Employee Ion Survey BHEL

Chapter 1.
Introduction to the topic
Employee satisfaction means different things to different people. While it is intuitively

believed that employee satisfaction is necessary for high performance, studies in the past
have not supported this belief.
The dictionary defines satisfaction as “gratification of an appetite and pleasure.” In general,
people most often associate satisfaction with happiness and comfort. It is likely that in most
of the previous studies, people responded to the question “Are you satisfied?” by interpreting
the question as “Are you comfortable in your work? Do you feel secure and content?” While
this may not have been the intent of the question, this understanding of the question does
suggest why organizational performance has not been linked statistically to employee
satisfaction. We don’t often associate high performance with contentment, security, and
comfort. However, we do tend to associate high performance with enjoyment of the work,
fulfilment in accomplishment, and effective work relationships. Therefore, the researchers
worldwide decided to explore a new definition of satisfaction, one that taps the elements of
fulfilment, empowerment, and engagement.
The principal elements of fulfilment, empowerment, and engagement are
• Satisfaction with the job: To be fulfilled, people need to value their day-to-day work
activities. People need to have a sense of accomplishment or pleasure from the work itself.
• Satisfaction with relationships: People also need to value the relationships they have on
the job to be fulfilled. People want to like working with their co-workers. While people know
that conflicts will arise, they want to be assured that the focus is not on the interpersonal
differences, but the task differences.
• Satisfaction with leadership: If people do not think that they are being managed or led
effectively, it is hard to have fulfilment in the work.
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• Knowing that others are satisfied in their work: One of the key findings from our
research is the importance of the open expression of fulfilment in the workplace. Knowing
that others gain fulfilment in their work is a powerful motivator.
• Knowing that others are satisfied with the organization’s leadership: It is difficult to be
fulfilled if there is not open trust and support for leadership. Equally, when that open trust
and support is present, it helps create an environment where people feel empowered and
willing to give their full engagement.
This combination of both personal satisfaction and communication of group satisfaction is a

critical distinction between Fulfilment Satisfaction and traditional definitions of satisfaction.
In today’s work environment, few objectives are met solely through one individual’s efforts.
In addition, as people work together in group settings, they are likely to influence each
other’s attitudes and beliefs. Because of the roles that teamwork and joint effort play in
organizational success today, tapping into these elements seems critical. One might feel
personally satisfied, but not perceive satisfaction in
others. As a result, the overall sense of fulfilment that one feels will be diminished.
Organizations that encourage open communication, where employees discuss their level of
satisfaction, promotes high performance.
Nine Steps to Improving Employee Satisfaction.
Whether the employee stays or goes, the employer is bound to suffer a financial loss
of some type. This is because "Disgruntled" costs money. If he or she leaves, there is the
cost of advertising, interviewing and training a new employee in addition to the training
already invested in "Disgruntled." If he or she stays, the costs, while just as high, can be more
difficult to measure. One of the costs can be lost productivity due to poor morale on the part
of both the "Disgruntled Employee of the Month," and the employees who must work with
"Disgruntled" on a daily basis. Also, statistically speaking, "Disgruntled" probably also has a
higher rate of absenteeism and on-the-job injuries than other employees. All of these factors
make "Disgruntled" an under-performing asset compared to more satisfied employees.
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There is currently a wealth of information available outlining the results of research on
positive
There is currently a wealth of information available outlining the results of research on

positive employee motivation and retention strategies. A quick surf on the Net pulls up a
myriad of research on topics such as "Managing Human Capital." And new books, such as
The ROI of Human Capital and The HR Score Card, are selling even before they hit the
bookstores. When I read this literature, however, I find several recurring themes on the types
of management programs that build corporate value. These commonalties are:
1. Shared Mission or Vision: Organizations that have a mission or vision statement and use
it as a guide for decision-making find employees spend less time and resources on non-
income-producing activities when their people management strategies are aligned to the
mission. A team guided by a clearly stated and communicated mission is more cost-effective
and competitive than one where the mission is fuzzy or nonexistent.
2. Regular Employee Input and Feedback Programs: Building a corporate culture that
requires employees to be an integral part of the organization can be an effective way of
getting the most from the talents or competencies brought to the organization by each
employee. Allowing employees at all levels of the organization to share their ideas and
concerns will also help the company develop and maintain a safer and more productive work
environment. Knowing employees' feelings for, and levels of commitment to, the
organization can be essential to measuring whether people management programs are
producing the desired results.
3. Clearly Defined and Communicated job Expectations: When an organization makes the
decision to fill a new position, it has an idea of what will be expected of the new employee.
However, unless these expectations are clearly communicated, the result can be
disappointing for both the employee and employer. Such situations cause conflict and
inefficiencies in the workplace. Therefore, it is very important that the employer establish a
mechanism for making sure the needs of the organization are clearly communicated and
understood.
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4. Regular and Fair Performance Feedback: Research has found that most employees in
today's economy want to believe that they contribute to the overall success of the
organization. However, if the employee is not sure how his or her job fits into the bigger
picture, an employer may suffer a reduction in productivity or morale. A well-designed,
consistently-applied and fair system for discussing the business goals, objectives and
individual employee contributions can be a valuable tool in ensuring each employee becomes
and remains an integral part of the organization's team.
5. Compensation: Benefits and Rewards Programs that are Aligned With Mission
Accomplishment: There is no way to overstate the importance of developing properly aligned
compensation, benefits and rewards programs. Employees emulate behaviour that they see
being rewarded. When employees see executive and management employees being rewarded
for behaviour or work product that does not support the stated mission and/or vision of the
organization, they may become disgruntled. These employees will either change their own
behaviour to mirror the rewarded behavior or become disgruntled with the lack of
recognition they receive for "towing the line." Consequently, the work group loses its
mission alignment.
6. Promotion of a Diversified Work Force: Diversity in today's global market is much

different than the old Affirmative Action Plan that characteristically sits on the shelf in a
binder and gathers dust. A truly diverse work environment not only welcomes but also
encourages employees of different cultures and backgrounds. Such work environments
promote the sharing of new ideas, diverse points of view and employees who challenge "the
way we do things here."
7. Hiring the Right Employees: No, this is not a contradiction to the statements made in the
previous section. It actually is a compliment to diversity. Mission and vision are guiding
principles for employees as to why the organization exists, what services it provides and how
it operates. Corporate culture flows from the mission and vision. Hiring the right people
means not only finding employees with the necessary knowledge, skills and abilities but also
those who will be productive members of the organizational work team. Bringing in an
employee who does not understand or support the shared mission and goals can be very
disruptive and costly to the organization.
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8. Comprehensive Employee Orientation and Integration Programs: Once an
organization has developed a clear mission, defined its expectations, developed and
implemented appropriate feedback and rewards programs and hired the right people, it is
important to make sure that all employees have the information and tools necessary to
transition smoothly into the work environment. Well-developed employee orientation and
integration programs help both new and current employees work together to form a
productive and satisfying work environment. Organizations that lack such programs can find
that it loses many new employees who just "never got off to the right start."
9. Strong Commitment to Training and Development Programs: One of the most

important benefits offered by many employers is employee personal development.
Employers that invest in personal development programs that encourage employees to update
skills and expand their knowledge base can directly contribute to bottom line profitability.
This is because the organization will remain competitive and be able to adapt to market
changes quickly, with little interruption in daily operations.
Result of these supports
* Job satisfaction and organizational commitment respectively explained 5 percent and 16

percent of variation in productivity while supervisory support, autonomy, training and
concern for employee welfare accounted for 10 percent of variation in profitability.
* Strategy accounted for less than 3 percent of the variation in profitability and research and
development accounted for 8 percent of the variation in profitability.
The bottom line was that approximately 29 percent of the variation in productivity over a 3-
or 4-year period could be attributed to how employers managed their human assets.
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Chapter 2.
BHEL CORPORATE PROFILE
Vision
A world class engineering enterprise committed to enhancing stakeholder value.
Mission
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To be an Indian multinational engineering enterprise providing total business solution
through quality products, system and services in the field of energy, industry, transportation,
infrastructure and other potential areas.
Values:
• Zeal to excel and zest for change

• Integrity and fairness in all matters
• Respect for dignity and potential of
individuals
• Strict adherence to commitments
• Ensure speed of responses
• Foster learning, creativity and teamwork
• Loyalty and pride in the company
Bharat Heavy Electricals ltd. (BHEL) is the largest engineering and manufacturing enterprise
of its kind in India and is one of the leading international companies in the field of the power
equipment manufacture.
The first plant of the BHEL, set up at Bhopal in 1956, signalled the dawn of the heavy
electrical industry in India.
In the sixties, three major plants were set up at Haridwar, Hyderabad and Trichirapalli that
from the core of the diversified product range, systems and services that BHEL offers today.
BHEL range of services extends from project feasibility studies to after sales service,
successfully meeting diverse needs through turnkey capability.
The company has 14 multinational units, 4 power sector regions, 8 service centres and 15
regional offices, besides project sites spread all over India and abroad.
BHEL has a well recognised track record of performance, making profits continuously since
1971-72 and paying dividends since 1976-77.
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BHEL manufactures over 180 products under 30 major products groups and cater to core
sectors of the Indian economy viz., power generation and transmission industry,
transportation, renewable energy etc.
BHEL has already attained ISO 9000 certification for quality management and all the
manufacturing units/ divisions have been upgraded to the latest ISO 9001-20000 version.
BHEL has also secured ISO 14001 certification for environmental management system and
OHSAS-18001 certification for occupational health and safety management system for all its
units/ divisions.
Business sectors
BHEL’s operations are organised around three business sectors namely power industry
including transmission, transportation and renewable energy and international operations.
This enables BHEL to have a strong customer orientation and respond quickly to the changes
in the market.
Power sector
Power is the focal area for the BHEL and comprises thermal, nuclear, gas, diesel and hydro
businesses. BHEL has taken India from a position of total dependence on overseas sources to
complete self-reliance in power plant equipment. Today, BHEL sets account for nearly 65%
of the total installed power generation capacity in the country. Significantly these sets
contribute 73% of the total power generated in the country.
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BHEL has contracted for boilers and auxiliaries, turbo generator sets and associated controls,
piping and station control and instrumentation of up to 500 MW units ratting and has the
technology and capability to produce thermal sets of higher units ratting including 1000MW.
With a focus to provide a single window facility to the customers for services and spares of
power generation equipments, a ‘spares and service business group’ has been created.
Industry sector
Industries
BHEL manufactures and supplies major equipment and systems like captive power plants,
centrifugal compressors, drive turbines, industrial boilers, gas turbines, pumps, heat
exchangers, electric machines, valve, heavy casting and forgings, electrostatic, precipitators,
ID/FD fans, seamless pipes etc. these serve a number of industries like metallurgical, mining,
cement, paper, fertilizers, refineries and petro-chemicals, etc in addition to power utilities.
BHEL also emerged as a major supplier of controls and instrumentation systems, especially
distributed digital control systems for various power plants and industries.
Oil and gas
BHEL has the capability to supply complete onshore drilling rigs, super deep drilling rings,
desert rings, mobile rings, workover rings and well heads. It supplies equipments
subassemblies for onshore drilling rings viz. drawworkers, rotary-table, travelling block,
swiel, mast and sub structure, mud systems and rig electrics. BHEL also supplies X’mas tree
valves and well heads up to a rating of 10000 psi for onshore/ offshore service and casing
support system. Mudline suspension system and block valves for offshore applications.
Transmission
BHEL supplies a wide range of products and system for transmission and distribution
applications. The products manufactured by BHEL include power transformers, instrument
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transformers, dry type transformers, shunt reactors, capacitors, vacuum and SF6 switchgear,
gas insulated switchgear, ceramic insulators, etc. BHEL has developed and commercialized
the country’s first indigenous 36KV gas insulated substation(GIS) and has also bagged first
order for its indigenously developed GIS.
For enhancing the power transfer capability and reducing transmission losses and in 400 KV
lines, BHEL has indigenously developed and executed fixed series compensation schemes
and has developed thyristor controlled series compensation scheme, involving thyristor
controlled reactors popularly known as flexible AC transmission systems (FACTS). BHEL
has indigenously developed state of art controlled shunt reactor for reactive power
management of long transmission lines. With a strong engineering base the company
undertakes turnkey execution of substation up to 400KV and has capability to execute
765KV substations. High voltage direct current (HVDC) system have been supplied for
economic transmission of bulk power over long distances. During the year, BHEL
successfully bagged another order for installation of Balia-Bhiwadi HVDC link of 2500MV
capacity.
Transportation
Most of the trains in the Indian railways, whether electronic or diesel powered are equipped
with BHEL’s traction propulsion systems and controls. The systems supplied are both with
conventional DC drives and state of the art AC drives. India’s first underground metro at
Kolkata runs on drives and controls supplied by BHEL. The company also manufactures
complete rolling stock i.e. electric locomotives up to 5000 HP diesel electric locomotive
from 350 HP for the both mainline and shunting duty applications. Further, BHEL
undertakes retrofitting and overhauling of rolling stock. In the area of urban transportation,
BHEL is geared up for turnkey execution of electric trolley bus systems, light rail system and
metro systems. BHEL is contributing to the supply of electrics for EMUs for 1500V DC and
25KV to Indian railways. Almost all the EMUs in the service are with electrics manufactured
and supplied by BHEL. The company has also diversified into the area of track maintenance.
BHEL is well poised to meet the emerging requirement of Indian railways for higher
horsepower locos for freight and passenger application
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Renewable energy
BHEL has been manufacturing and supplying various renewable energy system and products.
It include solar energy systems namely PV modules, PV power plants, solar lanterns, street
lighting, solar pumps and solar water heating systems. The wind power generation business
based on higher rating WEGs is being explored.
International operations
BHEL has over the years established its reference in 68 countries of the world spanning
across all the six-inhabited continents. These references encompass almost the entire range of
BHEL products and service covering turnkey power projects of thermal, Hydro and Gas-
based, Transmission substation projects, Rehabilitation projects for boilers, compressors,
valves and oil field equipment, electrostatic precipitators, photo voltic equipments, insulators,
switchgears, heat exchangers, casting and forgings. Some of the major successes achieved by
BHEL have been in gas based power projects in Oman , Saudi Arabia, Iraq, Libya,
Bangladesh, Malaysia, Sri Lanka, China, Kazakhstan; thermal power project in Cyprus,
Malta, Egypt, Malaysia; Hydro power plant in New Zealand, Bhutan, Nepal and substation
project and equipment in various countries of Africa, Europe, South and South East Asia.
The company is taking a number of strategic business initiatives to further growth in overseas
business. This includes firmly establishing itself in target export markets, positioning of
BHEL as a regular EPC Contractor in global market and exploring various opportunities for
setting up overseas joint ventures etc.
HSE and Global Compact Program

BHEL has joined the Global Compact of United Nations and has committed itself to support
it and the set of core values enshrined in its ten principles. The Global Compact is a
partnership between the United Nations, the business community, international labour and
NGOs. It provides a forum for them to work together and improve corporate practices
through co-operation rather than confrontation.
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BHEL’s contributions towards Corporate Social Responsibility till date include adoption of
villages, free medical camps/charitable dispensaries, schools for the underprivileged and
handicapped children, ban on child labour, disaster/natural calamity aid, Employment for
handicapped, Widow resettlement, Employment for Ex-serviceman, irrigation using treated
sewage, pollution checking camps, plantation of millions of trees, energy saving and
conservation of natural resources through environmental management.
BHEL shares the growing concern on issues related to Environment and Occupational Health
& Safety (OHS), and is committed to protecting Environment in and around its own
establishment, and to providing safe and healthy environment to all its employees. For
fulfilling these obligations, a Health, Safety & Environmental Policy has been formulated
and implemented through management systems.
In recognition of this, BHEL has been awarded the ISO 14001 Environmental Management
Systems Certification and OHSAS 18001 Occupational Health & Safety Management
Systems Certification from M/s Det Norske Veritas (DNV). Under UNDP programme for
specialized services in the area of Environment, BHEL has set up a Pollution Control
Research Institute (PCRI). BHEL also has a Model Centre for Occupational Health Services
at Trichy, which is a pioneer in this field in India. Today it offers a wide range of
occupational health care as well as expertise in work Environment monitoring, Toxicology,
Ergonomics and in organization of OHS to multitude of industries for different sectors in
India. Few ILO sponsored candidates from African countries have undergone training at this
model centre.
BHEL is a member of CoRE (Corporate Roundtable on Development of Strategies for

Environment) launched by The Energy Research Institute (TERI). CoRE is envisaged as a
means to facilitate a proactive and catalytic role for industry in addressing the environmental
problems plaguing India and helping the industry towards sustainability paradigm. CoRE is
now a partner organization to the WBCSD (World Business Council for Sustainable
Development). It has signed a memorandum of understanding with WBCSD, now called as
CoRE-BCSD, India. Interfaces between companies such as BHEL, TERI and the WBCSD
would provide an important link to address issues of sustainable development at a global
level and to learn and exchange experience of the participating companied.
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BHEL’s commitment to environmental issues can be seen as an integral part of its core
business. In the field of Non-conventional and Renewable Energy, BHEL has successfully
launched products like wind electric generators, solar heating systems, solar photovoltaic
systems, solar lanterns and battery powered road vehicles. Technology up gradation has been
done to minimise environmental impact of fossil energy products, by way of low-NOx oil/
gas burners, circulating fluidised bed combustion boilers etc.
Overseas
BHEL, ranking among the major power plant equipment suppliers in the world, is one of the
largest exporters of engineering products & services from India. Over the years, BHEL has
established its references in around 60 countries of the world, ranging from the United States
in the West to New Zealand in the Far East. BHEL's export range covers individual products
to complete Power Stations, Turnkey Contracts for Power Plants, EPC Contracts, HV/EHV
Sub-stations, O&M Services for familiar technologies, Specialized after-market services like
Residual Life Assessment (RLA) studies and Retrofitting, Refurbishing & Overhauling, and
supplies to manufacturers & EPC contractors.
BHEL has assimilated and updated/adopted the state-of-the-art-technologies in the Power

and Industrial equipment sectors acquired from world leaders. BHEL has successfully
undertaken turnkey projects on its own and possesses the requisite flexibility to interface and
complement international companies for large projects, and has also exhibited adaptability by
manufacturing and supplying intermediate products to the design of other manufacturers and
original equipment manufacturers (OEMs). The success in the area of rehabilitation and life
extension of power projects has established BHEL as a reliable alternative to the OEMs for
such power plants.
Health, Safety and Environment Policy

Occupational Health and Safety Policy
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• Compliance with applicable Legislation and Regulations.
• Setting objectives and targets to eliminate / minimize / control risks due to

Occupational and Safety Hazards.
• Appropriate structured training of employees on Occupational Health and Safety

(OH&S) aspects.
• Formulation and maintenance of OH&S Management programmes for continual

improvement.
• Periodic review of OH&S Management System to ensure its continuing suitability,

adequacy and effectiveness.
• Communication of OH&S Policy to employees and interested parties.
In pursuit of these Policy requirements, BHEL will continuously strive to improve work
practices in the light of advances made in technology and new understandings in
Occupational Health, Safety and Environment Science.
Environmental Policy
To strive to be an environmental friendly company in its Activities, Products and Services

through:
• Compliance with applicable Environment Legislation / Regulation.
• Continual Improvement in Environment Management System to protect our natural

environment and Control pollution
• Promotion of activities for conservation of resources by Environment management
• Enhancement of environment activities, offering the company�s capabilities in this

field.
• Assist and co-operate with concerned Government agencies / Regulatory bodies

engaged in environmental activities, offering BHEL�s capabilities in this field.
Research and development
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The corporate R&D division at Hyderabad leads BHEL’s research and development efforts,
suitably supported by Engineering and R&D groups at the manufacturing divisions. BHEL’s
technology policy promotes a judicious mix of indigenous efforts and selective collaboration
in essential areas. The company continuously upgrades its technology and products to
contemporary standards.
BHEL is one of the few companies worldwide involved in the development of integrated
Gasification Combined Cycle (IGCC) technology which will usher it in clean coal
technology. BHEL has set up Asia’s first 6.2MW IGCC power plant with a indigenously
designed pressurized fluidized bed gasifier. Presently, development efforts are underway to
set up a 125MW IGCC power plant.
Quality
Towards meeting its Quality Policy, BHEL is using the vehicle of Quality Management
Systems, which are certified to ISO 9001:2000 series of Standards by Internationally
acclaimed certifying agency, BVQI.
Corporate Quality and Unit level Quality structure enables requisite planning, control and
implementation of Company-wide Quality Policy and Objectives which are linked to the
Company's Vision statement. Corporate Quality derives strength from direct reporting to
Chairman and Managing Director of the Company.
Other than traditional Quality functions, today the focus is on
1 Propagating Quality Management Systems and Total Quality Management.
2 Formulating, implementing and monitoring, "Improvement Plans" with focus on internal

and external Customer Satisfaction.
3 Investigations and preventive actions on Critical Quality Issues.
Calibration and testing laboratories of BHEL are accredited under the National Accreditation
Board for Calibration and Testing Laboratories (NABL) scheme of Laboratory Accreditation,
which has got mutual recognition with Asia Pacific Laboratory Accreditation Conference and
International Laboratory Accreditation Conference.
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As a result of its thrust on quality and technology, BHEL enjoys national and international
recognition in the form of Product Certification by International Bodies like ASME, API etc.
and Plant Approvals by agencies like Lloyds Register of Shipping, U.K., Chief Controller of
Explosives India, TUV Germany etc.
In its movement towards Business Excellence and with the objective of achieving
International level of Quality, BHEL has adopted European Foundation for Quality
Management (EFQM) model for Business Excellence. Through this model and annual self-
assessment exercise, BHEL is institutionalising continuous improvement in all its operations.
Chapter 3.
Objective Of The study
Now, more than ever, organizations need to engage employees. Rapid market change,
disruptive technologies, and opportunities available to your key talent have forced
organizations to re-examine the connections between business performance, leadership, and
employee satisfaction.
Over the past several years, many organizations have focused on reigning in key financial
indicators. By searching the global labour market for the most efficient resources, creating
process improvements, and using technology to speed up operations, companies have
improved financial performance and created competitive advantages. But downsizing,
outsourcing, and off-shoring will soon reach upper limits on their ability to improve
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organizational performance. In addition, these actions are available to all competitors –
making them, at best, temporary sources of competitive advantage.
So, where will the next force for performance improvement come from? Where can
organizations find sources of sustainable (not temporary) competitive advantage? This
research will show that there is a direct correlation between employee Satisfaction and job
performance. The single most important factor in creating a sense of fulfilment is the
leadership skills of an employee’s manager. This research will try to find significant
implications for the importance of the role of the manager and how effective he or she is in
creating Fulfilment Satisfaction
Chapter 4.
Literature Review
Establishing the link: Seminal research and other studies
� Research aimed at quantifying the links between employee satisfaction and customer
satisfaction, productivity, and financial performance began in 1980 with Benjamin
Schneider’s survey of satisfaction levels of bank customers and employees.
�  Studies such as Frederick Reichheld’s “The Loyalty Effect,” (1996) and James Heskett,
W. Early Sasser, and Leonard Schlesinger’s “The Service Profit Chain” (1997) produced the
first sets of hard data quantifying these links. Both studies conclude that there are direct and
quantifiable links between customer service variables (such as satisfaction and loyalty),
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employee variables (such as satisfaction, enthusiasm, loyalty, commitment, capability, and
internal service quality), and financial results.
�  In 1997, Development Dimensions International (DDI) conducted focus groups,

customer interviews, literature reviews, and surveys to determine drivers of an effective
service environment. DDI found evidence of a circular relationship between employee
satisfaction and retention, and customer satisfaction and loyalty, and increases in company
profitability. In addition, employee satisfaction was strongly related to employee
commitment and loyalty, and both measures have proven relationships to retention and
productivity.
�  In “The Service Profit Chain” (1997), the authors proposed a model that workforce
capability, satisfaction, and loyalty would lead to customers’ perceptions of value. Value
perception would lead to customer satisfaction and loyalty, which would lead to profits and
growth. The study found that employees’ perceptions of their capabilities, satisfaction, and
length-of-service were correlated with customer satisfaction.
�  Dr. Thomas Rollins of the Hay Group developed a model linking employee opinion
survey results directly with business performance metrics while excluding customer
satisfaction measures. Main findings include the following:
This model holds that company-wide employee satisfaction results affect

business unit employee satisfaction results, which affect business unit financial
results, which in turn affect company-wide financial metrics.
However, the model also holds that the company-wide financial metrics may also
affect company-wide employee satisfaction results, allowing the model to
demonstrate correlation, but not causation between the different areas considered
Establishing the link: Recent studies.
�  Gallup reports that highly satisfied groups of employees often exhibit

Above-average levels of the following characteristics:
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Customer loyalty (56 percent)
Productivity (50 percent)
Employee retention (50 percent)
Safety records (50 percent)
Profitability (33 percent)
�  A Watson Wyatt Worldwide study found that the practice of maintaining a collegial,
flexible workplace is associated with the second-largest increase in shareholder value (nine
percent), suggesting that employee satisfaction is directly related to financial gain
�  Over 40 percent of the companies listed in the top 100 of Fortune magazine’s
“America’s Best Companies to Work For” also appear on the Fortune 500. While it is
possible that employees enjoy working at these organizations because they are successful, the
Watson Wyatt Worldwide Human Capital Index study suggests that effective human
resources practices lead to positive financial outcomes more often than positive financial
outcomes lead to good practices.
�  The issue of causation—did the increases in employee satisfaction cause the increase in
customer satisfaction, productivity or profitability, or vice versa—is not often addressed in
research. However, a 2001 study published in Personnel Psychology examined whether
positive employee behaviours and attitudes influence business outcomes or if the opposite,
that positive business outcomes influence employee behaviour, is true. Study findings
include the following:
The study broke down employee attitudes and satisfaction into five measurable
employee behaviours: conscientiousness, altruism, civic virtue, sportsmanship, and
courtesy. The study measured participants in the five categories, reviewed turnover
rates within the participant population, and compared this data with the organizations’
financial performance for the following year.
Findings support the idea that employee satisfaction, behaviour, and turnover
predict the following year’s profitability, and that these aspects have an even stronger
correlation with customer satisfaction.
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�  Price Waterhouse Coopers reported in April of 2002 that 47 percent of surveyed
executives from multinational companies cite employee satisfaction and decreased turnover
as major contributors to long-term shareholder return.
�  Other studies indicate that companies found the following from their efforts to study the
links between employee satisfaction, customer satisfaction, productivity, and financial
performance:
Unhappy employees are less productive and more likely to have
higher absence rates
Satisfied employees are more productive, innovative, and loyal
Increases in job satisfaction lead to increases in employee morale,
which lead to increased employee productivity
Employee satisfaction leads to customer retention
Companies’ practices in measuring the links
�  Sears used an “employee-customer-profit chain” to analyze aggregated data from 800

stores, finding that employee attitudes towards their company and their jobs lead to positive
employee behaviours toward customers. Sears found that a five percent increase in employee
satisfaction drives a 1.3 percent in customer satisfaction, which results in 0.5 percent increase
in revenue growth.
�  Between 40 and 80 percent of customer satisfaction and loyalty is determined by the

customer-employee relationship, depending upon the industry and market segment. At Sears,
employee satisfaction accounts for 60 to 80 percent of customer satisfaction. At the Royal
Bank of Canada, 40 percent of the difference in how customers view its services can be
linked directly to their relationship with bank staff.
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�  PNC Bank Corporation found an 84 percent correlation between branches and their
levels of customer satisfaction and employee satisfaction.
�  Nortel Networks tracked customer and employee attitudes in annual surveys. After
working on some of the key issues identified as having negative effects upon employee
satisfaction, customer satisfaction rates jumped higher. Nortel holds that it has conclusive
evidence from such research that improving employee satisfaction will increase customer
satisfaction and, in turn, improve financial results.
�  Sun Microsystems utilizes a service-profit-chain model that reveals that the company’s
employee commitment, customer loyalty, and financial results are inextricably related. There
exists a strong link between the likelihood that employees will recommend Sun as a place to
work and the likelihood that customers will recommend it as a place to do business. Sun’s
employee satisfaction survey methods include the following components:
Sun polls its workers monthly via e-mail on performance inhibitors
and employee satisfaction.
The result is what Sun calls an “employee quality index,” which
figures into Sun’s quality initiative to gauge customer loyalty.
�  ACNielsen utilizes a similar model and states that it finds that when employee
satisfaction rises, financial results soon improve. However, the company goes further to tie
managers’ bonuses to employee satisfaction scores within their business units.
�  Monsanto conducted a set of baseline surveys on customer and employee satisfaction

which revealed that employees’ satisfaction with their work-life balance was one of two
strongest predictors of customer satisfaction. The other factor was employees’ general
satisfaction with their jobs
.
�  CVS Corporation surveys both employees and customers to measure their satisfaction
indicators on a scale of one to five as part of its service-profit model. As a result of one of its
service-profit chain initiatives, the company created a scorecard outlining internal service
quality goals for each department and how it is performing against the stated targets. Within
1
twelve months of launching the program in 2000, performance has improved within these
departments by approximately 30 percent.
�  Just Born experienced a 48 percent decrease in turnover rate (from 50 to two percent)
after developing an employee-focused culture that has been communicated to and embraced
by employees at all levels of this Pennsylvania candy company.
Shift towards linking employee commitment/engagement to performance
�  Recent research indicates that employee satisfaction does not necessarily contribute
directly to productivity. Satisfaction may be viewed as a passive attribute, while more
proactive measures such as motivation levels and brand engagement are viewed as more
closely linked to behavioral change, performance, and, ultimately, to bottom line
performance. The following research illustrates this point:
According to 2003 Institute for Employment Studies research, employee
commitment had a higher correlation to customer satisfaction than employee
satisfaction.
Of note is that employee commitment had twice the impact of employee
satisfaction on customers’ future spending intentions: a one-point increase in
employee commitment led to a monthly increase of $200,000 in sales per store and
reduced absenteeism.
�  Employee productivity depends on the amount of time an individual is physically present

at a job and also the degree to which he or she is “mentally present” or efficiently functioning
while present at a job. Companies must address both of these issues in order to maintain high
worker productivity, and this may occur through a variety of strategies that focus on
employee satisfaction, health, and morale.
Criticism of models linking employee satisfaction to performance
1
�  While companies with the strongest financial performances often had employee
populations reporting high levels of employee satisfaction, companies with poor financial
performance also had high levels of employee satisfaction.
�  Companies must build their own models because customer satisfaction is only one
variable in understanding the relationship between employee satisfaction, customer
satisfaction, and financial performance. Moreover, each company must determine how it
defines employee satisfaction and customer satisfaction, which can even differ between
departments and business units within one company.
�  Employee attitudes cannot influence organizational effectiveness on their own, as

employees must also behave appropriately—a factor which is not included in the available
models.
Chapter 5
RESEARCH METHODOLOGY
1
5.1 Different Steps Taken
1.0 In order to obtain satisfaction levels of BHEL employees, people perception survey is
undertaken once in two years. In between, focussed group discussions are undertaken for
obtaining feedback from the group on actions taken and identifying further areas of
concern. Whereas, the perception survey is undertaken on the criteria given below,
focussed group discussions can be undertaken on areas prioritised by concerned unit/
division:
1. Working environment
2. Health provisions
3. Safety provisions
4. Job security
5. Communication
6. Appraisal and target setting
7. Training and retraining
8. Career development
9. Reward and recognition schemes
10. Leadership (management style and effectiveness)
11. Employment condition
12. Improvement process
13. Work culture
14. Organisation’s environmental policy and impact
15. Organisation’s role in the community and society
16. Empowerment
17. The organisation mission, vision, values. And strategy
18. Methodology of undertaking employees satisfaction survey
2.0 In order to assess employees’ perception, a structured questionnaire given at the end of
this section shall be administered on 30% employees of product group/ business unit.
50% of the sample shall be from who have responded in previous year(s) and rest shall be
1
those who have not yet responded- till employees are covered progressively. The sample
shall be drawn at random from each level of employees given below covering all
departments/ related areas of the product group. Where, the number of employees in a
particular unit/ division is less than 200, employee satisfaction survey may be
administered on 100% employees.
Sample for focussed group discussions can be decided by the unit/ division based on
analysis of people perception survey
3.0 The questionnaire has been framed from BHEL point of view.
Each question of the questionnaire is to be responded.
The “response sheet” shall have provision of stratification as given below:
LEVEL: 1. E1 to E3 2. E4 to E6 3. E7 and above
Name and staff number of the employees SHALL NOT be recorded in ‘response sheet’.
4.0 The following procedure shall be adopted to ensure realistic responses from the
employees.
a) Carefully identified executive(s) of the unit/ product group shall administer the
questionnaire. Such executive(s) shall remain present throughout the process while
respondents are given the responses.
b) Questionnaire shall be administered by calling the respondent in a room (in batches if
required), explaining the questionnaire, and clarifying doubts if any.
c) It shall be ensured that the respondent do not consult each other while giving their
response. [ expected time limit for giving the responses is likely to be 30 to 45
minutes]
Concerned product group shall be responsible for:
 Selecting the employees randomly
 Administering the questionnaire
 Receiving the response
 Analysing the responses as per responses
5.0 In order to avoid bias that could be created on account of the “Title” of the sub-criteria,
for the purpose of obtaining responses, group titles (for example “working environment”,
1
“target setting and appraisal”, etc.) have not been indicated in the main questionnaire.
The respective “titles” as per the number given in the questionnaire are given at Sl. No. 1
above
6.0 In order to facilitate analysis of the responses in term of the overall satisfaction level of
each of the sub-criteria listed above, “general” questionnaire number 19.1 to 19.18 have
been included in the questionnaire. This would give an overall picture on each sub-
criterion, which may be different from the position emerging from individual questions
on respective sub- criteria.
Responses to questions 19.1 to 19.18 shall be used only for analysis, prioritising and
preparation of action plans and NOT for “scoring”
5.2Types of data collected
Primary data: - which is collected by new research called primary data.
 Personal Interview
 Close observation
 Survey conduction
 Group Discussion
Secondary data: - Already existing data is called secondary data. I collected them by
following method
 Internet
 Books
 Journals
Chapter 6.
Findings and observation
1
1.1 Keeping in view your work arrangement, how do you rate your satisfaction of
working environment?
A Noise
NOISE
0% 11% 6%
39% 44%
conductive to work tolerable affects at times affects greatly affects
Fig. 1.1 a
Analysis: As is clear from fig 1.1a that 44% of the respondents are satisfied with the noise
level present at the working place but 39% felt that it affects at times. So consideration is
needed to work for the noise level as employees are getting affected from the noise level.
B Heat
HEAT
17% 17%
6%
17%
43%
conductive to work tolerable felt at times

affects greatly affects
Fig 1.1 b
Analysis: As is clear from the figure 1.1 b 77% of the respondent says that
heat does not pose problem while working and environment is suitable for the
work most of the times but 23% felt that it effects as 17% says it greatly effects.
Some of the respondents complained that AC’s are switched off after 5 p.m.
which cause a problem for those who works in late shifts.
C Pollution
1
POLLUTION
6%
0%
6%
33% 55%
conductivetowork tolerable present at times

present greatly affects
Fig 1.1 c
Analysis: As is clear from the fig 1.1 c pollution does not cause problem to
them as 88% respondents find it appropriate for the working condition and only
6% find it them pollution is present there at some moments of time.
D Ventilation
VENTILATION
11% 6% 17%
11%
55%
conductive to w ork tolerable inadequate at times inadequate totally inadequate
Fig 1.1 d
Analysis: From fig 1.1 d it can be seen that ventilation is proper to an extent
as 72% respondents feels that ventilation is not a problem for them but 28% find
that ventilation causes problem for the working environment. So this aspect
needs a consideration.
E Lighting
1
LIGHTING
6% 0%
33%
61%
conductivetowork tolerable inadequateat times

inadequate totally inadequate
Fig 1.1 e
Analysis: From fig 1.1 e this is conclusive that lighting is not a problem for the respondents
as 94% respondents say that light is not a problem and proper arrangements of light is there.
But some of the respondents complained that at some places lighting is a problem and they
have demanded for the individual focusing lights to there seats.
F Cleanliness
CLEANLINESS
6% 0% 11%
39%
44%
very clean clean unclean at times unclean highly unclean
Fig 1.1 f
Analysis: From the fig 1.1 f it can be concluded that cleanliness is a problem as 45%
respondents feel that environment is not clean a it causes a problem in working although 55%
feels that it is not a big deal to work as they find that working environment is clean.
1
G Layout and seating arrangement
LAYOUT ANDARRANGEMENT
0%
28% 6%
11% 55%
conductive to work adequate inadequate at times

Fig 1.1 g
Analysis: As is clear from the fig 1.1 g that although 61% respondents find that layout and
seating arrangement is conductive to work but 39% feels that seating arrangement is not
proper and there should be more space for sitting.
H Machines/ office equipments/ other facilities

MACHINES/ EQUIPMENTS
11%
6% 11%
0%
72%
conductivetowork adequate inadequateat times

Fig 1.1 h
Analysis: As is clear from the fig 1.1 h machines and equipments are not problem for the
working as 83% respondents find the machines are present in adequate amount while 17%
feels that machines are not in an adequate amount.
1.2 Does the atmosphere at your work place facilitate your performance?
1
1.2
0%
6% 0%
39% 55%
always togreat extent tosomeextent tovery littleextent not at all
Fig 1.2
Analysis: As is clear from the fig 1.2 that 94% respondent feels that atmosphere of BHEL is
good and it enhances the performance. Only 6% feels it does not have any impact on their
performance.
2.1 Are you satisfied with the following medical facilities provided by the company?
A Hospitalisation (inpatient facilities)

2.1 A
6% 0%
94%
highly satisfied satisfied somewhat satisfied

dissatisfied highly dissatisfied
Fig 2.1 a
Analysis: From fig 2.1 a it can be concluded that the hospitalisation facilities are in
satisfactory condition as 94% of the respondents are satisfied with hospitalisation.
1
B BHEL dispensary/ hospital (outpatient facilities)
2.1B
11% 0%
89%

Fig 2.1 b
Analysis: From fig 2.1 b it can be concluded that the outpatient facilities are in satisfactory
condition as 89% of the respondents are satisfied with dispensary.
C Emergency medical assistance

2.1 C
6%
6% 0%
33% 55%

Fig 2.1 c
Analysis: From fig 2.1 c it is clear that although emergency medical assistance are
satisfactory since 55% respondents find it satisfactory but 45% are not fully satisfied with it
in which 33% says that it is not good at all time. So this section needs consideration.
1
D Doctors / panel doctors
6% 2.1 D
0%
11% 0%
83%

Fig 2.1 d
Analysis: From fig 2.1 d it is clear that doctors are giving their best to the employees as
almost 94% respondents are satisfied with them and their performance.
E Paramedical staff (like nursing/ dressing/ pharmacy service etc.)

2.1 E
0%
6%
0%
28%
66%

Fig 2.1 e
Analysis: As is clear from the fig 2.1 e paramedical staff is satisfactory in his work as almost
94% respondents are satisfied with the paramedical staff.
1
2.2 Do your work/ workplace affect your health?
2.2
0%
0%
28% 28%
44%
not at all to verylittleextent to someextent to great extent extremely
Fig 2.2
Analysis: As is evident from fig 2.2 almost all the respondents feel that their workplace is
conductive to work and does not affect their health.
2.3 How satisfied are you with health promotion efforts taken by the company to
enable you to maintain good health
2.3
0% 6% 0%
94%
highly satisfied saitsfied somewhat satisfied

Fig 2.3
Analysis: From fig 2.3 it can be analyses that company is taking measures to improve the
health of their employees as 94% feels that company has taken measures to improve their
health.
1
2.4 Are you satisfied with the following?
A Quality of food provided at canteen
2.4 A
11% 0%
34%
33%
22%
highly satisfied satisfied somewhat satisfied dissatisfied highly dissatisfied
Fig 2.4 a
Analysis: From fig 2.4 a it is evident that the catering process is not in a good health as only
34% of the respondents are satisfied with the quality of food given to them and 44% are
dissatisfied with the quality of food. It is also observed that dispensing of plates is not good
and floor is not baked properly.
B Drinking water
2.4 B
17% 0%
83%
Fig 2.4 b
Analysis: From fig 2.4 b it is evident that drinking water is not a problem for the employees
as almost every respondent is satisfied with the quality of drinking water.
1
C General Sanitation
2.4 C
6%
6% 0%
28%
60%

Fig 2.4 c
Analysis: From fig 2.4 c it can be analysed that the sanitation problem is not a big problem
as 88% respondents find it satisfactory most of the times but since 12% are not satisfied there
is some problems regarding the sanitation as was observed public places are not clear most of
the times.
3.1 How do you rate work place w.r.t. safety (taking into accounts the safety
equipments/ gadgets provided)?
3.1
0%
11%
0%
28%
61%
very safe safe O.K. unsafe accident prove
Fig 3.1
Analysis: From fig 3.1 it is clear that the environment at BHEL is safe for working as 89%
respondents feel they are safe while working.
1
3.2 How satisfied are you with efforts taken by the company to promote safety?
3.20%
0%
17%
6%
77%

Fig 3.2
Analysis: From fig 3.2 it is clear that company is taking effort to promote safety in the
company to take care of the employees as 94% of the employees feels that they are safe
while working in the company, only 6% feels that they are not safe at work place while
working.
4.1 Keeping in view the company policies, do you feel your job is secured?
4.1
0% 11%
89%
very secured secured insecure sometimes insecure highly insecure
Fig 4.1
Analysis: From fig 4.1 it is clear that 100% respondents are satisfied that their job is secured
and they can be there in any condition.
1
5.1 The communication you receive on matters related to your work is:
A Timely
5.1 A
0% 17%
28%
55%
always in time in time sometimes in time untimely not at all in time
Fig 5.1 a
Analysis: From fig 5.1 a it is clear that communication level is good in the organisation as
almost all the employees are getting the information on time.
B Adequate
5.1B
0%
6%
17%
33%
44%
alwaysadequate adequate adequateattimes inadequate alwaysinadequate
Fig 5.1 b
Analysis: From fig 5.1 b it is clear that information given is adequate as 94% respondents
feel that they are given complete information on they topics related to their work that help
them to complete the work on time and easily.
1
C Clear
5.1 C
0%
17%
6%
39%
38%
always clear clear clear at times unclear always unclear
Fig 5.1 c
Analysis: From the fig 5.1 c it s clear that information given is clear in all aspect as 94%
respondents are satisfied with the clarity of the information given to them.
5.2 Do you feel free to express your views and suggestions to:
A Your immediate superiors

5.2 A
0%
0%
17%
39%
44%
always to great extent to some extent to very little extent not at all
Fig 5.2 a
Analysis: From fig 5.2 a it is evident that superiors are there as helping hand for their
subordinates as 100% respondents don’t find it uneasy to reach their superiors for the
problems they are facing.
1
B Other superiors
5.2 B
11% 0% 17%
22%
50%
always togreat extent tosomeextent toverylittleextent notat all
Fig 5.2 b
Analysis: From fig 5.2 b it is evident that contradictory to immediate superiors employees
find it uneasy to reach to other superiors as 11% respondents have expressed but 89%
respondents are happy with their other superiors supports.
C Amongst peers
5.2 C
0%
6% 17%
33%
44%
Fig 5.2 c
Analysis: From fig 5.2 c it is clear that there is coordination amongst the employees, as 94%
have the opinion that peers are helpful in nature.
1
D Your subordinates
5.2D
0% 24%
76%
Fig 5.2 d
Analysis: From fig 5.2 d it is evident that subordinates are always there to give the
supporting hand to there superiors as 100% respondents feel free to move to the subordinates.
5.3 Do you receive communication on the company's targets, growth plans, overall
objectives etc.?
5.3
0%
6% 17%
33%
44%
Fig 5.3
Analysis: From fig 5.3 it is clear that company is making effort to make the employees more
convenient and work as required information is given regarding all the aspects.
1
5.4 Do you receive communication about the feedback given by:
A Internal customers
5.4 A
22% 0% 17%
17%
44%
always togreatextent tosomeextent toverylittleextent notatall
Fig 5.4 a
Analysis: From fig 5.4 a it can be seen that only 61% respondents feel that they are informed
about the feedback given by the internal customers while 39% are not satisfied with the
feedback given to them about the internal customers. So this area needs consideration.
B External customers
5.4 B
17% 0% 22%
22%
39%
Fig 5.4 b
Analysis: From fig 5.4 b it can be seen that only 61% respondents feel that they are informed
about the feedback given by the external customers while 39% are not satisfied with the
feedback given to them about the external customers. So this area needs consideration.
1
6.1 How do you feel about your involvement in target setting related to your work?
6.1
6% 0%
17% 6%
71%
fully involved involved involved at times

not involved not at all involved
Fig 6.1
Analysis: It is evident from fig 6.1 that the 77% respondents are involved in the targeting
setting means every one is given a chance to undertake the assignments.
6.2 How satisfied are you with the mythology used for appraising your performance
6.2
0%
17% 0%
44%
39%
Fig 6.2
Analysis: From fig 6.2 it is evident that the methodology used to appraise employees is not
satisfactory as only 44% respondents are satisfied with the methods used to appraise, while
56% employees are not satisfied with the process.
1
6.3 Are your satisfied with the feedback and assistance provided by your superiors
to improve your performance?
6.3
6%
6% 0%
28%
60%

Fig 6.3
Analysis: From fig 6.3 it is clear that superiors are giving enough feedback to the employees
to increase their performance as 88% of the respondents are satisfied with the feedback given
to them.
6.4 Do you get timely appreciation for your achievements?

6.4
11% 0%
17%
50%
22%
always most of thetimes somewhat seldom not at all
Fig 6.4
Analysis: From the fig 6.4 it is evident that performance appraisal is problem here in BHEL
as 50% respondents are not satisfied with their appraisal. So timely appraisal has to be
considered
1
7.1 How do you feel about:
A The process of identification of training needs

7.1 A
11% 0%
34%
22%
33%
highly effective effective somewhat effective ineffective not at all effective
Fig 7.1 a
Analysis: From fig 7.1 a it is evident that process of identification of the training need is not
satisfactory as 66% respondents feel that they are not getting the training for the job, while
only 34% feels that process is satisfactory.
B Provision of training programmes vis-à-vis identified training needs

7.1 B
11% 0%
34%
22%
33%

Fig 7.1 b
Analysis: From fig 7.1 b it is evident that provision for the training is not up to the mark as
66% respondents feel that training programs are not there for the improved performance,
while 34% respondents feel that provision for the training is satisfactory.
1
C Nomination for training inputs
7.1 C
11% 0%
34%
22%
33%

Fig 7.1 c
Analysis: From fig 7.1 c it is evident that Nomination for training inputs is not up to the mark
as 66% respondents feel that nomination are not there for the improved performance, while
34% respondents feel that nomination for the training is satisfactory.
D Inputs provided during training

7.1 D
6%
0%
17%
44%
33%

Fig 7.1 d
Analysis: From the fig 7.1 d it can be concluded that inputs given during the are some what
satisfactory as 44% of the respondents are satisfied with the inputs given but 56% feels that
these inputs are not helping them.
1
E Effectiveness of training in improving your performance
7.1 E
11% 0%
11%
45%
33%
highly effective effective somewhat effective ineffective not at all effective
Fig 7.1 e
Analysis: From fig 7.1 e it is evident that the training programs are not effective as only 45%
respondents feel that training is proving their performance while 55% feels that it has no
impact on their performance.
8.1 How satisfied are you with the opportunities provided to

you by the company for your development through:
A Job rotation
8.1 A
6%
0%
0%
39% 55%

Fig 8.1 a
Analysis: From fig 8.1 a it is evident that the employees are satisfied with the job rotation as
94% respondents feel that job rotation help them to enhance there skill for doing
multitasking.
1
B Acquiring new/ alternate skills/ knowledge through training and development
activities
8.1 B
17% 0%
11%
50%
22%
Fig 8.1 b
Analysis: From the fig 8.1 b it is evident that training is not effective in providing new skills
to the employees as only 50% respondents are satisfied with the inputs given during the
training, while 50% don’t find it helpful.
C Facilities for higher education

8.1 C
11% 0%
22%
50%
17%
Fig 8.1 c
Analysis: From fig 8.1 c only 50% respondents feels that there are opportunities for the
higher education while 50% have mix opinion as 17% are not in a condition to find out if
there are opportunities or not and 33% feels that there are no opportunity for the higher
education.
1
D Exposure to higher level jobs
8.1 D
11% 0%
17% 44%
28%
Fig 8.1 d
Analysis: From fig 8.1 d it is evident that there is very little exposure to higher job level as
only 44% respondents are satisfied with this, while other are not. As is evident form fig 8.1a
there is job rotation but no exposure to higher level.
8.2 To what extent have you been able to avail for the opportunities provided by the
company for your development?
8.2
0%
0%
11%
45%
44%
Fig 8.2
Analysis: From fig 8.2 it is evident that there are little opportunity for the development but
which are available are there for all as 45% says that they are availing the opportunities while
44% says that they availing them to some extent.
1
9.1 Are you aware of the following awards schemes:
A Internal schemes for BHEL and your unit/ divn like excel awards
9.1A
0%
28%
72%
fully aware aware partially aware not aware not at all aware
Fig 9.1 a
Analysis: From fig 9.1 a it is clear that respondents are aware of the internal scheme of
awards. This means there is continuous distribution of awards for the employees.
B External (national/ state level) awards scheme like vishwakarma awards etc.
9.1 B
22% 0%
78%
fully aw are aw are partially aw are not aw are not at all aw are
Fig 9.1 b
Analysis: From fig 9.1 b it is evident that the employees are of the external award scheme
given to the employees and to the company as a whole.
1
9.2 How satisfied are you with rewards/ recognition given to employees for the
following:
A Suggestion scheme
9.2 A
0%
11%
0%
28%
61%

Fig 9.2 a
Analysis: From fig 9.2 a it is evident that the respondents are satisfied with the suggestion
schemes as 61% respondents are fully satisfied while 28% are somewhat satisfied with the
scheme. Means the employees are free to give suggestion on the matter related to the work.
B Quality circle
9.2 B
0%
6% 0%
44% 50%
Fig 9.2 b
Analysis: From fig 9.2 b that employees are satisfied with the quality circle working in the
organisation.
1
C Productivity improvement projects
9.2 C
0%
11%
0%
33% 56%

Fig 9.2 c
Analysis: From fig 9.2 c it is clear that employees are satisfied with the productivity
improvement project since 56% are satisfied with the project and 33% are satisfied to the
extent. This means that organisation is making an effort to improve the productivity.
D Quality improvement projects

9.2 D
0%
11%
0%
28%
61%
Fig 9.2 d
Analysis: From fig 9.2 d it is clear that the organisation is making an effort to improve the
quality of the product in term of the employees or in terms of the human resource
1
E Excel awards
9.2 E
0%
11%
0%
33% 56%
Fig 9.2 e
Analysis: From fig 9.2 e it is evident that the respondents are satisfied with the excel awards
as 56% respondents are satisfied while 33% are satisfied to some extent. This means that the
organisation is taking effort to promote the excel in the employees to promote the
productivity and quality.
F Other in house competitions

9.2 F
0%
6% 0%
44% 50%

Fig 9.2 f
Analysis: From the fig 9.2 f it is evident that the employees are satisfied with the
1
9.3 Do you get motivation with motivation methods like appreciation letters,
praising in front of others etc. given to you by your superiors in recognition of
your work
9.3
11% 0%
11% 28%
50%
Fig 9.3
Analysis: From the fig 9.3 it is clear that superiors are putting effort to motivate the
employees as 28% respondents are completely satisfied while 50% feels that many times it
helps when you are praised for your work, but 22% respondents feels that they are not getting
motivation from their superiors for their work.
9.4 Do you feel that innovativeness and creativity displayed by you is recognized by
management
9.4
6%
6%
22% 22%
44%
Fig 9.4
Analysis: From fig 9.4 it is clear that there is little scope for the innovation as 28% are
dissatisfied with this opinion and 44% feels that to some extent your innovation is acceptable
and only 22% feels that there is space for innovation.
1
10.1 How do you feel about the direction, guidance and support provided by your
immediate superiors to achieve targets/ goals?
10.1
0%
0%
28% 0%
72%
very useful useful useful sometimes not useful not at all useful
Fig 10.1
Analysis: From the fig 10.1 it is clear that information given to the employees is useful to
them as 72% respondents feels like this. This also explains the phenomenon that the
communication level is good in the organisation among all the employees.
10.2 How far are you satisfied with the action taken by your immediate superior for
your development/ training?
10.2
11% 0%
11%
50%
28%
Fig 10.2
Analysis: As is clear from the section 7 training is a problem in the organisation so is clear
from the fig 10.2 that only 50% respondents are satisfied with the steps taken by the
superiors for their development, while 28% thinks that to some extent their superiors are
working for their development, and 22% are dissatisfied with the steps taken for their
development.
1
10.3 Do you feel free to approach your superiors regarding your problems/ concerns?
10.30%
0%
28% 28%
44%
Fig 10.3
Analysis: From the fig 10.3 it is clear that there is an environment of cooperation and
support for the employees by the superiors as none of the employee has any problem in
reaching a superior for support. This is also evident from the section 5.2.
10.4 Do you feel that your superiors are involved in solving problems of:
A External customers
10.4A0%
0%
17% 17%
66%
Fig 10.4 a
Analysis: From the fig 10.4 a it is clear that superiors are taking care of the external
customers as none of the respondent is not satisfied with the work of the superiors and 83%
respondents are satisfied to the superiors for their work regarding the problem solving of the
external customers.
1
B Internal customers
10.4B
11% 0% 17%
22%
50%
Fig 10.4 b
Analysis: From the fig 10.4 b it is clear that superiors are also taking care of the internal
customers as 67% respondents are satisfied with the work of superiors and only 11% feels
that they do take care of the internal customers but to a very little extent. This means that
superiors are taking care their employees in a well defined manner.
C External suppliers
10.4C
17% 0% 11%
11%
61%
always togreat extent tosomeextent to very littleextent not at all
Fig 10.4 c
Analysis: From the fig 10.4 c it is clear that superiors are just not taking care of the
customers but suppliers also as 72% respondents are satisfied with the work of the superiors
and only 17% feels that they are not taking good care of the suppliers as compared to the
customers.
1
10.5 Does the behaviour of your immediate superior inspire you to follow him?
10.5
6%
0% 6%
28%
60%
Fig 10.5
Analysis: From the fig 10.5 it is clear that the superiors are acting as a moral for the
employees as 66% respondents feels that they are inspired by the superiors for their work
while 28% feels they are inspired to an extent and only 6% feel that superior’s behaviour
have no impact on their work.
11.1 How far are you satisfied with following perks provided by the company:
A Leave travel concession (LTC)

11.1 A
11% 0%
17%
6% 66%

Fig 11.1 a
Analysis: From the fig 11.1 a it is clear that 72% people are satisfied with the LTC given to
them but 28% find it difficult to get LTC. Although LTC is a provision followed in all the
PSU’s but since 28% are not satisfied with this facility than it is matter of concern to the
finance and HR department.
1
B Interest subsidy on housing, vehicle, computer etc.
11.1 B
11% 0%
6%
28% 55%
Fig 11.1 b
Analysis: From the fig 11.1 b it is clear that the company is giving enough financial support
as 55% respondents are satisfied with the interest subsidy given to them while 17% are not
satisfied with it and 28% get benefit some times but they do get it.
C Educational assistance
11.1C
11% 0%
34%
22%
33%

Fig 11.1 c
Analysis: From fig 11.1 c education assistance is a matter of concern as 33% respondents are
not satisfied with this perk, while 34% respondents are satisfied with this facility and 33%
are getting this facility at times.
1
D Conveyance reimbursements
11.1D
11% 0% 22%
17%
50%

Fig 11.1 d
Analysis: From the fig 11.1 d it is clear that employees are not happy with the conveyance
reimbursement as 50% says that they don’t get every time and is problematic for them to
spend their money for official work. And only 22% employees are satisfied with the
reimbursement process.
E Medical reimbursement
6%
11.1 E
0%
0%
17%
77%
Fig 11.1 e
Analysis: From fig 11.1 e it is clear that may be there is problem with any other
reimbursement process but medical reimbursement is available for all the employees as 77%
employees are satisfied with it and 17% to some extent.
1
11.2 How far are you satisfied with following amenities:
A Housing
11.2 A
6% 6% 6%
22%
60%

Fig 11.2 a
Analysis: From fig 11.2 a it is clear that BHEL is giving complete housing facility to its
employees, since 66% are completely satisfied with the housing facility and 22% are satisfied
to an extent and only 12% are dissatisfied with it.
B Education
11.2 B
6% 0%
22% 33%
39%
Fig 11.2 b
Analysis: From fig 11.2 b it is clear that education is a problem here in BHEL as is evident
form 11.1 section and here also only 33% employees are satisfied with the education facility
given to them while 28% are dissatisfied with it and 39% are satisfied to an extent.
1
C Recreation/ sports facilities
11.2 C
6% 0%
33%
33%
28%

Fig 11.2 c
Analysis: From fig 11.2 c it is clear that sports facilities is a thing not available as 39%
employees are dissatisfied with it and only 33% are satisfied with it, while 28% are satisfied
to an extent.
D Transport
11.2 D
6% 0%
28% 44%
22%
Fig 11.2 d
Analysis: From the fig 11.2 d it is clear that transport facility is not good at BHEL as 34%
employees are dissatisfied with the transportation facility while 44% are satisfied with the
facility and 28% are neutral to the facility..
1
E Canteen
11.2 E
11% 0%
28%
28%
33%

Fig 11.2 e
Analysis: From fig 11.2 e it is clear that canteen is not in a good condition as 39%
employees are not satisfied with the canteen while 33% are satisfied to some extent and only
28% are satisfied with it, this is also evident from the section 2.4.
F Medical
11.2F
17% 0%
83%

Fig 11.2 f
Analysis: From fig 11.2 f it is clear that medical facility is very good at BHEL as 83%
employees are satisfied with the medical facility and none of the employee is dissatisfied
with the facility.
1
12.1 Do you feel that following have an impact in bringing improvements in your
unit/ division:
A Quality circle
12.1 A
6%
0%
22%
44%
28%
Fig 12.1 a
Analysis: From the fig 12.1 a it is clear that quality circle have no impact in bringing
improvement as 28% are dissatisfied with the fact, while 28% feels that it has very little
impact and only 44% are satisfied with it. This means quality circle have an impact if it is
continuously working for the development.
B Productivity improvement projects

12.1B
6% 6%
17%
38%
33%
always togreat extent tosomeextent

tovery littleextent not at all
Fig 12.1 b
Analysis: From fig 12.1 b it is evident that productivity improvement has an impact as 44%
respondents are satisfied with it, while 33% feels that it do have impact to an extent and only
23% feels that it does not have any impact. This fact is also proven in the section 9.2
1
C Quality improvement projects
12.1 C
6%
0%
17%
55%
22%
Fig 12.1 c
Analysis: From fig 12.1 c it is evident that quality improvement has an impact as 55%
respondents are satisfied with it, while 22% feels that it do have impact to an extent and only
23% feels that it does not have any impact. This fact is also proven in the section 9.2
D Special improvement projects

12.1 D
6%
0%
17%
44%
33%
Fig 12.1 d
Analysis: From fig 12.1 d it is evident that special improvement project has an impact as
44% respondents are satisfied with it, while 33% feels that it do have impact to an extent and
only 23% feels that it does not have any impact.
1
E Implementation of ISO:9001
12.1 E
11% 0%
6%
28% 55%
Fig 12.1 e
Analysis: From fig 12.1 e it is evident that Implementation of ISO:9001 has an impact as
F Implementation of ISO:14001
12.1F
6%
0%
17%
55%
22%
Fig 12.1 f
Analysis: From fig 12.1 f it is evident that Implementation of ISO:14001 has an impact as
1
G Implementation of OHSAS:18001
12.1 G
6%
0%
17%
55%
22%
Fig 12.1 g
Analysis: From fig 12.1 g it is evident that Implementation of OHSAS:18001 has an impact
as 55% respondents are satisfied with it, while 22% feels that it do have impact to an extent
and only 23% feels that it does not have any impact.
H Total quality management movement

12.1 H
6%
0%
17%
44%
33%
Fig 12.1 h
Analysis: From fig 12.1 h it is evident that Total quality management movement has an
impact as 44% respondents are satisfied with it, while 33% feels that it do have impact to an
extent and only 23% feels that it does not have any impact. This is evident from the fact that
organisation is taking continuous measures to improve the quality of the products and level
of the working of the employees.
1
12.2 Do you feel encouraged to participate in improvement activities?
12.2
0%
17%
6%
22%
55%
always to great extent to some extent

to very little extent not at all
Fig 12.2
Analysis: From fig 12.2 it is evident that employees feel to participate in the improvement
projects as 61% employees are satisfied with the fact, while 22% feels that they do
participate in the project to an extent and only 17% feels that they are not given chance to
participate in the projects.
13.1 Do you feel that the following values are practiced by the employees
A Meeting commitments made

13.1 A
11% 6% 11%
33%
39%
Fig 13.1 a
Analysis: From fig 13.1 a it is evident that employees are committed to their work as 33%
try to meet their commitment to great extent while 39% try to meet it to some extent and only
17% don’t meet it.
1
B Foster learning
13.1 B
6%
11% 0%
28%
55%

Fig 13.1 b
Analysis: From fig 13.1 b it is evident that employees are committed to development s 28%
commitment for the development while 55% try to put their effort to meet it to some extent
and only 17% don’t meet it.
C Enabling creativity
13.1 C
6%
11% 0%
28%
55%

Fig 13.1 c
Analysis: From fig 13.1 c it is evident that employees are committed to put their effort for
giving providing creativity as 28% are putting it to a great extent while 55% are putting to
some extent and only 17% are not giving their effort in this area. This shows that employees
want development of the organisation.
1
D Enhancing speed of response
13.1 D
11% 6% 6%
28%
49%

Fig 13.1 d
Analysis: From fig 13.1 d it is evident that employees are committed to put their effort for
enhancing the speed of response as 34% are putting it to a great extent while 49% are putting
to some extent and only 17% are not giving their effort in this area. This shows that
employees want development of the organisation.
E Working as a team in getting things done

13.1 E
6% 11%
17%
28%
38%

Fig 13.1 e
Analysis: From fig 13.1 e it is evident that employees are trying to work as team as 39% are
putting it to a great extent while 38% are putting to some extent and only 17% are not giving
their effort in this area. This shows that employees want development of the organisation.
1
14.1 Do you think that the management cares for environment (keeping pollution,
noise, wastes etc. under control)?
14.1
6%
0%
6%
33% 55%

Fig 14.1
Analysis: From fig 14.1 it is evident that management cares for the environment as is
considered by 55% of the respondents and 33% of the respondents feel that management is
working for the environment for some extent and only 12% feels that it is not so and
management does not care for environment. This fact of working for the environment is
evident from the fact that BHEL has been given a certificate of ISO: 14001.
15.1 Do you feel that the organization is making an adequate contribution in

improving living conditions and well being of its neighbourhood?
15.1
6% 6% 6%
39%
43%

Fig 15.1
Analysis: From fig 15.1 it is evident that organisation cares for the society as is considered
by 45% of the respondents and 43% of the respondents feel that organisation is working for
the society for some extent and only 12% feels that it is not so and organisation does not
cares for the society. This fact of working for the society shows the commitment of the
organisation to follow the CSR.
1
16.1 How satisfied are you with the freedom given to you to perform your job?
6% 16.1
0%
6%
22%
66%

Fig 16.1
Analysis: From fig 16.1 it is evident that employees are given freedom to perform their job
as 72% employees are satisfied with the freedom given to them and 22% are satisfied to
some extent and none is dissatisfied with this fact.
16.2 how satisfied are you with availability of information and resources for taking
job related decisions?
16.2
6%
6% 0%
28%
60%

Fig 16.2
Analysis: From fig 16.2 it is evident that employees given enough information to perform
their job as 60% employees are satisfied with the information given to them to perform the
work while 28% are satisfied to some extent and only 12% are dissatisfied. This is also
evident from the fact that there is good communication present there in the organisation as
was found in section 5.1.
1
17.1 Do you understand the company's vision, mission and values
17.1
0%
33%
67%
fully togreat extent tosomeextent

tolittleextent not at all
Fig 17.1
Analysis: From fig 17.1 it is evident that employees are aware about the mission, vision and
values of the company.
18.1 Are you satisfied with the methodology of survey in terms of:
A No of questions
0%
18.1A
6% 11%
33%
50%
highly satisfied satisfied
somewhat satisfied dissatisfied
highly dissatisfied
Fig 18.1 a
Analysis: From fig 18.1 a it is evident that employees are satisfied with the no of questions
as 61% are satisfied, while 33% are satisfied to some extent and only 6% are dissatisfied with
it.
1
B Understanding of questions
18.1B
0% 11%
33%
56%
highly dissatisfied
Fig 18.1 b
Analysis: From fig 18.1 b it is evident that questionnaire was simple as questions are easy to
under stand.
C Coverage of issues
18.1C
6%
0%
11
%
6%
77
%
high
lysa
tisfied satisfied some
w hat sa
tisfie
d
dissatisfied h
igh
lyd
issatisfied
Fig 18.1 c
Analysis: From fig 18.1 c it is evident that questionnaire was covering all the issues.
D Administration of questionnaire
18.1D0%
6%
22% 6%
66%

highly dissatisfied
Fig 18.1 d
Analysis: From fig 18.1 d it is evident that questionnaire was properly administered.
1
E Survey periodicity
18.1 E 0%
17%
6%
28% 49%

Fig 18.1 e
Analysis: From fig 18.1 e it is evident that survey periodicity is not very much satisfactory as
17% employees are dissatisfied with the periodicity of the survey, while 55% are satisfied
and 28% are satisfied to some extent.
F Actions taken after the survey

18.1 F
11% 0%
33%
28%
28%

Fig 18.1 f
Analysis: From fig 18.1 f it is evident that employees are not satisfied with the action taken
after survey as 39% of the employees are dissatisfied with the action taken after survey and
only 33% are satisfied, while 28% are satisfied to some extent.
1
19.1 On the whole, how are you satisfied with the following:
A Working environment (i.e. noise, heat, pollution, ventilation, cleanliness etc.)

19.1 A
6%
0%
0% 39%
55%

Fig 19.1 a
Analysis: From fig 19.1 a it is evident that employees are satisfied with the working
environment as 39% are satisfied and 55% are satisfied to some extent means the
environment is conductive to work.
B Health provisions provided by the company

19.1 B
6% 0%
0% 0%
94%

Fig 19.1 b
Analysis: From fig 19.1 b it is evident that organisation is taking measures to ensure the
heath of the employees as 94% employees are satisfied with the health provision.
1
C Safety provisions in and around your work place
19.1 C
0%
6%
0%
28%
66%

Fig 19.1 c
Analysis: From fig 19.1 c it is evident that organisation is working for the benefit of the
employees as 66% employees are satisfied regarding the safety provision and 28% are
satisfied to an extent.
D Job security provided by the company

0%
19.1D
0%
11%
0%
89%

Fig 19.1 d
Analysis: From fig 19.1 d it is evident that employees are satisfied regarding the job security
as 89% are satisfied and 11% satisfied to an extent, means job security is a feature at BHEL.
1
E Level of communication in your department/ units/ division
19.1 E
0%
11%
0%
50%
39%

Fig 19.1 e
Analysis: From fig 19.1 e it is evident that there is good communication there in between the
employees as 50% of the employees are satisfied with the communication level and 39% are
satisfied to an extent, while 11% think communication is not good which may be there due to
some reasons.
F Target setting and performance appraisal system in your unit/ division

19.1 F
0%
17%
0%
50%
33%

Fig 19.1 f
Analysis: From fig 19.1 f it is evident that performance appraisal process is satisfactory as
50% employees are satisfied, while 33% are satisfied to an extent but 17% are not satisfied
with the process due to the methodology used.
1
G Training/ re-training system in your unit/ division
19.1 G
22% 0% 22%
11%
45%

Fig 19.1 g
Analysis: From fig 19.1 g it is evident that training process need consideration as 33%
employees are not satisfied with the training process only 22% are satisfied while 45% are
H Career development opportunities provided in your unit/ division

19.1 H
11% 0% 22%
22%
45%

Fig 19.1 h
Analysis: From fig 19.1 h it is evident that career development opportunities need
consideration as only 22% employees are satisfied while 33% are dissatisfied to them, and
45% are satisfied to some extent.
1
I Reward and recognition schemes in your unit
19.1 I
6%
0%
17% 33%
44%

Fig 19.1 i
Analysis: From fig 19.1 i it is clear that reward system is fine but it do need consideration
since only 33% employees are satisfied with it while 23% are dissatisfied and 44% are
J Leadership styles practiced in your unit

19.1 J
6%
0%
17% 33%
44%

Fig 19.1 j
Analysis: From fig 19.1 j it is clear that leader ship style is not up to the mark since only
33% employees are satisfied with the leader ship practice while 23% of them are dissatisfied
and 44% are satisfied to an extent.
1
K Employment conditions (emoluments, perks etc.)
19.1 K
17% 0%
33%
6%
44%

Fig 19.1 k
Analysis: From fig 19.1 k it is clear that is good to an extent but since 23% employees are
highly dissatisfied while 33% are satisfied and 44% are satisfied to an extent.
L Improvement processes (like quality circle, PIP, ISO 9000 etc.) in your unit
19.1 L
17%
0%
0% 33%
50%

Fig 19.1 l
Analysis: From fig 19.1 l it is clear that improvement projects are taking shape and are
helping employees to improve performance as 33% are satisfied while 50% are satisfied to an
extent and only 17% are dissatisfied.
1
M Work culture of your unit
19.1 M
6%
0%
17% 33%
44%

Fig 19.1 m
Analysis: From fig 19.1 m it is clear that work culture is improving as employees are getting
more committed to their work as 33% are satisfied while 44% are satisfied to an extent and
23% are dissatisfied due to miscommunication and other factors like equipment etc.
N Environmental policy of the company

19.1 N
0% 11%
39%
50%

Fig 19.1 n
Analysis: From fig 19.1 n it is clear that organisation is working for the welfare of the
environment as none of the employee is dissatisfied with this fact.
1
O Role played by the organization in development of community and society
19.1 O
0%
17%
6%
44%
33%

Fig 19.1 o
Analysis: From fig 19.1 o it is clear that organisation is working for its promise to work for
the CSR as 44% employees are satisfied with this fact and 33% are satisfied to an extent.
P Do you agree that the company practices employee empowerment (i.e. enabling
employee to take job-related decisions independently by providing the necessary
inputs/ support for the same)
19.1P
0%
0%
6%
55% 39%
fully togoodextent tosomeextent no not at all
Fig 19.1 p
Analysis: From fig 19.1 p it is clear that employees are enjoying the freedom to take job
related decisions as none of the employees is dissatisfied with the fact.
1
Q Do you agree that the vision, mission, values and strategy of the organization will
lead to achievement of its stated objectives
19.1 Q
0%
11%
6%
39%
44%
fully to good extent to some extent no not at all
Fig 19.1 q
Analysis: From fig 19.1 q it is clear that mission, vision and values do lead to achievements
of the objective as 44% of the employees are satisfied and 39% are satisfied to an extent and
only 6% deny this fact.
R Process of employee satisfaction survey

19.10%
R
0%
28%
44%
28%
Fig 19.1 r
Analysis: From fig 19.1 r it is clear that process of the employee satisfaction survey is
satisfactory as 44% employees are satisfied and 28% are satisfied to an extent while 28% are
dissatisfied due to some reasons like implementation of the results after survey and feedback
of the survey.
1
Chapter 7
Analysis of findings
.
There are many things that are analyzed from the data that is presented in chapter 6 they are
as:
• Employees are satisfied with the working environment and the environment is
conductive to work.
• Organisation is taking measures to ensure the heath of the employees.
• Organisation is working for the benefit of the employees regarding the safety.
• Employees are satisfied regarding the job security.
• There is good communication there in between the employees.
• That performance appraisal process needs consideration as employees are not
satisfied with the current process.
• Training process need consideration as present methods are not enhancing the
performance of the employees.
• Development opportunities need consideration as there are not enough opportunities
available for the employees.
• Leaders are helping there subordinates to improve themselves by giving them
feedback.
• Perks given to the employees are not satisfactory.
• Improvement projects are taking shape and are helping employees to improve
performance.
• Work culture is changing and employees are now devoting themselves to be more
committed towards the work and enhance the productivity.
• Company is acting towards making the environment more clean and this is the reason
that it has got ISO: 14001 certificate.
• Company is working for CSR
• Employees are enjoying the freedom to perform their work in their own way.
• Every employee aware of the mission, vision and value and are working to achieve
them.
1
• Most of the employees are not satisfied with the employee satisfaction survey.
Chapter 8
Suggestions
• Proper seating arrangement for the employees
• Monitoring of the food at canteen to improve the quality of the food
• Monitoring of the general sanitation as toilets are dirty
• Change in the methodology for the performance appraisal system
• Timely appraisal for the achievements as it helps in motivation of the employee
• Try to change the methods used for training of the employees or try to coordinate
with institutes giving training.
• Educational assistance for the development of the employee should be considered
• Try to give feedback on the surveys conducted and try to implement the changes
required.
1
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Chapter 1.

Introduction to the topic

Employee satisfaction means different things to different people. While it is intuitively

The principal elements of fulfilment, empowerment, and engagement are

This combination of both personal satisfaction and communication of group satisfaction is a

Nine Steps to Improving Employee Satisfaction.

There is currently a wealth of information available outlining the results of research on

6. Promotion of a Diversified Work Force: Diversity in today's global market is much

9. Strong Commitment to Training and Development Programs: One of the most

Result of these supports

* Job satisfaction and organizational commitment respectively explained 5 percent and 16

BHEL CORPORATE PROFILE

A world class engineering enterprise committed to enhancing stakeholder value.

• Zeal to excel and zest for change

Oil and gas

HSE and Global Compact Program

BHEL is a member of CoRE (Corporate Roundtable on Development of Strategies for

BHEL has assimilated and updated/adopted the state-of-the-art-technologies in the Power

Health, Safety and Environment Policy

• Setting objectives and targets to eliminate / minimize / control risks due to

• Appropriate structured training of employees on Occupational Health and Safety

• Formulation and maintenance of OH&S Management programmes for continual

• Periodic review of OH&S Management System to ensure its continuing suitability,

• Communication of OH&S Policy to employees and interested parties.

To strive to be an environmental friendly company in its Activities, Products and Services

• Compliance with applicable Environment Legislation / Regulation.

• Continual Improvement in Environment Management System to protect our natural

• Promotion of activities for conservation of resources by Environment management

• Enhancement of environment activities, offering the company�s capabilities in this

• Assist and co-operate with concerned Government agencies / Regulatory bodies

Research and development

Other than traditional Quality functions, today the focus is on

1 Propagating Quality Management Systems and Total Quality Management.

2 Formulating, implementing and monitoring, "Improvement Plans" with focus on internal

3 Investigations and preventive actions on Critical Quality Issues.

Objective Of The study

Establishing the link: Seminal research and other studies

�  In 1997, Development Dimensions International (DDI) conducted focus groups,

This model holds that company-wide employee satisfaction results affect

Establishing the link: Recent studies.

�  Gallup reports that highly satisfied groups of employees often exhibit

Companies’ practices in measuring the links

�  Sears used an “employee-customer-profit chain” to analyze aggregated data from 800

�  Between 40 and 80 percent of customer satisfaction and loyalty is determined by the

�  Monsanto conducted a set of baseline surveys on customer and employee satisfaction

Shift towards linking employee commitment/engagement to performance

�  Employee productivity depends on the amount of time an individual is physically present

Criticism of models linking employee satisfaction to performance

�  Employee attitudes cannot influence organizational effectiveness on their own, as

5.2Types of data collected

Primary data: - which is collected by new research called primary data.

Findings and observation

conductive to work tolerable affects at times affects greatly affects

conductive to work tolerable felt at times

conductivetowork tolerable present at times

conductive to w ork tolerable inadequate at times inadequate totally inadequate

conductivetowork tolerable inadequateat times

very clean clean unclean at times unclean highly unclean

conductive to work adequate inadequate at times

H Machines/ office equipments/ other facilities

conductivetowork adequate inadequateat times

always togreat extent tosomeextent tovery littleextent not at all

A Hospitalisation (inpatient facilities)