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1.

1 INTRODUCTION
MEANING OF WELFARE:
Welfare means faring or doing well. It is a comprehensive term refers to the
physical, mental, moral and emotional well being of an individual. The term welfare
is also relative concept it is relative to time and place and it differ from place to place,
time to time.

Definition:
Employee welfare is defined as anything done for the comfort and
improvement, intellectual of the employees over and above the wages paid which is
not a necessity of the industry.
Employee welfare is means efforts to make life worth living for workmen.
These are the extra benefits added to the job seekers. These Efforts have their origin
either in some statute formed by the state or in some local custom or in collective
agreement or in the employers own initiative.
Labour welfare is a comprehensive term including various services, benefits
and facilitates offered to employees by employer. The labour welfare amenities are
extended in addition to normal rewards available to employees as per the legal
provisions. Labour welfare work is work for improving the health, safety and general
well-being and the efficiency of the workers beyond the minimum standards lay down
by labour legislation. Welfare measures may also be provided by the government,
trade unions and non-government agencies in addition to the employer .The
significance of welfare measures was accepted as early as 1931, when the Royal
commission on labour stated. The benefits are of great importance to the worker
which he is unable to secure by himself. The schemes of labour welfare may be
regarded as a wise investment because these would bring a profitable return in the
form of greater efficiency.
The concept of labour welfare is flexible and elastic and differs widely with
times, region to region, industry, country social values and customs, degree of
industrialization and general Socio-economic development of people.

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Importance of Employee Welfare

To win over employees loyalty and increase their morale.


To give expression to philanthropic and paternalistic feelings.
To combat trade unionism and socialist ideas.
To develop efficiency and productivity among employees.
To save oneself from heavy taxes on surplus profits.
To build up stable workforce and absenteeism.
To earn good will and enhance public image.
To reduce the threat of further government interventions.
To make recruitment more effective.

Employee welfare in HRM:


Employee welfare means efforts to make life worth living for the workmen.
According to Todd employee welfare means anything done for the comfort and
improvement, intellectual or social, of the employees over and above the wages paid
which is not necessity of the industry.

According to Industrial Labour Organisation (ILO):


Labor welfare may be understood and including such services facilities and
amenities which may be established in vicinity of undertaking to perform their work
in healthy and congenial environment and to avail of facilities which improve their
health and bring high morale.

Features of Employee Welfare:


Employee welfare is a comprehensive term including various services,
facilities and amenities provided to employees for their betterment.
The basic purpose is to improve the lot of the working class.
Employee welfare is a dynamic concept.
Employee welfare measures are also known as fringe benefits and
services.
Employee welfare measures may be both voluntary and statutory.

Objectives of Employee Welfare:

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The main objective is to make worker happy, healthy, committed and loyal. It
is that employers with a progressive outlook have always invested heavy amount in
enriching the life of workers.

TYPES OF WELFARE FACILITIES


According to ILO, welfare facilities are of two types INTRAMURAL and
EXTRAMURAL welfare facilities.

Intramural:
Which are provided with in the establishment such as drinking water, toilets,
crches, washing, bathing, facilities, restrooms, uniform, protective clothes,
recreational facilities, canteens, subsidiary food, and medical aid .

Extramural:
Which are undertaken outside the establishment such as housing, educational
facilities, maternity benefits, transportation, sports, leave travel, vocational training,
co-operative societies, fair price shops, social insurance

Labour Welfare May be Divided in to Two Categories:


1. Statutory welfare:
Statutory welfare programs comprising the legal provision in various pieces of
labour legislations.

2. Non statutory welfare:


Non statutory is voluntary welfare programmers which are undertaken by
employer for their workers voluntarily for e.g. education, housing, transportation,
recreational facilities etc.

AGENCIES OF EMPLOYEE WELFARE:


The agencies of employee welfare are

1. Central government:
The central government has made provisions of certain welfare facilities for
the employees under factories act 1948, the mines act 1952, the plantation
labour act 1951, the beedi and cigar workers act 1966 and contract labour act
1970.
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2. State government:
Government in different states and union territories provide welfare
facilities to workers. State government prescribes rules for the welfare of the
workers and ensures compliance with the provision under various labour laws.

3. Employers:
Employers in India in general looked upon welfare work as fruitless and
barren though some of them indeed had done pioneering work.

4. Trade unions:
Labor unions contribute their share for the betterment of the
employees. In India trade unions have done little for the welfare of the
workers but few sound and strong unions have been the pioneering in this
respect e.g. Textile Labour Association of Ahmadabad and the railway mens
union and the Amador Sabah of Kanpur. Theseassociations runs
1.
2.
3.
4.

Twenty five cultural and social centers.


Schools for workers children, reading rooms, libraries and gymnasiums
Dispensaries and maternity homes.
A co-operative bank, with which a number of housing societies,

consumer societies and credit societies are affiliated.


5. Office offering legal help to members.
6. Training programmers in the principles and practices of trade unionism.
7. A bi-weekly, the Amador sands.

5. OTHER AGENCIES (VOLUNTARY AGENCIES):Some


philanthropic, charitable social service organization like sea sedan society, the
maternity and infant welfare association, the YMCA, the depressed classs mission
society and the womens institute of Bengal.

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1.2 INDUSTRY PROFILE


Introduction to BHEL Corporation
Bharat Heavy Electrical Limited (BHEL) is the largest Engineering and
manufacturing Enterprise in India in the energy related and infrastructure sector today.
It has presence in more than seventy six countries spanning all the six continents of
the world. With the grant of MAHARATNA status, the company will be able to
pursue several growth opportunities in the areas of Transportation, Renewable, and
Transmission etc. In addition to its core area of power generation. It will also enable
the company for equity participation in large size international projects to gain access
to technology, engineering materials and market. In 2013-2014, BHEL has declared a
provisional turnover of Rs.40366 cores with an outstanding order book of about 1,
01,538 cars.

The Birth of BHEL


The beginning of BHEL can be traced to its roots in the planning commission
in Feb. 1947 when the advisory board of the commission recommended the need to
set up indigenous power equipment manufacturing plant. With the establishment of
Heavy Electricals (India) Limited at Bhopal in 1956 under the collaboration of AEI
(UK), India laid its foundation for self sufficiency in production of Heavy Electrical
Equipments. In the next five years, three more plants were started by government of
India at Touchy, Hyderabad and Hardwar under a different company known as Bharat
Heavy Electrical Limited. In pursuance of the recommendations of the action
committee on Public Enterprises, the operations of all the four plants were integrated
from July 1972. The BHEL Corporation was formed in January 1974 and HE (I) L,
Bhopal was merged with BHEL.
Today BHEL has 17 manufacturing divisions, 4 power sector Regional
centers, 4 overseas offices,1 subsidiary and over 100 project sites, service centers etc.
BHEL caters to six major lines of business i.e. power, industry, Transmission,
Transportation, oil and Electronics. The company has the capabilities for executing
power projects from concept to commissioning. BHEL is also foraying into
Renewable business.

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BHEL has acquired certifications to Quality Management Systems (ISO 9001)


Environment Management System (ISO 14001) and occupational health and safety
management systems (OHSAS 18001) also well on its journey towards Total Quality
Management.
PRODUCTS & SERVICES:
BHEL manufactures a wide range of product and systems for thermal, nuclear,
gas, and hydropower paints to meet customer requirements for power generations,
transmissions and utilization. BHEL overall installed capacity in India.

Introduction :BHEL with decades of experience and over 1000 turbines has
comprehensive know how and know why of Steam Turbines covering system
design, engineering, manufacturing, erection & commissioning.BHEL Hyderabad
started manufacturing steam Turbine in mid sixties with Technologies from Skoda
Czechoslovakia & later since mid seventies with Siemens collaboration.
In Industrial applications, production process and thus the steam parameters
and flows decide the turbine selection.This makes each industrial turbine design an
individual solution,with very special design features.BHEL has provided specific
solutions with built-in reliability for a wide spectrum of industries using building
block concept which is being continuously improved.

BHEL steam Turbines cover the whole range of requirement from Power

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(Captive power & utility), Drive, cogeneration , Solar applications and Combined
Cycle power plants encompassing comprehensively all requirement for industry
/utility sectors in range of 3-150 MW.

Introduction:BHEL manufactures a complete range of centrifugal compressors for all


major compression applications. They are used in oil & gas production, gas
transportation, refinery and petrochemical industries, fuel gas boosting and other
similar processes. Our licensor GE holds the record for centrifugal compressor
applications having designed and manufactured the first high pressure compressor
for ammonia and urea plants, the most powerful compressors for offshore
applications (over 30,000 HP) and re-injection compressors with delivery pressures
as high as 10,000 psi(700 bar). Specific requirements are met by custom
configuring each compressors using standardized advance technology components
proven over a wide range of process conditions. This approach delivers reliable,
high performance compressors for natural gas, refinery, petrochemical, and newer
applications. Skilled staff of local engineers and technicians provides on-site
technical support for installation, commissioning , overhaul, repair and maintenance
of our equipment. Steam turbine, Gas turbine, Electric motor and VFD Systems can
be provided for driving the compressors. BHEL can provide complete solution
involving

Driver, Compressor, Heat

Exchangers,

Instrumentation, erection and commissioning, civil works.

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Piping,

Electrical

and

Introduction:Bharat Heavy Electricals Limited (BHEL) is today the largest engineering


and manufacturing enterprise of its kind in India. BHEL has a wide range of
products of Thermal, Hydro and Nuclear power stations, Transmission,
Transportation, Oil & Gas and Non-Conventional Energy.
Ranked among the top 12 manufacturers of power generating equipment in
the world, BHEL has spread its operations over a vast network of 14 manufacturing
units, with ISO 9001 certification of BVQI, besides a number of service divisions
across the country, each striving for excellence in products, performance and
service.
To meet stakeholders expectations, BHEL lays great emphasis on the
continuous up gradation of products and related technologies and development of
new products so as to remain competitive & future ready. 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.

Steam Surface Condensers


Surface Condensers for Steam Turbines upto 154 MW in utilities, combined
cycle power plants, industrial plants and process plants have been supplied. Surface

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condensers for cooling water chemistry varying from the softest water to the most
corrosive brackish water can be given.

Condensers with Admiralty Brass,

Aluminum Brass, Copper-Nickel 90-10&70-30, Carbon Steel and Stainless Steel


tubes with Ferrous and Non-Ferrous tube sheets have been supplied.

Air Evacuation Systems

Introduction:Matching air evacuation systems namely Steam Jet Air Ejectors or Vacuum
Pumps for the Surface Condensers are also supplied by BHEL as part of the
condensing system package. While the SJAE are designed, manufactured and tested
at BHEL Hyderabad, the vacuum pumps are bought out from reputed parties.
The Ejectors are of two-stage design complete with their inter and after condensers
and a high capacity quick evacuation starting ejector with silencers. Ejectors for
both horizontal and vertical mounting have been supplied.

Feed Water Heaters


The product range covers both low and high pressure Feed Water Heaters for utility
sets upto 500 MW rating and also for industrial applications. Some of the salient

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feature are:

Overlay of tube sheets for H P Heaters with material compatible with


tube material

Split flow De-Superheating zone

Double shroud Drain Cooling zone

Expansion ring in pass partition plate

Self sealing man way

All welded construction

The Heaters are designed for vibration free and reliable performance at
critical off design conditions such as, VWO condition, operation of heater with
lower heater out of service etc.

The design takes care of load transients.

BHEL has supplied single bank Heaters for 500 MW rating thus qualifying to make
heaters upto 1000 MW (double bank). BHEL has also supplied Duplex L P Heaters
(combination of LPH- 1& 2 in one shell) and mounted in condenser dome for 2 x
130 MW Jindal Tractebel Power Co. Ltd.
Deaerators
As the name suggests, Deaerator is meant to remove mechanically the dissolved
oxygen and other non-condensible gases from the feed water going to boiler.
BHEL is one of the few organisations in the world which has designed,
manufactured and supplied all the four types of Deaerators, namely.
i.

Tray type

ii.

Spray type

iii.

Spray-cum-Tray type and

iv.

Spray-cum-Tray-cum-Re boiling type

Field tests have given us dissolved oxygen content of less than 7 ppb (0.005 cc/lt).
All types of Deaerators are suitable for variable pressure operation.
Inter Stage Gas Coolers

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Introduction:The Gas Coolers handle a variety of gases normally encountered in the fertilizer &
Petrochemical Plants. These include Air, Ammonia, Synthesis gas, Carbon-di-oxide
[ wet & dry], Nitrogen, Freon, Hydrocarbons, and Raw gas (highly hazardous and
corrosive). Exchangers with gas on shell side have been supplied to those customers
who have shown such preference. Heat Exchangers with no tube in window design
for very low gas pressure drops have been given.

Process Heat Exchangers


Process Heat Exchangers handling a variety of fluids both an shell side and
tube side for various applications in refineries, petrochemical plants have been
supplied to both BHEL's own design and to customers'/consultants' design.

Barge Mounted LPG Bullets


Barge mounted LPG Bullets for transporting LPG from ships on the high
seas to in-land storage facilities have been supplied. All activities were done as per
Lloyd's Rules under Lloyd's Inspection.

Storage and Mounded LPG Bullets


Storage and Mounded type Bullets for storage of LPG have been supplied
on a turnkey basis. BHEL's shop, welders and the welding procedures are approved
by the Chief Controller of Explosives [CCOE], Nagpur, the statutory authority.

Air Cooled Heat Exchangers


Air Cooled Heat Exchangers for applications such as Cooling Water

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Modules, Air Blast Oil Coolers and Refinery Gas coolers are supplied by BHEL.
Air is used to cool the process fluid where water, the conventional coolant,
is scarce.
These are finned tube heat exchanger bundles. The process fluid flows
through the tubes and air over the tubes. Air flow by induced/forced draft' is created
by means of axial flow fans.
Most commonly used in tubes are G or L type. Tube material is Carbon
Steel, Admiralty Brass, Aluminum Brass, Stainless Steel with Aluminum fins. Fans
are of hollow blade Aluminum construction for less weight and low power
consumption.
The header design can be either plug type or flanged type based on
customers'/ customers' preference.
The total unit comprising of finned tube bundles, pumps, motors, piping
arrangement with necessary structural are supplied.

Materials Used
In the various Heat Exchangers and Pressure Vessels, materials such as
Corbon Steel, Alloy Steel, Stainless Steel TP 304/304L/316/316L, non-ferrous such
as Admiralty Brass, Aluminum Brass, Cu-Ni alloys, Naval Brass, Aluminum
Bronze, Muntz metal are being regularly used. As and when required over-layed/
cladded plates, rubber or FRP lined components have been successfully used.
Special materials such as alloy steels with compositions 1Cr-1/2 Mo, 2Cr-1Mo and
5Cr-2Mo (P4 and P5 Group) materials have also been employed.

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Special Facilities

Introduction:Apart from good optimised design, correct manufacturing technology and


manufacturing facilities have an important bearing in the ultimate quality, reliability
and performance of the equipment. Some of the facilities available are :

CNC multi spindle deep hole drilling machine of Kolb Germany, for drilling
tube plates upto 1100 mm thickness.

Hydraulic driven expansion machine of Vernon USA for tube-to-tube sheet


expansion.

Mueller pipe profile gas cutting machine for pipes upto dia 400 mm

Pipe bending machine of URALMASH Russia. For bending pipes upto dia
219x28 mm thick

CNC multi spindle drilling machine of wadkin UK, for drilling battle plates
and tube plates upto 70 mm thick.

Vertical lathe of HOMMA Japan, (6m turning dia)

Orbital Automatic Tig welding machines of ESAB Sweden and A/c


Machines USA for tube-to-tube sheet welding

CNC multi torch flame cutting machine of SUAG German ( 200mm thick)

Plasma arc cutting unit for SS (80 mm thick)

Edge planning machine upto 12m length plates)

4-Roll plate rolling machine for forming thick shells

Heat treatment furnace of 5mx5mx15m

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Submerged arc strip-cladding machine of ESAB Swden, for overlaying of


tube sheets.

Horizontal boring machine WD 160

Narrow gap welding machine for thick shells

Shot blasting facility of 8m x 8m x 14m Hydrostatic testing facilities


unto 1000 Kg/sq. cm (g)

Overhead travelling cranes of 80 tonnes capacity

Quality and Reliability


Quality of the product is of prime importance of BHEL. To ensure this, the Quality
s assurance and Control Departments report directly to the Chief Executive. They
oversee all aspects of quality functions, covering design, technology, production,
materials, in-process inspection and testing. In addition to our own quality control
and quality assurance departments, many of the equipment are made under various
third party inspection agencies such as PDIL, EIL, Lloyd's. TCE, DAE, NTPC,
DOB (AP), TUV, BVQI, etc.

Customer / contract specific Quality Plans are

developed to ensure compliance with specification / standards at various stages viz.,


engineering, materials procurement manufacturing and testing. The prime NDT
facilities available in-house are:
Radiography (X-ray) equipment - 300 KV 5 Ma Gamma ray equipment Iridium 192, 50 Curie, Cobalt 60,60 Curie Ultrasonic flow detectors - 10m depth - 1
to 16 M Hz Magnetic crack detector - 6000 A HWDC Digital ultrasonic flaw
detector (upto 10m depth)
In recognition of the QA programs and the implementation of systems and
practices in all areas of operation, ASME has been awarding the prestigious 'U'
Stamp certificate to BHEL Hyderabad since 1984. In June 1998, BHEL has been
awarded the ASME 'U2' Stamp certificate also.

Service After Sales


BHEL accords the utmost importance to "Service after Sales". BHEL has an
all-India service network with regional headquarters in the four regions of the

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country. This is backed by core Field Support Services and Field Engineering
"Service groups located in Hyderabad.

Proven Performance

Introduction:Starting its first supplies in 1965-66 as on a March 1999, BHEL Hyderabad


has supplied about:940 Feed Water Heaters ( including 67 HP Heaters and 62 LP
Heaters for 17 n nos. 500 MW Power Plants in India),240 Deaerators (including 16
nos. for 500 MW Power Plants in India),340 Surface Condensers with matching Air
Evacuation Systems, 535 Heat Exchangers, and385 Pressure Vessels.Heat
Exchangers have been exported to Malta, Cyprus, Egypt, Malaysia, Oman, Saudi
Arabia, etc.

Renovation & Modernization


With the experience gained over the years, BHEL is now fully geared to
rake up refurbishment/power plant improvement projects in a big way. The scope
includes system study, recommendation, engineering, manufacturing, testing,

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erection and commissioning of the equipment. The vast reference list and successful
operation of the various Heat Exchangers supplied is a testimony of BHEL's
performance.

Introduction:BHEL manufactures a complete line of Heavy Duty Industrial Gas turbines


for all utility and Industry applications. They are installed in Refineries,
Petrochemical plants, Gas compression stations, and Power generation plants in
India and abroad. BHEL has long-standing experience in manufacturing Gas
turbines dating back to 1986 when a Collaboration agreement was established with
GE (U.S.A.) to complement the existing portfolio of products. A proven
combination of sound design and quality assurance techniques places these gas
turbines among the world's most reliable machines. Basic models produced by
BHEL cover the 25,000 to 290,000 kW power range. Extensive research and
development, advanced design procedures, modern manufacturing technology and
on-site experience are behind the success achieved by BHEL gas turbines. BHEL
has already installed over 190 gas turbines with cumulative fired hours of over 13
million. Apart from India, BHEL machines are working in Bangladesh, China, Iraq,
Malaysia, Oman, Saudi Arabia, Srilanka and Kazakhstan.

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Introduction:BHEL Ramachandrapuram Unit has acquired considerable experience in the


design and manufacture of various important types of pumps required for the
thermal power plants like the Boiler Feed Pump, Boiler Feed Booster Pump,
Condensate Extraction Pump and Cooling Water Pump.
Starting its manufacturing activities in mid sixties, the pumps were designed
and manufactured for 60 MW, 110 MW and 210 MW under technical collaboration
with M/s. Sigma Lutin of Czechoslovakia. Over the years, hundreds of pumps have
been manufactured and supplied with this design and have earned a good reputation
for their robust design, trouble-free operation and reliable service.
In order to meet the requirements of higher efficiency pumps for 210 MW
units and large capacity pumps for 500 MW units, collaboration was entered in
1980 with M/s. Wier Pumps Limited, U.K., who are acknowledged as one of the
leading manufacturers of pumps in the world. With this, BHEL has geared itself to
meet the market demand of cartridge design pumps with high efficiency and
reliability.
In 2007, BHEL Hyderabad has entered into collaboration with M/s.
Mitsubishi Heavy Industries, Japan to manufacture pumps for super-critical thermal
power plants up to 1000 MW and thus taking a major stride towards meeting the
demands of market with the advanced state-of-the-art super-critical power plant

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technology.
With this, BHEL has geared itself to meet the market demand of cartridge design
pumps with high efficiency and reliability.

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1.3 COMPANY PROFILE


Evolution and Growth of BHEL Hyderabad unit
The Hyderabad unit of BHEL is located at Ramachandrapuram which is
around 30 km from the historic city of charminar. Foundation stone of the plant was
laid in 1959 and the foundation commenced in the year 1965. The unit was set up
mainly to manufacture 60mw and 110 mw steam Turbo generator sets for state
Electricity Boards and also 12mw TG sets. From this small beginning, the
Ramachandrapuram unit has been growing steadily in different phases of
development and today it caters to a wide spectrum of business in power, industry,
transmission, oil and gas. It now boasts the largest number of products under a single
roof as compared to any of the other BHEL units.
As a member of the prestigious 'BHEL family', BHEL-Hyderabad has earned
a reputation as one of its most important manufacturing units, contributing its lion's
share in BHEL Corporation's overall business operations.

The Hyderabad unit was set up in 1963 and started its operations with
manufacture of Turbo-generator sets and auxiliaries for 60 and 110 MW thermal
utility sets.
Over the years it has increased its capacity range and diversified its
operations to many other areas. To day, a wide range of products are manufactured in
this unit, catering to the needs of variety of industries like Fertilizers & Chemicals,
Petrochemicals & Refineries , Paper, sugar, steel , etc. BHEL-Hyderabad unit has
collaborations with world renowned MNCs like M/S General Electric, USA, M/S
Siemens, Germany, M/S Nauvoo Pig none, etc. Major products of our units
manufacture include the following.
1. Gas turbines
2. Steam turbines
3. Compressors
4. Turbo generators
5. Heat Exchangers

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6. Pumps
7. Pulverizes
8. Switch Gears
9. Gear Boxes
10. Oil Rigs
11. Project Engineering

COMPANY VISION, MISSION AND VALUES:


Vision:A global Engineering enterprise providing solution for better tomorrow.

Mission:Providing sustainable business solution in the field of Energy, Industry and


Infrastructure.
VALUES: Governance:- We are stewards of our shareholders investments and we take
that responsibility very seriously. We are accountable and responsible for
delivering superior results that make a difference in the lives of the people we
touch.
Respect:-We value the unique contribution of each individual. We believe in
respect for human dignity and we respect the need to preserve the
environment around us.
Excellence: - We are committed to deliver and demonstrate excellence in
whatever we do.
Loyalty: - We are loyal to our customers, to our company and to each other.

Integrity: - We work with highest ethical standards and demonstrate a


behavior that is honest, decent and fair. We are dedicated to the highest levels
of personal and institutional integrity.
Commitment: -

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We set high performance standards for ourselves as

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individuals and our teams. We honour our commitments in a timely manner.


Innovation: - We constantly supports development of newer technologies,
products, improved processes, better services and management practices.
Team work: - We work together as a team to provide best solutions &
services to our customers. Through quality relationships with our
stakeholders we deliver value to our customer.

BHEL Bharat Heavy Electricals Ltd


Parent Company

BHEL

Category

Electrical Equipment

Sector

Energy Power and Industrial Equipment

Tagline/ Slogan

USP

An integrated power plant equipment manufacturer


and one of the largest engineering and
manufacturing companies in India in terms of
turnover
STP

Segment

Power Transmission Sector, Oil and Gas, Industrial


Equipment, Telecommunication Area, NonConventional Energy

Target Group

Power distribution &Power generation companies,


Oil and Gas Companies, Telecommunication
Industry

Positioning

An umbrella organization for providing total


business solution to public and private sector
customers

SWOT Analysis
Strength

1. Strong engineering base and stable industrial


relationship

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2. Has been making profits continuously and paying


dividends since 1974
3. Great support from the collaborators has helped it to
acquire modern technology and transform it to suit Indian
conditions
4. Huge customer base in domestic business leading to
major presence and influence in the market
5. More than 190 products and 30+ major product groups
6. Ability to deliver high quality products at a
competitive price
1.Inability to provide to give suppliers credit, soft loans
and financing of power projects
2.Longer delivery cycles when compared with other
international competitors
Weakness

3.The company lacks effective marketing infrastructure


1. There is a huge demand of power and is expected to
grow further
2.Ageing power plants need more service and spare parts
3. As it cost competitive, it has potential export

Opportunity

opportunities
1.Increased competition both national and international
companies
2. Foreign competitors rapidly spending on promotion
tactics
3. Consolidations in the industry have reduced the

Threats

turnover of the company

Phase. I (1959-70)
During this phase, the Hyderabad unit entered into collaboration agreement
with M/s.Technoexport, Czechoslovakia in 1963, focusing on setting up the plant and
training its manpower for absorption of technology. The production operation which
commenced

in

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1965

was

inaugurated

22

by

our

late

Prime

Minister

sriLalBahadurshastri. The first 12mw steam turbines were produced in 1966. In the
next 3 to 4 years, first 110mw and 60mw steam turbo generator sets were produced.

Phase. II (1971-78)
The expected market for 60mw and 110mw did not pick up the customer
opting for 200 mw sets and above, in this phase development is done through a flurry
of strategic diversification into varied products. This period can be called as the
golden age of Hyderabad unit.

Phase. III (1979-85)


With the consolidation of different products, BHEL Hyderabad sought
technology up gradation as its next phase. By this time custom era had become more
discerning at competitive prices. This period saw the unit crossed the Rs.100 mark in
sales turnover.

Phase. IV (1985-91)
Not satisfied with the growth, Hyderabad unit began to explore the market to
introduce new products for meeting customers need. During this phase of market
orientation, the following products were introduced.

Gas turbines.
Tube mills with M/s Stein industry, France.
Work over and mobile rigs with M/s Ingersoll Rand, USA.
Establishment of project engineering division for Gas Turbine based projects.
The unit crossed Rs.600 croremark in turnover in this perio

Phase. V (1992-2002)
This was by far the most turbulent phase in the history of the unit. The
competition became intense. BHEL Hyderabad faced the new challenges through
various strategic manoeuvres. Despite the adverse environment, this phase saw the
unit coming out with flying colours crossing Rs.1500 crore marks and establishing its
presence in the International market.

Phase. VI (2003-2012)
The power sector is witnessing a steep growth. The government wanted to
increase the installed capacity to 3lakh MW by 2016-17. This requires BHEL to
complete, its prestigious 20,000MW capacity
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Addition plan so as to meet the higher order inflow. BHEL Hyderabad


invested around Rs.1004.4 croresbetween 2007-13 and plans to establish CNC
equipment upgrading for 270 mw generator manufacturing for the year 2014-2015.

Phase. VII (2012-17)


The unit has formulated its Divisional plan 2017 covering the strategies and
action plans for the period 2012-17 with the objective of consolidating business and
sustaining the growth. The implementation focuses on 6thrust areas viz. Capability enhancement
Accelerated project execution
Product cost competitiveness and quality
o CSR ACTIVITIES
HPEP Hyderabad during the year has provided/contributed for the following
during the
o year as part of CSR activities.
Renovation of infrastructure facilities in SC/ST girls residential school,
chitkul, Nr.Isnapur.
Furniture to a school runs for benefit of destitute children at Vikarabad by M/s
Yagna Trust.
Support to ITI Lanther, by providing apprenticeship training to their students
at BHEL Hyderabad.
Renovation of school building in BHEL Township.
Medical camp and blood donation camps are organisedfor the welfare of the
society. Also, as art of CSR initiatives vision to all BHELs call and organ
donation

AWARDS AND ACCOLADE


HPEP Hyderabad has bagged first prize for EXCELLENCE IN
SUGGESTION SCHEME.
During 15th National suggestion summit organized by INSAAN-NHQ & NIC,
New Delhi, SEVENTEEN employees of HPEP Hyderabad have bagged
awards.
HPEP Hyderabad has received Federation of AP chambers of commerce and
industry (FAPCCI) Award for Excellence in Employee Welfare Initiatives.
Raj Basha division has bagged town official language implementation
committee (TOLIC) 1st prize in oct 2013.

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Seven Quality circles of HPEP Hyderabad have received .Gold awards by


QCFI, Hyderabad chapter & the unit was awarded Organization supporting
QC movement.
CMD shield was given to HPEP Hyderabad on 31.05.2013 for best
implementation of official language for the year 2009-10 and 2010-11.
Children from Abhilasha school for intellectually challenged have participated
in special Olympics-2013,for Asia Pacific Region at Australian and won
Bronze medals in 200m running, shot put and Bocce events.

OBJECTIVES:
Growth:
To ensure study growth by enhancing the edge of BHEL business new areas
and international operations.

Profitability:
To provide a reasonable and adequate return on capital employed primarily
through improvements in operational utilization and productivity and general
adequate internal resources to finance the companys growth.

Customer focus:
To built each employee to achieve his potential, by providing increase
standard of product quality performance and superior customers services.

People Orientation:
To enable each employee to achieve his potential, improve his capabilities
perceives his role responsibility and success of the company.

Technology:
To achieve technological excellence in operation by developments of
indigenous. Technologies and efficient adaption of imported technologies to suit
business needs and priorities and provide a competitive advantages to company.

Image:

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To fulfill the expectations that of holders, customers, employees to earn good


will and enhance public image.

Performance Highlights of BHEL Corporation


BHEL has retained its market leadership during 2013-2014 even while
operating in difficult business environment. Improved focus on project execution
enabled the company record highest ever commissioning synchronization of 13,452
mw of power plants in domestic and international markets.

Financial Performance
During 2013-2014, BHEL recorded a turnover of Rs. 40,366 crores. Profit
before tax (PAT) stood at Rs.3228 crores.
An interim equity dividend of 65.5% was paid for 2013-14, maintaining the
track record of paying dividends uninterruptedly since 1976-77.
Earnings per share (EPS) were Rs.13.19.

Marketing Highlights
Orders Inflow:
Received a mega EPC order of Rs 7900 crores 3 X 660 MW super critical
units from NTPC North Karanpura.
New Naively Lignite 2 X 500 MW BTG package order with lignite as fuel.
Spares and services business segment saw an order inflow of Rs.3, 433 cores,
a 19% increase over that of Rs.2,885crore in 2012-1

Performance Highlights (2013-14)


(Key parameters of Performance in Cores)

INDICATOR

TURNOVER

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ACTUA

ACTUA

2011-12

2012-13

7004

6492

26

FLASH

FLASF

2013-14

2014-15

5274

5607

VALUE
ADDED/EMPLOYE
E

49

49

56

45

1606

1558

1008

1010

3629

3919

3724

2773

3409

2352

2670

5646

282

163

171

146

(Rs.In Lakhs)
PROFIT BEFORE
TAX
ORDER BOOK O/S
ORDER BOOK
RCPT
PHYSICAL
EXPORTS

ACHEIVEMENTS
Financial

Rising trend of debtors is arrested.


Became cash surplus after a gap of 4 years.

Commissioning
All time high 13,452 MW of power plant equipment
synchronized / commissioned including 11,266 MW utility, 1,698
MW captive/Industrial sets in the country and 488 MW in overseas

market.
Commissioning of first BHEL manufactured subcritical set of 600

MW for NTPC Barh.


Commissioning of first 800 MW boilers for APPDCL at

Krishnapatnam.
Manufacturing, Testing and Supplying of new generation AC-DC
variable frequency drive (VFD) 2000 HP oil Rig to ONGC.

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R & M Business

BHEL achieves yet another milestone with successful renovation,


modernization and up rating of first 200 MW thermal set in the

country; Extends working life by 15-20 years.


Performance of Equipment
Plant load factor of all BHEL supplied sets is 1.6% more than India

average.
35 BHEL sets have achieved a PLF over 90%.
79 sets achieved a PLF of 80-90%.

Technology and Innovation


R & D investment at 1,122 core which is 2.78% of Turnover

compared to 2.49% in last year.


434 patents were filled in the year 2012-2013.

Engineering New Growth Areas


Power sector
o Optimized TG building and BOP layout in civil structural
design at 2 x 600 MW Surathgargh super critical TPS.
o Layout for air cooled condenser is developed for OPG
Gujarat 150 MW.

ORGANIZATIONS JOB STRUCTURE


Executive Grade
Chief Managing Director
Executive Director
General Manager (e8)
Additional General Manager (e7)
Senior Deputy General Manager (e6 a)
Deputy General Manager (e6)
Senior Manager (e5)
Manager (e4)
Deputy Manager (e3)

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Senior Engineer/Senior officer/Senior Executive (e2)


Engineer/Officer/Executives (e1)
Executive Trainees (et)

1.4 OBJECTIVES OF THE STUDY

1. To identify the various welfare measures in the BHEL


2. To assess the employee satisfaction with regard to welfare facilities
3. To find out the ways to improve the welfare measures.

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1.5 NEED OF THE STUDY

Hence the topic welfare measures gains so much impotence on HUMMAN


RESOURCE MANAGEMENT. Our country feels the necessity of labour and
employee welfare because the developing aimed at repair economic and social
development.
This development is possible through motivating the labour and employees by
providing them with sufficient benefits.
Welfare measures are considered necessary in any organization for its
development and growth.
This is why the government also realized the important of labour and
employee benefits and passed some laws with respect to these benefits.
The government also feels that the labour and employee should be provided
with decent standard of living.

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1.6 SCOPE OF THE STUDY

The scope of the study is to understand the resent welfare measures adopted in
the organization and how BHEL can enhance the performance of employees by
adopting better welfare measure.
The study is extended only to the respondents who working in the BHEL
Ramachandrapura, Hyderabad.
It does not cover all the employees working in BHEL.
Welfare measures study includes both statutory and non-statutory measures and
mutual welfare measures.
The study also helps the organization to make necessary changes in welfare
programs.

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1.7 LIMITATIONS OF THE STUDY

The respondents had the fear that the questionnaire may be shown to the
management.
The data obtained is qualitative but not quantitative and it is subjected to
human error.
Few employees refused to answer the question.
The number of employees in BHE,Ramachandrapuram,Hyd,is more, so
Sample size is limited to 102

The findings and conclusions are based on knowledge and experience of the
sometimes may subject to bias

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REVIEW OF LITERATURE
Welfare Measures
After Second World War, govt of India for the first time launched schemes for
Labour Welfare in there ordinance, ammunition and other war industries to increase
the productivity of the workers and to keep up their morale. With the achievement of
independence and emergence of India as a Republic, efforts in improving welfare
measures in Industries were intensified. Since then various legislation were passed
bringing the matters connected with preview of different labour laws.
Welfare includes anything that is done for the comfort and improvement of
employees and is provided over and above the wages. Welfare helps in keeping the
morale and motivation of the employees high so as to retain the employees for longer
duration. The welfare measures need not be in monetary terms only but in any
kind/forms. Employee welfare includes monitoring of working conditions, creation of
industrial harmony through infrastructure for health, industrial relations and insurance
against disease, accident and unemployment for the workers and their families.
Labor welfare entails all those activities of employer which are directed towards
providing the employees with certain facilities and services in addition to wages or
salaries.

Legal Provisions Which are Statutory for Providing Welfare to the


Employees
The following acts are included for statutory welfare facilities to the
employees.
1. The Factories act 1948.
2. The Mines act 1952.
3. Plantation labour act 1951.
4. The motor transport workers act 1961.
5. The contract labour 1970(Regulation and abolition act).

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Definition of Employee Welfare


The ILO (International Labour Organization) defined, welfare as a term
which is understood to include such services and amenities as may be established in
or

the vicinity of undertaking

to perform their work in healthy, congenial

surrounding and to provide them with amenities conductive to good health and high
morale.
According to Arthur James Todd, welfare as anything done for the comfort or
improvement and social of the employees over and above the wages paid, which is
not a necessity of the industry.
Meaning of Employee Welfare
Employee welfare means, such services, facilities and amenities such as
canteens, rest and recreation facilities, arrangement for travel to and for the
accommodation of workers employed at a distance from their home, and such other
services, amenities and facilities including social security measures as contribute to
improve the condition under which workers are employed.

Concept of Employee Welfare


Employee welfare may be viewed as a total concept, as a social concept and a
relative concept. The total concept is a desirable state of existence involving the
physical, mental, moral and emotional well-being. The social concept of welfare
implies, of man, his family and his community.

The relative concept of welfare implies that welfare is relative in time and place.
Employee welfare implies the setting up of minimum desirable standards and the
provision of facilities like health, food, clothing housing, medical allowance,
education, insurance, job security, such as to safeguard his health and protect him
against occupational hazards. The worker should also be equipped with necessary
training and a certain level of general education

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Workers Education
Reading room, circulating library, visual education; literary classes, adult
education, social education; daily news review; factory news bulletin; cooperation
with workers in education services.
Welfare facilities may also be categorized as
(a) Intra-mural and (b) extra-mural.

Intra-mural Facilities
Intra-mural activities consist of facilities provided within the factories and
include medical facilities, compensation for accidents, provision of safety measures,
activities relating to improving of employment, and the like

Extra-mural Facilities
Extra-mural activities cover the services and facilities provided outside the
factory such as housing accommodation, indoor and outdoor recreational facilities,
amusement and sports, educational facilities for adults and children and the like.
It may be stated that the welfare activities may be provided by the employer,
the government, non-government organizations and the trade unions. What employers
provided will be stated later, the activities undertaken by other agencies are mentioned
here.

Welfare Facilities By the Government


With a view to making it mandatory for employers, to provide certain welfare
for their employees, the government of India has enacted several laws from time.
These laws are the factories act, 1948; the mines act, 1952; the plantation labour act
1951; the bid and cigar workers (conditions of employment) act 1966; and the
contract labour (regulation and abolition) act, 1970. another significant step taken by
the central government has been established in coal ,mica, iron-ore, limestone and
dolomite mines. The welfare activities covered by these funds include housing,
medical, educational and recreational facilities for employees and their dependents.

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Welfare Activities By the Trade Union


Labour union have contributed their share for the betterment of

the

employees. Mention may be made here of the textile labour association of headband
and the railway mens union and the mazdoor sabha of kanpur, which have rendered
invaluable services in the field of labour welfare. The welfare activities of the textile
labour association. Ahmedabad,are worth nothing.

Welfare Work By Voluntary Agencies


Many voluntary social-service agencies have been doing useful labour-welfare
work. Mention may be made of the Bombay social service league, the seva sadan
society, the maternity and infant welfare association, the YMCA, the depressed
classes mission society and the womens institute of Bengal. The welfare activities of
these organization of recreation and sports for the working class.

Welfare activities may also be classified into


(i)
(ii)

Statutory
Non-Statutory provision.

Statutory Employee Welfare Facilities


Section 42 to 50 of the factories act of 1948, deal with provisions for the
welfare of the workers.
1) Washing Facilities (Sec.42)
According to sec. 42 every factory shall provide adequate and suitable
washing facilities, separately screened for male and female workers, conveniently
accessible and clean
2) Storing and Drying Cloth (Sec.43)
According to sec. 43, every factory shall provided a place for keeping the clothes
which are not worn during working hours and drying of wet clothes.

3) Sitting Facilities (Sec. 44)


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Every factory shall provide for suitable arrangements for sitting for all
workers obliged to work in a standing position.
4) First Aid Facilities (Sec.45)
For every 150 workers, there must be readily accessible and well
equipped first aid box. This box must contain the prescribed contents and it
must be in charge of a responsible person who holds a certificate in first aid.
Where more than 500 workers are employed an ambulance room shall be
provided and maintained.
5) Canteen (sec. 46)
Every factory where 250 workers are employed, the occupier has
maintain a canteen for the use of workers.
6) Shelter, Rest and Lunch Rooms (Sec.47)
In every factory where in 150 workers are employers are employed, the
occupier shall provide shelter, rest rooms and lunch rooms.
7) Lighting sec(17)
The RBL must be employed in located things is sight. In every part of a
manufacturing process where workers are working or passing, there provided and
maintained sufficient and suitable light, natural artificial both.
8) Drinking water (sec18)
The RBL working place is so hard, employees are need to emphasize
the important of providing liberals supply of cool and pure water. The lay down
that in every places effective arrangement must be made to provide and main at
suitable place conveniently situated for all workers employed there in a sufficient
supply of drinking water. The water pumps are situating for five places in factory
9) Welfare Officers
The occupier of every factory employing 500 or more workers shall
employee the prescribed number of welfare officer.

Non Statutory Employee Welfare Facilities


1) Educational Facilities
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Educational facilities are important that the children of the workers should be
provided with educational facilities.
2) Medical Facilities
Employers, whether in private or in public sectors have been providing
medical facilities for their workers and their families. Besides general medical
treatment and health-care, separate arrangements for specialist treatment for diseases
like T.B. cancer, leprosy, and mental disease.
3) Transport Facilities
Transport facilities to workers residing at a long distance are essential to
relieve them from strain and anxiety. Such facilities also provide greater opportunity
for relaxation and recreation and help in reducing the rater of absenteeism.
4) Recreation Facilities
Recreation facilities afford the worker an opportunity to develop his sense of
physical and mental discipline. It has an important bearing on the individuals
personality as well as his capacity to contribute to social development.
5) Housing Facilities
Some of the industrial employers both in public and private sector have
provided housing facilities to their employees. The company also renders assistance to
the co-operative housing societies formed by its employees.
Training and development
The RBLs various employee improvement conducts the various places
and various programmers. This main motive is improving the employee morale,
Knowledge and skill also to get g his work.

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Dispensary

With the premises of the mill, they provided first-aid facility in dispensary.
They are providing 24 hours service with duty doctors, pharmacy, bed facilities and
ambulance van in case of emergency. This provided for the workers and his family
members.

1) Distribution of 1 kg sweets to each of the employees / staff on the occasion of


Deepavali.
2) Provisions of educations allowance of 250% per child per annum and maximum
of Rs 500% to each of the employees.
3) Provision of medical allowance of Rs 100 per month for the employees who are
not covered under ESI scheme.
4) Provision of tea allowance of Rs 2.50 pasie per month to all the employees of the
society.
5) The society has maintained a trust for the employees group gratuity fund.
6) The society has provided house building advance facilities to the employees.
7) The society has provided motor conveyance advance facilities to the employees.
8) To society has provided encashment of earned leave facilities to the employees.

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Review of Literature From Journals and Articles


1) Employee Welfare
Employee welfare program is based on the management policy which is aimed
shaping perfect employees. Therefore the concept of employee welfare includes to
aspects namely physical &mental welfare.
1. Applications of merit system or work performance system as the basis for
employee rewarding.
2. Providing the retired employees with the old age allowance.
3. Employee insurance program to provide the employee with better security.
4. Improvement in health security for the employees and their families so that
they can work confidently and productively.

2) Employees Welfare Measures


Describes a process through which organizations might seek to implement
interventions relating to employee wellbeing. Emphasizes the importance of a
comprehensive needs assessment both in obtaining the breadth of information needed
to design appropriate interventions and also in providing baseline information against
which to evaluate programme effectiveness. Discusses factors which influence the
type of intervention appropriate for a particular situation and highlights their design
implications. Finally, provides guidance on programme implementation and
evaluation, and discusses some of the advantages and disadvantages of different
approaches to tertiary welfare provision.

3) Needed Welfare Measures


To promote a higher type of citizenship, to insure to every child born in Kansas
a record of birth, an equal share in the paternal care of the government and
recognition of its potential worth as a future citizen, I recommend the establishment of
a division of child hygiene as a part of the State Board of Health. This new division
should take into account the circularizing of the expectant mother who applies for

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information, the care of the new-born babe, and the well-being, health and nurture of
the growing child.
In the same general line of public welfare, I recommend the enactment of laws
on the following subjects:
1.

To assist needy and worthy mothers by a compensation which shall enable them
to care for dependent minor children at home instead of their being cared for in
institutions.

2.

To designate certain existing officials to comprise and act as an industrial welfare


committee, with power to establish and enforce wage schedules and to regulate
the hours of women and minors in industry.

3.

To provide for the paying of convicts' earnings to their department families, after
a sufficient sum is deducted for the convict's maintenance.

4.

To give organized labor the right to select the officers of the State Labor Bureau.

5.

To help solve the problem of the unemployed by extending the activities of the
free employment bureau.

6.

To strengthen the workmen's compensation act for the better protection of the
workers.

7.

To promote the safety and safeguard the interests of railroad men and the
traveling public.

8.

To compel employers to report promptly to the labor department all accidents


occurring in factories or mines.

9. To make child desertion by either father or mother a crime.


10. To broaden the $200 tax exemption law by removing the discrimination against
certain classes of women.
11. To authorize cities of the first and second class to establish public loan
institutions, that the loan shark evil may be abated.

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TYPES OF WELFARE ACTIVITIES


The meaning of labour welfare may be made more clear more by listing the
activities which are referred to as welfare measures.
A comprehensive list of welfare activities is given by moorthy in his
monumental work on labour welfare. He divides welfare measures into two broad
groups, namely.
1. Welfare measures inside the work place and
2. Welfare measures outside the work place

I Welfare Measures Inside the Work Place


1. Condition of the work environment

Neighborhood safety and cleanliness; attention to approaches.

Housekeeping; up-keeping of premises-compound wall, lawns, gardens, and


so forth, egress and ingress, passages and doors; white-washing of walls and
floor maintenance.

Workshop (room) sanitation and cleanliness; temperature,humidity,ventilation,


lighting, elimination of dust, smoke, fumes, gases.

Control of effluents.

Convenience and comfort during work. That is, operatives posture, seating
arrangements.

Distribution of work hours and provision for rest hours, meal times and
breaks.

Workmens safety measures, that is maintenance of machines and tools


fencing of machines, providing guards, helmets, aprons, goggles, and first-aid
equipment.

Supply of necessary beverages and p-ills and tables, that are salt tablets, milk,
soda.

Notice boards; posters, pictures slogans; information or communication.

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3)

Conveniences:

Urinals and lavatories, wash basin, bathrooms, provision for spittoons,


waste disposal.

Provision of drinking water; water coolers.

Canteen services: full meal mobile canteen.

Management of workers cloak rooms, rest rooms, reading rooms,


reading room and library.

II Welfare measures outside the work place

Housing; bachelors quarters; family residences according to types and


rooms.

Water, sanitation, waste disposal.

Roads, lights, parks, recreation, playgrounds.

Schools, nursery, primary, secondary and high school.

Markets, co-operatives, consumer and credit societies.

Bank.

Transport.

Communication; post, telegram and telephone.

Health and medical services, dispensary, emergency ward, out-patient


and inpatient care, family visiting; family planning.

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THEORIES OF LABOUR WELFARE

The form of labor welfare activities is flexible, elastic and differs from time to
time, region to region, industry to industry and country to country depending upon the
value system, level of education, social customs, degree of industrialization and
general standard of the socio economic development of the nation. Seven theories
constituting the conceptual frame work of labour welfare activities are the following:

1. The Police Theory: This is based on the contention that a minimum standard
of welfare is necessary for labourers. Here the assumption is that without
policing, that is, without compulsion, employers do not provide even the
minimum facilities for workers. Apparently, this theory assumes that man is
selfish and self centered and always tries to achieve his own ends, even at the
cost of the welfare of others. According to this theory, owners and managers
of industrial undertakings get many opportunities for exploitation of labour.
Hence, the state has to intervene to provide minimum standard of welfare to
the working class.
2. The Religious Theory: This is based on the concept that man is essentially "a
religious animal." Even today, many acts of man are related to religious
sentiments and beliefs. These religious feelings sometimes prompt an
employer to take up welfare activities in the expectation of future
emancipation either in this life or after it.
3. The Philanthropic Theory: This theory is based on man's love for mankind.
Philanthropy means "Loving mankind." Man is believed to have an instinctive
urge by which he strives to remove the suffering of others and promote their
well-being. In fact, the labour welfare movement began in the early years of
the industrial revolution with the support of philanthropists.
4. The Trusteeship Theory: This is also called the Paternalistic Theory of
Labour Welfare. According to this the industrialist or employer holds the total
industrial estate, properties, and profits accruing from them in a trust. In other
words, the employer should hold the industrial assets for himself, for the
benefit of his workers, and also for society. The main emphasis of this theory

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is that employers should provide funds on an ongoing basis for the well-being
of their employees.
5. The Placating Theory: This theory is based on the fact that the labour groups
are becoming demanding and militant and are more conscious of their rights
and privileges than ever before. Their demand for higher wages and better
standards of living cannot be ignored. According to this theory, timely and
periodical acts of labour welfare can appease the workers. They are some kind
of pacifiers which come with a friendly gesture.
6. The Public Relation Theory: This theory provides the basis for an
atmosphere of goodwill between labour and management, and also between
management and the public, labour welfare programmers under this theory,
work as a sort of an advertisement and help an organization to project its good
image and build up and promote good and healthy public relations.
7. The Functional Theory: This is also called the Efficiency Theory. Here,
welfare work is used as a means to secure, preserve and develop the efficiency
and productivity of labour, It is obvious that if an employer takes good care of
his workers, they will tend to become more efficient and will thereby step up
production. This theory is a reflection of contemporary support for labour
welfare. It can work well if both the parties have an identical aim in view; that
is, higher production through better welfare. And this will encourage labors
participation in welfare programmers.

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PRINCIPLES FOR SUCCESSFUL IMPLEMENTATION OF


WELFARE ACTIVITIES
The success of welfare activities depends on the approach which has been
taken into account in providing such activities to the employees. Welfare policy
should be guided by idealistic morale and human value. Every effort should be made
to give workers/ employees some voice in the choice of welfare activities so long as it
does not amount to dictation from workers.
There are employers who consider all labour welfare activities as distasteful
legal liability. There are workers who look upon welfare activities in terms of their
inherent right. Both parties have to accept welfare as activities of mutual concern.
Constructive and lasting Progress in the matter of social justice can be achieved only
if welfare activities are accepted as essential factors in the progress of the business
organization.
Labour welfare is dependent on certain basic principles. The following are the
principles on which successful implementation of welfare programmes depends.

1. Adequacy of Wages: Labour welfare measures cannot be a substitute for


wages. Workers have a right to adequate wages. But high wage rates alone
cannot create healthy atmosphere, nor bring about a sense of commitment on
the part of workers. A combination of social welfare, emotional welfare and
economic welfare together would achieve good results.
2. Social Liability of Industry: Industry, according to this principle, has an
obligation or duty towards its employees to look after their welfare. The
constitution of India also emphasizes this aspect of labour welfare.
3. Impact on Efficiency: This plays an important role in welfare services, and is
based on the relationship between welfare and efficiency, though it is difficult
to measure this relationship. Programmes for housing, education and training,
the provision of balanced diet and family planning measures are some of the
important programmes of labour welfare which increases the efficiency of the
workers, especially in underdeveloped or developing countries.

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4. Increase in Personality: The development of the human personality is given


here as the goal of industrial welfare which, according to this principle, should
counteract the baneful effects of the industrial system. Therefore, it is
necessary to implement labour welfare services. Both inside and outside the
factory, that is, provide intra-mural and extra-mural labour welfare services.
5. Totality of Welfare: This emphasizes that the concept of labour welfare must
spread throughout the hierarchy of an organization. Employees at all levels
must accept this total concept of labour welfare programme will never really
get off the ground.
6. Co-ordination or Integration: This plays an important role in the success of
welfare services. From this angle, a co-ordinate approach will promote a
healthy development of the worker in his work, home and community. This is
essential for the sake of harmony and continuity in labour welfare services.
7. Democratic Values: The co-operation of the worker is the basis of this
principle. Consultation with, and the agreement of workers in, the formulation
and implementation of labour welfare services are very necessary for their
success. This principle is based on the assumption that the worker is "a mature
and rational individual." Industrial democracy is the driving force here.
Workers also develop a sense of pride when they are made to feel that labour
welfare programmes are created by them and for them.
8. Responsibility: This recognizes the fact that both employers and workers are
responsible for labour welfare. Trade unions, too, are involved in these
programmes in healthy manner, for basically labour welfare belongs to the
domain of trade union activity. Further, when responsibility is shared by
different groups, labour welfare work becomes simpler and easier.
9. Accountability: This may also be called the Principle of Evaluation. Here,
one responsible person gives an assessment or evaluation of existing welfare
services on a periodical basis to a higher authority. This is very necessary, for
then one can judge and analyze the success of labour welfare programmes.

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10. Timely: The timeliness of any service helps in its success. To identify the
labour problem and to discover what kind of help is necessary to solve it and
when to provide this help are all very necessary in planning labour welfare
programmes. Timely action in the proper direction is essential in any kind of
social work.

Importance of Employee Welfare


As a business, you have to provide various benefits to ensure your employees'
welfare. While this may increase your business expense and negatively affect your
bottom line, looking after your employees will benefit you in other ways.

Compliance:
As an owner, you are required by law to provide certain benefits for the
welfare of your employees. You may have to match the Social Security taxes your
employees pay and obtain a worker's compensation insurance policy. If you terminate
an employee, you may have to funds to extend his health insurance.

Hiring and Retention:


The benefits an employee receives from his employer for his welfare are often
a significant reason why he decides to accept a job offer. As such, providing employee
benefits allow you to compete with other businesses to recruit and retain qualify
employees. If other employers offer better benefits, good employees may choose to go
there.

Employees Motivation:
By providing a plan that's good for employees' welfare, you show them that
you value them. This can help make them feel welcome and happy in your company,
motivating them to work harder. If your health plan has wellness coverage and
preventative care, employees are more likely to stay healthy, cutting down on
absenteeism and sick days.

AITS, TIRUPATI

48

Employees' Well-Being:
For companies that have a large base of employees working under stressful
conditions or living away from family, it is important to look at fostering personal
happiness and professional growth. Investing in employees pays dividends in terms of
higher productivity and greater loyalty

Company Image:
Providing a good employee welfare plan reflects well on your business,
building a good company image. It may even earn you some press coverage, giving
you free publicity to improve awareness among potential customers. This may boost
your sales and increase your profits.

AITS, TIRUPATI

49

RESEARCH METHODOLOGY
Introduction:
Research methodology is a way to systematically solve the research problem
.It may be understood as a science of studying how research is done scientifically.
As the organization identified human resource as their asset, taking care of them is
very important to make them motivate for the achievement of the goal. How welfare
activities to be structured so that it should be up to the satisfactory level of the
employees is very critical.
Statement of the problem: To study the welfare of the organization, and to make the
employee aware of the welfare schemes and benefits, provided them so that they can
avail it.

Methodology
This study covers both primary and secondary data. Primary data is collected
by distributing questionnaire to the employees of the BHEL-Hyderabad and
Secondary data is collected from various journals, articles, websites, dissertations and
thesis pertaining to the relevant matters of the subject under study. Convenience
sampling method is adopted to carry out the study. In this connection, out of 4560
employees of BHEL-Hyd, 102 are selected covering almost all the departments. In
this study the questionnaire consist of mostly close ended questions with -4point
Likert scale i.e. Highly satisfied, Satisfied, Sa, Dissatisfied, and Highly DISatisfied.
The statistical tools applied for the study is simple parentage method.

Deta Collection: This study requires both primary and secondary data.
Primary Data: Primary data collected from employees of Bharat Heavy Electricals
Limited through questionnaire.

Secondary Data: data which has already done through process of analysis/used by
someone. This type of data was collected from the books journals, company records
etc.

Sample Size: Out of the total strength the sample size taken amongst workers i.e.,
102 respondents.

AITS, TIRUPATI

50

Sample Area: The research was conducted at Bharat Heavy Electricals Limited,
Hyderabad.

Sample Method: The research was made by the survey in accordance to the
convenience of the employee.
So sample type is convenience sampling.

Analysis Method: The analysis of the study has been done on the basis of the
gathered information, which has been collected, summarized and the responses of the
respondents has been tabulated and interpreted later.

The collected data has been analyzed by simple parentage method.

Simple parentage

AITS, TIRUPATI

Number of respondents favorable


_______________________________
Total No. of respondents

51

X 100

DATA ANALYSIS AND INTERPRETATION


1) Are you satisfied with the washing facilities provided by the company?
TABLE - 4.1

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

% OF
RESPONDENT
EMPLOYEES

Highly satisfied

10

9.8

Satisfied

82

80.4

Dissatisfied

09

8.8

Highly dissatisfied

01

0.9

Total

102

100%

CHART 4.1
8280.4

90
80
70
60
50
40

NO OF RESPONDENT
EMPLOYEES

30
20

10 9.8

9 8.8
1 0.9

10

% OF RESPONDENT
EMPLOYEES

di
ss
at
is
fe
d

fe
d

H
ig
hl
y

Sa
tis
fe
d

D
is
sa
tis

H
ig
hl
y

sa
tis
fe
d

Interpretation: In the above table 80.4% of the employees satisfied with


washing facilities providing by the company and 9.8% of the employees are highly
satisfied and 8.8% of the employees Dissatisfied and 0.9% of the employees are
highly dissatisfied.

AITS, TIRUPATI

52

2) Are you satisfied with the storing and drying facilities?


TABLE 4.2

S NO

RESPONSES

NO OF RESPONDENT
EMPLOYEES

% OF
RESPONDENT
EMPLOYEES

Highly satisfied

12

11.8

Satisfied

72

70.6

Dissatisfied

15

14.7

Highly dissatisfied

03

2.9

Total

102

100%

CHART 4.2
7270.6

80
70
60
50
40
30
20

NO OF RESPONDENT
EMPLOYEES

1514.7

1211.8

3 2.9

10

% OF RESPONDENT
EMPLOYEES

at
is
fe
d
D
is
s

H
ig
hl
y

sa
tis
fe
d

Interpretation: In the above table 70.6% of the employees are satisfied


storing and dying facilities and 14.7% of the employees are dissatisfied and 11.8% of
the employee is highly satisfied and 2.9% of the employees are highly dissatisfied.
3) How are the first aid services in the organization?

AITS, TIRUPATI

53

TABLE 4.3

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

% OF
RESPONDENT
EMPLOYEES

Highly satisfied

15

14.7

Satisfied

51

50

Dissatisfied

16

15.7

Highly dissatisfied

20

19.6

Total

102

100%

CHART 4.3
60

51 50

50
40
30
20

2019.6

1615.7

1514.7

NO OF RESPONDENT
EMPLOYEES
% OF RESPONDENT
EMPLOYEES

10

at
is
fe
d
D
is
s

H
ig
hl
y

sa
tis
fe
d

Interpretation: In the above table 50% of the employees are satisfied first
aid services in the organization and 19.7% of the employees highly dissatisfied and
15.7% of the employees are dissatisfied and 14.7% of the employees are highly
dissatisfied.

4) The role played by the canteen committee is


TABLE 4.4
AITS, TIRUPATI

54

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

% OF
RESPONDENT
EMPLOYEES

Highly satisfied

07

6.8

Satisfied

33

32.4

Dissatisfied

42

41.2

Highly dissatisfied

20

19.6

Total

102

100%

CHART 4.4
41.2
32.4
42

19.6

% OF RESPONDENT
EMPLOYEES

20

NO OF RESPONDENT
EMPLOYEES

at
is
fe
d

33

D
is
s

H
ig
hl
y

sa
tis
fe
d

90
80
70
60
50
40
30
20
6.8
10 7
0

Interpretation: In the above table 41.2% of the employees are dissatisfied


providing food of canteen committee and 32.6% of the employees are satisfied and
19.6% of the employees are highly dissatisfied and only 6.8% of the employees are
highly dissatisfied.

5) The quality of food provided by canteen


TABLE 4.5

AITS, TIRUPATI

55

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

% OF
RESPONDENT
EMPLOYEES

Highly satisfied

6.8

Satisfied

30

29.4

Dissatisfied

57

55.8

Highly dissatisfied

08

7.8

Total

102

100%

CHART 4.5
5755.8

60
50
40

3029.4

30
20

8 7.8

7 6.8

10

% OF RESPONDENT
EMPLOYEES
at
is
fe
d
di
ss

fe
d
H
ig
hl
y

D
is
sa
tis

H
ig
hl
y

Sa
tis
fe
d

0
sa
tis
fe
d

NO OF RESPONDENT
EMPLOYEES

Interpretation: In the above table 55.8% of the employees are dissatisfied


quality of food not providing the canteen and 29.4% of the employees are satisfied
and 7.8% of the employees are highly dissatisfied and 6.8% of the employees are
highly dissatisfied

6) Are you satisfied with the Rest room/shelter and lunch room facility to the
employees?
TABLE 4.6

S NO

AITS, TIRUPATI

RESPONSES

NO OF
RESPONDENT

56

% OF
RESPONDENT

EMPLOYEES

EMPLOYEES

Highly satisfied

5.8

Satisfied

54

52.9

Dissatisfied

34

33.3

Highly dissatisfied

08

7.8

Total

102

100%

8 7.8

NO OF RESPONDENT
EMPLOYEES

CHART 4.6
5452.9

60
50

3433.3

40
30
20

6 5.8

10

% OF RESPONDENT
EMPLOYEES
at
is
fe
d

H
ig
hl
y

di
ss

at
is
fe
d

Sa
tis
fe
d

D
is
s

H
ig
hl
y

sa
tis
fe
d

Interpretation: In the above table 52.8% of the employees are satisfied


providing good facilities and 33.3% of the employees are dissatisfied and 7.8% of the
employees are highly dissatisfied and 5.8% of the employees are highly dissatisfied

7) Are you satisfied with the crche facility?

TABLE 4.7
AITS, TIRUPATI

57

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

Highly satisfied

10

9.8

Satisfied

66

64.7

Dissatisfied

19

18.3

Highly dissatisfied

07

6.8

Total

102

100%

CHART 4.7

6664.7

70

% OF
RESPONDENT
EMPLOYEES

60
50
40
30
20

NO OF RESPONDENT
EMPLOYEES

1918.3
109.8

7 6.8

10

% OF RESPONDENT
EMPLOYEES

fe
d
D
is
sa
tis

H
ig
hl
y

sa
tis
fe
d

Interpretation: In the above table 64.7% of the employees are satisfied


crche facilities and 18.3% of the employees are dissatisfied and 9.8% of the
employees are highly satisfied and only 6.8% of the employees are highly dissatisfied.

8) The welfare officer supports you in all the aspects concerned


TABLE 4.8

S NO

AITS, TIRUPATI

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

58

% OF
RESPONDENT
EMPLOYEES

Highly satisfied

6.9

Satisfied

69

67.6

Dissatisfied

18

17.1

Highly dissatisfied

08

7.8

Total

102

100%

CHART 4.8

6967.6
70
60
50
40
30

1817.1

20

8 7.8

7 6.9

10

at
is
fe
d

% OF RESPONDENT
EMPLOYEES

H
ig
hl
y

di
ss

at
is
fe
d

Sa
tis
fe
d

D
is
s

H
ig
hl
y

sa
tis
fe
d

NO OF RESPONDENT
EMPLOYEES

Interpretation: In the above table 67.6% of the employees are satisfied with
welfare officer support and 17.7% of the employees are dissatisfied and 7.8% of the
employees are highly dissatisfied and 6.9% of the employees are highly satisfied

9) Are you satisfied with drinking water facility in your organization?


TABLE 4.9

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

Highly satisfied

17

AITS, TIRUPATI

59

% OF
RESPONDENT
EMPLOYEES
16.5

Satisfied

47

46.4

Dissatisfied

29

28.3

Highly dissatisfied

09

8.8

Total

102

100%

2928.3
1716.5
9 8.8

NO OF RESPONDENT
EMPLOYEES

H
ig
hl
y

di
ss

at
is
fe
d

at
is
fe
d

Sa
tis
fe
d

% OF RESPONDENT
EMPLOYEES

D
is
s

H
ig
hl
y

sa
tis
fe
d

50
45
40
35
30
25
20
15
10
5
0

CHART 4.9

4746.4

Interpretation: In the above table 46.4% of the employees are satisfied with
drinking water facilities and 28.3% of the employees are dissatisfied 16.5% of the
employees are highly satisfied and 8.8% of the employees are highly dissatisfied.

10) Are you satisfied with recreational facilities like games, cultural activities, library
etc..
Provided by the Company?
TABLE 4.10

S NO

AITS, TIRUPATI

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

60

% OF
RESPONDENT
EMPLOYEES

Highly satisfied

10

9.8

Satisfied

77

75.5

Dissatisfied

11

10.8

Highly dissatisfied

04

3.9

Total

102

100%

CHART 4.10
7775.5

80
70
60
50
40

NO OF RESPONDENT
EMPLOYEES

30
20
10

1110.8

10 9.8

4 3.9

di
ss
at
is
fe
d

fe
d

H
ig
hl
y

Sa
tis
fe
d

D
is
sa
tis

H
ig
hl
y

sa
tis
fe
d

% OF RESPONDENT
EMPLOYEES

Interpretation: In the above table 75.5% of employees satisfied with cultural


activities , sports providing by company and 10.8% of the employees are dissatisfied
and 9.8% of the employees are highly satisfied and only 3.8% of the employees are
dissatisfied

11) How do you rate the medical facilities of the Organization?


TABLE 4.11

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

Highly satisfied

20

AITS, TIRUPATI

61

% OF
RESPONDENT
EMPLOYEES
19.6

Satisfied

37

36.3

Dissatisfied

24

23.5

Highly dissatisfied

21

20.6

Total

102

100%

CHART 4.11
3736.3

2423.5

2019.6

2120.6
NO OF RESPONDENT
EMPLOYEES

H
ig
hl
y

di
ss

at
is
fe
d

at
is
fe
d

Sa
tis
fe
d

% OF RESPONDENT
EMPLOYEES

D
is
s

H
ig
hl
y

sa
tis
fe
d

40
35
30
25
20
15
10
5
0

Interpretation: In the above table 36.3% of the employees are satisfied with
medical facilities in the organization and 23.3% of the employees are dissatisfied and
20.6% of the employees are highly dissatisfied and 19.6% of the employees are highly
dissatisfied
12) Are you satisfied with housing facilities provided are good?

TABLE 4.12

S NO

AITS, TIRUPATI

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

62

% OF
RESPONDENT
EMPLOYEES

Highly satisfied

05

4.9

Satisfied

63

61.8

Dissatisfied

28

27.5

Highly dissatisfied

06

5.9

Total

102

100%

CHART 4.12

% OF RESPONDENT
EMPLOYEES
NO OF RESPONDENT
EMPLOYEES

at
is
fe
d

28

di
ss

fe
d

63

5.9

H
ig
hl
y

H
ig
hl
y

27.5

D
is
sa
tis

61.8

Sa
tis
fe
d

4.9

sa
tis
fe
d

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Interpretation: In the above table 61.8% of the employees are satisfied with
providing good housing facilities and 27.8% of the employees are dissatisfied and
5.9% the employees are highly dissatisfied and 4.9% of the employees are highly
satisfied.

13) How do you rate the Co-operate credit society of the Organization?

TABLE 4.13

AITS, TIRUPATI

63

S. NO.

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

% OF
RESPONDENT
EMPLOYEES

Highly satisfied

05

4.9

Satisfied

63

61.8

Dissatisfied

28

27.5

Highly dissatisfied

06

5.9

Total

102

100%

CHART 4.13
140

61.8

120
100
80
63

60

27.5

40

5.9
6

H
ig
hl
y

di
ss

fe
d
D
is
sa
tis

H
ig
hl
y

NO OF RESPONDENT
EMPLOYEES

at
is
fe
d

4.9
5

sa
tis
fe
d

28

Sa
tis
fe
d

20

% OF RESPONDENT
EMPLOYEES

Interpretation: In the above table 61.8% of the employees are satisfied with
corporate credit society of the organization and 27.5% of the employees are
dissatisfied and 5.9% of the employees are highly dissatisfied and 4.9% of the
employees are highly satisfied

14) Are you satisfied with Transportation Facilities provided by BHEL?

AITS, TIRUPATI

64

TABLE 4.14

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

% OF
RESPONDENT
EMPLOYEES

Highly satisfied

20

19.6

Satisfied

49

48.03

Dissatisfied

28

27.5

Highly dissatisfied

05

4.9

Total

102

100%

CHART 4.14

2827.5
2019.6
5 4.9

NO OF RESPONDENT
EMPLOYEES

at
is
fe
d

H
ig
hl
y

di
ss

at
is
fe
d

Sa
tis
fe
d

% OF RESPONDENT
EMPLOYEES

D
is
s

H
ig
hl
y

sa
tis
fe
d

50
45
40
35
30
25
20
15
10
5
0

49
45.3

Interpretation: In the above table 45.3% of the employees are satisfied with
transport facilities provided by BHEL and 27.5% of the employees are dissatisfied

AITS, TIRUPATI

65

and 19.6% of the employees are highly satisfied and 4.9% of the employees are highly
dissatisfied

15) Are you satisfied with Retired Employee Contributory Health Scheme in BHEL?
TABLE 4.15

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

% OF
RESPONDENT
EMPLOYEES

Highly satisfied

14

13.7

Satisfied

75

73.5

Dissatisfied

05

4.9

Highly dissatisfied

08

7.8

Total

102

100%

CHART 4.15
7573.5

80
70
60
50
40
30
20
10

1413.7
5 4.9

8 7.8

at
is
fe
d

% OF RESPONDENT
EMPLOYEES

H
ig
hl
y

di
ss

at
is
fe
d

Sa
tis
fe
d

D
is
s

H
ig
hl
y

sa
tis
fe
d

NO OF RESPONDENT
EMPLOYEES

Interpretation: In the above table 73.5% of the retired employees are satisfied
with health schemes of BHEL and 13.7% of the employees are highly satisfied and

AITS, TIRUPATI

66

7.8% of the employees are highly dissatisfied and 4.9% of the employees are
dissatisfied.

16) How do you feel with Staff benefit fund provided by BHEL?
TABLE 4.16

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

% OF
RESPONDENT
EMPLOYEES

Highly satisfied

17

16.6

Satisfied

73

71.5

Dissatisfied

08

7.8

Highly dissatisfied

04

3.9

Total

102

100%

CHART4.16

7371.5

NO OF RESPONDENT
EMPLOYEES

8 7.8

di
ss

fe
d

at
is
fe
d

4 3.9

H
ig
hl
y

D
is
sa
tis

H
ig
hl
y

AITS, TIRUPATI

Sa
tis
fe
d

1714.1

sa
tis
fe
d

80
70
60
50
40
30
20
10
0

67

% OF RESPONDENT
EMPLOYEES

Interpretation: In the above table 71.5% of the employees are satisfied staff
benefit funds provided by BHEL and 14.1% the employees are highly satisfied and
7.8% of the employees are dissatisfied and only 3.9% of the employees are highly
dissatisfied.
17) Are you satisfied with the educational facilities provided by BHEL?

TABLE 4.17

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

% OF
RESPONDENT
EMPLOYEES

Highly satisfied

20

19.6

Satisfied

49

48

Dissatisfied

27

26.4

Highly dissatisfied

06

5.8

Total

102

100%

CHART 4.17
49 48

26.4
2019.6

AITS, TIRUPATI

6 5.8

NO OF RESPONDENT
EMPLOYEES
% OF RESPONDENT
EMPLOYEES

H
ig
hl
y

di
ss

at
is
fe
d

at
is
fe
d

Sa
tis
fe
d

D
is
s

H
ig
hl
y

sa
tis
fe
d

50
45
40
35
30
25
20
15
10
5
0

68

Interpretation: In the above table 48% of the employees are satisfied with
educational facilities providing by BHEL and 26.7% of the employees are dissatisfied
and 19.6% of the employees are highly satisfied and only 5.8% of the employees are
highly dissatisfied

18) How do you feel with payment of bonus provided?


TABLE 4.18

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

Highly satisfied

18

17.6

Satisfied

71

69.6

Dissatisfied

10

9.8

Highly dissatisfied

03

2.9

Total

102

100%

% OF RESPONDENT
EMPLOYEES

CHART 4.18
160
69.6

140
120
100
80

71

60
17.6
40
18
20

9.8
10

2.9
3

NO OF RESPONDENT
EMPLOYEES

di
ss
at
is
fe
d

at
is
fe
d

H
ig
hl
y

D
is
s

Sa
tis
fe
d

sa
tis
fe
d

H
ig
hl
y

% OF RESPONDENT
EMPLOYEES

Interpretation: In the above table 69.7% of the employees are satisfied with
payment of bonus provided by BHEL and 17.6% of the employees are highly
AITS, TIRUPATI

69

dissatisfied and 9.8% of the employees are dissatisfied and 2.9% of the employees are
highly dissatisfied

19) Do you agree that the furniture used for seating are in good condition?

TABLE 4.20

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

Highly satisfied

21

20.5

Satisfied

40

39.2

Dissatisfied

32

31.3

Highly dissatisfied

09

8.8

Total

102

100%

CHART 4.20

AITS, TIRUPATI

70

% OF
RESPONDENT
EMPLOYEES

4039.2
40
35
30
25
20
15
10
5
0

3231.3
2120.5
9 8.8

NO OF RESPONDENT
EMPLOYEES

at
is
fe
d
di
ss

fe
d
H
ig
hl
y

D
is
sa
tis

Sa
tis
fe
d

H
ig
hl
y

sa
tis
fe
d

% OF RESPONDENT
EMPLOYEES

Interpretation: In the above table 39.5% of the employees are satisfied with
furniture used for seating and 31.3% of the employees are dissatisfied and 20.5% of
the employees are highly satisfied and 8.8% of the employees are highly dissatisfied
20) Do you have job satisfaction in BHEL?
TABLE 4.19

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

YES

91

89.2

NO

11

10.7

Total

102

100%

CHART 4.19
AITS, TIRUPATI

71

% OF
RESPONDENT
EMPLOYEES

91

89.2

NO

100

YES

YES

80
60
40

11

10.7

20

NO

0
NO OF RESPONDENT EMPLOYEES

Interpretation: In the above table 91% of employees highly satisfied with


the job in BHEL and only 10.7 % of the employees are not satisfied.

21) Rate the overall satisfaction with employee welfare activities of the
Organization?

TABLE 4.21

S NO

RESPONSES

NO OF
RESPONDENT
EMPLOYEES

Highly satisfied

14

AITS, TIRUPATI

72

% OF
RESPONDENT
EMPLOYEES
13.7

Satisfied

79

77.4

Dissatisfied

5.8

Highly dissatisfied

03

2.9

Total

102

100%

CHART 4.21
7977.4

NO OF RESPONDENT
EMPLOYEES
% OF RESPONDENT
EMPLOYEES

di
ss

at
is
fe
d

3 2.9

H
ig
hl
y

at
is
fe
d

6 5.8

D
is
s

H
ig
hl
y

Sa
tis
fe
d

1413.7

sa
tis
fe
d

80
70
60
50
40
30
20
10
0

Interpretation: In the above table 77.4% of the employees satisfied with


employees welfare activities of the organization and 13.7% of the employees are
highly satisfied and 5.8% of the employees are dissatisfied and 2.9% of the employees
are highly dissatisfied.

FINDINGS
The survey conducted shows that majority of employees are contended with
the measures that are implemented for securing and maintaining health and
safety of the employees in the company.

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73

The employees surveyed were also satisfied with the provision of quality
protection equipments, drinking water, drying and washing facilities.
The survey finding exposed that more than 55.5% of employees surveyed
were dissatisfied with the canteen and canteen committee.
Some of the employees surveyed denied that the township facilities and the
quality of education are up to the expectations.
Most of the employees surveyed were fully satisfied with the welfare and
recreational facilities.
Most of the employees were fully satisfied with all the social security benefits
like group accident(GA), group personal accident(GPA), group savings linked
insurance scheme(GSLIS), employee deposit linked insurance (EDLI)

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74

SUGGESTIONS

It is very difficult to give suggestions in order to welfare measures in


BHEL.Hyderabad .Based on my study ,I think the following suggestions shall
be implemented for the more betterment on welfare measures in BHEL,
Hyderabad.
To have regular feedback from the employees about the welfare schemes.
regular check up of all statutory welfare measures schemes
To improve in maintenance of township by providing effective services.
Modifications are required in the provisions of medical facilities.
Companies should take early steps to offer them good quality food, which will
boost them energy to work more.
Better educational amenities to be provided for the employees.
Administration can think of formulation of a problem solving committee
including the employees and administration for the better solution of the
welfare problems of the employees.

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75

CONCLUSION
Industrial Relation is an art of living together for the purposes of production,
productive efficiency, human wellbeing and industrial progress. Generally, employee
welfare measures are recreational, medical, educational, housing, sanitation and so on.
Every organization provides the statutory welfare measures but some organization
provides some more welfare facilities to the employees so that they may retain the
employees which will strengthen the healthy industrial relations.

After analyzing the whole data it can be stated that the overall satisfaction
levels of employees about welfare measures in the organization cover under study is
satisfactory. However, a few are not satisfied with welfare measures provided by the
organization. Therefore it is suggested that the existing welfare measures may be
improved further. Such welfare measures enrich the employees standard of living
and their satisfaction levels.

Finally I would like to conclude that hoping BHEL to excel in the years to come
and to reach greater heights and to have an entrenched presence in the global market.

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76

BIBLIOGRAPHY:
1. K. Aswathappa, Human Resource Management, McGraw-Hill companies,
5th edition.
2. C.R.Kothari, Research Methodology, New age international publishers, 2 nd
revised edition.
3. Dr.A.K.Gupta, Statistical Management Methods, Vikas publishers, 23rd
revised edition.

Website Referred:

WWW.bhe .com
WWW.google .com
WWW.Citehr.com

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77

QUESTIONNAIRE
1) Are you satisfied with the washing facilities provided by the company?
a. Highly Satisfied

b. Satisfied

c. Dissatisfied.

d. Highly Dissatisfied

2) Are you satisfied with the storing and drying facilities?


a. Highly satisfied

b. Satisfied

c.Dissatisfied.

d. Highly Dissatisfied

3) How are the first aid services in the organisation?


a. Highly satisfied

b. Satisfied

c.Dissatisfied.

d. Highly Dissatisfied

4) The role played by the canteen committee is


a. Highly satisfied b. Satisfied

c.Dissatisfied.

d. Highly Dissatisfied

5) The quality of food provided by canteen


a. Highly satisfied b. Satisfied
6)

c.Dissatisfied.

d. Highly Dissatisfied

Are you satisfied with the Rest room/shelter and lunch room facility to the

employees?
a. Highly Satisfied

b. Satisfied c. Dissatisfied

d. Highly Dissatisfied

7) Are you satisfied with the crche facility?


a. Highly satisfied b. Satisfied c. Dissatisfied.

d. Highly Dissatisfied

8) The welfare officer supports you in all the aspects concerned


a. Highly satisfied b. Satisfied c.Dissatisfied.

d. Highly Dissatisfied

9) Are you satisfied with drinking water facility in your organization?


a. Highly satisfied b. Satisfied c.Dissatisfied.

d. Highly Dissatisfied

10) Are you satisfied with recreational facilities like games, cultural activities, library
etc. Provided by the Company?
a. Highly satisfied

b. Satisfied

c.Dissatisfied.

d. Highly Dissatisfied

11) How do you rate the medical facilities of the Organization?


a. Highly satisfied

b. Satisfied

c.Dissatisfied.

d. Highly Dissatisfied

12) Are you satisfied with housing facilities provided are good?
a. Highly satisfied

b. Satisfied c. Dissatisfied.

d. Highly Dissatisfied

13) How do you rate the Co-operate credit society of the Organization?
a. Highly satisfied

b. Satisfied

c.Dissatisfied.

d. Highly Dissatisfied

14) Are you satisfied with Transportation Facilities provided by BHEL?


a. Highly satisfied

b. Satisfied

c.Dissatisfied.

d. Highly Dissatisfied

15) Are you satisfied with Retired Employee Contributory Health Scheme in BHEL?
a. Highly satisfied b. Satisfied

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c.Dissatisfied.

78

d. Highly Dissatisfied

16) How do you feel with Staff benefit fund provided by BHEL?
a. Highly satisfied b. Satisfied

c.Dissatisfied.

d. Highly Dissatisfied

17) Are you satisfied with the educational facilities provided by BHEL?
a. Highly satisfied b. Satisfied

c.Dissatisfied.

d. Highly Dissatisfied

18) How do you feel with payment of bonus provided?


a. Highly satisfied b. Satisfied

c.Dissatisfied.

d. Highly Dissatisfied

18) Do you agree that the furniture used for seating are in good condition?
a. Highly satisfied

b. Satisfied

c.Dissatisfied.

d. Highly Dissatisfied

20) Do you have job satisfaction in BHEL?


a. Yes

b. No

21) Rate the overall satisfaction with employee welfare activities of the Organization?
a. Highly satisfied b. Satisfied

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c .Dissatisfied.

79

d. Highly Dissatisfied