Summer Training Project Report on

“EMPLOYEE MOTIVATION OF BHEL EMPLOYEES"

AT
BHEL (HERP) SHIVPUR VARANASI
Submitted in Partial Fulfillment of the requirement for
The award of the degree of
MASTER OF BUSINESS ADMINISTRATION
(2018-2020)

Project Supervisor: Submitted By:

---------------------- --------------------
Mr. R.K Mishra Abhishek Singh
Sr. Officer HR MBA 2nd Sem
 ACKNOWLEDGEMENT
A journey is easier when you travel together. Interdependence is
certainly more valuable than independence. This report is the result and supported
by many people. It is a pleasant aspect that I have now the opportunity to express
my gratitude for all of them.
I would also express my gratitude towards my respective project in charge,
Mr. R.K Mishra ,Sr. Officer,HR and Mr. Aman Agrawal
CO-COORDINATOR,VOCATIONAL TRAINING who overlooked and
tolerated my mistakes and guided me to the path of success. I will remain thankful
to him for being so generous in providing his valuable and timely guidance to me
in completing this project.
It is a great pleasure to bring this acknowledgement to express my
deepest sense of gratitude to Dr. Parul Nagar, for her valuable support and
guidance that geared the work into a proper channel which is demanded. The
knowledge offered was from the repository of her vast experience. She gave me
much needed valuable advice, positive criticism, suggestions and constant
encouragement through discussions.
It is a great privilege and matter of honour for me to complete this project
on “EMPLOYEE MOTIVATION OF BHEL EMPLOYEES" under the
valuable guidance of Mr. Aman Agrawal.
He not only paved the way for adoption of basic philosophy behind this
project, but also provided immense encouragement and help to me in sorting out
all type of problems. He has been a continuous source of inspiration for me during
my project work. Last but certainly not the least; I am grateful to my Parents for
their constant support and encouragement.
ABHISHEK SINGH
 EXECUTIVE SUMMARY
Employee Motivation is the end feeling of a person after performing a task
to the extent that a person’s job fulfills his dominant needs and is consistent with
his expectations and values, the job will be satisfying. The feeling would be
positive or negative depending upon whether need is satisfied or not.
The present study on Employee Motivation in BHEL is based on the basis of
information gathered from BHEL, Shivpur.
The closed ended questionnaire was framed to know the views of employee
about Employee motivation adopted by BHEL.
A experience survey of 60 employees was done ,to meet my objective in
different blocks of BHEL, Shivpur.
 CONTENTS
1. COMPANY PROFILE
2. UNIT PROFILE
3. EMPLOYEE MOTIVATION

 Introduction to Project
 Concept of Employee Motivation
 How to measure Employee Motivation
 Employee Motivation and work behavior
 Determinants of Employee Motivation
 Environmental factors
 Personal factors
 Theories of Employee Motivation
 Need fulfillment theory
 Equity theory
 Discrepancy theory
 Equity-Discrepancy theory
4. RESEARCH METHODOLOGY ADOPTED FOR CONDUCTING THE
SURVEY
A) Research Design
B) Tools for research
C) Sample size
5. ANALYSIS AND GRAPHICAL REPRESENTATION OF COLLECTED
DATA

6. FINDINGS & SUGGESTIONS

7. BIBLIOGRAPHY

8. ANNEXURE
COMPANY
PROFILE
 COMPANY
PROFILE

BHEL is an integrated power plant equipment manufacturer and one of the largest
engineering and manufacturing companies in India in terms of turnover. .BHEL is
one of the nine large public sector undertakings known as Maharatna Company.
BHEL was found in 1950s. The operation are organized in three business sectors;
Power, Industry- including Transmission, Transportation, Telecommunication &
Renewable Energy and overseas business. Today BHEL has a wide-spread
network comprising 16manufacturing units, 8 service centers, 4 power sector
regional centers, 18 regional offices, and a large no. of project sites spreads all over
India and abroad. BHEL is one of the largest exporters of engineering products and
services from India. BHEL has established its references in around 60 countries of
the world, ranging from United States in the west to New Zealand in the Far East.
Its export range include: individual products to complete power station, 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.
Most of its manufacturing units and other entities have been accredited to Quality
Management Systems (ISO 9001:2008), Environmental Management Systems
(ISO 14001:2004) and Occupational Health & Safety Management Systems
(OHSAS 18001:2007)
BHEL has a share of 57% in India’s total installed generating capacity contributing
69% (approx.) to the total power generated from utility sets (excluding non-
conventional capacity) as of March 31, 2013.

Its greatest strength is highly skilled and committed workforce of 48,399

employees. Every employee is given an equal opportunity to develop
himself/herself and grow in his/her career. Continuous training and retraining,
career planning, a positive work culture and participative style of management - all
these have engendered development of a committed and motivated workforce
setting new benchmarks in terms of productivity, quality and responsiveness.
COMPANY'S BUSINESS MISSION AND OBJECTIVES

BUSINESS MISSION
To maintain a leading position as suppliers of quality equipment, systems and
services in the field of conversion of energy, for application in the areas of electric
power transportation, oil and gas exploration and industries. Utilize company's
capabilities and resources to expand business into allied areas and other priority
sectors of the economy like defense, telecommunications and electronics.

BUSINESS OBJECTIVES
GROWTH: -
To ensure a steady growth by enhancing the competitive edge of BHEL defense,
telecommunication and electronics in existing business, new areas and
international operations so as to fulfill national expectations from BHEL.

PROFITABILITY: -
To provide a reasonable and adequate return on capital employed, primarily
through improvements in operational efficiency, capacity utilization, productivity
and generate adequate internal resources to finance the company's growth.

CUSTOMER FOCUS: -
To build a high degree of customer confidence by providing increased value for his
money through international standards of product quality, performance and
superior services.

PEOPLE- ORIENTATION: -
To enable each employee to achieve his potential, improve his capabilities,
perceive his role and responsibilities and participate and contribute positively to
the growth and success of the company. To invest in human resources continuously
and be alive to their needs.

TECHNOLOGY: -
Achieve technological excellence in operations by development of indigenous
technologies and efficient absorption and adaptations of imported technologies to
suit business need and priorities and provide the competitive advantage to the
company.
IMAGE: -
To fulfill the expectations which stakeholders like government as owner,
employees, customers and the country at large have from BHEL.

BHEL has
1. Installed equipment for over 1, 00,000 MW of power generation-for utilities
,captive and industrial users worldwide.
2. Supplied over 225000MW a transformer capacity and other equipment
operating in transmission and distribution network up to 400Kv (AC& DC)
3. Supplied over 25000 motors with drive control system to power projects,
petro chemicals, refineries, steel, aluminum, fertilizers, cement plants etc.
4. Supplied traction electrics and AC/DC locos to power over 12000kms
railway network.
5. Supplied over one million valves to power plants and other industries.

Products, Systems & Services:-

Power Transmission
Air Preheaters Power Transformers/Reactors
Boilers Instrument Transformers
Control Relay Panels Switchgears
Electrostatic Precipitators Control & Protection Equipments
Fabric Filters Thyristorequipments
Fans Insulators
Gas Turbines Bushing
Hydro Power Plant Capacitors
Piping Systems Transportation
Pulverizes
Pumps Electric Rolling Stock
Seamless Steel Tubes Electrics for Rolling Stock
Soot blowers Electrics for Urban Transportation System
Steam Generators
Steam Turbines
Turbo generators Non Conventional Energy
Valves Source
Industry Mini/Micro Hydro Sets
Capacitors Solar Lanterns
Ceralin Solar Photovoltaic
Compressors Solar Water Heating Systems
Desalination Plants Wind Electric Generators
Diesel Generating Sets R&D Products
Fuel Cells
Industrial Motors & Alternators
Surface Coatings
Gas Turbines
Automated storage &Retrievals
Oil Field Equipment
Load Sensors
Solar Photovoltaic
Transparent Conducting Oxide
Power Semiconductor Devices
Seamless Steel Tubes
Soot blowers
Steel Castings & Forgings
Steam Generators
Steam Turbines
Turbo generators
Valves

BHEL at a Glance

Rupees (In Million)

CHANGE
2010-11 2011-12
(%)
Turnover 412990 495100 19.9
Employee
46748 49390 5.7
(Nos.)
Profit Before
84870 103020 21.4
Tax
Profit After 56650 70400 24.3
Tax
Dividend 15250 15670 2.75
Retained
38910 52190 34.1
Earnings
Total Assets 592600 667760 12.7
Net Worth 201540 253730 25.9
Long Term
1020 1230 20.6
Borrowings
Debt : Equity 0.01 0.01 -
Per Share (in Rupees) :
- Net worth 82.34 103.67 25.9
- Earnings 23.15 28.76 24.3
Economic
34470 40320 17.0
Value Added

Revenue INR 50,156 Crores (US$ 9.23 billion) (2012-13)[1]

Net income INR 06,615 Crores (US$ 1.22 billion) (2012-13)[1]

INR 71,753 Crores (US$ 13.21 billion) (2012-

Total assets
13)[1]

INR 30,533 Crores (US$ 05.62 billion) (2012-

Total equity
13)[1]
 BOARD OF DIRECTOR

CHAIRMAN & MANAGING MR Atul Sobti

DIRECTOR

DIRECTOR (POWER) Shri Akhil Joshi

DIRECTOR (IS & P) Shri S. Balakrishna

DIRECTOR ( FINANCE) Shri Subodh Gupta

DIRECTOR (HR) Shri D. Bandyopadhyay

COMPANY SECRETARY I.P Singh

ADDITIONAL SECRETARY AND Dr.Subhash Chandra Pandey

FINANCIAL ADVISER

JOINT SECRETARY Shri Pravin L. Agrawal

 UNIT – H.E.R.P
B.H.E.L

GM (HOU)

GM (human
DGM (Finance)
resource)

GM (material
GM (commercial
,management &
&shipping)
store)

GM (engginering
Sr.MG
, planning &
(production)
design)

Sr.DGM (civil
work &
maintanace)
 UNIT PROFILE

BHEL –HERP Varanasi

(Heavy Equipment Repair Plant)

Varanasi is endowed with five universities; Lord Buddha’s first preaching center
and many religion / cultural centers, situated near the holy Ganga, with Lord
KashiVishwanath Temple at the heart of it. HERP is located at Shivpur, 11 Kms
from main railway station and 15 Kms from Varanasi Airport.
HERP is also situated at the center of the largest power belt of northern region.
This power belt supplies 10650 MW of power to the country. In the line with
BHEL’s of providing constant service at their doorsteps, the idea of establishing
repair shop in the vicinity of power station was mooted objective.
Accordingly, two repair plants at Bombay & Varanasi came into existence; the
foundation equipment repair plant sprawling in 29.8 acre area at Varanasi was laid
on 20th September 1984 by Chief Minister of U.P. Shri Narayan DuttTiwari within
a short span of 21 month much before the schedule.
Starting a manufacturer of O&M spares for the boiler and boiler auxiliaries, repair
activities got a real break in 1990 when rebabitting of TG set bearing was taken up
in the plant. Since then rebabitting of different type of bearing including an
unconventional synchronous condenser has been carried out to the entire
satisfaction of the customers. Now HERP manufactures turbine spares, tools &
tackles complete spares of bowl mill XRP 623,803,883 & 1003. The unit has a
plan to add Constant load hanger, Variable load hanger & condensate polishing
unit in near future.
Through small in size, HERP has been in adequate attention to all the facts of plant
operation like computerization, inventory control, quality assurance. In order to
channelize the creative energy of employees suggestion scheme and quality circle
and productivity improvement project are in operation.
HERP takes pride in being one of the best among BHEL unit in term of value
added per employee. It has a track reward of continuing harmonious industrial
relations. Being a public sector, HERP is aware of social responsibility as a
corporate citizen as quality of like for the residents of nearby area.
Heavy Equipment Repair Plant, Varanasi has highly skilled & dedicated
technicians, engineers & specialist catering the requirements of various power
plants of their mill and turbine O&M spares. HERP has contributed a lot in
refurbishing of various units of NTPC after taking it over from SEB’s and is a
major player in Government of India PIE program.

Range Of Products/Services Provided By HERP, VARANASI

 Bowl Mill XRP/XRS 623, 703HP, 783, 803, 803HP, 883, 1003 spares
 Turbine fasteners.
 Repair / Rebabitting of TG bearings
 Rotor machining
 Spares for Boiler Auxiliaries like Coal Burners, Fuel Piping, ESP, Air
Preheaters & R.C. Feeder etc.
 Hydro Turbine component machining like Guide Vanes, Guide Bearings.
 Tools & Tackles of Steam Turbines
 Limiter Assembly, Oil
 Filter Assembly & Speed Changer Assembly of Governing System

Services Offered By: - HERP, VARANASI

Repair Machining Of --

 HP/LP rotor of steam turbine (removal of thermal cracks)

 Casing Liners and Diaphragm of steam turbine.
 Minor machining of Power plant components at the site.
 NDT like Ultrasonic testing of bearings at site
 Consultancy for performance improvement of Bowl mills through
modification of mill components.

CUSTOMERS
HERP's customers are various SEBs viz. APGENCO, BSEB, CSEB, MSEB,
MPEB, PSEB, RVUNL, TNEB, UPRVUNL, NTPCs, and OPPs & Private Power
Plants.

PARTNERS

Our partners & suppliers include our sister units viz. Haridwar, Bhopal, Tiruchy,
Hyderabad, Varanasi as well as various ancillaries developed by various units of
BHEL.

TOTAL QUALITY FOCUS

HERP has achieved certification of ISO 9001, ISO 14001 & OHSAS 18001 and
targeted TQM score during 03-04. Unit level TQ council is committed towards
improvement on regular basis in line with the organizational goals. The other apex
level committee like HMC, PQC & PEC is also having meetings as per schedule
for review as per agenda keeping in view, the interests of our Stakeholders.

BUSINESS POLICY

"In line with Company's Vision, Mission and Values, we dedicate ourselves to
sustained growth with increasing Positive Economic Value Addition and
Customer focused business leadership in the Power & Industry Sector"

One of the major strengths of HERP Varanasi is its free, open and consistent work
culture for making continuous improvement. To recognize employees’
participation & valued suggestions HERP has always been recognizing their good
efforts. Felicitation letters are distributed on 15th August & 26th January regular.
 EMPLOYEE MOTIVATION

OBJECTIVES OF THE STUDY

● To study about Employee Motivation of BHEL employees.

● To understand and observe the practical work in such a giant organization

, BHEL and to collect secondary data about BHEL.

INTRODUCTION

The term “Employee Motivation” was brought to limelight by Hoppock.

According to him, Employee Motivation is the combination of psychological,
physiological and environmental factors that makes a person to admit, “I am happy
at my job”. It has also been defined as the ‘end state of feeling’. It is an important
dimension of morale and not morale itself.

CONCEPT OF EMPLOYEE MOTIVATION:

Employee Motivation is the end feeling of a person after performing a task

to the extent that a person’s job fulfills his dominant needs and is consistent with
his expectations and values, the job will be satisfying. The feeling would be
positive or negative depending upon whether need is satisfied or not.

Employee motivation is different from motivation and morale. Motivation

refers to the willingness to work. Satisfaction on the other hand, implies a positive
emotional state. Morale implies a general attitude toward work and work
environment. It is a group phenomenon where as employee motivation is an
individual feeling. Employee Motivation may be considered a dimension of
morale and morale could also be a source of satisfaction. Thus Employee
Motivation is an employee’s general attitude towards his job.

HOW TO MEASURE EMPLOYEE MOTIVATION

Like intelligence, measure of employee motivation is difficult. Most studies

have measured employee motivation through a questionnaire. Hoppock developed
four terms, each one with seven alternative responses, developed one of the earliest
scale of measuring employee motivation.

In India, Pestonjee developed a S-D (satisfaction-dissatisfaction) inventory

consisting of cointerogatery statements, the items leading to yes-no type of
responses. There are four areas including both on job and off the job factors. Each
area includes 20 items some of which are given below:

1. Job: Nature of work, hours, fellow workers, overtime regulations, physical

environment, machines and tools, interest in work, opportunities for
promotion and advancement etc.

2. Management: Rewards and punishment, praise and blame, leave policy, test
as a whole reveled significant discriminatory potential. Favoritism,
participation, supervisory treatment, etc.
 3. Social Relations: Neighbors, friends and associates, caste barriers,
participation in social activities, attitude toward people in community, etc.

4. Personal Adjustment: Health, home and living conditions, finances, relation

with family members, emotionalism, etc.
Statically treatments of the individual item in the four areas are given above.

EMPLOYEE MOTIVATION AND WORK BEHAVIOURS

Employee motivation is an integral component of organizational health and

an important element in industrial relations. The level of employee motivation
deems to have some relation with various aspects of work behavior such as
accidents, absenteeism turnover and productivity.

Several studies have revealed varying degrees of relationship between

employee motivation and these factors of work behaviors. But whether work
behaviors is the cause or effect of employee motivation is not clear.

Research on the relationship between employee motivation and accidents

generally shows that satisfied employees cause fewer accidents. Studies on the
relationship between employee motivation and absenteeism have yielded
inconclusive results. Most of these studies showed that low absentee employees
were more satisfied with their jobs. Research also reveals that unionized workers
tend to be more satisfied whereas employees of disturbed organizations were
generally less satisfied. Less satisfied employees are more likely to quit their jobs
than more satisfied employees.
 It is generally assumed that satisfied employees are more productive. But
research reveals no relationship between employee motivation and productivity.
Studies revealed that workers with positive attitude job attitudes were more
productive than those with negative attitudes. In other studies job attitudes and
productivity are not related and in some studies there was negative correlation
between job attitudes and productivity. After reviewing several studies Bray Field
and Crockett concluded that employee motivation did not necessarily go together.
Employees in highly productive group were not more likely than employee in the
low productivity groups to be satisfied with their jobs. A worker may be satisfied
with the work environment but may produce more to prove his abilities to
management. On the other hand, a highly satisfied worker may not produce more
and get away with it because he may be friendly with the supervisor.

DETERMINANTS OF EMPLOYEE MOTIVATION

The various factors influencing employee motivation may be classified into

two categories:
I. Environmental factors , and
II. Personal factors.

Environmental Factors:
These factors relate to the work environment, main among which are as
follows:

1. Job Content: Herzberg suggested that job content in term of

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

2. Occupational Level: The higher the level of the job in organization

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

3. Pay and Promotion: All other things being equal, higher pay and
better opportunities for promotion lead to higher employee
motivation.

4. Work group: Man is a social animal and likes to be associated with

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

5. Supervision: Consideration supervision tends to improve employee

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

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

1. Age: Some research studies reveal a positive correlation between age

and employee motivation. Workers in advanced age group tend to be
more satisfied probably because they have adjusted with their job
conditions. However, there is a sharp decline after a point perhaps
because an individual aspires for better and more prestigious jobs in the
later years of his life.

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

3. Educational level: Generally more educated employees tend to be less

satisfied with their jobs probably due to their higher job aspirations.
However, research does not yield conclusive relationship between these
two variables.
4. Marital status: The general impression is that married employees are
more dissatisfied due to their greater responsibilities. But such employees
may be more satisfied because they value their jobs more than unmarried
workers.
5. Experience: Employee motivation tends to increase with increasing
years of experience. But it may decreases after twenty years of
experience particularly among people whohave not realized their job
expectations.
 THEORIES OF EMPLOYEE MOTIVATION

The main theoretical approaches to employee motivation are as follows:

1. Need fulfillment theory.
2. Equity theory.
3. Discrepancy theory.
4. Equity discrepancy theory.

NEED FULFILLMENT THEORY~

According to this theory a person is satisfied when he gets from his job what
he wants. The more he wants something or the more important it is to him, the
more satisfied he is when he received it. In other words, “employee motivation will
vary directly with the extent to which those needs of an individual which can be
satisfied actually”.

Vroom views satisfaction in terms of the positively valued outcomes that a

job provides to a person. Thus, employee motivation is positively related to the
degree to which one’s needs are fulfilled. What may satisfy one individual may not
satisfy the other due to

difference in their expectations. The strength of an individual’s or his level of

inspiration is an important determinant of employee motivation. Thus, employee
motivation is a function of the degree to which the employee’s needs fulfilled in
the job situation.
EQUITY THEORY~
Under this theory, it is believed that a person’s employee motivation
depends upon
his perceived equity as determined by his input-output balance of others. Every
individual compares his rewards with those of a ‘reference group’. If he feels his
rewards are equitable in comparison with others doing similar work, he feels
satisfied, employee motivation is thus a function of the degree to which job
characteristics meet the desires of the reference group. For example, one study of
the effects of community features on employee motivation revealed that workers
living in a well to do neighborhood felt less satisfied then those living in poor
neighborhoods.

Equity theory takes into account not only the needs of an individual but also
the opinion of the reference group to which the individual looks for guidance.
 Perceived
Perceived outcomes A=B
Personal actually Satisfaction
inputs received A<B
A Dissatisfaction
A>B
Guilt
Discomfort

Perceived Perceived outcome Perceived

inputs of of personal
comparison comparison others outcomes that
others B should be
perceived

Fig F1: Equity theory of Employee motivation

DISCREPANCY THEORY~

According to this theory, employee motivation depends upon what a

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

Perceived outcomes
received A=B
B Perceived Satisfaction

A>B
Perceived Dissatisfaction

A<B
Outcomes one feel he Perceived Over satisfaction
should received
A

Fig F2 : Discrepancy Approach to Employee motivation

\

EQUITY-DISCREPANCY THEORY~

This is a combination of equity and discrepancy theories. Lawler has

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

This model reveals that a person’s perception of what he should receive

is influenced by the inputs and outputs of others. If his inputs are similar to those
of referent groups but outcomes is less he is likely to be dissatisfied. Lawler
suggested that those individuals are likely to be more satisfied who perceive:

a) Their inputs are low;

b) Their job are less demanding;

c) Their reference groups have favorable input-output balance;

d) They are receiving a high outcome level; and

e) Their referent groups are receiving fewer outputs.

 Perceived
personal job
inputs
Perceived
amount that
should be A=B
Perceived received Satisfaction
inputs and
outcomes of
A>B
Dissatisfaction
different
groups A<B
Guilt inequity
discomfort

Perceived
outcomes of
different
groups Perceived
amount
received

Actual
Outcomes
received
 Fig F3: Determinants of Employee motivation

RESEARCH METHODOLOGY ADOPTED FOR

CONDUCTING THE SURVEY

A) RESEARCH DESIGN
Experience survey.

B)TOOLS FOR RESEARCH

The questionnaire method has been used to analyse and assess the employee

motivation of BHEL employees SHIVPUR

The questionnaire was distributed to 60 employees {it includes Executives

(15%), Supervisors (35%) & worker class (50%) of BHEL} In HERP unit.

Questionnaires comprises of 10 questions.

C) SAMPLE SIZE

A total number of questionnaires distributed were 60 employees.

 ANALYSIS AND GRAPHICAL REPRESENTATION
OF COLLECTED DATA

ANSWERS BASED ON QUESTIONAIRES

Q1. Do you feel that employees in BHEL are satisfied in the job assigned to
them?

Employees Response

40
40 35
30
25 28
20 22
15 17
10
5
3
0

Fully Satisfied Partially dissatisfied

Satisfied Satisfied

Graph 1
Response: The above graph shows out of 60 people 28 people are fully satisfied,
22 people are satisfied and again 17 people are partially satisfied while 3 persons
was dissatisfied with
the job.
Q2. What actually you have understood by employee motivation?
40 40
35 32
30
25
20 15
15
10 7
4 2
5
0
salary wc knowledge cant say not replied

Graph 2
Response: The above graph shows that out of the 60 employees 32 measures
employee motivation as salary,15 as working condition, for 7 it means knowledge,
4 were not able 2 define and 2 were not willing to reply for the above question
asked.

But actually employee motivation means that the amount of pleasure or

contentment associated with a job. If you like your job intensely you will
experience high employee motivation. If you dislike your job intensely, you will
experience job dissatisfaction.

Q3. How well you like your job?

Employees Response

45
40
45
35
30
25
20
15
10 8
5 7

Fully satisfied partially dissatisfied

satisfied satisfied
Graph 3

Response: The above graph shows that out of the 60 employees, 45 employees are
fully satisfied, 8 are satisfied, 7 are partially satisfied and none of the employee is
dissatisfied with their job.

So, it is clear from the graph that most of the employee’s are satisfied with
their job.
Due to fulfillment of there needs and is consistent with his expectations and values,
the job will be satisfying.

The feeling would be positive or negative depending upon the need is satisfied or
not.
Thus, employee motivation is an employee’s general attitude towards the job
Q4. Are you satisfied with the medical facility in BHEL?

Employees Response

40 39
40 35
30
25
20
15
10
5 11
7
3
0

Fully Satisfied Partially Dissatisfied

Satisfied Satisfied

Graph 4

Employees Response: The above graph shows that out of the 60 employees, 39
people are fully satisfied, 11 people are satisfied and 7 people are partially satisfied
while 3 people are dissatisfied with the medical facility given by BHEL.

According to me, the medical facility of BHEL is very good.

BHEL is providing comprehensive health care services to its employee’s;

it provides preventive and promotion health services to its entire employees.
Q5. Are you satisfied with the housing facility at BHEL?
Employees Response

40 49
40 35
30
25
20
15
10 10
5
1 0
0

Fully Satisfied Partially Dissatisfied

Satisfied Satisfied

Graph 5

Employees Response: The above graph shows that out of the 60 employees, 49
employees are fully satisfied, 10 are satisfied and 1employee is partially satisfied
while no employee is dissatisfied with the housing facility given by BHEL to their
employees.

So, most of the people are receding in company’s quarters.

BHEL has full-fledged township within the campus devised in sectors.

Q6. Do you agree with the promotion policy in BHEL?

Employees Response

40 39
40
35
30
25
20
15
10 14
5
7

0
 Agree Disagree Strongly
disagree
Graph 6

Employees Response: The above graph shows that out of the 60 employees,14
are agree, 39 are disagree and 5 employees are strongly disagree, with the
promotion policy adopted by BHEL for their employees.
BHEL employees in general they are not aware of the promotion policy.
They have mentioned a different opinion that is partially not correct.

Q7. Are you satisfied with the working conditions particularly at your
workplace?
Employees Response

40
40 35
30
25
25
20 22
15
10
5
7 6

Fully Satisfied Partially Dissatisfied

Graph 7

Employees Response: The above graph shows that out of the 60 employees, 25
are fully satisfied, 22 are satisfied ,7 are partially satisfied while 6 employees are
dissatisfied with the job working conditions.
According to me, BHEL working conditions are very good. With reference
to factory act (1948).
 In my view the working conditions in any organization are follows, and
BHEL is fully met with:
 Proper lightening.
 Noise.
 Ventilation and temperature.
 Mental environment.
 Social environment.

Q8. To what extent you are motivated by your job?

The graph has been shown in 5-point scale.
Employees Response

40 37
40 35
30
25
20
15 15
10
5 7
0 1
0

1 Point 2 Point 3 Point 4 Point 5 Point

Graph 8

Employees Response:The above graph shows that out of 60 employees ,1 is

satisfied in 2-point scale, 15 are satisfied in 3-point scale, 37 in 4-point scale, and
7 employees rated their job in terms of motivation in 5-point scale.
So, from the above graph it is clear that employees with more than 3-point
scale are satisfied with the job while less than 3-point scale are not satisfied with
the job assigned to them.

Q9. How is your relationship with other people in the organization?

Employees Response

52
5540
35
30
25
20
15
10
5 6
2
0
0

Fully Satisfied Partially Dissatisfied

Satisfied Satisfied
Graph 9

Employees Response: The above graph shows that out of the 60 employees, 52
are fully satisfied,7 are satisfied and 1employee is partially satisfied while no
employee were dissatisfied with the relation with other people.
So, we can say that most of the employees have good relations among
themselves. For better productivity of organization they should maintain good
relations.

Q10. What are the career opportunities given to you by your job?
Employees Response

40 40
35 31
30
25
20
15
12
10 10
7
5

Promotion Transfer Higher Increment

Pay
Graph 10

Executives Response: The above graph shows that out of the 60 employees, 10
view career opportunity in BHEL as a promotion, 7 view as a transfer,12 as higher
pay while 31 employees view it as increment .
According to me they are not much aware of the career opportunity
 FINDINGS & SUGGESTIONS

FINDINGS
According to me some findings on the issues are as below:

 Out of the 60 employees, all most all the executives are quite satisfied
with the job they withhold, but in contrast, the other two categories show
the variation. The supervisors make the 35% contribution to the data i.e.
about 21 in number & out of these 16 were quite satisfied which makes
76% approx. and the worker class which constitutes about 50% of the
total sample i.e. 30 in number & out of these 18-19 were quite satisfied
which makes 60-63% approx.

 Almost all the employees of BHEL are very much satisfied with the
medical facility that they get from BHEL Shivpur. The reason for some
dissatisfaction that has been shown by some of the employees that
includes the worker class (they are 3 in number).

 The housing facility which the employees of BHEL Shivpur are getting
are according to them are the best which the organization can provide,
well ventilated and good houses are there with the better sanitation
facilities and as the result of this the percentage of the fully satisfied
employees are to the larger side i.e., 98% approx.

 The interesting and quite mixed responses had come into light when the
question regarding the promotion policy was asked form the employees.
About 23% of the employees (i.e., about 14 in number) were agreed to
the promotion policy adopted by BHEL, about 65% of the employees
(i.e. 39 in number ) were disagreed(it includes worker class to the
 maximum extent) and about 12% of the employees(ie, 7 in number)
were strongly disagreed to the fact that the promotion policy adopted by
BHEL is not appropriate upto the great extent(it includes some
supervisors and some worker class employees)

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

 Most of the employees have good relations among themselves.

 When asked from the employees that how they rate their job on the 5-
point scale the responses were towards the positive side, very few had
rated their job under 3 point except one, who belonged to the quality
control department of BHEL, when asked why he is rating his job to such
a low point on scale the answer was quite shocking, he said that the
major reason for his low rating is that he has not work to do in the
department.

SUGGESTIONS

 BHEL should make arrangement for the workers to skill them in all fields &
in all kinds of job regular training & education programs should be arranged
for the supervisor and executive so as to uplift them as multi-skilled & to
end monotony. In this way, the workers would also enjoy their work.
 It is suggested that organization should make arrangement for routine,
energizing scheduled and should also be made compulsory for all class of
employees. This will also help the employees to remain fresh & healthy at
there work place.

 The management is requested to educate the employees about the policies of

the organization. Even there are some policies, which are to be amended as
per suggestions of employees.

 It is suggested that the procedure should be made more transparent to the

employees.

 Not only in papers but in practical employees should be strictly allowed to

participate in policymaking. It is suggested that there should be proper
communication establishment within the company right from top to lower
level so that the employees can convey their problems & give suggestion to
the top management & they should also be accepted accordingly this will
indeed also motivate the employees.

 It is suggested to the BHEL organization to make perfect in some areas, such

as policies & procedures, working conditions & environment, incentive to
the workers, training and a better, effective union to workers.
 BIBLIOGRAPHY

1. http://www.managementhelp.org/email/form-to-add-content.htm

2. http://en.wikipedia.org/wiki/steam.

3. http://rd1.hitbox.com/rd? acct=WQ5907226K7DEMENo&p=S.

4. http://en.wikipedia.org/wiki/Employee motivation .

5. http://www.aafp.org/fpm/accessories.

6. http://www.quintcareers.com/

7. http://www.bhelmpc.co.in/tqm/Pc%20Position%20
 ANNEXURE

Questionnaires Copy
Topic name: Employee motivation of BHEL employees
Focus group: Executives, Supervisors and worker.

Q1. Do you feel that employees in BHEL are satisfied in job assigned to them?
a. Fully Satisfied ( ) b. Satisfied ( )
c. Partially Satisfied ( ) d. Dissatisfied ( )

Q2. What actually you have understand by Employee motivation.

Ans:…………………………………………………………………………………
………………………………………………………………………

Q3. How well you like your job?

a. Fully Satisfied ( ) b. Satisfied ( )
c. Partially Satisfied ( ) d. Dissatisfied ( )

Q4. Are you satisfied with the medical facility in BHEL?

a. Fully Satisfied ( ) b. Satisfied ( )
c. Partially Satisfied ( ) d. Dissatisfied ( )

Q5. Are you satisfied with the housing facility at BHEL?

a. Fully Satisfied ( ) b. Satisfied ( )
c. Partially Satisfied ( ) d. Dissatisfied ( )
Q6. Do you agree with the promotion facility in BHEL? If so, at what extent?
Ans:…………………………………………………………………………………
………………………………………………………………………

Q7. Are you satisfied with the working condition particularly at your work
place, also with the prevalent working condition?
a. Fully Satisfied ( ) b. Satisfied ( )
c. Partially Satisfied ( ) d. Dissatisfied ( )

Q8. To what extent you are motivated by your job? Give in 5-point scale?

1 2 3 4 5

Q9. How is your relationship with other people in organisation?

a. Fully Satisfied ( ) b. Satisfied ( )
c. Partially Satisfied ( ) d. Dissatisfied ( )
Q10. What are career opportunities given to you by your job?
Ans…………………………………………………………………………………
…………………………………………………………………………..
Name of employee…………………………
Designation………………………………...