Quality of Work Life in B.H.E.L.

QUALITY OF WORK LIFE
“Q U A L I T Y O F W O R K L I F E ”
IN BHEL
By
DESH RAJ
Roll No. : - 1284
SUMMER INTERNSHIP PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT SCIENCES
In partial fulfillment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
SHOOLNI INSTITUTE OF LIFE SCIENCES &

BUSINESS MANAGEMENT
SOLAN
Under the Guidance of
Mr. D. Pant
SILB-School of Business Management

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

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

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

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Contents
Chapter - 01 Introduction 08-11

Aim of the Project 09
Objective of Project 10
Need of Project 11
Chapter - 02 Company Profile 12-42

Introduction to BHEL 16
Chapter - 03 Quality of Work Life (QWL) 43-66

3.1 What is QWL 44
3.2 Defining QWL 50
3.3 Factors that influence & decide the QWL 52
3.4 Specific issues in QWL 54
3.5 Major QWL issues 55
3.6 Strategies for improving QWL 57
3.7 QWL through Employee Involvement (EI) 58
3.8 QWL in BHEL Haridwar-An Overview 59
Chapter - 04 Research Methodology 67-69

Chapter - 05 Data Analysis & Interpretation 70-79
Chapter - 06 Conclusions 80-85
6.1 Observations
6.2 Findings 81
6.3 Suggestions 82

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6.4 Conclusion 83
6.5 Limitations 84
85
Bibliography 86
Appendix 87-90

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Chapter - 01

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

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

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NEED OF PROJECT
BHEL is a large public sector organization, which has an excellent record of making profits over
a number of years. It is an interesting subject to study the quality of work life in such a large
organization. It if felt that the organization is concerned mainly with the activities going on
during the office hours. The employee’s responsibilities and various benefits go hand in hand.
Everything that an organization provides to an employee in and away from the office has a direct
or indirect effect on his performance. By providing a better QWL to the employees, the
organization can achieve the following results:
 Better performance of employees.

 More devotion and dedication towards work.
 Reduced absenteeism.
 Voluntary participation in organizational activities.
 High productivity.
 Reduced corruption.
 High Turnover
BHEL Haridwar, being a public sector organization has achieved these results by providing a
better quality of work life to its employees inside and outside the workplace. Facilities like
canteens, dispensaries at the work place & facilities like education for children’s of employees,
medical services, community centers, health club, sports club, shopping centers, peeth bazaar’s
(weekly) & theatres etc, outside the work place.
As BHEL Haridwar is an entire township away from the main city, the life of each employee is
limited mostly in the township area only. Are the basic needs being fulfilled? Is he provided with
all the facilities he requires?
This concept gave me the idea to conduct a survey in BHEL, Haridwar to know what measures
they take to improve the QWL of their employees.

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Chapter - 02

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Brightening lives… Powering progress

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A World-Class Engineering Enterprise Committed to
Enhancing Stakeholder Value.
To be an Indian Multinational Engineering Enterprise

providing Total Business Solutions through Quality Products,
Systems and Services in the fields of Energy, Industry,
Transportation, Infrastructure and other potential areas.
 Zeal to Excel and Zest for Change.
 Integrity and Fairness in all Matters.
 Respect for Dignity and Potential of Individuals.
 Strict Adherence to Commitments.
 Ensure speed of Response.
 Fast Learning, Creativity and Team Work.
 Loyalty and Pride in the company.

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

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BOARD OF DIRECTORS (AS ON 30.07.2009)
 Shri K Ravi Kumar CMD & Director (Power)
 Shri Saurabh Chandra Director
 Shri Rajiv Bansal Director
 Shri S Ravi Director
 Shri Ashok Kumar Basu Director
 Shri M A Pathan Director
 Smt. Reva Nayya Director
 Shri C S Verma Director (Finance)
 Shri Anil Sachdev Director (HR)
 Shri B P Rao Director (IS&P)
 Shri IP Singh Company Secretary

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BUSINESS SECTORS:
BHEL’s operations are organized around three business sectors, namely Power, Industry
including Transmission, Transportation & Renewable Energy, and International Operations. This
enables BHEL to have a strong customer orientation and respond quickly to the changes in the
market.
Power Generation
Power Generation Sector comprises thermal, gas, hydro and nuclear power plant business. As of
31.3.2008, BHEL-supplied sets account for 85,811 MW or nearly 64% of the total installed
capacity of 1,34,722 MW in the country. Significantly, these sets generated an all-time high
456.12 Billion Units of electricity,
contributing 73% of the total power
generated in the country. The
cumulative capacity of projects
installed worldwide have crossed
1,00,000 MW.
The Company has proven expertise in

Plant Performance Improvement
through Renovation, Modernization
and Updating of a variety of power
plant equipment, besides specialized
know-how of residual life assessment,
health diagnostics and life extension of plants. It has retained 100% share of R&M market of
Thermal sets in the country in 2008-09.
BHEL has proven turnkey capabilities for executing power projects from Concept-to
Commissioning. The Company has introduced new rating thermal sets of 270 MW, 525 MW &
600 MW in subcritical range and possesses the technology and capability to produce large
capacity thermal sets with super critical parameters and, advanced-class gas turbine-generator
sets. Co-generation and combined cycle plants have been introduced to achieve higher plant

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efficiencies. To make efficient use of the high-ash-content coal available in India, BHEL also
supplies circulating fluidised bed combustion (CFBC) boilers for thermal plants.
The Company manufactures 220/235/500/540 MWe nuclear

turbine-generator sets. Custom-made hydro sets of Francis, Pelton and Kaplan types for different
head-discharge combinations are also engineered and manufactured by BHEL.
BHEL is one of the few companies worldwide, involved in the development of Integrated
Gasification Combined Cycle (IGCC) technology which would usher in clean coal technology.
BHEL has set up Asia’s first 6.2 MW IGCC power plant with an indigenously designed
pressurised fluidised bed gasifier.
Industries
BHEL is a leading manufacturer of a variety of electrical, electronic and mechanical equipment,
to meet the demands of a number of industries, like metallurgical, mining, cement, paper,
fertilizers, refineries & petro-chemicals etc. other than power utilities. BHEL has supplied
systems and individual products including a large number of co-generation Captive power plants,
Centrifugal compressors, Drive Turbines, Industrial boilers and auxiliaries, Waste heat recovery
boilers, Gas turbines, Pumps, Heat exchangers, Electrical machines, Valves, Heavy castings and
forgings, Electrostatic precipitators, ID/FD fans, Seamless pipes etc. to a number of industries
other than power utilities. BHEL has also emerged as a major supplier of controls and
instrumentation systems, especially distributed digital control systems for various power plants
and industries.
BHEL is the leading company in the world having mastered the art of burning Naptha in Gas
Turbines.
Transportation
Today, over 70% of Indian Railways, one of the largest railway networks in the world is
equipped with traction equipment built by BHEL. BHEL's involvement in the transportation
sector has been marked with rapid growth. Most of the trains in Indian Railways, whether

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electric or diesel powered, are equipped with BHEL’s traction propulsion system and controls.
The systems supplied are both with conventional DC drives and state of the art AC drives.
India’s first underground metro at Kolkata runs on drives and

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

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Oil and Gas
BHEL is supplying onshore drilling rig equipment viz., draw-works, rotary-table, travelling
block, swivel, mast and sub structure, mud systems and rig electrics to ONGC and Oil India Ltd.
Well heads & Xmas Tree valves up to 10,000 psi rating for onshore as well as offshore
application are being supplied to ONGC, Oil India Ltd. and Private Drilling Companies. BHEL
has also supplied Casing Support System, Mudline Suspension System and Block Valves to
ONGC for offshore application. It also has the capability to supply complete onshore drilling
rigs, super-deep drilling rigs, desert rigs, mobile rigs, work over rigs and sub-sea well heads.
Currently, BHEL is executing orders for refurbishment and up-gradation of onshore Oil Rigs
from ONGC & Oil India Ltd.
BHEL has supplied GT driven centrifugal compressor

packages to GAIL India Ltd. for their gas compressor stations for Dahej-Vijaipur gas pipeline
project.
Transmission
BHEL supplies a wide range of products and systems for transmission and distribution
applications.
The products manufactured by BHEL include power transformers, instrument transformers, dry
type transformers, shunt reactors, capacitors, vacuum and SF6 switchgear, gas insulated
switchgears, ceramic insulators, etc. BHEL has developed and commercialized the country’s first
indigenous 36 kV Gas Insulated Substation (GIS) and has also developed 145 kV GIS which has
undergone successful field trials at Hyderabad.
For enhancing the power transfer capability and reducing transmission losses in 400 kV lines,
BHEL has indigenously developed and executed a number of fixed series compensation
schemes. BHEL has indigenously developed and commercialized state-of-the-art 400 kV
Controlled Shunt Reactor (CSR) for reactive power management of long transmission lines.
With a strong engineering base, the Company undertakes turnkey execution of
substations/switchyards up to 400 kV and has the capability to execute 765 kV projects. High

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

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The Company is taking a number of strategic business initiatives to fuel further growth in
overseas business. This includes firmly establishing itself in target export markets, positioning of
BHEL as a regular EPC contractor in the global market both in utility and IPP segments, and
exploring various opportunities for setting up overseas joint ventures etc.
Technology up-gradation, Research & Development

To remain competitive and meet customer’s expectations BHEL lays great emphasis on the
continuous up-gradation of products and related technologies and development of new products.
The Company has upgraded its products to contemporary levels through continuous in-house
efforts as well as through acquisition of new technologies from leading engineering
organizations of the world.

The Corporate R&D Division at Hyderabad leads BHEL’s research efforts in number of areas of
importance to BHEL’s product range. Research and product development centre at each of
manufacturing divisions play a complementary role. Centre of Excellence have been set up for
Simulators, Computational Fluid Dynamics, Permanent Magnetic Machines, Surface
Engineering and Centre for Intelligent Machines and Robotics (CIMAR).

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In addition to Corporate R&D Division, BHEL has four specialized institutes viz., Welding
Research Institute at Tiruchy, Ceramic Technological Institute at Bangalore, Centre of Electric
Traction and Hydro Lab at Bhopal and Pollution Control Research Institute at Haridwar.
The Company is also engaged in research in futuristic areas

like fuel cells for distributed environment friendly power generation, clean coal technology
applications, superconductivity applications in transformers, generators/motors etc, thin film
solar cells and nano technology for various applications.
Human Resource Development Institute

The Human Resource Development Institute situated in Noida, a cornerstone of BHEL’s
learning Infrastructure, along with Human Resource Development Centers at units and Advanced
Technical Education Center (ATEC) in Hyderabad, through various HRD efforts ensure that the
prime resource of the organization – the Human Capital - is “Always in a state of Readiness” to
meet the dynamic challenges posed by a fast changing environment. It is their constant endeavor
to take the HRD activities to the strategic level of becoming active partner for achieving the
organizational goals.
Guided by the HRD Mission Statement “To promote and inculcate a value-based culture
utilizing the fullest potential of Human Resources for achieving the BHEL Mission” HRDI,
through a step by - step strategic long-term training process and several short-term need-based
programs based on comprehensive organizational research, enable its human resources to unearth
and polish their potential.
HRDI is spearheading the HRD initiatives in the Company and focusing on competency,
commitment and culture building.
Health, Safety and Environment Management

BHEL is an environment friendly company in all its activities, products and services besides
providing safe and healthy working environment to all its stakeholders.

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BHEL’s commitment towards conservation of environment, continued and various Environment
Improvement Projects (EIPs) successfully completed during the year (2007-08). Major EIPs
completed during the year in and around units/regions and sites include cumulative tree
plantation (over 1 lac), Rainwater Harvesting Plants, Energy & Conservation Projects utilizing
efficient technologies, Chemical storage & disposal plants, Resource conservation plants. These
projects helped in creating pollution free environment, conservation of precious resources like
energy, water, fuel oil, coolant besides installation of proper system for storage/handling of
chemical waste.
All manufacturing units/regions of the Company are accredited to international standards viz.
ISO-14001 certification for environmental management and OHSAS-18001 certification for
occupational health and safety management systems.
The Company reiterates its commitment to United Nation’s Global Compact Program and the set
of core values enshrined in its ten principles on human rights, labour standards, environment and
anticorruption and intend to advance G.C. principles within the Company’s sphere of influence
and has made it a part of its strategy, culture and day-to-day operations.
Corporate Social Responsibility

BHEL has developed a CSR scheme and its Mission Statement on CSR is- “Be a Committed
Corporate Citizen, alive towards its Corporate Social Responsibility”. Thrust is being given in
eight areas- Self employment generation, Environment protection, Community development,
Education, Health management & medical aids, Orphanages & Old-age Homes, Infrastructural
development and Disaster/ Calamity Management. Quarterly and annual CSR reports are
prepared containing the activities carried out, benefits accrued to neighboring communities, the
number of people benefited and the amount spent etc.
BHEL adopted 56 villages having nearly 80,000 inhabitants. In addition, BHEL provides
financial assistance to various NGOs/Trusts/Social Welfare Societies that are engaged in social
activities throughout the country.

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PRODUCT PROFILE:
Thermal Power Plants

 Steam turbines, boilers and generators of up to 500 MW capacity for utility and
combined-cycle applications; capability to manufacture boilers and steam turbines with
supercritical steam cycle parameters and matching generators of up to 1000 MW unit
size.
 Steam turbines, boilers and generators for CPP applications; capability to manufacture
condensing, extraction, back pressure, injection or any combination of these types of
steam turbines.
Nuclear Power Plants

Steam generator & Turbine generator up to 540 MW capacity.
Gas-Based Power Plants

 Gas turbines of up to 280 MW (ISO) rating.
 Gas turbine-based co-generation and combined-cycle systems for industry and utility
applications.
Hydro Power Plants

 Custom-built conventional hydro turbines of Kaplan, Francis and Pelton types with
matching generators, pump turbines with matching motor-generators.
 Mini/micro hydro sets.
 Spherical, butterfly and rotary valves and auxiliaries for hydro stations.
DG Power Plants
HSD, LDO, FO, LSHS, natural gas/biogas-based diesel generator power plants, unit rating of up
to 20 MW and voltage up to 11 kV, for emergency, peaking as well as base load operations on
turnkey basis.

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Industrial Sets
 Industrial turbo-sets of rating from 1.5 to 120 MW.
 Gas turbines and matching generators ranging from 3 to 280 MW (ISO) rating.
 Industrial steam turbines and gas turbines for drive applications and co-generation
applications.
Boilers
 Steam generators for utilities, ranging from 30 to 500 MW capacity, using coal, lignite,
oil, natural gas or a combination of these fuels; capability to manufacture boilers with
supercritical parameters up to 1000 MW unit size.
 Steam generators for industrial applications, ranging from 40 to 450 t/hour capacity,
using coal, natural gas, industrial gases, biomass, lignite, oil or a combination of these
fuels.
 Pulverised fuel fired boilers.
 Stoker boilers.
 Atmospheric fluidised bed combustion boilers.
 Circulating fluidised bed combustion boilers.
 Heat-recovery steam generators.
 Chemical recovery boilers for paper industry, ranging from capacity of 100 to 1000 t/day
of dry solids.
 Pressure vessels.
Boiler Auxiliaries
Fans
 Axial reaction fans of single stage and double stage for clean air application, with
capacity ranging from 25 to 800m3/s and pressure ranging from 120 to 1,480 m of gas
column.
 Axial impulse fans for both clean air and flue gas applications, with capacity ranging
from 7 to 600m3/s and pressure up to 700m of gas column.

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 Single and double-suction radial fans for clean air and dust-laden hot gases applications
up to 400oC, with capacity ranging from 4 to 600m3/s and pressure ranging from 150 to
1,800 m of gas column.
Air-Preheaters
 Ljungstrom rotary regenerative air-preheaters for boilers and process furnaces.
 Large regenerative air-preheaters for utilities of capacity up to 1000 MW.
Gravimetric Feeders
Pulverisers
 Bowl mills of slow and medium speed of capacity up to 100 t/hour.
 Tube mills for pulverising low-grade coal with high-ash content.
Pulse Jet and Reverse Air Type Fabric Filters (Bag Filters).
Electrostatic Precipitators
Electrostatic precipitators of any capacity with efficiency up to 99.9% for utility and industrial
applications.
Mechanical Separators
Soot Blowers
 Long retractable soot blowers (travel up to 12.2m), wall deslaggers, rotary blowers and
temperature probes and related control panels operating on pneumatic, electric or manual
mode.
 Swivel arm type soot blowers for regenerative airpreheaters.
Valves
 High-pressure and low-pressure bypass valves for utilities.
 High and medium-pressure valves, cast and forged steel valves of gate, globe, non-return
(swing-check and piston lift-check) types for steam, oil and gas duties up to 600 mm
diameter, 250 kg/cm2 pressure and 540oC temperature.
 High-capacity safety valves and automatic electrically operated pressure relief valves for
set pressure up to 200 kg/cm2 and temperature up to 550oC.
 Safety relief valves for applications in power, process and other industries for set pressure
up to 175 kg/cm2 and temperature up to 565oC.

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

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 Electro-hydraulic governor control.
 Turbine supervisory system and control.
 Burner Management system.
 Controls for electrostatic precipitators.
 Controls for HP/LP bypass valves.
 Soot blower control.
 Auxiliary pressure reduction and de-superheating system.
 Balance of Plant station controls.
 Gas turbine control system.
Switchgear
 Switchgear of various types for indoor and outdoor applications and voltage ratings up to
400 kV.
 Minimum oil circuit breakers (66kV - 132kV).
 SF6 circuit breakers (132 kV - 400 kV).
 Vacuum circuit breakers (3.3 kV - 33 kV).
 Gas insulated switchgears (145 kV).
Bus ducts
Bus ducts with associated equipment to suit generator power output of utilities of up to 500 MW
capacity.
Transformers
 Power transformers for voltage up to 400 kV and 800 kV is under development.
 HVDC transformers and reactors up to ± 500 kV rating.
 Series and shunt reactors of up to 400 kV rating and 800 kV is under development.
 Electro-magnetic voltage transformers up to 220 kV.
 Capacitor voltage transformers up to 400 kV.
 Cast resin dry type transformers up to 10 MVA 33 kV.
 Special transformers for: earthing; furnace; rectifier; electrostatic precipitator; freight
loco, AC EMU and traction.

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Insulators
 High-tension ceramic insulators.
 Disc/suspension insulators for AC/DC applications, ranging from 45 to 400 kN electro-
mechanical strength, for clean and polluted atmospheres.
 Pin insulators up to 33 kV including radio free design.
 Post insulators suitable for applications up to 220 kV stacks.
 Hollow porcelains up to 400 kV for Transformers, SF6 circuit breakers.
 Solid core porcelain insulators for 25 kV Railway Traction.
 Solid core insulators up to 400 kV for Bus Post & Isolators for substation applications.
 Composite Insulators for 25 kV Railway Traction and up to 400 kV transmission lines.
 Disc insulators for 800 kV AC and ± 500 kV HVDC transmission lines (BHEL is the first
Indian manufacturer to supply such insulators).
Industrial and Special Ceramics
 High-performance ceramics for special applications like: alumina, substrates, crucibles,
pebbles, metal ceramic jointing components, etc.
 Cordierite Honeycomb 80 to 400 cpsi in different contours and lengths for various
applications including petrol and diesel vehicles.
Capacitors
 Power capacitors for industrial and power systems of up to 250 kVAr rating for
application up to 400 kV.
 Coupling/CVT capacitors for voltages up to 400 kV.
 CAPSWITCH – solid state switch for on/off control of capacitor banks – for LT
applications.
Energy Meters
 Single-phase and 3-phase electro-mechanical energy meters with jewel bearing or
magnetic suspension bottom bearing.
 Single-phase and 3-phase electro-mechanical meters with stepper-motor driven counters
and LCD's.
 High-accuracy Trivector meter (0.2 class and 0.5 class).
 Single-phase and 3-phase prepaid meter and reading.

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 Complete metering solutions with automatic meter reading.
Electrical Machines
AC squirrel cage, slipring, synchronous motors, industrial alternators and DC machines are
manufactured as per range summarised below. Special-purpose machines are manufactured on
request.
AC Machines for Safe Area Application
Induction Motors
Squirrel cage-150 to 35000 kW
Slipring-150 to 15000 kW
Synchronous motors-1000 to 17500 kW
Variable-Speed drives
Synchronous motors-1000 to 17500 kW
Induction motors-200 to 35000 kW
AC Machines for Hazardous Area Application
 Flame-proof motors (Ex.'D') 150 to 1600 kW.
 Pressurised (Ex. 'P')-150 kW and above Non-sparking (Ex. 'N').
 Non-sparking (Ex. 'N') Variable speed.
 Increased safety (Ex. 'E') Synchronous and Squirrel Cage.
DC Machines
 Mill Duty 3.5 to 186 kW.
 Medium/Large 75 to 12000 kW Industrial Alternators.
 Steam turbine, gas turbine-2000 kVA to and diesel engine driven 60,000 kVA.
Voltage & Enclosure
Voltage
AC-415 V to 13800 V
DC - up to 1200 V
Enclosure
SPDP, CACW, CACA, TETV.

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

34
Thyristor Gto/Igbt Equipment
 Thyristor converter/inverter equipment for DC drives and synchronous motors.
 Thyristor high current/high voltage power supplies.
 Static AC variable-speed drive systems using GTO/IGBT.
 Thyristor valves and controls for HVDC transmission.
 High frequency induction heating equipment.
 Thyristor valves and controls for reactive power management.
Power Devices
High-power capacity silicon diodes, thyristor devices and solar photovoltaic cells.
Transportation Equipment
 AC electric locomotives.
 AC-DC dual voltage electric locomotives.
 Diesel-electric locomotives.
 Diesel hydraulic locomotives.
 Transformers smoothing reactors.
 Traction generators/alternators.
 Rectifiers.
 Bogies.
 Vacuum circuit breakers.
 Auxiliary machines.
 Microprocessor-based electronic control equipment.
 Power converter/inverter.
Distributed Power Generation and Small Hydro Plants
 Wind electric generator of up to 250 kW rating.
 Solar PV systems and power plants.
 Solar pumps.
 Solar water heating system.
 Solar lanterns, home lighting and street lighting.
 Small hydro power plants up to 25 MW station capacity.

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Systems and Services
Power Generation Systems
 Turnkey power stations.
 Combined-cycle power plants.
 Cogeneration systems.
 Modernization and Rehabilitation of power stations.
Transmission systems
 Sub-stations/switchyards.
 HVDC transmission systems.
 Shunt and Series compensation systems.
 Power system analysis and controls.
 FACTS & CSR.
Distribution systems
 Substations.
 Automation.
 Remote metering.
Transportation system
 Traction systems.
 Urban transportation systems.

36
BHEL HARIDWAR (AN OVERVIEW)
BHEL Haridwar has a constant track record of growth performance and profitability. BHEL
Haridwar is located against the picturesque shivalik foothills of Himalayas and on the bank of
Holy River Ganga, at Ranipur near Haridwar.
It consists of two-power equipment manufacturing plants:
1. HEEP (Heavy Electrical Equipment Plant).

2. CFFP (Central Foundry Forge Plant).

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

38
More than 40% of the country's electric energy is generated from the power equipment supplied
by BHEL, Haridwar.
PCRI (Pollution Control Research Institute):
A Rs. 5 Crore Pollution Control Research Institute has also been set up at Haridwar with
assistance from UNDP (Unified Nations Development Program) to develop new technologies for
prevention of air, water, noise and solid waste pollution. The institute has already conducted a
number of studies on the effect of emission of industrial pollutants in and around industries and
thermal power station. The institute is rendering Consultancy Services to a large number of
government and private organization to control industrial pollutants.
The institute is equipped with most modern monitoring and analytical instruments and powered
by a team of highly qualified engineers and scientists. Fully operational, since 1990, the institute
has already provided services to over
65 organizations in country
Major Equipment’s used in PCRI:
 Mobile Monitoring Unit.

 UV Spectro Photometer.
 Dust Density Monitor.
 Induction Coupled Plasma Unit.
Service Offered:
 Environmental Impact Assessment.

 Regional Pollution Studies.
 Environmental Audit in Industries/Power Plant.
 Monitoring and Analysis of pollution levels in air, water, solid waste samples etc.

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Quality:
Quality is in a fact a way of life in BHEL Haridwar. Be it in incoming material, in process,

machining, assembly or testing, Quality is a watchword. Quality Assurance System, Quality Plan
and Field Quality Assurance are aids to total quality concept. BHEL Haridwar has also been
recognized by M/s. TUV, Germany for its capability to manufacture pressure vessels in
accordance with the German standards.
KEY ASSETS OF BHEL HARIDWAR:

Training & Development
The Human Resource Development Center (HRDC) has imparted training to a large number
of employees. It has been adjusted ‘The Best Establishment’ in Northern Region. HRDC is also
providing vocational training to students.
Houses & Educational Facilities
Spread over 25-sq. km, BHEL Haridwar has a large township with over 6500 houses including
hostel with all amenities. Under the scheme to ‘Build Own House’ a big township named
Shivalik Nagar has come up with in BHEL campus with all facilities.
Medical Services
All employees, their families and dependents are entitled to free medical aid at Company’s well
equipped hospital and eight dispensaries located in township. A school Health Service Scheme
provides regular check up of all the school going children.
Ancillaration
In line with the Government’s policy to develop small scale industries, BHEL has been
instrumental in the establishment of 30 ancillary industrial units. These units provide
employment to nearly 1500 persons and supply items and components to BHEL Haridwar. These
ancillary industrial units are situated alongside the BHEL-complex and some of them are located
in adjoining towns.
Work Culture
BHEL Haridwar works in an open environment with participation of employees through various
suggestion schemes, committees at different levels and open forums. Continuous process by
information sharing at all levels and in all directions.

40
Sports Facilities
For the recreation of employees, three community centers and one club equipped with all modern
facilities for cultural programs, indoor games, libraries, reading rooms are available to employees
and their wards. BHEL Sports club organizes competitions for both indoor and outdoor games on
regular basis. Special sports coaching camps are organized for the children of the BHEL
employees during summer vacations.
Social Activities
As part of its social obligation, BHEL Haridwar is striving to improve the quality of life in and
around its township. It has adopted three villages namely Roshanbad, Hetampur and Aaneki.
BHEL’s contribution covers almost all aspects of life viz. Education, health, hygiene, recreation
and means of livelihood. A medical team, headed by a BHEL doctor, visits these villages once a
week for free medical check-up and distribution of medicines among the inhabitants. The Gram
Vikas Sewa Samiti and BHEL Ladies Club are playing a very significant role in the
implementation of the various welfare schemes in these villages.
PARTICIPATIVE FORUMS AT BHEL:

Employees are encouraged to participate in suggestion schemes and open forums to give
constructive suggestions leading to increase in productivity, improvement in quality and
economy in consumption of materials.
Various participative forums today working at BHEL are:

1. Joint committee at Apex National Level.
2. Plant Council at Plant Level.
3. Shop Council in each major area of plant.
4. Welfare Committee.
5. Quality Circles.
6. Suggestion Schemes.

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The various welfare committees working at BHEL Haridwar are as follows:
1. Canteen Advisory Committee
2. Safety Advisory Committee
3. Hospital Advisory Committee
4. Township Advisory Committee
5. House Allotment Advisory Committee
6. Provident Fund Advisory Committee
7. Welfare Item Advisory Committee
8. Grievance Advisory Committee
9. Death Relief Fund Advisory Committee
TRADE UNIONS & ASSOCIATIONS:

In BHEL Haridwar, there are 13 unions in total but the active and representative unions are only
4.
01. BHEL Karamchari Parishad.

02. Heavy Elect. Worker Trade Union.
03. BHEL Worker Union. (HMS).
04. Heavy Elect Mazdoor Union (INTUC).
05. BHEL Workers Association (AITIC).
06. BHEL Kamgar Union (CITU).
07. Heavy Elect. Karamchari Sangh (BMS).
08. All India BHEL Employees Union (PPD).
09. BHEL Ambedkar Union.
10. BHEL United Karamchari Manch.
11. Staff Association.
12. BHEL Employees Sangh.
13. BHEL Shramik Sangh.

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Chapter - 03

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3.1 WHAT IS QUALITY OF WORTK LIFE?
The term refers to the favourableness or unfavourableness of a total job environment for people.
QWL programs are another way in which organisations recognise their responsibility to
develop jobs and working conditions that are excellent for people as well as for economic
health of the organisation. The elements in a typical QWL program include – open
communications, equitable reward systems, a concern for employee job security and satisfying
careers and participation in decision making. Many early QWL efforts focus on job enrichment.
In addition to improving the work system, QWL programs usually emphasis development of
employee skills, the reduction of occupational stress and the development of more co-operative
labour-management relations.
QWL is a process by which an organization responds to employee needs for developing

mechanisms to allow them to share fully in making the decisions that design their lives at work.
The aim of QWL is to identify and implement alternative programs to improve the quality of
professional as well as personal life of an organization’s employees. The QWL approach
considers people as an ‘asset' to the organization rather than as ‘costs'. It believes that people
perform better when they are allowed to participate in managing their work and make decisions.
This approach motivates people by satisfying not only their economic needs but also their social
and psychological ones. To satisfy the new generation workforce, organizations need to
concentrate on job designs and organization of work. Further, today's workforce is realizing the
importance of relationships and is trying to strike a balance between career and personal lives.
Vigorous Domestic and International competition drive

organisations to be more productive. Proactive managers and human resource departments
respond to this challenge by finding new ways to improve productivity. Some strategies rely
heavily upon new capital investment and technology. Others seek changes in employee relations
practices.
Human resource departments are involved with efforts to improve productivity through changes
in employee relations. QWL means having good supervision, good working conditions, good pay
and benefits and an interesting, challenging and rewarding job. High QWL is sought through an

44
employee relations philosophy that encourages the use of QWL efforts, which are systematic
attempts by an organisation to give workers greater opportunities to affect their jobs and their
contributions to the organisation’s overall effectiveness. That is, a proactive human resource
department finds ways to empower employees so that they draw on their “brains and wits,”
usually by getting the employees more involved in the decision-making process.
A Rationale:
Job specialization and simplification were popular in the early part of this century. Employees
were assigned narrow jobs and supported by a rigid hierarchy in the expectation that efficiency
would improve. The idea was to lower cost by using unskilled workers who could be easily
trained to do a small, repetitive part of each job.
Many difficulties developed from that classical job design, however. There was excessive
division of labour. Workers became socially isolated from their co-workers because their highly
specialized jobs weakened their community of interest in the whole product. De-skilled workers
lost pride in their work and became bored with their jobs. Higher-order (social and growth) needs
were left unsatisfied. The result was higher turnover and absenteeism, declines in quality and
alienated workers. Conflict often arose as workers sought to improve their conditions and
organisations failed to respond appropriately. The real cause was that in many instances the job
itself simply was not satisfying.
Forces for Change

A factor contributing to the problem was that the workers themselves were changing. They
became educated, more affluent (partly because of the effectiveness of classical job design), and
more independent. They began reaching for higher-order needs, something more than merely
earning their bread. Employers now had two reasons for re-designing jobs and organisations for
a better QWL:
 Classical design originally gave inadequate attention to human needs.

 The needs and aspirations of workers themselves were changing.

45
Humanized Work through QWL
One option was to re-design jobs to have the
attributes desired by people, and re-design organisations to have the environment desired by the
people. This approach seeks to improve QWL. There is a need to give workers more of a
challenge, more of a whole task, more opportunity to use their ideas. Close attention to QWL
provides a more humanized work environment. It attempts to serve the higher-order needs of
workers as well as their more basic needs. It seeks to employ the higher skills of workers and to
provide an environment that encourages them to improve their skills. The idea is that human
resources should be developed and not simply used. Further, the work should not have
excessively negative conditions. It should not put workers under undue stress. It should not
damage or degrade their humanness. It should not be threatening or unduly dangerous. Finally, it
should contribute to, or at least leave unimpaired, workers’ abilities to perform in other life roles,
such as citizen, spouse and parent. That is, work should contribute to general social
advancement.
Job Enlargement vs. Job Enrichment

The modern interest in quality of work life was stimulated through efforts to change the scope of
people’s jobs in attempting to motivate them. Job scope has two dimensions – breadth and
depth. Job breadth is the number of different tasks an individual is directly responsible for. It
ranges from very narrow (one task performed repetitively) to wide (several tasks). Employees
with narrow job breadth were sometimes given a wider variety of duties in order to reduce their
monotony; this process is called job enlargement. In order to perform these additional duties,
employees spend less time on each duty. Another approach to changing job breadth is job
rotation, which involves periodic assignment of an employee to completely different sets of job
activities. Job rotation is an effective way to develop multiple skills in employees, which benefits
the organisation while creating greater job interest and career options for the employee.
Job enrichment takes a different approach by adding additional motivators to a job to make it
more rewarding. It was developed by Frederick Herzberg on the basis of his studies indicating
that the most effective way to motivate workers was by focusing on higher-order needs. Job
enrichment seeks to add depth to a job by giving workers more control, responsibility and

46
discretion over hoe their job is performed. The difference between enlargement and enrichment
is illustrated in the figure given below.
Difference between job enrichment and job enlargement
Higher Order
Job enrichment Job enrichment and
enlargement
FOCUS ON DEPTH
Lower Order Routine job Job enlargement
Many Few
NUMBER OF TASKS
In the above figure we see that job enrichment focuses on satisfying higher-order needs, while
job enlargement concentrates on adding additional tasks to the worker’s job for greater variety.
The two approaches can even be blended, by both expanding the number of tasks and adding
more motivators, for a two-pronged attempt to improve QWL.

47
Job enrichment brings benefits, as shown in the below figure.
Benefits of job enrichment emerge in three areas
Individual:
 Growth
 Self-actualisation
 Job satisfaction
Organisation:
 Intrinsically
JOB motivated
employees
ENRICHMENT
 Better employee
BENEFITS performance
 Less absenteeism
and turnover; fewer
grievances
Society:
 Full use of human

resources
 More effective
organisations
Its general result is a role enrichment that encourages growth and self-actualisation. The job is
built in such a way that intrinsic motivation is encouraged. Because motivation is increased,
performance should improve, thus providing both a more humanised and a more productive job.
Negative effects also tend to be reduced, such as turnover, absences, grievances and idle time. In
this manner both the worker and society benefit. The worker performs better, experiences greater
job satisfaction and becomes more self-actualised, thus being able to participate in all life roles
more effectively. Society benefits from the more effectively functioning person as well as from
better job performance.

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Applying Job Enrichment
Viewed in terms of Herzberg’s motivational factors, job enrichment occurs when the work itself
is more challenging, when achievement is encouraged, when there is opportunity for growth and
when responsibility, feedback and recognition are provided. However, employees are the final
judges of what enriches their jobs. All that management can do is gather information about what
tend to enrich jobs, try those changes in the job system and then determine whether employees
feel that enrichment has occurred.
In trying to build motivational factors, management also gives attention to maintenance factors.
It attempts to keep maintenance factors constant or higher as the motivational factors are
increased. If maintenance factors are allowed to decline during an enrichment program, then
employees may be less responsive to the enrichment program because they are distracted by
inadequate maintenance. The need for a systems approach in job enrichment is satisfied by the
practice of gain sharing.
Since hob enrichment must occur from each

employee’s personal viewpoint, not all employees will choose enriched jobs if they have an
option. A contingency relationship exists in terms of different job needs, and some employees
prefer the simplicity and security of more routine jobs.

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3.2 DEFINING QUALITY OF WORK LIFE:
The best way of approaching quality of life measurement is to measure the extent to which
people's 'happiness requirements' are met-i.e., those requirements which are a necessary
(although not sufficient) condition of anyone's happiness - those 'without which no member of
the human race can be happy.'
- McCall, S.: 1975, 'Quality of Life', Social Indicators Research 2, pp 229-248
“Quality of work life designs are based on the individual’s ability to make judgements about what
is or is not desirable in the workplace.”
- J.BARTON CUNNINGHAM AND TED EBERLE
What is Quality?
“Quality is the ability of a product or service to consistently meet or exceed customer
expectations.”
What is work?
“Work can be defined as the application of discretion within limits in order to produce a result”
What is Work life?

Work life does not merely means the facilities provided to the employees during office hours. It
comprises of all the collective feelings, which reside in the mind of the employee while he works
in the organization, he is in the office or away from it.
What is of life?
QOL may be defined as subjective well-being. Recognizing the subjectivity of QOL is a key to
understanding this construct. QOL reflects the difference, the gap, between the hopes and
expectations of a person and their present experience. Human adaptation is such that life
expectations are usually adjusted so as to lie within the realm of what the individual perceives to

50
be possible. This enables people who have difficult life circumstances to maintain a reasonable
QOL.
- Janssen Quality-of-life Studies
Quality of Life is tied to perception of 'meaning'. The quest for meaning is central to the human
condition, and we are brought in touch with a sense of meaning when we reflect on that which
we have created, loved, believed in or left as a legacy.
- Frankl VE. 'Man's search for meaning.' New York: Pocket Books, 1963.
Quality of Life is the product of the interplay

among social, health, economic and environmental
conditions which affect human and social development.
- Ontario Social Development Council,

1997
Quality of Work Life can be defined as

"The quality of relationship between
employees and the total working
environment.”

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

52
(v) Participative management style and recognition:
Flat organizational structures help organizations facilitate employee participation. A participative

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

53
forcing on them demanding working hours, overtime work, business travel, untimely transfers
etc.
(viii) Social Relevance of Work:
QWL is concerned about the establishment of social relevance to work in a socially beneficial
manner. The workers’ self-esteem would be high if his work is useful to the society and the vice
versa is also true.
3.4 SPECIFIC ISSUES IN QWL:

54
Trade unions claim that they are responsible for the improvement in various facilities to workers
whereas management takes credit for improved salaries, benefits and facilities. However, P/HR
manager has (identified) specific issues in QWL besides normal wages, salaries, fringe benefits,
etc. and takes lead in providing them so as to maintain higher order QWL.
3.5 MAJOR QWL ISSUES:
IKlott, Mundick and Schuster suggested 11 major QWL issues. They are:
(I) Pay and Stability of Employment
Good pay still dominates most of the other factors in employee satisfaction. Various alternative
means for providing wages should be developed in view of increase in cost of living index,
increase in levels and rates of income tax and profession tax. Stability to a greater extent can be
provided by enhancing the facilities for human resource development.
(ii) Occupational Stress
Is a condition of strain on one’s emotions, thought process and physical condition. Stress is
determined by the nature of work, working conditions, working hours, pause in the work
schedule, worker’s abilities and nature and match with the job requirements. Stress is caused due
to irritability, hyper-excitation or depression, unstable behaviour, fatigue, stuttering, trembling
psychomatic pains, h smoking and drug abuse. Stress adversely affects employ productivity. The
P/HR manager, in order to minimise the stress, has identify, prevent and tackle the problem. He
may arrange the treatment of the problem with the health unit of the company.
(iii) Organisational Health Programmes
Organisational health programmes aim at educating employees about health problems, means of
maintaining and improving of health, etc. These programmes cover drinking and smoking
cessation, hypertension control, other forms of cardiovascular risk reduction, family planning,
etc. Effective implementation of these programmes result in reduction in absenteeism,
hospitalisation, disability, excessive job turnover and premature death. This programme should
also cover relaxation, physical exercise, diet control, etc.

55
(iv) Alternative Work Schedules
Alternative work schedules including work at home, flexible working hours, staggered hours,
reduced work week, part-time employment which may be introduced for the convenience and
comfort of the workers as the work which offers the individual the leisure time, flexible hours of
work is preferred.
(v) Participative Management and Control of Work
Trade unions and workers believe that workers’ participation in management and 1e improves
WL. Workers also feel that they have control over their work, use their skills and make a real
contribution to the job if they are allowed participate in creative and decision-making process.
(vi) Recognition
Recognising the employee as a human being rather than as a labourer increases the QWL
Participative management, awarding the rewarding systems, congratulating the employees for
their achievement, job enrichment, offering prestigious designations to the jobs, providing well
furnished and decent work places, offering membership in clubs or association, providing
vehicles, offering vacation trips are some means to recognise the employees.
(vii) Congenial Worker-Supervisor Relations
Harmonious supervisor-worker relations gives the worker a sense of social association,

belongingness, achieve of work results, etc. This in turn leads to better QWL.
(viii) Grievance Procedure
Workers have a sense of fair treatment’ when the company gives them the opportunity to
ventilate their grievances and represent their case succinctly rather than settling the problems
arbitrarily.
(ix) Adequacy of Resources
Resources should match with stated objectives; otherwise, employees will not be able to attain
the Objectives. This results in employee dissatisfaction and lower QWL
(x) Seniority and Merit in Promotions

56
Seniority is generally taken as the basic for promotion in case of operating employees. Merit is
considered as the basis for advancement for managerial people whereas seniority-c is preferred
for promotion of ministerial employees. The promotional policies and activities should be fair
and just in order to ensure higher QWL.
(xi) Employment on Permanent Basis
Employment of workers on casual, temporary probationary basis gives them a sense of

insecurity. On the other hand, employment on permanent basis gives them security and leads to
higher order QWL.
3.6 STRATEGIES FOR IMPROVEMENT OF QWL:
The strategies for improvement in quality of work life include self-managed work teams,
redesign and enrichment, effective leadership and supervisory behaviour, career development,
alternative work schedules, job security, administrative orgastisational and participating
management.
(i) Self-managed Work Teams
These are also called autonomous work groups or integrated work teams. These work teams are
formed with 10 to 20 employees who plan, co-ordinate and control the activities of the team with
the help of a team leader who is one among them. Each team performs all activities including
selecting their people. Each team has authority to make decisions and regulate the activities. The
group as a whole is accountable for the success or failure. Salaries are fixed both on the basis of
individual and group achievement.
(ii) Job Redesign and Enrichment
Narrow jobs can be combined into larger units of accomplishment. Jobs are redesigned with a
view to enriching them to satisfy higher order human needs.
(iii) Effective Leadership and Supervisory Behaviour
For effective leadership and supervisory behaviour ‘9-9’ style of managerial grid is suitable.
(iv) Career Development

57
Provision for career planning, communicating and counselling the employees about the career
opportunities, career path, education and development and for second careers should be made.
(v) Alternative Work Schedules
Provision for flexible working hours, part-time employments, job- sharing and reduced work
week should be made.
(vi) Job Security This top the employees’ list of priorities. It should be adequately taken care of.
(vii) Administrative or Organisational Justice
The principles of justice, fair and equity should be taken care of in disciplinary procedure,
grievance procedures, promotions, transfers, demotion, work assignment, leave, etc.
(viii) Participative Management Employees should be allowed to participate in management

participative schemes which may be of several types. The most sophisticated among them is
quality circle.
Implementation of these strategies ensures higher level of quality of work life.
3.7 QWL THROUGH EMPLOYEE INVOLVEMENT (EI):
One of the most common methods used to create QWL is employee involvement. Employee
involvement (EI) consists of a variety of systematic methods that empower employees to
participate in the decisions that affect them and their relationship with the organisation. Through
(EI), employees feel a sense of responsibility, even “ownership” of decisions in which they
participate. To be successful, however, EI must be more than just a systematic approach; it must
become part of the organisation’s culture by being part of management’s philosophy. Some
companies have had this philosophy ingrained in their corporate structure for decades; Hewlett-
Packard, IBM, General Motors, Ford, etc.
Pygmalion Effect
The implications for managers and human resource specialists are to create an organisational
culture that truly treats people as though they are experts at their jobs and empowers them to use
that expertise. When management does this, a Pygmalion effect may result, which occurs when

58
people live up to the high expectations that others have of them. If management further assumes
that people want to contribute and seek ways to tap that contribution, better decisions, improved
productivity and a higher QWL are likely.
3.8 QUALITY OF WORKLIFE IN BHEL HARDWAR - AN OVERVIEW:
As a human being we are living in a social structure set-up upon the conventions of the culture
prevailing in the environment under which certain norms & adherence to the practices is
expected for all the members of the society. Similarly, the work culture in BHEL is a composite
mix of various cultural, social & ethical ideologies which acts as a basis and directs the
employees to incorporate the feeling of oneness in personnel objectives with the company’
objective.
BHEL Haridwar takes into consideration a number of factors that are responsible for providing
better quality of work life to the employees.
The services, which it renders to the BHEL employees, can be listed as under:
1. MEDICAL SERVICES:
Medical facilities for BHEL employees started on 12-08-1963.Today, salient features of medical
services can be summed up as follows-
 MAIN HOSPITAL 01
 PERIPHERAL SECTOR DISPENSARIES 06
 PLANT MEDICAL CENTERS 02
 OCCUPATIONAL HEALTH CENTER 01
 PUBLIC HEALTH DEPARTMENT 01
 PHYSIOTHERAPY CENTRE 01
All employees, their families and dependents are entitled to free medical aid at the company’s
well-equipped hospital and eight dispensaries located in various sectors and in the plant area.
Hospital has specialized OPD and indoor facilities. A school health services scheme provides
regular medical check-up of all the school going children.

59
2. CANTEEN FACILITIES:
BHEL has four well-equipped canteens inside the plant and one staff canteen, which provide
catering facilities to all employees of BHEL. Canteens provide highly subsidized meals, tea and
snacks. There are canteen committees to manage the administration and functioning of the
canteens. These committees have equal number of representatives from workers and
management. Tea and snacks are provided at the workplace during the shift timings.
3. TRANSPORT FACILITIES:
BHEL management has provided subsidized transport facilities to the school going children of
employees for attending duties.
In addition, vehicle allowance and vehicle purchase loan schemes are also there in order to
facilitate the BHEL employees.
The operation of vehicles transporting our employees is being monitored by a transport

committee.
4. HOUSING FACILITIES:
BHEL has provided around 8000 houses for different classes of employees, which are divided in
different sectors in the township area. Sector I, II, III, IV, V-A, V-B, & sector – VI. There are
hostels with all modern amenities for the workers and working women. Water and Electricity is
provided to all the houses and hostels in the township round the clock.
To meet the requirement of housing need of older employees GRIH NIRMAN SAMITI was
formed in seventies. Nearly 300 acres of surplus BHEL land was transferred from BHEL to UP
Avas Vikas Parishad.
As on date around 4000 houses have been constructed and civic amenities like roads, parks,
sewerage system is being maintained by Grih Nirman Samiti.
Loan facilities are also provided by BHEL for purchase as well as for renovation of houses at a
subsidy of Rs.41/10000 per month for a maximum loan of Rs.7.5 Lakh through various financial
institutions. Under the scheme to ‘build own house’, a big township named Shivalik Nagar has
come up within BHEL campus with all facilities.

60
5. EDUCATION FACILITIES:
BHEL is contributing in a big way in the field of education as a responsible Corporate Citizen. It
provides infra structural support and effective Management to the various educational
institutions.
BHEL imparts educational facilities to more than 25000 students including students from weaker
section of society. Students with poor economic background are given scholarship.
In BHEL Township, BHEL education management board, Kendriya Vidyalaya Sangathan,

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

61
8. COMMUNITY CENTRES:
In the township, there are two community centers. They are managed by duly elected executive
body and financed by grant in aid by BHEL and monthly contribution of employees. They
provide all round development for the employees and their wards and various facilities for
community development and social functions for the BHEL employees & their families which
includes-
(a) Library/Reading room:

In this only the employees of BHEL and their children are allowed to have the
membership. National and international newspapers, magazines and books on specific
subjects are available to the members.
(b) Games:
Indoor games facilities like chess, carrom, Table Tennis, Badminton, Bridge etc are
provided to the employees and their children. Regularly sports competitions are also
organised, Similarly Outdoor Games & Sports like Foot ball, Hockey, Basket ball, Volley
ball, shooting ball, Cricket and Athletics are being organised throughout the year by the
BHEL Sports Club.
(c) Marriage Halls:

Community center halls are available for marriage parties of employees and their wards.
For this, booking of the halls has to be done by the employees in advance. A nominal
charge is taken from them in lieu of availability of this facility.
(d) One Ledo club for organizing parties.

(e) Stadium for cultural programs.
(f) Facility for training in computer, typing, stitching, embroidery, toy making, drawing etc.
9. KHEL BHAWAN / YOGA MANDAL:
BHEL has only one Khel Bhawan in sector II, who is well equipped with all the modern games
and sport facilities. The games provided are:
(i) Indoor: Table Tennis, Carom, Squash, Billiards & Snooker, Chess & Badminton etc.
(ii) Outdoor: Cricket, Hockey, Football, Basketball, Volley ball, Kabbadi, Athletics etc.

62
BHEL also has one Yoga Mandal where the employees and their families can avail the facilities
of yoga training classes in which expert teachers impart training.
The management of BHEL took a positive step in 1969 and BHEL Sport Club was formed. The
responsibility of sports club is to promote the sports culture among the employees and their
families. The club is organising various coaching camps for children in different disciplines like
Badminton, Table Tennis, Cricket, Swimming, Basket Ball etc. Inter-group competitions are also
help in all the disciplines where teams from different schools of BHEL Township participate.The
events are carried out throughout the year. The aim of the club is to generate the interest of the
employees and their families in sports.
10. BANKS AND POST OFFICES:
For the convenience of the employees, two counters of banks one each of State Bank of India
and Punjab National Bank are provided inside the plant. A post-office is also provided inside the
plant. A post-office is also provided near the main gate of the factory.
11. TELECOMMUNICATION CENTER:
A telecommunication center is also made inside the township in order to facilitate the employees
with telecom services.
12. FIRE SERVICES:
BHEL, Haridwar has a well-equipped fire-fighting wing to control fire in emergency. Hydrants
in sufficient number have been installed. Automatic arrangements for fire indications are also
made in critical areas. The periodical drill for firefighting is also arranged inside the plant.
13. SAFETY IMPLEMENTATION ACTIVITIES:
For the implementation of safety rules in the factory as per Factory act 1948, statutory
requirements are fulfilled regularly and inspected by the government authorities. There are
special provisions for fire extinguishing systems, modern safety guards, and control of crane
safety appliances for protection from dust and fumes and automatic fire alarm systems in
accident-prone areas.

63
Safety committee has been set-up consisting of representatives of workers and management,
which meets once in three months to review the safety aspects of the plant.
Departmental safety committee consisting representative of workers and management of that

department meets once in a month to review the safety aspects of the department.
14. GIFTS AND WELFARE SCHEMES FOR EMPLOYEES:
These can be summarized as follows:
 New Year Gifts :

BHEL, Haridwar provides all its employees with New Year gifts on every 1’st January. The
item to be presented as a gift is changed from time to time and the decision regarding
selection of item are taken by a separate committee comprises of equal number of
representatives from both the management and trade unions specially made for this purpose.
Purchase committee comprises of representatives from finance, purchase, indenture (welfare)

& recognized unions purchase gift items for New Year.
 Gift After 10 Years Of Services :

Every employee who completes ten years of service in BHEL is presented a wristwatch as a
momento.
Deaf Relief Fund Scheme:

Under the death relief fund scheme, every employee contributes as amount of RS. 1 from his
salary and the total contribution of all the employees goes to the family of the deceased
employee.
In case of employee’s death, financial assistance is given for funeral also.
Group Insurance Scheme & Employee Deposit Linked Insurance Scheme:

In order to overcome the financial difficulties by the families of deceased employees, the
management has introduced BHEL group Insurance Scheme w.e.f. 19-03-1975. In addition to
already existing insurance schemes, BHEL started a group saving linked insurance scheme for its
employee’s w.e.f. 25’th April, 1987. In this scheme, workers are insured for an amount of Rs.10,
000 and 20,000 depending upon their status.

64
Provident Fund Trust Scheme:
This scheme has three parts:
 Employee provident fund trust

 Family pension
 EDLI scheme
Employee Provident Fund Trusts:
Regional Provident Fund Commissioner has exempted BHEL from being a member of provident
fund trust scheme because BHEL is having its own EPF trust which is fulfilling all the provisions
of above scheme.
Family Pension Scheme:

This scheme is effective for those employees who had joined this organization after 1972.
However, it is voluntary for employees who have joined before 1972. This scheme run through
Regional Provident Fund Commissioner & has following benefits:
 After superannuation, all the accumulated money is paid along with interest in one time.
 In case of deceased employee, the widow gets the pension.
 ELDI is covered under the Group Insurance Scheme and Employee Savings Linked
Insurance Scheme.
Employee Benefits
 Leave and Holidays.
 Encashment of Earned Leaves.
 Railway Confessional Ticket facility.
 Medical Attendance Rule.
 Retired Employee Contributing Health Scheme.
 Conveyance reimbursement for executive.
 Conveyance reimbursement for supervisors, non-executive employees.
 DRF (Death Relief Fund).
 ELDI Scheme.
 Group Insurance Scheme.
 Accident /medical Insurance Schemes.

65
 Compensation.
 Conveyance maintenance Scheme, etc.
Loans & Advances
 Festival Advance.
 Cycle Advance.
 Vehicle Advance.
 House Building Advance.
Awards & Incentives
 Cash Award for acquiring higher additional qualification.
 Study Leave.
 Sponsorship for higher studies.
 Family planning incentives.
 Plant performance payments.
 Special incentives and bonus.
 Participation in Inter Unit Sports.

66
Chapter - 04

67
Research Methodology:
Research Methodology is the investigation of specific problem in detail. At first problem is

defined carefully for conducting research. There should be a good research plan for conducting
research. No research can be done without data collection. After all this analyze is made for
getting solution for problem.
 Defining the problem

 Defining the sampling plan
 Collection of data
 Analyze and interpretation
Defining the problem:
Defining the research problem is first necessary step for any research. This work should be done
carefully. Here research problem is to know Quality of Work Life of Employees in BHEL.
Sampling Plan:
The sampling plan calls for three decisions.
01. Sample Type: I have opted for Probability Sampling/Random Sampling.
02. Sampling Unit: I have completed my survey in HARIDWAR.
03. Sample Size: The selection of 40 respondents was done for the study.
Collection of Data: Collection of Data was done through:
Observation Method:
A keen observation was made on the following activities in the BHEL office-
a) Punctuality of employees.
b) Behavior of employees with one another.
c) Maintenance of discipline by the employees.

68
Interview Method:
Face to face interviews of the employees were taken on how they feel in the organization and
how they feel about the QWL provided by BHEL.
Structured Questionnaire Method:
In this a sample of size 40 was taken covering different levels of organization structure and
different departments.
Around 30 questionnaires were distributed among the Workers in the factory premises.10
questionnaires were distributed to the executive level.
Analyze the information:
After all interviews and/or observations have been made, i have tabulated the collected data &
developed frequency distributions.
Thus the whole data was grouped aspect wise and was presented in tabular from. Thus,
frequencies & percentages were to render impact of the study.
Presentations of findings:
This was the end product of the research process.

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Chapter - 05

70
Analysis of the response (as received through Questionnaire):
Q. No. 1. What do you particularly like about your job in B.H.E.L?
The various reasons given by employees in reference to the question “What you particularly like
about BHEL”
 Nice work culture.
 Quality of work life.
 Continuous learning.
 Creativity.
 Job Security.
 Independent working.
Q. No.2. I am satisfied with the working conditions provided by the BHEL.
A. Agree 75% B. Disagree 25%
10, 25%
Agree
Disagree
30, 75%

71
Q. No.3. How motivating is the work environment?
A. Extremely motivating 50.0%

B. Fairly motivating 37.5%
C. Demotivating 07.5%
D. Neither motivating nor demotivating 05.0%
25
20
20
15 A
15
B
10 C
3 D
5 2
0
A B C D
Q. No.4. Do you find work assigned to you is interesting?
A. Highly interesting 56.15%

B. Rather interesting 29.82%
C. Not much interesting 12.28%
D. Not at all 1.75%

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Q. No .5. Does the company is able to meet its values?
Values To great To very little Not at all Always

extent extent
 Foster learning
 Zeal to excel
 Respect for dignity
 Team playing
 Integrity fairness in all

matters

73
100
P
90
E
80
R
70
C A = A lw a ys
60 B = T o gr e a t e xte n t
E
50 C = T o ve r y li tt le e xte n t
N D = N o t a t a ll
40
T
30
A
20
G
E 10
A B C D
Q. No .6. Are you satisfied by the direction, guidance and support provided by your
superiors?
A. Highly satisfied 86%
B. Satisfied 10%
C. Dissatisfied 3%
D. Highly dissatisfied 1%
Q. No .7. How do you feel about the communication process in B.H.E.L., both horizontals and
vertical?
A. Highly satisfied 81.62%
B. Satisfied 7.76%
C. Dissatisfied 6.26%
D. Highly dissatisfied 4.34%

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Q. No .8. Do the other departments in the BHEL cooperate with each other?
A. Yes 80.0%
B. No 20.0%
8, 20%
Yes
No
32, 80%
Q. No .9. Do you feel free to offer comments and suggestions?
A.) Yes 75.0%
B.) No 25.0%

75
10, 25%
Yes
No
30, 75%
Q. No .10. How far the promotion policies practiced in your company are fair?
A. Very fair 86.93%
B. Rather fair 10.56%
C. Not that fair 02.30%
D. Not fair at all 00.51%
Q. No .11. Are you satisfied with the safety measures being taken by the
Company?
B. Satisfied 01.06%

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Q. No .12. Are you satisfied with the Quality of work being performed by the staff of
Human Resource?
A. Highly satisfied 99%
B. Satisfied 01%
C. Dissatisfied 00%
D. Highly dissatisfied 00%
Q. No .13. The job utilizes most of my skills and abilities,
A. Strongly Agree 33%
B. Agree 49%
C. Disagree 13%
D. Strongly Disagree 05%
2, 5%
5, 13%
13, 33%
A
B
C
D
20, 49%

77
Q. No .14. The Welfare activities provided are,
A. Excellent 30.0%
B. Good 45.0%
C. Average 17.5%
D. Poor 07.5%
Q. No .15. Does the company full fills its social responsibility towards society?
A. Always 99%
B. To great extent 01%
C. To very little extent _
D. Not at all _
Q. No .16. There is a balance between stated objectives and resources provided by the BHEL.
A. Strongly agree 20.0%

B. Agree 47.5%
C. Disagree 32.5%
D. Strongly disagree _

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Q. No .17. Are you satisfied with the Quality of work life in B.H.E.L?
B. Satisfied 03.01%
Q. No .18. Any suggestion you would like to give for overall improvement of B.H.E.L. and the
quality in work life?
The suggestions given by the employees are:

 To adopt all the manual rules of welfare.
 To apply the disciplinary action plans for the appropriate working culture.
 To arrange the workshop for improving the personality development of employees.
 To provide a good field for education and mental development supporting activities.
 To provide a wider sphere for renovation like playing and co-curricular activities.
 To apply all the psychological norms for the individuals.
 Proper recognition of performance.
 Adoption of latest technologies in all spheres.
 Training for all employees on regular basis.
 Improve canteen facilities.
 Inculcate discipline in employees.
 Must have professional colleges.
 Should appoint a heart specialist.

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Chapter - 06

80
6.1 OBSERVATIOS:
 Working with this organization gave me my first hand experiences of Personnel management
& its various implications in the real life situations which one can only see in the corporate
world where you encounter the persons. BHEL has a bright future.
 The efforts made by BHEL, Ranipur to provide a good quality of work life to the employees
are undoubtedly credible. An attitude of belonging ness is constantly shown by the
organization and sincere efforts are made for making the environmental conditions better for
the employees both in the office and at home. The employees are so much satisfied with the
welfare activities of BHEL that they use the following statement as the full form of BHEL :
“BE HAPPY AND ENJOY LIFE”
 I learnt how and what types of facilities are being provided to the employees.
 I also observed how they are doing the Performance Appraisal on basis of the
achievement of the targets by the employees in the time given to them through ERP.
 They emphasis on providing proper working environment to their employees, so that the
employees can work efficiently & smoothly.

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

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

83
6. There should be one rest room for the employees of the main administrative building so that
they can take rest in case of uneasiness or any other minor health problem like headache,
nausea etc.
7. The offices of the employees working in the administrative building should be centrally air
conditioned so that they can work in a cool environment.
6.4 CONCLUSION:
The improvement in the Quality of Work life has brought about a lot of changes. For example it
has brought about
 Increase in the productivity

 Improvement in Quality
 Team spirit
 Marked reduction in absenteeism & Labour turnover
As a human being we are living in a social structure. This set-up is based upon the conventions
of the culture, prevailing in the environment under which certain norms & adherence to the
practices is expected for all the members of the society. Similarly, the work culture in BHEL is a
composite mix of various cultural, social & ethical ideologies which acts as a basis and directs
the employees to incorporate the feeling of oneness in personnel objectives with the company’
objective.
It seems that a conducive environment is prevailing in BHEL

and a feeling of individual commitment, dedication along with the sense of responsibility in
accomplishing the organizational goal is predominant in BHEL’s work culture.
Thus, we can say that the BHEL is very caring and considerate to its employees.
Also it is observed & evaluated through a proper analysis of the questionnaire that the
employees are satisfied & contended while working in BHEL under present conditions.

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6.5 LIMITATIONS:
a) The information provided by the workers is not definitely true.

b) The samples of workers are not representative of the total workforce.
c) The workers hesitate disclosing the true facts in order to secure their job.
d) There is no measure to check out whether the information provided by the Workers is
correct or not.
e) Limited money available for project.

85
BIBLIOGRAPHY:
Books:
1. C.B. Mamoria and S.V. Gankar, Personnel Management, Himalaya Publishing House,
2007, pp. 599-603.
2. K. Aswathappa, Human Resource Management, Tata McGraw-Hill, 2008, pp. 399-401.
3. L.M Prasad, Organisational Behaviour, Sultan Chand & Sons, 2008, pp. 225-228.
4. P.Subba Rao, Essentials of Human Resource Management and Industrial Relations,

Himalaya Publishing House, 2007, pp. 657-663.
5. Robbins, Judge & Sanghi, Organizational Behavior, Pearson Education, 2007, pp. 95-
103.
Sites:
1. http://www.bhel.com/home.php Retrieved December 20, 2009.
2. http://www.chrmglobal.com/Articles/183/1/Quality-of-Work-Life.html Retrieved
December 20, 2009.
3. http://www.citehr.com/attachments/46140d1236315310-project-quality-work-life-new-
microsoft-word-document.doc?date=1236315310 Retrieved December 20, 2009.
4. http://www.mbajunction.com/career/quality_work_proj.htm Retrieved December 20,

2009.
5. http://www.mbaguys.net/t590/ Retrieved December 20, 2009.
6. http://profile.iiita.ac.in/pchand_mba05/pom/BHEL.pdf Retrieved December 20, 2009.
7. http://www.vikalpa.com/pdf/articles/1978/1978_Jul_Sep_167_171.pdf Retrieved
December 20, 2009.

86
QUESTIONNAIRE ON - QUALITY OF WORK LIFE
“Enhancing Productivity through Employees Satisfaction”
Please ‘Tick’ your choice

______________________________________________________________________________
1. Name (Optional):
2. Age Group (Yrs.): a) Below 30 b) 31-40 c) 41-50 d) 51 & Above.
3. Category of Employee: a) Executive b) Supervisor c) Artisan
4. Qualification Group: a) I.T.I./High School/Intermediate
b) Diploma/B.A./B.Sc.
c) B.Tech/MBA/MSc/MCA
______________________________________________________________________________
Q. No. 1. What do you particularly like about your job in B.H.E.L?
______________________________________________________________________________
______________________________________________________________________________
________________________________________________________________________________________________________
Q. No.2. I am satisfied with the working conditions provided by the BHEL.
A.) Agree B.) Disagree

87
Q. No.3. How motivating is the work environment?
A.) Extremely motivating B.) Fairly motivating
C.) Demotivating D.) Neither motivating nor demotivating
Q. No.4. Do you find work assigned to you is interesting?
A.) Highly interesting B.) Rather interesting
C.) Not much interesting D.) Not at all
Q. No .5. Does the company is able to meet its values?
Values To great To very little Not at all Always

extent extent
 Foster learning
 Zeal to excel
 Respect for dignity
 Team playing
 Integrity fairness in all

matters
Q. No .6. Are you satisfied by the direction, guidance and support provided by your
superiors?
A.) Highly satisfied B.) Satisfied
C.) Dissatisfied D.) Highly dissatisfied

88
Q. No .7. How do you feel about the communication process in B.H.E.L., both horizontals and
vertical?
Q. No .8. Do the other departments in the BHEL cooperate with each other?
A.) Yes B.) No
Q. No .9. Do you feel free to offer comments and suggestions?
Yes No
Q. No .10. How far the promotion policies practiced in your company are fair?
A.) Very fair B.) Rather fair
C.) Not that fair D.) Not fair at all
Q. No .11. Are you satisfied with the safety measures being taken by the
Company?
Q. No .12. Are you satisfied with the Quality of work being performed by the staff of
Human Resource?
Q. No .13. The job utilizes most of my skills and abilities,
Strongly Agree Agree
Disagree Strongly Disagree

89
Q. No .14. The Welfare activities provided are,
Excellent Good
Average Poor
Q. No .15. Does the company full fills its social responsibility towards society?
A.) Always B.) To great extent
C.) To very little extent D.) Not at all
Q. No .16. There is a balance between stated objectives and resources provided by the BHEL.
A.) Strongly agree B.) Agree
C.) Disagree D.) Strongly disagree
Q. No .17. Are you satisfied with the Quality of work life in B.H.E.L?
Q. No .18. Any suggestion you would like to give for overall improvement of B.H.E.L. and the
quality in work life?
______________________________________________________________________________
______________________________________________________________________________
________________________________________________________________________________________________________
thank you for your participation

90

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QUALITY OF WORK LIFE

SUMMER INTERNSHIP PROJECT REPORT

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

SHOOLNI INSTITUTE OF LIFE SCIENCES &

Under the Guidance of

SILB-School of Business Management

Place: SOLAN DESH RAJ

Date: 24 Dec. 2009 M.B.A. (Final Year)

SILB-School of Business Management

SILB-School of Business Management

SILB-School of Business Management

Chapter - 01 Introduction 08-11

Chapter - 02 Company Profile 12-42

Chapter - 03 Quality of Work Life (QWL) 43-66

Chapter - 04 Research Methodology 67-69

SILB-School of Business Management

SILB-School of Business Management

SILB-School of Business Management

SILB-School of Business Management

The objectives of the project were mainly:

 To get an overview of the company.

 To know the details of products and departments of BHEL.

 Human Resource Department functioning.

 Employee level of satisfaction, both inside and outside the office.

 To find out effects of quality of work life initiatives on employees

 To find out way to improve quality of work life.

SILB-School of Business Management

 Better performance of employees.

SILB-School of Business Management

SILB-School of Business Management

SILB-School of Business Management

To be an Indian Multinational Engineering Enterprise

 Zeal to Excel and Zest for Change.

 Integrity and Fairness in all Matters.

 Respect for Dignity and Potential of Individuals.

 Strict Adherence to Commitments.

 Ensure speed of Response.

 Fast Learning, Creativity and Team Work.

 Loyalty and Pride in the company.

SILB-School of Business Management

SILB-School of Business Management

 Shri K Ravi Kumar CMD & Director (Power)

 Shri Saurabh Chandra Director

 Shri Rajiv Bansal Director

 Shri S Ravi Director

 Shri Ashok Kumar Basu Director

 Shri M A Pathan Director

 Smt. Reva Nayya Director

 Shri C S Verma Director (Finance)

 Shri Anil Sachdev Director (HR)

 Shri B P Rao Director (IS&P)

 Shri IP Singh Company Secretary

SILB-School of Business Management

The Company has proven expertise in

SILB-School of Business Management

The Company manufactures 220/235/500/540 MWe nuclear

SILB-School of Business Management

India’s first underground metro at Kolkata runs on drives and

SILB-School of Business Management

BHEL has supplied GT driven centrifugal compressor

SILB-School of Business Management

SILB-School of Business Management

Technology up-gradation, Research & Development

organizations of the world.

SILB-School of Business Management