Submitted in Partial Fulfillment of the requirement for The award of the degree of

MASTER OF BUSINESS ADMINISTRATION (2011-12)

Project Supervisor
Mr. MAYANK GUPTA
(H.O.D. MANAGEMENT DEPATMENT)

Submitted By:
SATISH KUMAR
MBA 3rd SEM

RAMANAND INSTITUTE OF PHARMACY & MANAGEMENT HARIDWAR (U.K)

ACKNOWLEDGEMENT
A journey is easier when you travel together. Interdependence is certainly more valuable than independence. This report is the result and supported by many people. It is a pleasant aspect that I have now the opportunity to express my gratitude for all of them. I would also express my gratitude towards my respective project in charge, Mr. GIRISH V. JI (HR EXICUTIVE, NIC) BHEL. CO-COORDINATOR, VOCATIONAL TRAINING who overlooked and tolerated my mistakes and guided me to the path of success. I will remain thankful to him for being so generous in providing his valuable and timely guidance to me in completing this project. It is a great pleasure to bring this acknowledgement to express my deepest sense of gratitude to Mr. MAYANK GUPTA, for his valuable support and guidance that geared the work into a proper channel which is demanded. The knowledge offered was from the repository of her vast experience. She gave me much needed valuable advice, positive criticism, suggestions and constant encouragement through discussions. It is a great privilege and matter of honor for me to complete this project on EMPLOYEE MOTIVATION" under the table guidance of Mr. GIRISH V. (HR EXICUTIVE, NIC) BHEL.

Last but certainly not the least; I am grateful to my Parents for their constant support and encouragement.

SATISH KUMAR
MBA 3rd SEM

EXECUTIVE SUMMARY
Employee Motivation is the end feeling of a person after performing a task to the extent that a persons job fulfills his dominant needs and is consistent with his expectations and values, the job will be satisfying. The feeling would be positive or negative depending upon whether need is satisfied or not. The present study on Employee Motivational BHEL is based on the basis of information gathered from BHEL, Hardwar. Both open and closed ended questionnaire was framed to know the views of employee about Employee motivation adopted by BHEL. An experience survey of 60 employees was done, to meet my objective in different blocks of BHEL, Hardwar.

OBJECTIVES OF THE STUDY

To study about Employee Motivation of BHEL employees. To understand and observe the practical work in such a giant organization, BHEL and to collect secondary data about BHEL

CONTENTS
CHAPTER-1 COMPANY PROFILE 1.1 Introduction to BHEL 1.2 Present position of BHEL 1.3 Future of BHEL 1.4 Overview of BHEL Hardwar 1.4.1 Establishment & development stage 1.4.2 Heavy Electricals Equipment Plant (HEEP) 1.4.3 Central Foundry Forge Plant (CFFP) 1.4.4 Human Resource 1.4.5 PCRI 1.5 Departments 1.6 Accomplishments 1.7 Policy and Strategy 1.8 Functioning of Various cells of human resource 1.9 SWOT Analysis for BHEL CHAPTER-2 EMPLOYEE MOTIVATION 2.1 Introduction to Project 2.1.1 Concept of Employee Motivation 2.2 How to measure Employee Motivation 2.3 Employee Motivation and work behavior

2.4 Determinants of Employee Motivation 2.4.1 Environmental factors 2.4.2 Personal factors 2.5 Theories of Employee Motivation 2.5.1 Need fulfillment theory 2.5.2 Equity theory 2.5.3 Discrepancy theory 2.5.4 Equity-Discrepancy theory

CHAPTER-3 Research methodology adopted for conducting the survey 3.1Research Design 3.2Tools for research 3.3Sample size CHAPTER-4 First Reaction Surveyed Placement 2012 CHAPTER-5 Graphic Ara

CHAPTER-6 Findings & Suggestions CHAPTER-7 Bibliography

CHAPTER-1
BHELCOMPANY PROFILE
1.1 INTRODUCTION TO BHEL:-

AN OVERVIEW:BHEL is the largest engineering and manufacturing enterprise in India in the energy related/ infrastructure sector today. BHEL was established more than 40 years ago when its first plant was set up in Bhopal ushering in the indigenous Heavy Electrical Equipment industry in India, a dream that has been more than realized with a well-recognized track record of performance. The Companys inherent financial strengths can be seen from its net worth, Debt Equity ratio and cash surplus. The Company has a net worth of Rs.60,270 Million as on 31st March 2005. The Companys cash surplus stood over Rs.32,000 Million as on 31st March 2005. The Debt Equity ratio of the Company is at 0.09. It has been earning profits continuously since 1971-72 and achieved a sales turnover of Rs.103,364 Millions with a profit before tax of Rs.15,816 Millions in year 2004-2005. In line with the excellent performance, an all time high dividend of 80% (including 35% interim dividend) for the financial year 2004-05 has been paid.

With this BHEL has maintained its track record of paying dividends uninterruptedly for the last 29 years. Constant increase in Net Asset Value (NAV) per share (Rs.246.24 per share as on 31/3/2005) indicates the intrinsic strength for the Company. At the end of year 2004-05, outstanding orders in hand for execution in future; stand at over Rs.320,000 Million.

BHEL caters to core sectors of the Indian Economy viz., Power Generation & Transmission, Industry, Transportation, Renewable Energy, etc. The wide network of BHEL's 14 manufacturing divisions, 4power sector regional center, 8 service center, 18 regional offices and a large number of Project Sites spread all over India and abroad enables the Company to promptly serve its customers and provide them with suitable products, systems and services - efficiently and at competitive prices.

POWER SECTOR:Generation: Power sector comprises of thermal, nuclear and hydro power plant business. Today BHEL supplied sets account for nearly 6473 MW or 68% of the total installed capacity of 99146MW in company as against nil in 1969-70.

TRANSMISSION:BHEL also provides a wide range of transmission products and system of upto 400KV class. These include high voltage power and distributed transformer, capacitor, insulator etc. for economic transmissions of bulk power over long distances High Voltage Direct Current (HVDC) systems are supplied.

INDUSTRY SECTOR:BHEL is a major contributor of equipment and system to industries like cement, fertilizers, refinery, petrochemical, etc.

TRANSPORTATION:Most of trains operated by Indian Railways including metro in Calcutta, are equipped with BHELs transaction control equipment.

TELECOMMUNICATION:BHEL also cater to Telecommunication sector by way of small, medium and large switching systems.

RENEWABLE ENERGY:Technologies that can be offered by BHEL for its exploiting non-conventional and renewable source of energy include: wind electric generator, solar power based water pumps, lighting and heating systems.

INTERNATIONAL OPERATIONS:BHEL has over the years, established its reference in over 60 countries of world, ranging from United States to New Zealand in the Far East.

CUSTOMERS TO BHEL ARE:NATIONAL:1. PUNJAB STATE ELECTRICITY BOARD (PSEB) 2. UTTAR PRADESH STATE ELECTRICITY BOARD (UPSEB) 3. NATIONAL THERMAL POWER CORPORATION (NTPC) 4. APOLLO TYRES 5. BAKCO 6. SAIL 7. BIRLA TYRES& BIRLA CEMENT 8. GRASIM INDUSTRIES 9. IOC 10. 11. ESSAR OIL ONGC

12. 13. 14. 15.

LARSEN & TUBRO JK CEMENT KIRLOSKER SIEMENS New Delhi, etc.

INTERNATIONAL:1. M/S ESBARA CORPORATION, JAPAN

2. M/S ZEECO IN CORPORATION, USA 3. SIMMCO INTERNATIONAL 4. SIEMENS, GERMANY 5. SIEMENS, SINGAPUR 6. BIEJI PROJECT, IRAQ 7. LMZ, RUSSIA, etc.

TECHNOLOGICAL UPGRADATION AND RESEARCH & DEVELOPMENT:To remain competitive and meet customers' expectations, BHEL lays great emphasis on the continuous up-gradation of products and related technologies, and development of new products. The Company has up-graded its products to contemporary levels through continuous in-house efforts as well as through acquisition of new technologies from leading engineering organizations of the world.

HUMAN RESOURCE DEVELOPMENT:The most prized asset of BHEL is 53,800 employees. The HRD in institute and other training institute of the company help in not only keeping their skills updated and finally hones but also add new skills whenever required. Continuous training and relating to positive work culture and participative style of management has lead to the development of committed and motivated work force and productivity and quality levels.

BHEL OBJECTIVES:MISSION:To be an Indian multinational Engineering Enterprise Provident Total Business Solutions through Quality Products, System and Services in the fields of energy, Industry, Transportation, Infrastructure and other potential areas.

VISSION:A World-Class Engineering Enterprise Committed to enhancing Stakeholder value.

VALUES: Zeal to excel and Zest for change. Integrity and fairness in all matters. Strict adherence to commitments. Loyalty and pride in the company.

OBJECTIVES:GROWTH:To ensure a steady growth in business so as to fulfills National expectations from BHEL and expanded international operations.

PROFITABILITY:To provide a reasonable and adequate return on capital employed through

improvement in operational efficiency, cavity, utilization and productivity.

IMAGE:To build up a high degree of customer confidence by sustaining international standard of excellence in product quality, performance and services.

EXPORT:BHEL has exported its products to 60 countries of the world.

PROFITS:The year 2005-06 closed with a profit of 631 crores. The net profits for the year 2005-2006 as Rs 5110 Million.

REASERCH AND DOVLOPMET:BHEL has set up a separate research and development division at Hyderabad To concentrate on basic research. This is supplemented by applied research and development in each of its manufacturing plants.

DIFFRENTS UNIT OF BHEL:Corporate office: BHEL house siri Fort, New Delhi.

MAJUR UNITS:1. HeavyElectrical Plant,Piplani Bhopal. 2. High-Pressure Boiler Plant, Tamilnadu. 3. Heavy Electricals Equipment Plant, Hardwar, Uttarakhand. 4. Heavy Power Equipment Plant, Hyderabad, Andhra Pradesh.

MINOR UNITS:1. Transformer Plant PO-BHEL, Jhansi. 2. Electrical Machine Repair Plant, Mumbai. 3. Insulator Plant Jagdishpur, Distt Sultanpur. 4. Boiler Auxiliaries Plant, Ranipet Tamilnadu. 5. High-Pressure Boiler Plant and Steam less Steel Tube Plant, Triuchirappalli.

1.2 PRESENT POSITION OF BHEL:1. MANUFACTURING UNIT:BHEL has thirteen manufacturing unit at present which are as follows: 1. HPP and SSTP 2. BAP 3. IVP 4. HEP 5. TP 6. HEEP & CFFP 7. HPEP 8. ED,ESD & EPD 9. IP 10. CFP 11. SSCP 12. HERP 13. EMRS Tiruchy Ranipet Goindwal Bhopal Jhansi Hardwar Hyderabad Bangalore Jagdishpur Rudrapur Gurgaon Varanasi Mumbai.

The four major are BHEL-Bhopal, BHEL- Hyderabad, BHEL- Tiruchy, BHELHardwar. The corporate office is situated in New Delhi and provides necessary top-management leadership, direction strategic planning and operational and management support service. It also coordinates the activities and functions of various manufacturing and services division and numerous other functional and product group. It also looks after long term planning in regard to resource and marketing and also planning for marshalling of human, physical and financial resource.

Few other division like the power sector, industrial system and products regional operational division also have their headquarters and some other department in Delhi. In addition, the Human Resource Development Institute of BHEL is also situated in New Delhi.

1.2 PERFORMANCE HIGHLIGHTS:1. Order inflow of Rs. 7188 Cr up by more than 50% of the last years Rs. 4682 Cr. Which itself was the highest ever achieved by BHEL. 2. BHEL starts the year 2007-08 with a record outstanding order book of over Rs. 10,600 Cr. 3.100th Electric Locomotive made by BHEL handed over to Indian Railway. 4. BHEL enters into a leasing arrangement for locus for the first time by signing an agreement with Indian Railways for building and leasing 53 nos. AC/DC Locus of 5000/4600 hp. 5. BHEL built first 250 MW set at Dahanu operating continuously for a record period of more than 135 days at plant load factor (PLF) of 100% and above. 6.250 Hydro set of BHEL installed at Dhupdal-1. 7.Successfully synchronized and handed over the 30 MV Fr 6 Gas Turbine at Wide Al Jizzi, Oman. 8.A combined two cylinder HP-IP turbine for 150 MV utility sets which will substantially lower and manufacturing cycle time besides being more efficient component then the existing 3 cylinder turbine has been developed.

1.3FUTURE OF BHEL (VISION) :The top management of the company carried out a BHEL Vision exercise to define broad contours of the organization in the year 2007-08. This resulted in laying down a new vision for the company which envisages BHEL becoming a world class innovative, competitive and profitable engineering enterprise providing total business solutions. This is supported by a mission and a set of value that would drive the organization behavior. An organization wide communication exercise was also carried out to widely disseminate the outcome of the vision 2007 exercise. While the exercise reiterated the need for continued focus on BHEL core business of power sector, it also identified the company to become a leading Indian Engineering Enterprise with presence in the area of energy, transportation, industry, infrastructure and other allied areas. As a part of this exercise certain new business areas were also identified viz. Power Generation, Energy Management, Coal Washers, Material handling including ports, Piping including ash and handling, transportation diesel engines, New defense products etc. For detailed examination Specific task force were forms to carry out a business attractiveness assessment. These task forces have submitted their report/recommendations and in certain areas necessary work is being taken-up.

1.4 OVERVIEW OF BHEL HARDWAR:Two manufacturing plant of BHEL are situated at Ranipur near Hardwar. On the northern side is the Heavy Electrical Equipment Plant (HEEP), set up originally with Soviet Collaboration. The plant went into production in 1967 and is engaged in the manufacture of power generation and utilization equipment. Located in the south of HEEP is the Central Foundry Forge Plant (CFFP), set up with French Collaboration for the production of alloy steel casting and forgings required to complete the production profile of BHEL.

A pollution control Research Institute has also set up within the BHEL campus at Ranipur to provide services to Government and private agencies to control industrial pollution with respect to air, water and noise and solid waste.

1.4.1ESTABLISHMENT AND DEVELOPMENT STAGES:1. Established in 1960s under the Indo Soviet Agreement of 1959 and 1960 in the area of Scientific, Technical, and Industrial Cooperation. 2. DPR-prepared in 1963-64, construction started from Oct.1963.

3. Initial production of Electric Motors Started from January 1967.

4. Major construction/ erection/ commissioning completed by 1971-72. As per original DPR scope.

5. Stamping unit added later during 1968-1972.

6. Annual manufacturing capacity for thermal manufacturing capacity for thermal sets was expended from 1500 MW under LSTG project during 197985.

7. Motor manufacturing technology updated with Siemens collaboration during 1984-87.

8. Facilities being modernized continually through Replacement Reconditioningretrofitting, Technological/operation balancing.

1.4.2HEAVY ELECTRICALS EQUIPMENT PLANT (HEEP):Heavy Electrical Equipment Plant commenced manufacture of thermal sets originally with Soviet know how in 1967. After initial manufacture of 100MW sets, HEEP went into production of 200/210 MW sets. Keeping in view the increasing power demand and changing technology, BHEL entered into an agreement in 1967 with Kraft Work Union of Germany for production of thermal sets of 200/210 MW to 1000 MW. HEEP has manufactured, till September 1993, 106 thermal sets of 200/201 MW, six sets of 235 MW for nuclear power stations and 13 sets of 500 MW capacity each. The design work has also been started at HEEP for development and manufacture of 800 MW sets in near future. More

than 40 percent of the countrys electrical energy is generated from the power equipment supplied by BHEL, Hardwar. The present product profile of HEEP is:

Product Thermal Sets

Range Steam turbines and turbo generator of unit size Up to 1000MW.

Hydro Sets

Turbines and matching generators of various Ratings with a max runner die of 6600 mm.

Gas Turbines

60 MW, 150 MW and 200 MW ISO ratings. Combined cycle power with steam turbines up to 30 MW plant.

Electrical machines

Medium and large size AC/DC electrical Machine of various capacities up to 20000 KW.

Apparatus & control Medical equipment

Complete sets to match the above products. 4-6 MEV Linac accelerator machine for Treatment of cancer.

Light aircraft

Two seatedSwat Light Aircraft for a wide Range of applications.

HEEP (Hardwar) has exported its products to Iran, Russia and Germany. The products exported include condensers for 800 MW thermal sets, turbine rotors; artists wheel blades, gas turbine combustion chambers haulage winches and electrical machines.

HEEP went in a capital investment of 377.75 Crores as on 31.03.1998, generating a turnover of 779.46 Crores. The manpower division at HEEP stands as: Executives Supervisors Others including workers & Supporting Staff 6250 ----------TOTAL 9233 ----------1453 1530

HEEP over the years, has acquired the competence to manufacture higher size thermal sets by optimizing the utilization of existing capacities, modernization of machine tools and installation of CNC machines facilities at BHEL, Hardwar which today match with any international standards

1.4.3CENTRAL FOUNDARY FORGE PLANT (CFFP): To Central Foundry Forge Plant was set up at Hardwar with French Collaboration. The construction started in 1974 and production was commenced in 1976. This plant has an in- built high degree of sophistication normally associated with much larger plants and has successfully developed various intricate casting and forgings, which were hitherto imported.

CFFP has successfully manufactured various type of steel etc. as per Indian and International Standards.

CFFP has been supplying sophisticated castings used in power sector e.g. steam turbine castings, turbo generator press ring, hydro turbine Kaplan blades and Francis Runners, compressor castings etc. The castings have also been manufactured for defense, nuclear, chemical and steel sector.

Indian Boiler Board has recognized CFFP as a well-known steel maker and Foundry & Forge master. The American Bureau of Shipping has approved CFFP for the manufacture of casting and forgings for Ship Building Industry. CFFP has the credential of exporting motor frame and steam turbine castings and forgings to USSR and Germany.

The present product profile of CFFP: Special steel castings like steam chest, Cylinders, stray rings, runner blades etc.6000 tones.

Special steel forgings like steam turbine Rotors, rotor discs hydro turbine shaft, Couplings etc.3250 tones. Special steam blooms 4000 tones.

A capital investment of 108.75 Crores generating a turnover of 113 Crores went in CFFP as on 31.03.1998. The manpower division at CFFP stands as:

Executives Supervisors Others including workers & Supporting Staff

203 164

1256 -----------

TOTAL

1623 -----------

The ISO 9000 certificates provide Bureau verities Quality International have been accorded to the two plants.

1.4.4HUMAN RESOURCE:The Hardwar division comprising both the plants, employees nearly 11,000 persons, of which about 9000 are skilled and semi-skilled workers. Hardwar Division has not only provided direct employment to thousands of person but has also been instrumental in the established of nearly 30 ancillaries, which also provide employment to over 1500 persons. The BHEL Hardwar, lays emphasis on innovative and modern concepts of management of human resources.

1.4.5PCRI:A Pollution Control and Research Institute (PCRI) has also been setup at Hardwar with UNDP assistance to develop new technologies for prevention of air, water, noise, and solid wastes pollution. The Institute has already conducted a number of studies on the effect of emission of industrial pollutants in and around the industries and thermal power stations. The Institute is rendering constancy services to a large number of Government and private organizations.

1.5 DEPARTMENTS:HEEP unit of BHEL is headed by Executive Director Mr. H.W. Bhavnagar. Under the Executive Director there are twelve General Managers who are heads of different department but major department is HEEP, Hardwar are twenty one and few are headed by additional GMs and Sr. Deputy Gr. Mr. These are as follows:

1. Engineering. 2. Engineering and Commercial. 3. Personal and Administration. 4. Work Engineering and services.

5. Finance. 6. Electric Machine Manufacturing. 7. Turbine Manufacturing. 8. Fabrication and Welding Technology. 9. Quality Management.

10. 11. 12. 13. 14. 15. 16. 17. 18.

Technology and Tool Room. Insulation system and GRI. Material Management. Defense Project. Business Development. Productivity and TQM. Resource Planning and Technology Development. Quality Surveillance. Material Planning and Inventory Control.

19. 20. 21.

Gas Turbine Project. Kraft Weak Union Collaboration. Vigilance.

1.6ACCOMPLISHMENTS:1. 2. 3. 4. 5. 6. 7. 8. 9. 1993 1997 1997 1998 1998 1999 1999 1999 2000 Accreditation of ISO:9001 Quality System. BHEL, One of the 9 PSUs, declared Nirvana by Govt. of India. National Productivity Award for HEEP by the President of India. Certificate of merit by National Productivity council for outstanding performance second consecutive year. Accreditation of U Stamp. Accreditation of R Stamp from National Board of Boiler and Pressure Vessel Inspector, USA. AD-Merkblatt HPO re-certification by RWTUV for gas turbine combustion chambers. INSAAN Award for excellence in suggestion for 9th consecutive year. Accreditation of ISO:14001 environmental management systems. 10. 2001 11. 2001 INSAAN Award for excellence in suggestion for 11th consecutive year. Indo-German Genentech Environment Excellence Award for the year 2000-2001 in Power Equipment Sector.

12. 2002 13. 2002

Accreditation of ISO:9000-2K. Rajiv Gandhi Memorial National Gold Award for Excellence Pollution Control implementation for the year 2001-2002 in Power Sector.

14. 2002

Accreditation of OHSAS-18001.

1.7 POLICY & STRATEGY:QUALITY POLICY:In its quest to be world class BHEL, pursue continual improvement in the quality of its products, services and performance leading to customers, satisfaction and business growth through dedication, commitment and team work of all employees.

QUALITY OBJECTIVES: To continually improve. Competitive edge of products/service by building and improving key processors. Value addition by reducing cost of quality. Delivery & response. Quality of supplies by improving suppliers performance.

 Capability of human resource by upgrading skills competence. Value for stakeholders.

ENVIRONMENTAL POLICY:BHEL, Hardwar is engaged in Engineering & Manufacturing of turbines, Generators, Heart exchangers, Pressure vessels, large size AC & DC Motors, castings & forgings etc, for power and industry sectors. In Line with Corporate Environment Policy, BHEL is committed to: Comply with all applicable environment policy legislation/regulations and standards. Design all product and system safe to use & dispose off, recyclable/reusable, wherever techno-economically feasible. Adopt pollution prevention approach in all activities/services and ensure continual improvement in environmental performance through periodical review of objectives and targets. Promote activities to minimize waste, generation to conserve / reduce recycle reuse resources. Such as raw materials, water, oil, power, energy, fuels. Entrance environmental awareness amongst employees & suppliers.

PURCHASE POLICY:The new purchase policy lays more emphasis on developing a base of reliable vendors for manually supportive long-term relationship provides for greater decentralization & flexibility consistent with their need for effective customer response.

HRM (Human Resource Management) POLICY:Various strategies are being adopted to achieve the main objective of Human Resource Management fostering a work culture of openness and commitment to quality & excellence with unproved communication at all level is the main strategy. Proper communication will definitely, de-bureaucratize the organization working & force on achieving speed in being responsive to meet needs of internal & external customers.

1.8FUNCTIONING OF VARIOUS CELLS OF HUMAN RESOURCES:HUMAN RESOURCES:BHEL, Hardwar has following cells in the personal department:

OFFICE ESTABLISHMENT & POLICY CELL:Office Establishment maintenance personal record of office & general foreman including bio data, medical report, leave, promotion & transfer both external and internal in the plant, retirement, LIC advance, allowances, savings, conveyance, reimbursement etc. Policy cell works on the policies formed in the personnel manual taking into consideration the saturator requirements. In personnel manual BHEL policies

and various personnel functions are defined. It also plays a liaison role between corporate function and unions. BHEL corporate office is in Delhi. It keeps interpretation of policies to various implementing authorities.

INDUSTRIAL RELATION CELL:IR department maintains record of income and handles the union dispute through conciliations, negotiations, and arbitration through bodies later joint committee, plant council & shop council.

WELFARE DEPARTMENT:It follows statutory obligations under factory act 1948. There is also representative of welfare department in shop council. It is coordination between welfare of employee, various acts regarding it & management.

OPRATION CELL:In this, personal record & file are maintained of the non-executive of administrative building & all hospital employees.

ADMINISTRATION CELL:This cell maintains the file of all non-executive of administrative building & all hospital employees. Once the establishment sections start maintaining an employees file, it states that the particular employee has completed his probation periods at are factory & are now regularized. Then he is given various facilities like LTC, festival advance, house building advance etc a separate record is maintained for each & every loan & advance taken by him.

RAJBHASHA CELL:A part from all other mentioned section, the personal department. At HEEP, Hardwar has a separate section for promotion of our national language Hindi. This section has taken several steps for increasing the use of Hindi, in the unit. Some of these steps are: Every day a new Hindi word, along with its English version is written on boards are placed at different places in the unit. All the nameplates at the doors are having name first written in Hindi, then in English.

LIAIOSON CELL:Liaison cell helps in maintaining good communication in between the plant and tries to make them better and seek methods to improve it & also gives directly too. Another function of liaison cell is to approach or to settle any grievance through department & shop council. It also sees that benefits to uplift the SC/ST in the organization, so that nobody encroaches there right. This department has legal authority as they have presidential directive, which every public sector must follow: Roaster: For promotion & recruitment for A&B categories there is 120 point roaster for handicapped / X servicemen in promotion roaster for C&D is 40 point.

CANTEEN SACTION:As per the provision of Factory Act 1948. Canteens have been provided inside & outside the plant providing food on subsidized rates. Canteens are being run on tender basis and procurement is also provided.

TERMINAL BANIFIT CELL:This cell has commenced from 1997. It provides single window services in clearance of due left in case reigned, or death deceived.

GERNAL ADMINISTRATION:It keeps records of various functions of Personal Department to keep a check and track of things happening related in absenteeism. Over all it takes care of general administration personal department as a whole.

RECUITMENT MANPOWER PLANING:This section meets the requirement of staffing schedule and keeps in contact of with employment agencies and does selection. It keeps into account the organizational policies, union requirement & government influence with recruitment. It also sees the internal recruitment. Manpower planning department forecast manpower. It assesses to which extend manpower resources are employed optionally. It anticipates manpower problems. It plans the necessary programs of recruitment, selection, promotion, development, transfer, motivation, and compensation. It also provides job description and job analysis.

INDUSTRIAL DISPUTE CACES& CONTENTS LABOR CELL:This cell looks after the industrial dispute & tries to solve them. If this cell unable to settle disputes then conciliation takes place. This cell also maintains domestic inquiry reports. It also checks the enforcement of awards of Industrial dispute acts and labor courts. There is also a section in which Senior Manager maintain the record registration number of agreement of contractors. Contracts are given in time and are properly compensated for holidays.

LAW DEPARTMENT:This department deals with matters related to dispute. In some cases, it hires advocates to solve the cases in high courts & supreme courts.

HEALTH SERVISES:BHEL is providing comprehensive Health Care Services to its employees. It provides preventive and promotion health service to all employees of both (HEEP & CFFP). It has Contributed in saving precious lives of due employees through early diagnosis & systematic treatment.

SCOPE:I. Promotion & maintenance of physical, mental, & social well being of all the employees and other families. II. Prevention of health arising due to work environment related problems. III. Protection of workers from risk arising from factors adverse to health.

OBJECTIVES: To protect & promote the health of all working employees & their family members & assist management in implementing health program. To explain & discuss matter related to interaction between work & health hazard effecting employees due to treatment of illness & injuries for any work related problems.

FUNCTIONS:Health service could be categories under 2 main sub-heads; A. General Medical Services.

B. Occupational Health Services. 1.9 SWOT ANALYSIS FOR BHEL:SWOT Analysis means to analyses the strength, weakness, opportunities and threats of any company. In this I analyses the SWOT of BHEL.

STRENGTH:(i) (ii) (iii) (iv)

Navratan PSE Status helps in getting more orders. Large human resource availability. Flexibility product mix. One of the profits making PSE.

WEAKNESS:(i) (ii) (iii) (iv)

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

OPPORTUNITIES:(i) (ii) (iii) (iv)

Global competitiveness will help in export. Navratan status in helping in more autonomous decision making. Product line diversification. Building a strong employee-employer relationship.

THREATS:(i) Privatization of the core areas of BHEL. (ii) Increased competition by Siemens, ABB etc. (iii) Lesser demand domestically.

CHAPTER-2

EMPLOYEE MOTIVATION
2.1INTRODUCTION:The term Employee Motivation was brought to limelight by Hop pock. According to him, Employee Motivation is the combination of psychological, physiological and environmental factors that makes a person to admit, I am happy at my job. It has also been defined as the end state of feeling. It is an important dimension of morale and not morale itself.

2.2CONCEPT OF EMPLOYEE MOTIVATION:Employee Motivation is the end feeling of a person after performing a task to the extent that a persons job fulfills his dominant needs and is consistent with his expectations and values, the job will be satisfying. The feeling would be positive or negative depending upon whether need is satisfied or not. Employee motivation is different from motivation and morale. Motivation refers to the willingness to work. Satisfaction on the other hand, implies a positive emotional state. Morale implies a general attitude toward work and work environment. It is a group phenomenon where as employee motivation is an individual feeling. Employee Motivation may be considered a dimension of morale and morale could also be a source of satisfaction. Thus Employee Motivation is an employees general attitude towards his job.

2.3HOW TO MEASURE EMPLOYEE MOTIVATION:Like intelligence, measure of employee motivation is difficult. Most studies have measured employee motivation through a questionnaire. Hop pock developed four terms, each one with seven alternative responses, developed one of the earliest scale of measuring employee motivation. In India, Peptone developed a S-D (satisfaction-dissatisfaction) inventory consisting of cointerogatery statements, the items leading to yes-no type of responses. There are four areas including both on job and off the job factors. Each area includes 20 items some of which are given below: 1. Job: Nature of work, hours, fellow workers, overtime regulations, physical environment, machines and tools, interest in work, opportunities for promotion and advancement etc. 2. Management: Rewards and punishment, praise and blame, leave policy, test as a whole reveled significant discriminatory potential. Favoritism, participation, supervisory treatment, etc. 3. Social Relations: Neighbors, friends and associates, caste barriers, participation in social activities, attitude toward people in community, etc. 4. Personal Adjustment: Health, home and living conditions, finances, relation with family members, emotionalism, etc. Statically treatments of the individual item in the four areas are given above.

2.4 EMPLOYEE MOTIVATION AND WORK BEHAVIOURS:-

Employee motivation is an integral component of organizational health and an important element in industrial relations. The level of employee motivation deems to have some relation with various aspects of work behavior such as accidents, absenteeism turnover and productivity. Several studies have revealed varying degrees of relationship between employee motivation and these factors of work behaviors. But whether work behaviors are the cause or effect of employee motivation is not clear. Research on the relationship between employee motivation and accidents generally shows that satisfied employees cause fewer accidents. Studies on the relationship between employee motivation and absenteeism have yielded inconclusive results. Most of these studies showed that low absentee employees were more satisfied with their jobs. Research also reveals that unionized workers tend to be more satisfied whereas employees of disturbed organizations were generally less satisfied. Less satisfied employees are more likely to quit their jobs than more satisfied employees. It is generally assumed that satisfied employees are more productive. But research reveals no relationship between employee motivation and productivity. Studies revealed that workers with positive attitude job attitudes were more productive than those with negative attitudes. In other studies job attitudes and productivity are not related and in some studies there was negative correlation between job attitudes and productivity. After reviewing several studies Bray Field and Crockett concluded that employee motivation did not necessarily go together. Employees in highly productive group were not more likely than employee in the low productivity groups to be satisfied with their jobs. Supervisor.

2.4.1DETERMINANTS OF EMPLOYEE MOTIVATION:-

The various factors influencing employee motivation may be classified into two categories: I. factors , and II. Personal factors.

ENVIROINMENTEL FACTORS:These factors relate to the work environment, main among which are as follows:

1. JOB CONTACTS:-Herzberg suggested that job content in term of

achievement, recognition, advancement, responsibility, and the work itself tend to provide satisfaction but their absence does not cause dissatisfaction. Where the job is less repetitive and there is variation in job content, employee motivation tends to be higher.

2. OCCUPATIONAL LEVEL:- The higher the level of the job in organization

hierarchy the greater the satisfaction of the individual. These is because positions at higher levels are generally better paid, more challenging and provide greater freedom of operation. Such jobs carry greater prestige, selfcontrol and need satisfaction

3. PAY AND PROMOTION:- All other things being equal, higher pay and better
opportunities for promotion lead to higher employee motivation.

4. WORK GROUP:- Man is a social animal and likes to be associated with

others interaction in the work group help to satisfy social psychological needs and, therefore, isolated worker tend to be dissatisfied. Employee motivation is generally high when an individual is accepted by his peer and he has a high need for affiliation.

5. SUPERVITION:- Consideration supervision tends to improve employee

motivation of workers. Considerate supervisor takes personal interest of his subordinates and allows them to participate in the decision making process.

2.4.2 PERSONAL FACTOR:Personal life exercises a significant influence on employee motivation. The main elements of personal life are given below:

1. AGE:- Some research studies reveal a positive correlation between age and
employee motivation. Workers in advanced age group tend to be more satisfied probably because they have adjusted with their job conditions. However, there is a sharp decline after a point perhaps because an individual aspires for better and more prestigious jobs in the later years of his life.
2.

SEX:- One study revealed that women are less satisfied than men due to fewer
job opportunities for females. But female workers may be more satisfied due to their lower occupational aspirations. But this statement may not be applicable now at presents level.

3. EDUCATIONAL LEVEL:- Generally more educated employees tend to be less

satisfied with their jobs probably due to their higher job aspirations. However, research does not yield conclusive relationship between these two variables.

4. MARITEL STATUS:- The general impression is that married employees are

more dissatisfied due to their greater responsibilities. But such employees may be more satisfied because they value their jobs more than unmarried workers.

5. EXPRIANCE: -Employee motivation tends to increase with increasing years

of experience. But it may decreases after twenty years of experience particularly among people who have not realized their job expectations.

2.5 THEORIES OF EMPLOYEE MOTIVATION:The main theoretical approaches to employee motivation are as follows: 1. Need fulfillment theory. 2. Equity theory. 3. Discrepancy theory. 4. Equity discrepancy theory.

2.5.1 FULFILLMENT THEORY:According to this theory a person is satisfied when he gets from his job what he wants. The more he wants something or the more important it is to him, the more satisfied he is when he received it. In other words, employee motivation will vary directly with the extent to which those needs of an individual which can be satisfied actually. Vroom views satisfaction in terms of the positively valued outcomes that a job provides to a person. Thus, employee motivation is positively related to the degree to which ones needs are fulfilled. What may satisfy one individual may not satisfy the other due to

Difference in their expectations. The strength of an individuals or his level of inspiration is an important determinant of employee motivation. Thus, employee motivation is a function of the degree to which the employees needs fulfilled in the job situation.

EQUITY THEORY:Under this theory, it is believed that a persons employee motivation depends upon. His perceived equity as determined by his input-output balance of others. Every individual compares his rewards with those of a reference group. If he feels his rewards are equitable in comparison with others doing similar work, he feels satisfied, employee motivation is thus a function of the degree to which job characteristics meet the desires of the reference group. For example, one study of the effects of community features on employee motivation revealed that workers living in a well to do neighborhood felt less satisfied then those living in poor neighborhoods. Equity theory takes into account not only the needs of an individual but also the opinion of the reference group to which the individual looks for guidance.

Perceived Personal inputs

Perceived outcomes actually received A

A=B Satisfaction A<B Dissatisfaction A>B Guilt Discomfort

Perceived inputs of comparison others

Perceived outcomes comparison others B

of

Perceived personal outcomes that should be perceived

Fig F1: Equity theory of Employee motivation

DISCREPANCY THEORY:According to this theory, employee motivation depends upon what a person actually receives from his job and what he expects to receive. When the rewards actually received are less than the expected rewards it causes dissatisfaction. In the words of Locke, employee motivation and dissatisfaction are function of perceived relationship between what one wants from his job and what one perceives it is actually offering. In other words, satisfaction is the difference between what one actually received and what he feels he should receive. This theory fails to reveal whether over-satisfaction is or is not a dimension of dissatisfaction and if so, how dies it differ from dissatisfaction arising out of the situation when received outcomes one less than the outcomes one feels he should receive.

Perceived outcomes received B

A=B Perceived Satisfaction A>B Perceived Dissatisfaction

Outcomes one feel he should received A

A<B Perceived Over satisfaction

Fig F2: Discrepancy Approach to Employee motivation

EQUITY-DISCREPANCY THEORY:This is a combination of equity and discrepancy theories. Lawler has adopted the difference approach of discrepancy theory rather than the ratio approach of equity theory. From equity theory the concept of comparison has been selected to serve as an intervening variable. Under this theory satisfaction is defined as the difference between the outcomes that one perceives he actually received and outcomes that one feels he should receives in comparison with others, when the individual feels that what he actually received is equal to what he perceives he should received there is satisfaction. Thus an individuals reception of his reward is influenced by more than just the objective amount of that factor. Because of this psychological influence the same amount of reward often can be seen quite differently by two people, to one it can be a larger amount, while to another person it can be a small amount.

This model reveals that a persons perception of what he should receive is influenced by the inputs and outputs of others. If his inputs are similar to those of referent groups but outcomes is less he is likely to be dissatisfied. Lawler suggested that those individuals are likely to be more satisfied who perceive: a) Their inputs are low; b) Their job are less demanding; c) Their reference groups have favorable input-output balance; d) They are receiving a high outcome level; and e) Their referent groups are receiving fewer outputs.

Perceived personal job inputs Perceived amount that should be received

Perceived inputs and outcomes of different groups

Satisfaction

A=B

A>B

Dissatisfaction

Guilt discomfort Perceived outcomes of different groups

A<B

inequity

Perceived amount received

Actual Outcomes Received

Fig F3: Determinants of Employee motivation

CHAPTER-3

RESEARCH METHODOLOGY ADOPTED FOR CONDUCTING THE SURVEY

3.1 RESEARCH DESIGN:Complete sample survey.

3.3TOOLS FOR RESEARCH:The questionnaire methods comprising of 15 questions were given

3.3 SAMPLE SIZE:-

BACKGROUND:1. ET PLACEMENT IN VARIOUS DEPARTMENTS WAS DONE BY JUST TAKING CHOICES. 2. TRYING TO FIT THE ETs BY KEEPING THE VACANCY ONLY AS A CRITERION. 3. NO RATIONAL APPROACH WAS UTILIZED TO DIFFERENTIATE BETWEEN ETs.

THE PROCESS:1. ET PLACEMENT PROCESS THIS TIME WAS DONE BY ADMINSITERING TWO TESTS 2. THE GIRISH KEIRSEY PLACEMENT SORTER A NEW TEST SPECIFICALLY DESIGNED BY GIRISH V, EXECUTIVE HR, NIC, KEEPING IN MIND THE JOB RESPONSIBILITIES OF MAJOR FUNCTIONS AT HEEP, HARIDWAR & ADOPTING TWO BEHAVIORAL ASPECTS OF THE KEIRSEY TEMPERAMENT SORTER

3. THE CREATRIX INVENTORY CONSIDERING TWO TRAITS NAMELY CREATIVITY & RISK TAKING 4. CHOICES WERE ALSO SOUGHT AS PER PAST PRACTISE

FIRST REACTION SURVEY:1. TO UNDERSTAND THE ET FEEDBACK ON THE PROCESS ADOPTED. 2. THE FIRST REACTION IS ALWAYS UNBIASED, HENCE THE SAME WAS TAKEN IMMEDIATELY ON GIVING THEM THE OFFICE ORDER. 3. A TOTAL OF 124 OUT OF 134 ETs (SAMPLE SIZE: 92% OF THE TOTAL POPULATION) WERE AVAILABLE FOR TAKING THE FEEDBACK, REMAINING 10 BEING ABSENT FOR THE SURVEY.

DEPARTMENT PLACEMENT PROCESS

THE GIRISH KEIRSEY PLACEMENT SORTER
THE BACKGROUND BHEL, Haridwar complex consists of two units, HEEP (Heavy Electrical Equipment Plant) & CFFP (Central Foundry & Forge Plant). Every year Engineer Trainees (ETs) recruited are allocated to these two units. These ETs are under training for a period of one year from the date of joining. On the completion of the joining formalities these ETs undergo their Common Induction Training (CIT) which is predominantly classroom sessions giving brief insight in to the operations of BHEL. Once they complete their CIT they have to be posted to various Departments in which they shall undergo their On-the-Job training. THE PROCESS As of now no practice of trying to assess ETs inclination towards any particular Department had been done. In the wake of such a situation, it was important to have such a tool devised to directly understand the ETs mindset for a particular Department. To materialize this task, it was required to keep the behavioral aspects & the Job responsibilities in mind. The Kerseys Temperament Sorter used for the MBTI Assessment was kept as the base questionnaire by retaining two behavioral factors namely FOCUS OF ATTENTION (Extraversion & Introversion) & METHODOLOGY TO DEAL WITH OUTER WORLD (Judgmental & Perceptive. The other two factors were customized by including the questions related to the Job Responsibilities. Keeping the Job responsibilities of an ET as the important criteria, the questionnaire related to the following areas was drafted:

1. (ENGINEERING + PLANNING) & MANUFACTURING (Of which the candidate must choose either of the two) 2. (MAINTENANCE + QUALITY) & SERVICES (Of which the candidate must choose either of the two) The parameters for assessment in this test are as under: EXTROVERT (E) INTROVERT (I) Tend to focus on outer world of people & Tend to focus on inner world of ideas & activity impressions ENGINEERING & PLANNING (G) MANUFACTURING (M) Tend to be inclined more to the Job Tend to be inclined more to the Job responsibilities of Engineering & Planning responsibilities of manufacturing functions functions MAINTENANCE & QUALITY (W) SERVICES (S) Tend to be inclined more to the Job Tend to be inclined more to the Job responsibilities of Maintenance & Quality responsibilities of Service functions functions JUDGEMENTAL (J) PERCEPTIVE (P) Tend to be comfortable with a planned & Tend to be comfortable with a flexible & systematic schedule spontaneous schedule Hence the questionnaire for the purpose of the placement of ET was created & has been named THE GIRISH KEIRSEY PLACEMENT SORTER (GKPS). The questionnaire was then administered on the ETs & the analysis of the ET has been made. The various variants have been arrived at for which the Ideal Departments (Organization Structure enclosed as Annexure 2 at the point of administration of questionnaire) suitable is given below: SL BEHAVIORAL TRAITS IN TERMS OF EGSJ Extrovert Engineering & Planning Services Judgemental EGSP Extrovert Engineering & Planning Services Perceptive EGWJ Extrovert

Engineering & Planning Maintenance & Quality Judgemental EGWP Extrovert Engineering & Planning Maintenance & Quality Perceptive EMSJ Extrovert Manufacturing Services Judgemental EMSP Extrovert Manufacturing Services Perceptive EMWJ Extrovert Manufacturing Maintenance & Quality Judgemental EMWP Extrovert Manufacturing Maintenance & Quality Perceptive IGSJ Introvert 9 Engineering & Planning Services Judgemental IGSP Introvert Engineering & Planning Services Perceptive

10

IGWJ Introvert 11 Engineering & Planning Maintenance & Quality Judgmental IGWP Introvert Engineering & Planning Maintenance & Quality Perceptive IMSJ Introvert 13 Manufacturing Services Judgmental IMSP Introvert Manufacturing Services Perceptive IMWJ 15 Introvert Manufacturing Maintenance & Quality Judgmental IMWP Introvert Manufacturing Maintenance & Quality Perceptive

12

14

16

Based on the above ideal placements, the assessment results of the ET batch of 2012 that joined HEEP, Haridwar was done.

THE CREATRIX INVENTORY

THE BACKGROUND BHEL, Haridwar complex consists of two units, HEEP (Heavy Electrical Equipment Plant) & CFFP (Central Foundry & Forge Plant). Every year Engineer Trainees (ETs) recruited are allocated to these two units. These ETs are under training for a period of one year from the date of joining. On the completion of the joining formalities these ETs undergo their Common Induction Training (CIT) which is predominantly classroom sessions giving brief insight in to the operations of BHEL.

Once they complete their CIT they have to be posted to various Departments in which they shall undergo their On-the-Job training. THE PROCESS As of now no practice of trying to assess ETs / STs inclination towards any particular Department had been done. In the wake of such a situation, it was important to have such a tool devised to directly understand the ETs mindset for a particular Department. To materialize this task, it was required to keep the behavioral attitude in mind. The CREATRIX INVENTORY was kept as the base questionnaire WHOSE parameters for assessment in this test are as under: CREATIVITY RISK TAKING

The questionnaire is enclosed which was then administered on the ETs & the analysis of the ET has been made. The various variants have been arrived at for which the Ideal Departments (Pls also see graph attached) suitable is given below: SL 1 2 3 4 5 6 7 8 BEHAVIORAL ATTITUDE REPRODUCER DREAMER PLANNER MODIFIER SYNTHESIZER PRACTICALIZER CHALLENGER INNOVATOR

Keeping the vacancies in mind, the ETs were placed with the above variants as a base.

CHAPTER-4

FIRST REACTION SURVEY ET PLACEMENT 2012

DEPTWISE BREAK UP OF ET ALLOTED VIS--VIS ANALYSIS OF AN IDEAL FIT

Fig F4: DEPTWISE BREAK UP OF ET ALLOTED VIS--VIS ANALYSIS OF AN IDEAL FIT

WHAT IS YOUR FIRST REACTION TO YOUR

DEPT PLACEMENT?

Fig 5: WHAT IS YOUR FIRST REACTION TO YOUR DEPT PLACEMENT

YOU FEEL EFFORTS WERE MADE TO HAVE A

FAIR PROCESS FOR DEPT PLACEMENT

Fig 6: YOU FEEL EFFORTS WERE MADE TO HAVE AFAIR PROCESS FOR DEPT PLACEMENT

YOU FEEL YOU KNEW EVERYTHING ABOUT THE DEPT & ITS JOB RESPONSIBILITIES

BEFORE FILLING YOUR DEPT CHOICES

Fig 7: YOU FEEL YOU KNEW EVERYTHING ABOUT THE DEPT & ITS JOB RESPONSIBILITIESBEFORE FILLING YOUR DEPT CHOICES

YOU FEEL YOU FILLED THE DEPT CHOICES KEEPING YOUR STRENGTHS ALIGNED TO THE

JOB REQUIREMENTS OF A DEPT

Fig 8: YOU FEEL YOU FILLED THE DEPT CHOICESKEEPING YOUR STRENGTHS ALIGNED TO THE JOB REQUIREMENTS OF A DEPT

YOU FEEL THE GIRISH KEIRSEY PLACEMENT SORTER QUESTIONNAIRE USED WAS RELEVANT

Fig 9: YOU FEEL THE GIRISH KEIRSEY PLACEMENT SORTER QUESTIONNAIRE USED WAS RELEVANT

YOU FEEL THE CREATRIX INVENTORY QUESTIONNAIRE USED WAS RELEVANT

Fig 10: YOU FEEL THE CREATRIX INVENTORY QUESTIONNAIRE USED WAS RELEVANT

YOU FEEL THIS DEPT PLACEMENT PROCESS NOW ADOPTED CAN BE MADE BETTER

Fig 11: YOU FEEL THIS DEPT PLACEMENT PROCESS NOW ADOPTED CAN BE MADE BETTER

YOU FEEL THIS DEPT PLACEMENT PROCESS SHOULD BE CONTINUED FOR THE NEXT BATCHES

Fig 12: YOU FEEL THIS DEPT PLACEMENT PROCESS SHOULD BE CONTINUED FOR THE NEXT BATCHES

DISSATIFIED ET ANALYSIS
DEPTWISE BREAK UP OF DISSATISFIED ETs

Fig 13: DEPTWISE BREAK UP OF DISSATISFIED ETs

BRANCHWISE ANALYSIS

WHAT IS YOUR FIRST REACTION TO YOUR DEPT PLACEMENT?

Fig14: WHAT IS YOUR FIRST REACTION TO YOUR DEPT PLACEMENT?

YOU FEEL EFFORTS WERE MADE TO HAVE A FAIR PROCESS FOR DEPT PLACEMENT.

Fig14: YOU FEEL EFFORTS WERE MADE TO HAVE A FAIR PROCESS FOR DEPT PLACEMENT.

YOU FEEL YOU KNEW EVERYTHING ABOUT THE DEPT &ITS JOB RESPONSIBILITIES BEFOREFILLNG YOUR DEPT CHOICES.

Fig14: YOU FEEL YOU KNEW EVERYTHING ABOUT THE DEPT &ITS JOB RESPONSIBILITIES BEFOREFILLNG YOUR DEPT CHOICES.

YOU FEEL THIS DEPT PLACEMENT PROCESS SHOULD BE CONTINUED FOR THE NEXT BATCHES .

Fig14: YOU FEEL THIS DEPT PLACEMENT PROCESS SHOULD BE CONTINUED FOR THE NEXT BATCHES .

YOU FEEL YOU FILLED THE DEPT CHOICES KEEPING YOUR STRENGTHS ALIGNED TO THE JOB REQUIREMENTS OF A DEPT.

Fig14: YOU FEEL YOU FILLED THE DEPT CHOICES KEEPING YOUR STRENGTHS ALIGNED TO THE JOB REQUIREMENTS OF A DEPT.

YOU FEELTHE GIRISH KEIRSEY PLACEMENT SORTER QUESTIONNAIRE USED WAS RELEVANT.

Fig14: YOU FEELTHE GIRISH KEIRSEY PLACEMENT SORTER QUESTIONNAIRE USED WAS RELEVANT.

YOU FEEL THE CREATRIX INVENTORY QUESTIONNAIRE USED WAS RELEVANT.

Fig14: YOU FEEL THE CREATRIX INVENTORY QUESTIONNAIRE USED WAS RELEVANT.

YOU FEEL THIS DEPT PLACEMENT PROCESS NOW ADOPTED CAN BE MADE BETTER.

Fig14: YOU FEEL THIS DEPT PLACEMENT PROCESS NOW ADOPTED CAN BE MADE BETTER.

OBSERVATIONS-1
AROUND 18%OF CANDIDATES WERE FOUND MORE SUITABLE FOR SERVICE FUNCTIONS BUT 16% COULD NOT BE AVAILABILITY OF VACANCIES. 80% OF ET'S HAVE BEEN SATISFIEDWITH THERE PLACEMENT.

57% OF ET'S FEEL EFFORTS HAVE BEEN MADE TO HAVE A FAIR PROCESS FOR PLACEMENT. 80%0F ETs FEEL THEY KNEW EVERYTHING ABOUT THE DEPT &ITS JOB RESPONSIBILITIES BEFORE FILLING THE CHOICES.

OBSERVATIONS-2
87% OF ET'S FEEL THEY FILLED THE DEPT CHOICES KEEPING THEIR STRENGTHS ALIGNED TO THE JOB REQUIREMENTS OF A DEPT. 59%OF ETs FEEL THE GIRISH KEIRSEY PLACEMENT SORTERQUESTIONNAIRE USED WAS RELEVANT. 61%OF ETs FEEL THE CREATRIX INVENTORY QUESTIONNAIRE USED WAS RELEVANT. 58%FEEL THIS PROCESS MAY BE MADE BETTER . 67% OF ETs FEEL THIS PROCESS SHOULD BE USED FOR THE NEXT BATCHES.

OBSERVATIONS-3
OUT OF THE 19% DISSATISFIED ETs,79% ARE DISSATISFIED BY THE POSITION IN THE MANUFACTURING BLOCKS 04 OUT OF 08 ETs,02OUT OF 02 ETs,04 OUT OF 04 ETs ARE DISSATISFIED INSPITE OF THEM FILLING THAT DEPT AS A CHOICE. 29% OF DISATISFIED ETs FEEL THAT EFFORTS WERE MADE FOR A FAIR DEPT PLACEMENT PROCES 80% OF DISSATISFIED ETs FEEL THEY KNEW EVERYTHING ABOUT THE DEPT & ITS JOB RESPONSIBILITIES BEFORE FILLING THEDEPT CHOICES

OBSERVATIONS-4
80% OF DISSATISFIED ETs FEEL KNEW EVERYTHING ABOUT THE DEPT & ITS JOB RESPONSIBILITIES BEFORE FILLING THE DEPT CHOICES. 91% OF DISSATISFIED ETs FEEL THEY FILLED THE DEPT CHOICES KEEPING THEIR SSTRENGTHS ALIGNED OF THE JOB REQUIREMENTS OF A DEPT.

46% OF DISSATISFIED ETs FEELTHE GIRISH KEIRSEY PLACEMENT SORTERQUESTIONNAIRE USED WAS RELEVANT.

OBSERVATIONS-5
37% OF DISSATISFIED ETs FEELTHE CREATRIX INVENTORYQUESTIONNAIRE USED WAS RELEVANT. 75% OF DISSATISFIED ETs FEEL THIS DEPT PLACEMENT PROCESS MAY BE MADE BETTER. 38%OF DISSATISFIED ETs FEEL THIS DEPT PLACEMENT PROCESS SHOULD BE CONTINUED FOR THE NEXT BATCHES.

FEEDBACK FOR IMPROVEMENT FROM ETs

COUNSELLING FOR PLACEMENT. VACANCIES SHOULD BE TOLD BEFORE HAND. CONSIDER PAST EXPERIENCE. CONSIDER PERSONAL INTERVIEWS. USE BHEL MERIT ORDER. CONSIDER M.TECH PROJECTS. INCLUDE MORE TESTS. CONSIDER CIT TEST MARKS. PLACEMENT SHOULD BE DONE AFTER OJT.

CHAPTER-6

FINDINGS & SUGGESTIONS

FIRST REACTION SURVEY
1. What is your first reaction to your Dept placement? Ecstatic Very Happy Satisfied Dissatisfied Upset 2. You feel efforts were made to have a fair process for Dept placement. Completely agree Partially Agree No comments Partially disagree Completely disagree 3. You feel you knew everything about the Dept & its job responsibilities before filling your Dept Choices. Completely agree Partially Agree No comments Partially disagree Completely disagree

4. You feel you filled the Dept choices keeping your strengths aligned to the job requirements of a Dept. Completely agree Partially Agree No comments Partially disagree Completely disagree 5. You feel the THE GIRISH KEIRSEY PLACEMENT SORTER questionnaire used was relevant. Completely agree Partially Agree No comments Partially disagree Completely disagree 6. You feel the The CREATRIX INVENTORY questionnaire used was relevant. Completely agree Partially Agree No comments Partially disagree Completely disagree 7. You feel the Dept placement process now adopted can be made better. Yes No No idea If Yes, Please suggest the method......................... 8. You feel this Dept placement process should be continued for the next batches? Completely agree Partially Agree No comments Partially disagree Completely disagree

To know your individual assessment of the tests, pals contact Girish V, Executive HR, NIC

Name:

Signature

4.1 FINDINGS:According to me some findings on the issues are as below: Out of the 60 employees, all most all the executives are quite satisfied with the job they withhold, but in contrast , the other two categories shows the variation. The supervisors make the 35% contribution to the data ie, about 21 in number & out of these 16 were quite satisfied which makes 76% approx. and the worker class which constitutes about 50% of the total sample i.e., 30 in number & out of these 18-19 were quite satisfied which makes 60-63% approx. Almost all the employees of BHEL are very much satisfied with the medical facility that they get from BHEL Hardwar. The reason for some dissatisfaction that has been shown by some of the employees that includes the worker class (they are 3 in number). The housing facility which the employees of BHEL Hardwar are getting are according to them are the best which the organization can provide, well ventilated and good houses are there with the better sanitation facilities and as the result of this the percentage of the fully satisfied employees are to the larger side i.e., 98% approx. The interesting and quite mixed responses had come into light when the

question regarding the promotion policy was asked form the employees. About 23% of the employees (i.e., about 14 in number) were agreed to the promotion policy adopted by BHEL, about 65% of the employees(ie39 in number ) were disagreed(it includes worker class to the maximum extent) and about 12% of the employees (i.e., 7 in number) were strongly disagreed to the fact that the promotion policy adopted by BHEL is not appropriate up to the great extent(it includes some supervisors and some worker class employees)

According to me, BHEL working conditions are good and is fully met with: Proper lightening, Noise, Ventilation and temperature, Mental environment, Social environment.

Most of the employees have good relations among themselves. When asked from the employees that how they rate their job on the 5-point scale the responses were towards the positive side, very few had rated their job under 3 point except one, who belonged to the quality control department of BHEL, when asked why he is rating his job to such a low point on scale the answer was quite shocking, he said that the major reason for his low rating is that he has not work to do in the department. BHEL provides good educational facilities to the employees children and there are approximately 1 college and 12 schools at BHEL.

4.2 SUGGESTIONS: BHEL should make arrangement for the workers to skill them in all fields & in all kinds of job regular training & education programs should be arranged for the

supervisor and executive so as to uplift them as multi-skilled & to end monotony. In this way, the workers would also enjoy their work. It is suggested that organization should make arrangement for routine, energizing scheduled and should also be made compulsory for all class of employees. This will also help the employees to remain fresh & healthy at there work place. The management is requested to educate the employees about the policies of the organization. Even there are some policies, which are to be amended as per suggestions of employees. It is suggested that the procedure should be made more transparent to the employees. Not only in papers but in practical employees should be strictly allowed to participate in policymaking. It is suggested that there should be proper communication establishment within the company right from top to lower level so that the employees can convey their problems & give suggestion to the top management & they should also be accepted accordingly this will indeed also motivate the employees. It is suggested to the BHEL organization to make perfect in same areas, such as policies & procedures, working conditions & environment, incentive to the workers, training and a better, effective union to workers.

CHAPTER-7

BIBLIOGRAPHY
1. http://www.managementhelp.org/email/form-to-add-content.htm 2.http://en.wikipedia.org/wiki/steam. 3. http://rd1.hitbox.com/rd?Acct=WQ5907226K7DEMENo&p=S. 4.http://en.wikipedia.org/wiki/Employee motivation . 5. http://www.aafp.org/fpm/accessories. 6.http://www.quintcareers.com/ 7. http://www.bhelmpc.co.in/tqm/Pc%20Position%20Report%202004.doc. 8.Ashwathappa. k. (2007), Tata McGraw-Hill, Human Resource and Personnel Management.