personal Adjustment: Health, home and living conditions, finances, relation with
family members, emotionalism, etc. Statically treatments of the individual item in the four areas are given above.
EMPLOYEE MOTIVATION AND WORK BEHAVIOURS Employee motivation is an integral component of organizational health and an important element in industrial relations. The level of employee motivation deems to have some relation with various aspects of work behaviour such as accidents, absenteeism turnover and productivity. Several studies have revealed varying degrees of relationship between employee motivation and these factors of work behaviors. But whether work behaviors is the cause or effect of employee motivation is not clear. Research on the relationship between employee motivation and accidents generally shows that satisfied employees cause fewer accidents. Studies on the relationship between employee motivation and absenteeism have yielded inconclusive results. Most of these studies showed that low absentee employees were more satisfied with their jobs. Research also reveals that unionized workers tend to be more satisfied whereas employees of disturbed organizations were generally less satisfied. Less satisfied employees are more likely to quit their jobs than more satisfied e mployees. It is generally assumed that satisfied employees are more productive. But research reveals no relationship between employee motivation and productivity. Studies revealed that workers with positive attitude job attitudes were more productive than those with negative attitudes. In other studies job attitudes and productivity are not related and in some studies there was negative correlation between job attitudes and productivity. After reviewing several studies Bray Field and Crockett concluded that employee motivation did not necessarily go together. Employees in highly productive group were not more likely than employee in the low productivity groups to be satisfied with their jobs. A worker may be satisfied with the work environment but may produce more to prove his abilities to management. On the other hand, a highly satisfied worker may not produce more and get away with it because he may be friendly with the supervisor.
DETERMINANTS OF EMPLOYEE MOTIVATION The various factors influencing employee motivation may be classified into two categories: I. Environmental factors , and II. Personal factors.
Environmental Factors: These factors relate to the work environment, main among which are as follows:
1 . Job
Content: Herzberg suggested that job content in term of achievement,
recognition, advancement, responsibility, and the work itself tend to provide satisfaction but their absence does not cause dissatisfaction. Where the job is less repetitive and there is variation in job content, employee motivation tends to be higher.
2 .
Occupational Level: The higher the level of the job in organization hierarchy the greater the satisfaction of the individual. These is because positions at higher levels are generally better paid, more challenging and provide greater freedom of operation. Such jobs carry greater prestige, selfcontrol and need satisfaction
3 . Pay
and Promotion: All other things being equal, higher pay and better
opportunities for promotion lead to higher employee motivation.
4 .
Work group: Man is a social animal and likes to be associated with other¶s interaction in the work group help to satisfy social psychological needs and, therefore, isolated worker tend to be dissatisfied. Employee motivation is generally high when an individual is accepted by his peer and he has a high need for affiliation.
. Supervision: 5
Consideration
supervision
tends
to
improve
employee
motivation of workers. Considerate supervisor takes personal interest of his subordinates and allows them to participate in the decision making process.
Personal Factors: Personal life exercises a significant influence on employee motivation. The main elements of personal life are given below:
1 . Age: Some research studies reveal a positive correlation between age and
employee motivation. Workers in advanced age group tend to be more satisfied probably because they have adjusted with their job conditions. However, there is a sharp decline after a point perhaps because an individual aspires for better and more prestigious jobs in the later years of his life.
2.
Sex: One study revealed that women are less satisfied than men due to fewer job opportunities for females. But female workers may be more satisfied due to their lower occupational aspirations. But this statement may not be applicable now at presents level.
3 . Educational
level: Generally more educated employees tend to be less satisfied
with their jobs probably due to their higher job aspirations. However, research does not yield conclusive relationship between these two variables.
4 . Marital
status: The general impression is that married employees are more
dissatisfied due to their greater responsibilities. But such employees may be more satisfied because they value their jobs more than unmarried workers.
. Experience: Employee motivation tends to increase with increasing years of 5 experience. But it may decreases after twenty years of experience particularly among people whohave not realized their job expectations.
THEORIES OF EMPLOYEE MOTIVATION The main theoretical approaches to employee motivation are as follows: 1. Need fulfillment theory. 2. Equity theory. 3. Discrepancy theory. 4. Equity discrepancy theory.
NEED FULFILLMENT THEORY~ According to this theory a person is satisfied when he gets from his job what he wants. The more he wants something or the more important it is to him, the more satisfied he is when he received it. In other words, ³employee motivation will vary directly with the extent to which those needs of an individual which can be satisfied actually´.
Vroom views satisfaction in terms of the positively valued outcomes that a job provides to a person. Thus, employee motivation is positively related to the degree to which one¶s needs are fulfilled. What may satisfy one individual may not satisfy the other due to
difference in their expectations. The strength of an individual¶s or his level of inspiration is an important determinant of employee motivation. Thus, employee motivation is a function of the degree to which the employee¶s needs fulfilled in the job situation.
EQUITY THEORY~ Under this theory, it is believed that a person¶s employee motivation depends upon his perceived equity as determined by his input-output balance of others. Every individual compares his rewards with those of a reference group¶. If he feels his rewards are equitable µ
in comparison with others doing similar work, he feels satisfied, employee motivation is thus a function of the degree to which job characteristics meet the desires of the reference group. For example, one study of the effects of community features on employee motivation revealed that workers living in a well to do neighborhood felt less satisfied then those living in poor neighborhoods.
Equity theory takes into account not only the needs of an individual but also the opinion of the reference group to which the individual looks for guidance.
Perceived outcomes actually received A
Perceived Personal inputs
Perceived inputs of comparison others
Perceived outcomesof comparison others B
A=B Satisfaction AB Guilt Discomfort
Perceived personal outcomes should perceived
that be
Fig F1: Equity theory of Employee motivation
DISCREPANCY THEORY~ According to this theory, employee motivation depends upon what a person actually receives from his job and what he expects to receive. When the rewards actually received are less than the expected rewards it causes dissatisfaction. In the words of Locke, ³employee motivation and dissatisfaction are function of perceived relationship between what one wants from his job and what one perceives it is actually offering. In other words, satisfaction is the difference between what one actually received and what he feels he should receive. This theory fails to reveal whether over-satisfaction is or is not a dimension of dissatisfaction and if so, how dies it differ from dissatisfaction arising out of the situation when received outcomes one less than the outcomes one feels he should receive.
Perceived outcomes received B
A= B Perceived Satisfaction A> B Perceived Dissatisfaction
Outcomes one should received A
feel
he
A< B Perceived Over satisfaction
Fig F2 : Discrepancy Approach to Employee motivation \
EQUITY-DISCREPANCY THEORY~ This is a combination of equity and discrepancy theories. Lawler has adopted the difference approach of discrepancy theory rather than the ratio approach of equity theory. From equity theory the concept of comparison has been selected to serve as an intervening variable. Under this theory satisfaction is defined as the difference between the outcomes that one perceives he actually received and outcomes that one feels he should receives in comparison with others, when the individual feels that what he actually received is equal to what he perceives he should received there is satisfaction. Thus an individual¶s reception of his reward is influenced by more than just the objective amount of that factor. Because of this psychological influence the same amount of reward often can be seen quite differently by two people, to one it can be a larger amount, while to another person it can be a small amount.
This model reveals that a person¶s perception of what he should receive is influenced by the inputs and outputs of others. If his inputs are similar to those of referent groups but outcomes is less he is likely to be dissatisfied. Lawler suggested that those individuals are likely to be more satisfied who perceive: a) Their inputs are low;
b) Their job are less demanding;
c) Their reference groups have favorable input-output balance;
d) They are receiving a high outcome level; and
e) Their referent groups are receiving fewer outputs.
Perceived personal inputs
job
Perceived inputs and outcomes of different groups
Perceived amount that should be received
A=B Satisfaction
A>B Dissatisfaction
A
Perceived outcomes different groups
inequity
of Perceived amount received
Actual Outcomes received
Fig F 3: Determinants of Employee motivation
RESEARCH METHODOLOGY ADOPTED FOR CONDUCTING THE SURVEY A) RESEARCH DESIGN
Experience survey.
B)TOOLS FOR RESEARCH
The questionnaire method has been used to analyse and assess the employee motivation of BHEL employees, Hardwar. The questionnaire was distributed to 60 employees {it includes Executives(15%), Supervisors(35%)
&
worker
class(50%)
departments.(Includes CFFP and HEEP) Questionnaires comprises of 15 questions.
C)SAMPLE SIZE
A total number of questionnaires distributed was 60.
of
BHEL}
of
different
ANSWERS BASED ON QUESTIONAIRES Q1. Do you feel that employees in BHEL are satisfied in the job assigned to them? Employees
40
40 35 30 25 20 15 10 5
Response
28 22 17
3 0
Fully Satisfied
Satisfied
Partially Satisfied
dissatisfied
Graph 1 Response: The above graph shows out of 60 people 28 people are fully satisfied, 22 people
are satisfied and again 17 people are partially satisfied while 3 persons was dissatisfied with the job.
Q2. What actually you have understood by employee motivation? 40
40 35 30 25 20 15 10 5
32
15 7
4
2
cant say
not replied
0 salary
wc
knowledge
Graph 2 Response: The above graph shows that out of the 60 employees 32 measures employee
motivation as salary,15 as working condition, for 7 it means knowledge, 4 were not able 2 define and 2 were not willing to reply for the above question asked.
But actually employee motivation means that the amount of pleasure or contentment associated with a job. If you like your job intensely you will experience high employee motivation. If you dislike your job intensely, you will experience job dissatisfaction.
Q3. How well you like your job? Employees
Response
45 40 45 35 30 25 20 15 10 5
8
7
0
Fully satisfied
satisfied
partially dissatisfied satisfied
Graph 3 Response: The above graph shows that out of the 60 employees, 45 employees are fully
satisfied, 8 are satisfied, 7 are partially satisfied and none of the employee is dissatisfied with their job.
So, it is clear from the graph that most of the employee¶s are satisfied with their job. Due to fulfillment of there needs and is consistent with his expectations and values, the job will be satisfying.
The feeling would be positive or negative depending upon the need is satisfied or not. Thus, employee motivation is an employee¶s general attitude towards the job
Q4. Are you satisfied with the medical facility in BHEL? Employees
40
Response
40 35 30 25 20 15 10 5
39
11 7 3
0
Fully Satisfied
Satisfied
Partially Satisfied
Dissatisfied
Graph 4
Employees Response: The above graph shows that out of the 60 employees, 39 people are
fully satisfied, 11 people are satisfied and 7 people are partially satisfied while 3 people are dissatisfied with the medical facility given by BHEL.
According to me, the medical facility of BHEL is very good. BHEL is providing comprehensive health care services to it¶s employee¶s; it provides preventive and promotion health services to its entire employee¶s of both (HEEP & CFFP) plants. It has 9 sector dispensaries; main gate dispensaries one in HEEP and one is in CFFP.
Q5. Are you satisfied with the housing facility at BHEL? Employees
40
Response
49
40 35 30 25 20 15 10 5
10 1
0
Partially Satisfied
Dissatisfied
0
Fully Satisfied
Satisfied
Graph 5 Employees Response: The above graph shows that out of the 60 employees, 49 employees
are fully satisfied, 10 are satisfied and 1employee is partially satisfied while no employee is dissatisfied with the housing facility given by BHEL to their e mployees.
So, most of the people are receding in company¶s quarters. BHEL has full-fledged township with in the campus devised in sectors.
Q6. Do you agree with the promotion policy in BHEL? Employees
40
40 35 30 25 20 15 10 5
Response
39
14 7
0
Agree
Graph 6
Disagree
Strongly disagree
Employees Response: The above graph shows that out of the 60 employees,14 are agree,
39 are disagree and 5 employees are strongly disagree, with the promotion policy adopted by BHEL for their employees. BHEL employee¶s in general they are not aware of the promotion policy. They have mentioned a different opinion that is partially not correct.
Q7. Are you satisfied with the working conditions particularly at your workplace? Employees
40
Response
40 35 30 25 20 15 10 5
25
22
7
6
0
Fully
Satisfied
Partially
Dissatisfied
Graph 7 Employees Response: The above graph shows that out of the 60 employees, 25 are fully
satisfied, 22 are satisfied ,7 are partially satisfied while 6 employees are dissatisfied with the job working conditions. According to me, BHEL working conditions are very good. With reference to factory act (1948). In my view the working conditions in any organization are follows, and BHEL is fully met with: y
y
Proper lightening. Noise.
y
Ventilation and temperature.
y
Mental environment.
y
Social environment.
Q8. To what extent you are motivated by your job?
The graph have been shown in 5-point scale. Employees 40
Response 40 35 30 25 20 15 10 5
37
15 7 1
0 0
1 Point
2 Point
3 Point
4 Point
5 Point
Graph 8
Employees Response:The above graph shows that out of 60 employees ,1 is satisfied in 2-
point scale, 15 are satisfied in 3-point scale, 37 in 4-point scale, and 7 employees rated their job in terms of motivation in 5-point scale. So, from the above graph it is clear that employees with more than 3-point scale are satisfied with the job while less than 3-point scale are not satisfied with the job assigned to them.
Q9. How is your relationship with other people in the organization? Employees
5540 35 30 25 20 15 10 5
Response 52
6 2
0
0
Fully Satisfied
Graph 9
Satisfied
Partially Satisfied
Dissatisfied
Employees Response: The above graph shows that out of the 60 employees, 52 are fully
satisfied,7
are satisfied and 1employee is partially satisfied while no employee were
dissatisfied with the relation with other people.
So, we can say that most of the employees have good relations among themselves. For better productivity of organisation they should maintain good relations.
Q10. The amount of participation, which you feel with other management people in decision-making? Employees
40
Response
40 35 30 25 20 15 10 5
25 18 12 5
0
Fully Satisfied
Satisfied
Partially Satisfied
Dissatisfied
Graph 10 Employees Response: The above graph shows that out of the 60 employees, 18 are fully
satisfied, 25 people are satisfied and 12people are partially satisfied while 5 employees are dissatisfied. . BHEL is the pioneer in participative management in India. Most of the people not understood the question and replied in different manner, which I believe people have not understood in the right perspective. However, they replied decision-making as the participative management.
Q11. What are the career opportunities given to you by your job? Employees
Response
40
40 35 30 25 20 15 10 5
31
12
10
7
0
Promotion
Transfer
Higher Pay
Increment
Graph 11
Executives Response: The above graph shows that out of the 60 employees, 10 view career
opportunity in BHEL as a promotion, 7 view as a transfer ,12 as higher pay while 31 employees view it as increment . According to me they are not much aware of the career opportunities. Q12. Are you satisfied with the educational facilities provided by BHEL for employee¶s children? Employees
40
0
Response
40 35 30 25 20 15 10 5
29 16 10 5
Fully Satisfied
Graph 12
Satisfied
Partially Satisfied
Dissatisfied
Employees Response: The above graph shows that out of the 60 employees, 5 employees
are fully satisfied, 10 are satisfied ,29 are partially satisfied while 16 are dissatisfied with the educational facilities provided to the wards of the employees.
According to me people availing these educational facilities. There are approximately one college and 12 schools at BHEL. The organization is trying to give as much better education to the children, the reason for the dissatisfaction for some of the employees may be the quality of the education.
Q13. What other measures you would like to give for employee motivation?
Since the employees which were taken under the prior consideration includes the executives(15%),supervisors(35%) and the worker class(50%). So the responses for the above question asked shows variety in thinking.
BHEL management should give some opportunity for change in jobs as per skill and attitude.(suggested by many of the worker class employees )
Advance job training should be provided.( suggested by worker class employees)
Job rotation should be provided.( suggested by both supervisors and worker class)
More Cooperation of seniors.( by all three categories )
Trade union activities must be minimized.( by the executives)
Respect and regard of superiors.( by executives and supervisors)
Fear and pressure on workers.( very few agreed in context with fear but maximum favoured the pressure of work)
Placement according to abilities & competitiveness.( by executives)
Participation in management.( by supervisors)
Proper communication should be implemented.( by supervisors and workers)
The wide knowledge should be given to workers.( by supervisors)
Recognition, appreciation, involvement in job gives satisfaction.( by supervisors and workers)
Q14. What other facilities you expect from the management?
This question was more accurately answered by the worker class and supervisors up to some extent, so the main focus was paid towards the worker class and they have expressed the following facts:
Proper sitting facility in offices as per designation.( by supervisors)
Job opportunity to the freshers.( by workers)
Pension schemes for old age are made for BHEL employees.( by workers)
Advance technical knowledge course. (by workers)
Good housing for employees, free electricity to some limit.( by workers )
Freedom of job.( by workers and supervisors )
Management should flow proper policies to ensure good working conditions.( by workers)
Availability of manpower and material and above all cares for employees.( by supervisors)
Better relationship should be developed between the workers of the plant. (by supervisors)
Management people should have cooperative nature.( by workers)
Q15. What other perks you expect for motivation, other than the salary?
This question again reveals ,that what according to them can motivate them, keeping the perks aside. Some of the finest views are shared by the workers and this was the question which took the maximum time for its completion and here the views :-------
Incentive schemes should be implemented in the plant.
Human behaviour other than perks.
Other than salary perks like provident fund, bonus, & other allowances help motivation to some extent.
FINDINGS According to me some findings on the issues are as below:
Out of the 60 employees, all most all the executives are quite satisfied with the job they withhold, but in contrast , the other two categories shows the variation. The supervisors make the 35% contribution to the data ie, about 21 in number & out of these 16 were quite satisfied which makes 76% approx. and the worker class which constitutes about 50% of the total sample ie, 30 in number & out of these 18-19 were quite satisfied which makes 60-63% approx.
Almost all the employees of BHEL are very much satisfied with the medical facility that they get from BHEL Hardwar. The reason for some dissatisfaction that has been shown by some of the employees that includes the worker class(they are 3 in number).
The housing facility which the employees of BHEL Hardwar are getting are according to them are the best which the organization can provide, well ventilated and good houses are there with the better sanitation facilities and as the result of this the percentage of the fully satisfied employees are to the larger side ie, 98% approx.
The interesting and quite mixed responses had come into light when the question regarding the promotion policy was asked form the employees. About 23% of the employees(ie, about 14 in number) were agreed to the promotion policy adopted by BHEL, about 65% of the employees(ie 39 in number ) were disagreed( it includes worker class to the maximum extent ) and about 12% of the
employees(ie, 7 in number) were strongly disagreed to the fact that the promotion policy adopted by BHEL is not appropriate upto the great extent( it includes some supervisors and some worker class employees )
According to me, BHEL working conditions are good and is fully met with: Proper lightening, Noise, Ventilation and temperature, Mental environment, Social environment.
Most of the employees have good relations a mong themselves.
When asked from the employees that how they rate their job on the 5-point scale the responses were towards the positive side, very few had rated their job under 3 point except one, who belonged to the quality control department of BHEL, when asked why he is rating his job to such a low point on scale the answer was quite shocking, he said that the major reason for his low rating is that he has not work to do in the department.
BHEL provides good educational facilities to the employees children and there are approximately 1 college and 12 schools at BHEL.
SUGGESTIONS y
BHEL should make arrangement for the workers to skill them in all fields & in all kinds of job regular training & education programs should be arranged for the supervisor and executive so as to uplift them as multi-skilled & to end monotony. In this way, the workers would also enjoy their work.
y
It is suggested that organization should make arrangement for routine, energizing scheduled and should also be made compulsory for all class of employees. This will also help the employees to remain fresh & healthy at there work place.
y
The management is requested to educate the employees about the policies of the organization. Even there are some policies, which are to be amended as per suggestions of employees.
y
It is suggested that the procedure should be made more transparent to the employees.
y
Not only in papers but in practical employees should be strictly allowed to participate in policymaking. It is suggested that there should be proper communication establishment within the company right from top to lower level so that the employees can convey there problems & give suggestion to the top management & they should also be accepted accordingly this will indeed also motivate the employees.
y
It is suggested to the BHEL organization to make perfect in same areas, such as policies & procedures, working conditions & environment, incentive to the workers, training and a better, effective union to workers.
BIBLIOGRAPHY 1. http://www.managementhelp.org/email/form-to-add-content.htm 2. http://en.wikipedia.org/wiki/steam. 3. http://rd1.hitbox.com/rd? acct=WQ5907226K7DEMENo&p=S. 4. http://en.wikipedia.org/wiki/Employee motivation . 5. http://www.aafp.org/fpm/accessories. 6. http://www.quintcareers.com/ 7. http://www.bhelmpc.co.in/tqm/Pc%20Position%20 Report%202004.doc. 8. Ashwathappa. Management.
k.(2007),
Tata
McGraw-Hill,
Human
Resource
and
Personnel
ANNEXURE Questionnaires Copy Topic name: Employee motivation of BHEL employees Focus group: Executives and Supervisors and worker.
Q1. Do you feel that employees in BHEL are satisfied in job assigned to them?
a. Fully Satisfied ( )
b. Satisfied ( )
c. Partially Satisfied ( )
d. Dissatisfied ( )
Q2. What actually you have understand by Employee motivation.
Ans:««««««««««««««««««««««««««««««««««« «««««««««««««««««««««««
Q3. How well you like your job?
a. Fully Satisfied ( )
b. Satisfied ( )
c. Partially Satisfied ( )
d. Dissatisfied ( )
Q4. Are you satisfied with the medical facility in BHEL?
a. Fully Satisfied ( )
b. Satisfied ( )
c. Partially Satisfied ( )
d. Dissatisfied ( )
Q5. Are you satisfied with the housing facility at BHEL?
a. Fully Satisfied ( )
b. Satisfied ( )
c. Partially Satisfied ( )
d. Dissatisfied ( )
Q6. Do you agree with the promotion facility in BHEL? If so, at what extent?
Ans:««««««««««««««««««««««««««««««««««« «««««««««««««««««««««««
Q7. Are you satisfied with the working condition particularly at your work place, also with the prevalent working condition?
a. Fully Satisfied ( )
b. Satisfied ( )
c. Partially Satisfied ( )
d. Dissatisfied ( )
Q8. To what extent you are motivated by your job? Give in 5-point scale?
1
2
3
4
5
Q9. How is your relationship with other people in organisation?
a. Fully Satisfied ( )
b. Satisfied ( )
c. Partially Satisfied ( )
d. Dissatisfied ( )
Q10. The amount of participation that you fell with other management people in decision-making is adequate?
a. Fully Satisfied ( )
b. Satisfied ( )
c. Partially Satisfied ( )
d. Dissatisfied ( )
Q11. What are career opportunities given to you by your job?
Ans««««««««««««««««««««««««««««««««««« ««««««««««««««««««««««««..
