quality of work life in b.h.e.l

7/23/2019 Quality of Work Life in B.H.E.L.

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QUALITY OF WORK LIFE


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SILB-School of Business Management

QUALITY OF WORK LIFE

IN BHEL

By

DESH RAJ

Roll No. : - 1284

SUMMER INTERNSHIP PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

SHOOLNI INSTITUTE OF LIFE SCIENCES &

BUSINESS MANAGEMENT

SOLAN

Under the Guidance of

Mr. D. Pant


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SILB-School of Business Management3

DECLARATION

I hereby declare that the project entitled Quality of Work Life in BHEL submitted for partial

fulfillment for the award of the degree of Master of Business Administration is my original work

and the observations and suggestions in this report are based on the information collected by me

during the training.

The matter presented in this Project Report has not been submitted by me for the award of any

other degree of this or any other University.

Place: SOLAN DESH RAJ

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


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ACKNOWLEDGEMENT

There is always a sense of gratitude one expresses to others for the helpful and needy service

they render during all phases of life. I have completed his training with the help of different

personalities. I wish to express my gratitude towards all of them.

First of all I would like to thank the Management at BHELfor giving me the opportunity to do

my two-month project training in their esteemed organization.

I owe profound sense of regards & gratitude towards Mr. K.S. Bhandari (Sen. Manager-HR),

Mr. D. Pant (our training coordinator) who has Continuously guided & supported me in all the

tasks by giving me valuable insight into issues like The meaning of HR practices, its uses,

objectives and tools as well as steps to be considered in Developing and studying an

organizational structure.

I am thankful to my Faculty Guide Mr. Kuldeep Rojhe,Mr. Udey Mttal,Ms. SalochnaRojhe,

Ms. Nisha& Ms. Yasmin Janjhuafor the continual support and guidance extended towards the

result-oriented approach for the completion of this project. My heartfelt gratitude and warm

salutations are also due to Prof. J.B. Nadda, the Director of School of Business Management,

for creating an enabling environment for carrying out such a pragmatic project.

I would also like to thank my sister Miss Priyanka Bhandari, Executive HR-ITC Ltd., for

providing me valuable help all the time during my summer training in BHEL. Her constant

inspiration and guidance helped in the development of this project.

Lastly I would like to thank my parents and friends for their constant support during the duration

of my training.

DESH RAJ


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EXECUTIVE SUMMARY

As the work culture changes drastically in the recent years, the traditional concept of work to

fulfil humans basic needs are also facing out. The basic needs are continued to diversify and

change according to the evolution of the work system and standards of living of a workforce.

So with this reference the project titled Quality of Work Life has been conducted, in Bharat

Heavy Electricals Limited, Ranipur-Haridwar.

QWL provides for the balanced relationship among work, non-work and family aspects of life. In

other words, family life and social life should not be strained by working hours including

overtime work, work during inconvenient hours, business travel, transfers, vacations, etc.

The project is aimed to cover maximum knowledge of the HR practices followed in the

organization for maintaining a balance between work and non-work life of employees. How the

work culture affect the performance of employees, what motivates the employees to work.

This report is formulated after a thorough research and is based on the information given by the

company personal, through questionnaire filled by the employees & by observing all the

activities taking place in the H.R. department.

With reference to the HR Practices brief knowledge has been gained how the Recruitment cycle

functions, Selection done, the steps of performance appraisal.

BHEL support and provide facilities to their employees to help them to balance the scales. In this

process, BHEL are coming up with new and innovative ideas to improve the quality of work and

quality of work life of every individual in the organization. Various programs like, alternative

work schedules, education for childrens of employees, medical services, community centers,

health clubs, sports clubs, shopping centers, telecommuting etc., are being adopted by BHEL.


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ontents

Chapter - 01 Introduction

Aim of the Project

Objective of Project

Need of Project

08-11

09

10

11

Chapter - 02 Company Profile

Introduction to BHEL

12-42

16

Chapter - 03 Quality of Work Life (QWL)

3.1 What is QWL

3.2 Defining QWL

3.3 Factors that influence & decide the QWL

3.4 Specific issues in QWL

3.5 Major QWL issues3.6 Strategies for improving QWL

3.7 QWL through Employee Involvement (EI)

3.8 QWL in BHEL Haridwar-An Overview

43-66

44

50

52

54

5557

58

59

Chapter - 04 Research Methodology 67-69

Chapter - 05 Data Analysis & Interpretation 70-79

Chapter - 06 Conclusions

6.1 Observations

6.2 Findings

6.3 Suggestions

80-85

81

82


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6.4 Conclusion

6.5 Limitations

83

84

85

Bibliography 86Appendix 87-90


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hapter - 01


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AIM OF THE PROJECT

The aim of the study was to understand the quality of work life of employees in BHEL Haridwar.

This involved study of functioning and operations at BHEL Haridwar with special emphasis on

the different activities related to management of Human Resource at BHEL such as training and

development, compensation and rewards, welfare activities, job security etc.


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OBJECTIVES OF PROJECT

The objectives of the project were mainly:

To get an overview of the company.

To know the details of products and departments of BHEL.

Human Resource Department functioning.

To get an account of the welfare activities being laid down for the employees.

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

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

To gain an insight into current working life policies and practices, as well as work-life

balance issues.

To find out way to improve quality of work life.


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NEED OF PROJECT

BHEL is a large public sector organization, which has an excellent record of making profits over

a number of years. It is an interesting subject to study the quality of work life in such a largeorganization. It if felt that the organization is concerned mainly with the activities going on

during the office hours. The employees responsibilities and various benefits go hand in hand.

Everything that an organization provides to an employee in and away from the office has a direct

or indirect effect on his performance. By providing a better QWL to the employees, the

organization can achieve the following results:

Better performance of employees.

More devotion and dedication towards work.

Reduced absenteeism.

Voluntary participation in organizational activities.

High productivity.

Reduced corruption.

High Turnover

BHEL Haridwar, being a public sector organization has achieved these results by providing a

better quality of work life to its employees inside and outside the workplace. Facilities like

canteens, dispensaries at the work place & facilities like education for childrens of employees,

medical services, community centers, health club, sports club, shopping centers, peeth bazaars

(weekly) & theatres etc, outside the work place.

As BHEL Haridwar is an entire township away from the main city, the life of each employee is

limited mostly in the township area only. Are the basic needs being fulfilled? Is he provided with

all the facilities he requires?

This concept gave me the idea to conduct a survey in BHEL, Haridwar to know what measures

they take to improve the QWL of their employees.


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hapter - 02


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Brightening lives Powering progress


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A World-Class Engineering Enterprise Committed to

Enhancing Stakeholder Value.

To be an Indian Multinational Engineering Enterprise

providing Total Business Solutions through Quality Products

Systems and Services in the fields of Energy, Industry,

Transportation, Infrastructure and other potential areas.

Zeal to Excel and Zest for Change.

Integrity and Fairness in all Matters.

Respect for Dignity and Potential of Individuals.

Strict Adherence to Commitments.

Ensure speed of Response.

Fast Learning, Creativity and Team Work.

Loyalty and Pride in the company.


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INTRODUCTION TO COMPANY

harat Heavy Electricals Ltd. (BHEL) is the largest engineering and manufacturing

enterprise of its kind in India and is one of the leading international companies in the field

of power equipment manufacture. The first plant of BHEL, set up at Bhopal in 1956, signaled the

dawn of the Heavy Electrical Industry in India. In the sixties, three more major plants were set

up at Haridwar, Hyderabad and Tiruchirapalli that form the core of the diversified product range,

systems and services that BHEL offers today. BHELs range of services extends from project

feasibility studies to after-sales service, successfully meeting diverse needs through turnkey

capability. The company has 14 manufacturing units, 4 power sector regions, 8 service centers

and 15 regional offices, besides project sites spread all over India and abroad. BHEL has a well

recognized track record of performance, making profits continuously since 1971-72 and paying

dividends since 1976-77.

BHEL manufactures over 180 products under 30 major product groups and caters to core sectors

of the Indian economy viz., Power Generation and Transmission, Industry, Transportation,

Renewable Energy etc. The quality and reliability of its products is due to the emphasis on

design, engineering and manufacturing to international standards by acquiring and adapting some

of the best technologies from leading companies in the world, together with technologiesdeveloped in its own R&D centers. The Company has been constantly adapting itself to face the

challenges thrown-up by the business environment.

BHEL has already attained ISO 9000 certification for quality management and all the

manufacturing units /divisions have been upgraded to the latest ISO 9001-2000 version. BHEL

has also secured ISO 14001 certification for environmental management systems & OHSAS -

18001 certification for occupational health and safety management systems for all its

units/divisions. BHEL is continuing its journey towards Business Excellence.

BHEL has committed to support the Global Compact & the set of core values enshrined in its ten

principles in the areas of human rights, labour standards and environment.

B


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BOARD OF DIRECTORS (AS ON 30.07.2009)

Shri K Ravi Kumar CMD & Director (Power)

Shri Saurabh Chandra Director

Shri Rajiv Bansal Director

Shri S Ravi Director

Shri Ashok Kumar Basu Director

Shri M A Pathan Director

Smt. Reva Nayya Director

Shri C S Verma Director (Finance)

Shri Anil Sachdev Director (HR)

Shri B P Rao Director (IS&P)

Shri IP Singh Company Secretary


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BUSINESS SECTORS:

BHELs operations are organized around three business sectors, namely Power, Industry

including Transmission, Transportation & Renewable Energy, and International Operations. This

enables BHEL to have a strong customer orientation and respond quickly to the changes in the

market.

Power Generation

Power Generation Sector comprises thermal, gas, hydro and nuclear power plant business. As of

31.3.2008, BHEL-supplied sets account for 85,811 MW or nearly 64% of the total installed

capacity of 1,34,722 MW in the country. Significantly, these sets generated an all-time high

456.12 Billion Units of electricity,

contributing 73% of the total power

generated in the country. The

cumulative capacity of projects

installed worldwide have crossed

1,00,000 MW.

The Company has proven expertise in

Plant Performance Improvement

through Renovation, Modernizationand Updating of a variety of power

plant equipment, besides specialized

know-how of residual life assessment,

health diagnostics and life extension of plants. It has retained 100% share of R&M market of

Thermal sets in the country in 2008-09.

BHEL has proven turnkey capabilities for executing power projects from Concept-to

Commissioning. The Company has introduced new rating thermal sets of 270 MW, 525 MW &

600 MW in subcritical range and possesses the technology and capability to produce large

capacity thermal sets with super critical parameters and, advanced-class gas turbine-generator

sets. Co-generation and combined cycle plants have been introduced to achieve higher plant


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efficiencies. To make efficient use of the high-ash-content coal available in India, BHEL also

supplies circulating fluidised bed combustion (CFBC) boilers for thermal plants.

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

turbine-generator sets. Custom-made hydro sets of Francis, Pelton and Kaplan types for different

head-discharge combinations are also engineered and manufactured by BHEL.

BHEL is one of the few companies worldwide, involved in the development of Integrated

Gasification Combined Cycle (IGCC) technology which would usher in clean coal technology.

BHEL has set up Asias first 6.2 MW IGCC power plant with an indigenously designed

pressurised fluidised bed gasifier.

Industries

BHEL is a leading manufacturer of a variety of electrical, electronic and mechanical equipment,

to meet the demands of a number of industries, like metallurgical, mining, cement, paper,

fertilizers, refineries & petro-chemicals etc. other than power utilities. BHEL has supplied

systems and individual products including a large number of co-generation Captive power plants,

Centrifugal compressors, Drive Turbines, Industrial boilers and auxiliaries, Waste heat recovery

boilers, Gas turbines, Pumps, Heat exchangers, Electrical machines, Valves, Heavy castings and

forgings, Electrostatic precipitators, ID/FD fans, Seamless pipes etc. to a number of industries

other than power utilities. BHEL has also emerged as a major supplier of controls and

instrumentation systems, especially distributed digital control systems for various power plants

and industries.

BHEL is the leading company in the world having mastered the art of burning Naptha in Gas

Turbines.

Transportation

Today, over 70% of Indian Railways, one of the largest railway networks in the world is

equipped with traction equipment built by BHEL. BHEL's involvement in the transportation

sector has been marked with rapid growth. Most of the trains in Indian Railways, whether


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electric or diesel powered, are equipped with BHELs traction propulsion system and controls.

The systems supplied are both with conventional DC drives and state of the art AC drives.

Indias first underground metro at Kolkata runs on drives and

controls supplied by BHEL. The Company also manufactures complete rolling stock i.e.,

Mainline 25 kV AC locomotives up to 5000 HP, EMU coaches and Diesel Electric Shunting

Locomotives from 350 HP to 2600 HP.

BHEL also undertakes retrofitting and overhauling of rolling stock. In the area of urban

transportation, BHEL is geared up for turnkey execution of electric trolley bus systems, light rail

systems and metro systems. BHEL is contributing to the supply of electrics for EMUs for

15000V DC & 25 kV AC to Indian Railways. Almost all the EMUs in service are with electrics

manufactured and supplied by BHEL.

BHEL has also diversified into the area of track maintenance machines and coach building for

Indian Railways and undertakes retrofitting and overhauling of rolling stock

Renewable Energy

BHEL has been manufacturing and supplying a range of Renewable Energy products and

systems. It includes Photo Voltaic modules and systems. BHEL has supplied stand alone Power

Plants of ratings up to 150 KW peak, usually used as Distributed Power generation plants. The

Company has capability to design and execute grid connected MW sized PV plants.

BHEL is actively associated with the development and adoption of Wind Power and

Concentrated Solar Power (CSP) projects in India and abroad.

In addition, BHEL fabricates space-grade solar panels and space-quality batteries for satellites

launched by ISRO. BHEL is also supplying small hydro power plants (up to 25 MW station

capacities) for distributed power generation.


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SILB-School of Business Management

Oil and Gas

BHEL is supplying onshore drilling rig equipment viz., draw-works, rotary-table, travelling

block, swivel, mast and sub structure, mud systems and rig electrics to ONGC and Oil India Ltd.

Well heads & Xmas Tree valves up to 10,000 psi rating for onshore as well as offshore

application are being supplied to ONGC, Oil India Ltd. and Private Drilling Companies. BHEL

has also supplied Casing Support System, Mudline Suspension System and Block Valves to

ONGC for offshore application. It also has the capability to supply complete onshore drilling

rigs, super-deep drilling rigs, desert rigs, mobile rigs, work over rigs and sub-sea well heads.

Currently, BHEL is executing orders for refurbishment and up-gradation of onshore Oil Rigs

from ONGC & Oil India Ltd.

BHEL has supplied GT driven centrifugal compressorpackages to GAIL India Ltd. for their gas compressor stations for Dahej-Vijaipur gas pipeline

project.

Transmission

BHEL supplies a wide range of products and systems for transmission and distribution

applications.

The products manufactured by BHEL include power transformers, instrument transformers, dry

type transformers, shunt reactors, capacitors, vacuum and SF6 switchgear, gas insulated

switchgears, ceramic insulators, etc. BHEL has developed and commercialized the countrys first

indigenous 36 kV Gas Insulated Substation (GIS) and has also developed 145 kV GIS which has

undergone successful field trials at Hyderabad.

For enhancing the power transfer capability and reducing transmission losses in 400 kV lines,

BHEL has indigenously developed and executed a number of fixed series compensation

schemes. BHEL has indigenously developed and commercialized state-of-the-art 400 kV

Controlled Shunt Reactor (CSR) for reactive power management of long transmission lines.

With a strong engineering base, the Company undertakes turnkey execution of

substations/switchyards up to 400 kV and has the capability to execute 765 kV projects. High


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Voltage Direct Current (HVDC) systems have been executed for economic transmission of bulk

power over long distances.

International Business

BHEL has, over the years, established its references in more than 70 countries across all

inhabited continents of the world. These references encompass almost the entire range of BHEL

products and services, covering Thermal, Hydro and Gas-based turnkey power projects,

Substation projects, and Rehabilitation projects, besides a wide variety of products like:

Transformers, Compressors, Valves and Oil Field Equipment, Electrostatic Precipitators,

Photovoltaic Equipment, Insulators, Heat Exchangers, Switchgears, Castings and Forgings etc.

Some of the major successes achieved by BHEL have been in Gas-based power projects in

Oman, Libya, Malaysia, UAE, Saudi Arabia, Iraq, Bangladesh, Sri Lanka, China, Kazakhstan;

Thermal power projects in Cyprus, Malta, Libya, Egypt, Indonesia, Thailand, Malaysia, Sudan,

Syria, Ethiopia, Senegal, New Caledonia; Hydro power plants in New Zealand, Malaysia,

Azerbaijan, Bhutan, Nepal, Taiwan, Tajikistan, Vietnam, Rwanda, Thailand, Afghanistan; and

substation projects & equipment in various countries. Execution of these overseas projects has

also provided BHEL the experience of working with world-renowned Consulting Organisations

and Inspection Agencies.

The Company has been successful in meeting demanding requirements of International markets,

in terms of complexity of the works as well as technological, quality and other requirements viz.,

HSE requirements, financing packages and associated O&M services, to name a few. BHEL has

proved its capability to undertake projects on fast-track basis.

BHEL has also established its versatility meet the other varying needs of various sectors, be it

captive power, utility power generation or for the oil sector. Besides undertaking turnkey

projects on its own, BHEL also possesses the requisite flexibility to interface and complement

other International companies for large projects, and has also exhibited adaptability by

manufacturing and supplying intermediate products.


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The Company is taking a number of strategic business initiatives to fuel further growth in

overseas business. This includes firmly establishing itself in target export markets, positioning of

BHEL as a regular EPC contractor in the global market both in utility and IPP segments, and

exploring various opportunities for setting up overseas joint ventures etc.

Technology up-gradation, Research & Development

To remain competitive and meet customers expectations BHEL lays great emphasis on the

continuous up-gradation of products and related technologies and development of new products.

The Company has upgraded its products to contemporary levels through continuous in-house

efforts as well as through acquisition of new technologies from leading engineering

organizations of the world.

The Corporate R&D Division at Hyderabad leads BHELs research efforts in number of areas of

importance to BHELs product range. Research and product development centre at each of

manufacturing divisions play a complementary role. Centre of Excellence have been set up for

Simulators, Computational Fluid Dynamics, Permanent Magnetic Machines, Surface

Engineering and Centre for Intelligent Machines and Robotics (CIMAR).


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In addition to Corporate R&D Division, BHEL has four specialized institutes viz., Welding

Research Institute at Tiruchy, Ceramic Technological Institute at Bangalore, Centre of Electric

Traction and Hydro Lab at Bhopal and Pollution Control Research Institute at Haridwar.

The Company is also engaged in research in futuristic areas

like fuel cells for distributed environment friendly power generation, clean coal technology

applications, superconductivity applications in transformers, generators/motors etc, thin film

solar cells and nano technology for various applications.

Human Resource Development Institute

The Human Resource Development Institute situated in Noida, a cornerstone of BHELs

learning Infrastructure, along with Human Resource Development Centers at units and Advanced

Technical Education Center (ATEC) in Hyderabad, through various HRD efforts ensure that the

prime resource of the organization the Human Capital - is Always in a state of Readiness to

meet the dynamic challenges posed by a fast changing environment. It is their constant endeavor

to take the HRD activities to the strategic level of becoming active partner for achieving the

organizational goals.

Guided by the HRD Mission Statement To promote and inculcate a value-based culture

utilizing the fullest potential of Human Resources for achieving the BHEL Mission HRDI,

through a step by - step strategic long-term training process and several short-term need-based

programs based on comprehensive organizational research, enable its human resources to unearth

and polish their potential.

HRDI is spearheading the HRD initiatives in the Company and focusing on competency,

commitment and culture building.

Health, Safety and Environment Management

BHEL is an environment friendly company in all its activities, products and services besides

providing safe and healthy working environment to all its stakeholders.


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BHELs commitment towards conservation of environment, continued and various Environment

Improvement Projects (EIPs) successfully completed during the year (2007-08). Major EIPs

completed during the year in and around units/regions and sites include cumulative tree

plantation (over 1 lac), Rainwater Harvesting Plants, Energy & Conservation Projects utilizing

efficient technologies, Chemical storage & disposal plants, Resource conservation plants. These

projects helped in creating pollution free environment, conservation of precious resources like

energy, water, fuel oil, coolant besides installation of proper system for storage/handling of

chemical waste.

All manufacturing units/regions of the Company are accredited to international standards viz.

ISO-14001 certification for environmental management and OHSAS-18001 certification for

occupational health and safety management systems.

The Company reiterates its commitment to United Nations Global Compact Program and the set

of core values enshrined in its ten principles on human rights, labour standards, environment and

anticorruption and intend to advance G.C. principles within the Companys sphere of influence

and has made it a part of its strategy, culture and day-to-day operations.

Corporate Social Responsibility

BHEL has developed a CSR scheme and its Mission Statement on CSR is- Be a Committed

Corporate Citizen, alive towards its Corporate Social Responsibility. Thrust is being given in

eight areas- Self employment generation, Environment protection, Community development,

Education, Health management & medical aids, Orphanages & Old-age Homes, Infrastructural

development and Disaster/ Calamity Management. Quarterly and annual CSR reports are

prepared containing the activities carried out, benefits accrued to neighboring communities, the

number of people benefited and the amount spent etc.

BHEL adopted 56 villages having nearly 80,000 inhabitants. In addition, BHEL provides

financial assistance to various NGOs/Trusts/Social Welfare Societies that are engaged in social

activities throughout the country.


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PRODUCT PROFILE:

Thermal Power Plants

Steam turbines, boilers and generators of up to 500 MW capacity for utility and

combined-cycle applications; capability to manufacture boilers and steam turbines with

supercritical steam cycle parameters and matching generators of up to 1000 MW unit

size.

Steam turbines, boilers and generators for CPP applications; capability to manufacture

condensing, extraction, back pressure, injection or any combination of these types of

steam turbines.

Nuclear Power Plants

Steam generator & Turbine generator up to 540 MW capacity.

Gas-Based Power Plants

Gas turbines of up to 280 MW (ISO) rating.

Gas turbine-based co-generation and combined-cycle systems for industry and utility

applications.

Hydro Power Plants

Custom-built conventional hydro turbines of Kaplan, Francis and Pelton types with

matching generators, pump turbines with matching motor-generators.

Mini/micro hydro sets.

Spherical, butterfly and rotary valves and auxiliaries for hydro stations.

DG Power PlantsHSD, LDO, FO, LSHS, natural gas/biogas-based diesel generator power plants, unit rating of up

to 20 MW and voltage up to 11 kV, for emergency, peaking as well as base load operations on

turnkey basis.


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Industrial Sets

Industrial turbo-sets of rating from 1.5 to 120 MW.

Gas turbines and matching generators ranging from 3 to 280 MW (ISO) rating.

Industrial steam turbines and gas turbines for drive applications and co-generation

applications.

Boilers

Steam generators for utilities, ranging from 30 to 500 MW capacity, using coal, lignite,

oil, natural gas or a combination of these fuels; capability to manufacture boilers with

supercritical parameters up to 1000 MW unit size.

Steam generators for industrial applications, ranging from 40 to 450 t/hour capacity,

using coal, natural gas, industrial gases, biomass, lignite, oil or a combination of these

fuels.

Pulverised fuel fired boilers.

Stoker boilers.

Atmospheric fluidised bed combustion boilers.

Circulating fluidised bed combustion boilers.

Heat-recovery steam generators.

Chemical recovery boilers for paper industry, ranging from capacity of 100 to 1000 t/day

of dry solids.

Pressure vessels.

Boiler Auxiliaries

Fans

Axial reaction fans of single stage and double stage for clean air application, withcapacity ranging from 25 to 800m3/s and pressure ranging from 120 to 1,480 m of gas

column.

Axial impulse fans for both clean air and flue gas applications, with capacity ranging

from 7 to 600m3/s and pressure up to 700m of gas column.


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Single and double-suction radial fans for clean air and dust-laden hot gases applications

up to 400oC, with capacity ranging from 4 to 600m3/s and pressure ranging from 150 to

1,800 m of gas column.

Air-Preheaters

Ljungstrom rotary regenerative air-preheaters for boilers and process furnaces.

Large regenerative air-preheaters for utilities of capacity up to 1000 MW.

Gravimetric Feeders

Pulverisers

Bowl mills of slow and medium speed of capacity up to 100 t/hour.

Tube mills for pulverising low-grade coal with high-ash content.

Pulse Jet and Reverse Air Type Fabric Filters (Bag Filters).

ElectrostaticPrecipitators

Electrostatic precipitators of any capacity with efficiency up to 99.9% for utility and industrial

applications.

Mechanical Separators

Soot Blowers

Long retractable soot blowers (travel up to 12.2m), wall deslaggers, rotary blowers and

temperature probes and related control panels operating on pneumatic, electric or manual

mode.

Swivel arm type soot blowers for regenerative airpreheaters.

Valves

High-pressure and low-pressure bypass valves for utilities.

High and medium-pressure valves, cast and forged steel valves of gate, globe, non-return

(swing-check and piston lift-check) types for steam, oil and gas duties up to 600 mm

diameter, 250 kg/cm2 pressure and 540oC temperature.

High-capacity safety valves and automatic electrically operated pressure relief valves forset pressure up to 200 kg/cm2 and temperature up to 550oC.

Safety relief valves for applications in power, process and other industries for set pressure

up to 175 kg/cm2 and temperature up to 565oC.


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Ceramic wear-resistant lining material for application in pulverised and coal piping

components of thermal power stations as well as in cement, coal and steel industries.

Piping Systems

Constant load hangers, clamp and hanger components, variable spring hangers for power stations

up to 1000 MW capacities, combined cycle plants, industrial boilers and process industries.

Heat Exchangers and Pressure Vessels

CS/AS/SS/Non-ferrous shell and tube heat exchangers and pressure vessels.

Air-cooled heat exchangers.

Surface condensers.

Steam jet air ejectors.

Columns.

Reactors, drums.

LPG/propane storage bullets.

LPG/propane mounded storage vessels.

Feed water heaters.

Pumps

Pumps for various applications to suit utilities up to a capacity of 1000 MW.

Boiler feed pumps (motor or steam turbine driven).

Boiler feed booster pumps.

Condensate pumps.

Circulating water pumps.

Emergency oil pumps.

Lubricating oil pumps.

Standby oil pumps.

Power Station Control Equipments

Microprocessor-based distributed digital control systems.

Data acquisition systems.

Man-machine interface.

Sub-station controls with SCADA.

Static excitation equipment/automatic voltage regulator.


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Electro-hydraulic governor control.

Turbine supervisory system and control.

Burner Management system.

Controls for electrostatic precipitators.

Controls for HP/LP bypass valves.

Soot blower control.

Auxiliary pressure reduction and de-superheating system.

Balance of Plant station controls.

Gas turbine control system.

Switchgear

Switchgear of various types for indoor and outdoor applications and voltage ratings up to

400 kV.

Minimum oil circuit breakers (66kV - 132kV).

SF6 circuit breakers (132 kV - 400 kV).

Vacuum circuit breakers (3.3 kV - 33 kV).

Gas insulated switchgears (145 kV).

Bus ducts

Bus ducts with associated equipment to suit generator power output of utilities of up to 500 MW

capacity.

Transformers

Power transformers for voltage up to 400 kV and 800 kV is under development.

HVDC transformers and reactors up to 500 kV rating.

Series and shunt reactors of up to 400 kV rating and 800 kV is under development.

Electro-magnetic voltage transformers up to 220 kV.

Capacitor voltage transformers up to 400 kV.

Cast resin dry type transformers up to 10 MVA 33 kV.

Special transformers for: earthing; furnace; rectifier; electrostatic precipitator; freight

loco, AC EMU and traction.


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Insulators

High-tension ceramic insulators.

Disc/suspension insulators for AC/DC applications, ranging from 45 to 400 kN electro-

mechanical strength, for clean and polluted atmospheres.

Pin insulators up to 33 kV including radio free design.

Post insulators suitable for applications up to 220 kV stacks.

Hollow porcelains up to 400 kV for Transformers, SF6 circuit breakers.

Solid core porcelain insulators for 25 kV Railway Traction.

Solid core insulators up to 400 kV for Bus Post & Isolators for substation applications.

Composite Insulators for 25 kV Railway Traction and up to 400 kV transmission lines.

Disc insulators for 800 kV AC and 500 kV HVDC transmission lines (BHEL is the first

Indian manufacturer to supply such insulators).

Industrial and Special Ceramics

High-performance ceramics for special applications like: alumina, substrates, crucibles,

pebbles, metal ceramic jointing components, etc.

Cordierite Honeycomb 80 to 400 cpsi in different contours and lengths for various

applications including petrol and diesel vehicles.

Capacitors

Power capacitors for industrial and power systems of up to 250 kVAr rating for

application up to 400 kV.

Coupling/CVT capacitors for voltages up to 400 kV.

CAPSWITCH solid state switch for on/off control of capacitor banks for LT

applications.

Energy Meters

Single-phase and 3-phase electro-mechanical energy meters with jewel bearing or

magnetic suspension bottom bearing.

Single-phase and 3-phase electro-mechanical meters with stepper-motor driven counters

and LCD's.

High-accuracy Trivector meter (0.2 class and 0.5 class).

Single-phase and 3-phase prepaid meter and reading.


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Complete metering solutions with automatic meter reading.

Electrical Machines

AC squirrel cage, slipring, synchronous motors, industrial alternators and DC machines are

manufactured as per range summarised below. Special-purpose machines are manufactured on

request.

AC Machines for Safe Area Application

Induction Motors

Squirrel cage-150 to 35000 kW

Slipring-150 to 15000 kW

Synchronous motors-1000 to 17500 kW

Variable-Speed drives

Synchronous motors-1000 to 17500 kW

Induction motors-200 to 35000 kW

AC Machines for Hazardous Area Application

Flame-proof motors (Ex.'D') 150 to 1600 kW.

Pressurised (Ex. 'P')-150 kW and above Non-sparking (Ex. 'N').

Non-sparking (Ex. 'N')Variable speed.

Increased safety (Ex. 'E') Synchronous and Squirrel Cage.

DC Machines

Mill Duty 3.5 to 186 kW.

Medium/Large 75 to 12000 kW Industrial Alternators.

Steam turbine, gas turbine-2000 kVA to and diesel engine driven 60,000 kVA.

Voltage & Enclosure

Voltage

AC-415 V to 13800 V

DC - up to 1200 V

Enclosure

SPDP, CACW, CACA, TETV.


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Compressors

Centrifugal compressors of varying sizes, driven by steam turbine/gas turbine/motor, for

industrial applications handling almost all types of gases; range covers pressure up to 800

kg/cm2 and capacity up to 350,000 Nm3/hour.

Control Gear

Industrial Control gear

Control panels and cubicles for applications in steel, aluminium, cement, paper, rubber,

mining, sugar and petrochemical industries.

Liquid rotor starters for slipring induction motors of up to 2500 hp rating.

Liquid regulators for variable-speed motors.

Contractors

LT air break type AC for voltages up to 660 V.

LT air break type DC contactors for voltages up to 600 V.

HT vacuum type AC for voltages up to 11kV.

Traction Control gear

Control gear equipment for railways and other traction applications.

Control and Relay Panels

Control Panels for voltages up to 400 kV and control desks for generating stations and

EHV substations.

Control and relay boards.

Turbine gauge boards for thermal, gas, hydro and nuclear sets.

Turbine electrical control cubicles.

Outdoor-type control panels and marshalling kiosks, swinging type synchronizing panel

and mobile synchronizing trolley.

Transformer tap-changer panels.

Silicon RectifiersSilicon power rectifiers with matching transformers for industrial applications like

aluminium/copper/zinc smelting, for electrolysis in chemical industry and AC/DC traction

application.


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Thyristor Gto/Igbt Equipment

Thyristor converter/inverter equipment for DC drives and synchronous motors.

Thyristor high current/high voltage power supplies.

Static AC variable-speed drive systems using GTO/IGBT.

Thyristor valves and controls for HVDC transmission.

High frequency induction heating equipment.

Thyristor valves and controls for reactive power management.

Power Devices

High-power capacity silicon diodes, thyristor devices and solar photovoltaic cells.

Transportation Equipment

AC electric locomotives.

AC-DC dual voltage electric locomotives.

Diesel-electric locomotives.

Diesel hydraulic locomotives.

Transformers smoothing reactors.

Traction generators/alternators.

Rectifiers.

Bogies.

Vacuum circuit breakers.

Auxiliary machines.

Microprocessor-based electronic control equipment.

Power converter/inverter.

Distributed Power Generation and Small Hydro Plants

Wind electric generator of up to 250 kW rating.

Solar PV systems and power plants.

Solar pumps.

Solar water heating system.

Solar lanterns, home lighting and street lighting.

Small hydro power plants up to 25 MW station capacity.


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Systems and Services

Power Generation Systems

Turnkey power stations.

Combined-cycle power plants.

Cogeneration systems.

Modernization and Rehabilitation of power stations.

Transmission systems

Sub-stations/switchyards.

HVDC transmission systems.

Shunt and Series compensation systems.

Power system analysis and controls.

FACTS & CSR.

Distribution systems

Substations.

Automation.

Remote metering.

Transportation system

Traction systems.

Urban transportation systems.


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BHEL HARIDWAR (AN OVERVIEW)

BHEL Haridwar has a constant track record of growth performance and profitability. BHEL

Haridwar is located against the picturesque shivalik foothills of Himalayas and on the bank of

Holy River Ganga, at Ranipur near Haridwar.

It consists of two-power equipment manufacturing plants:

1. HEEP(Heavy Electrical Equipment Plant).

2. CFFP(Central Foundry Forge Plant).


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HEEP

The Heavy Electricals Equipment Plant (HEEP) is on the northern side of the BHEL Haridwar.

This plant was set up in technical collaboration with USSR, for the manufacture of power plant

equipment, AC/DC motors of various since with associated control equipment & started

production in January 1967.The core business of HEEP includes design and manufacture of

large steam and gas turbines, turbo generators, hydro turbines and generators, large AC/DC

motors and so on.HEEP over the years has acquired the competence to manufacture higher size

thermal sets by optimizing the utilization of existing capacities, modernization of machine tools

& installation of CNC machines.

HEEP Haridwar has exported its products to Iran, Russia and Germany. The products exported

include condensers for 800MW thermal sets, turbine rotors, Curtis wheel blades, gas turbine

combustion chambers, haulage winches and electrical machines.

CFFP

The Central Foundry Forge Plant was set up with FRENCH collaboration for the production of

alloy steel casting and forging required completing the production profile of BHEL.

The CFFP started construction in 1974 and production was commenced in 1976. CFFP has been

supplying sophisticated castings used in power sector. Critical forging manufactured by CFFP

includes HP, IP AND LP rotors and discs, etc.CFFP is mainly engaged in manufacture of Steel

Castings: Up to 50 Tons per Piece Wt & Steel Forgings: Up to 55 Tons per Piece Wt. CFFP is

further upgrading and augmenting facilities in the high growth and high technical area. The plant

has set up a 9000-tonne Forging Press, higher capacity arc furnaces and other facilities to

manufacture heavy forging.

CFFP has been recognized as a well-known steel maker Foundry and Forge master by Indian

Boiler Board. The American Bureau of shipping has also approved CFFP for manufacture of

casting and forging for Shio Building Industry.

HEEP & CFFP have been awarded ISO-9001 and ISO-9002 certificates respectively. HEEP &

CFFP units of BHEL, Haridwar have also been awarded ISO-14001.


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More than 40% of the country's electric energy is generated from the power equipment supplied

by BHEL, Haridwar.

PCRI (Pollution Control Research Institute):

A Rs. 5 Crore Pollution Control Research Institute has also been set up at Haridwar with

assistance from UNDP (Unified Nations Development Program) to develop new technologies for

prevention of air, water, noise and solid waste pollution. The institute has already conducted a

number of studies on the effect of emission of industrial pollutants in and around industries and

thermal power station. The institute is rendering Consultancy Services to a large number of

government and private organization to control industrial pollutants.

The institute is equipped with most modern monitoring and analytical instruments and powered

by a team of highly qualified engineers and scientists. Fully operational, since 1990, the institute

has already provided services to over

65 organizations in country

Major Equipments used in PCRI:

Mobile Monitoring Unit.

UV Spectro Photometer.

Dust Density Monitor.

Induction Coupled Plasma Unit.

Service Offered:

Environmental Impact Assessment.

Regional Pollution Studies.

Environmental Audit in Industries/Power Plant.

Monitoring and Analysis of pollution levels in air, water, solid waste samples etc.


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Quality:

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

machining, assembly or testing, Quality is a watchword. Quality Assurance System, Quality Plan

and Field Quality Assurance are aids to total quality concept. BHEL Haridwar has also been

recognized by M/s. TUV, Germany for its capability to manufacture pressure vessels in

accordance with the German standards.

KEY ASSETS OF BHEL HARIDWAR:

Training & Development

The Human Resource Development Center (HRDC)has imparted training to a large number

of employees. It has been adjusted The Best Establishment in Northern Region. HRDC is also

providing vocational training to students.

Houses & Educational Facilities

Spread over 25-sq. km, BHEL Haridwar has a large township with over 6500 houses including

hostel with all amenities. Under the scheme to Build Own House a big township named

Shivalik Nagar has come up with in BHEL campus with all facilities.

Medical Services

All employees, their families and dependents are entitled to free medical aid at Companys well

equipped hospital and eight dispensaries located in township. A school Health Service Scheme

provides regular check up of all the school going children.

Ancillaration

In line with the Governments policy to develop small scale industries, BHEL has been

instrumental in the establishment of 30 ancillary industrial units. These units provide

employment to nearly 1500 persons and supply items and components to BHEL Haridwar. These

ancillary industrial units are situated alongside the BHEL-complex and some of them are located

in adjoining towns.Work Culture

BHEL Haridwar works in an open environment with participation of employees through various

suggestion schemes, committees at different levels and open forums. Continuous process by

information sharing at all levels and in all directions.


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Sports Facilities

For the recreation of employees, three community centers and one club equipped with all modern

facilities for cultural programs, indoor games, libraries, reading rooms are available to employees

and their wards. BHEL Sports club organizes competitions for both indoor and outdoor games on

regular basis. Special sports coaching camps are organized for the children of the BHEL

employees during summer vacations.

Social Activities

As part of its social obligation, BHEL Haridwar is striving to improve the quality of life in and

around its township. It has adopted three villages namely Roshanbad, Hetampur and Aaneki.

BHELs contribution covers almost all aspects of life viz. Education, health, hygiene, recreation

and means of livelihood. A medical team, headed by a BHEL doctor, visits these villages once a

week for free medical check-up and distribution of medicines among the inhabitants. The Gram

Vikas Sewa Samiti and BHEL Ladies Club are playing a very significant role in the

implementation of the various welfare schemes in these villages.

PARTICIPATIVE FORUMS AT BHEL:

Employees are encouraged to participate in suggestion schemes and open forums to give

constructive suggestions leading to increase in productivity, improvement in quality and

economy in consumption of materials.

Various participative forums today working at BHEL are:

1. Joint committee at Apex National Level.

2. Plant Council at Plant Level.

3. Shop Council in each major area of plant.

4. Welfare Committee.

5.

Quality Circles.

6. Suggestion Schemes.


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The various welfare committees working at BHEL Haridwar are as follows:

1. Canteen Advisory Committee

2. Safety Advisory Committee

3. Hospital Advisory Committee

4. Township Advisory Committee

5. House Allotment Advisory Committee

6. Provident Fund Advisory Committee

7. Welfare Item Advisory Committee

8. Grievance Advisory Committee

9. Death Relief Fund Advisory Committee

TRADE UNIONS & ASSOCIATIONS:In BHEL Haridwar, there are 13 unions in total but the active and representative unions are only

4.

01. BHEL Karamchari Parishad.

02. Heavy Elect. Worker Trade Union.

03. BHEL Worker Union. (HMS).

04. Heavy Elect Mazdoor Union (INTUC).

05. BHEL Workers Association (AITIC).

06. BHEL Kamgar Union (CITU).

07. Heavy Elect. Karamchari Sangh (BMS).

08. All India BHEL Employees Union (PPD).

09. BHEL Ambedkar Union.

10. BHEL United Karamchari Manch.

11. Staff Association.

12.

BHEL Employees Sangh.

13. BHEL Shramik Sangh.


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hapter - 03


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3.1 WHAT IS QUALITY OF WORTK LIFE?

The term refers to the favourableness or unfavourableness of a total job environment for people.

QWL programs are another way in which organisations recognise their responsibility to

develop jobs and working conditions that are excellent for people as well as for economic

health of the organisation. The elements in a typical QWL program include open

communications, equitable reward systems, a concern for employee job security and satisfying

careers and participation in decision making. Many early QWL efforts focus on job enrichment.

In addition to improving the work system, QWL programs usually emphasis development of

employee skills, the reduction of occupational stress and the development of more co-operative

labour-management relations.

QWL is a process by which an organization responds to employee needs for developing

mechanisms to allow them to share fully in making the decisions that design their lives at work.

The aim of QWL is to identify and implement alternative programs to improve the quality of

professional as well as personal life of an organizations employees. The QWL approach

considers people as an asset' to the organization rather than as costs'. It believes that people

perform better when they are allowed to participate in managing their work and make decisions.

This approach motivates people by satisfying not only their economic needs but also their social

and psychological ones. To satisfy the new generation workforce, organizations need to

concentrate on job designs and organization of work. Further, today's workforce is realizing the

importance of relationships and is trying to strike a balance between career and personal lives.

Vigorous Domestic and International competition drive

organisations to be more productive. Proactive managers and human resource departments

respond to this challenge by finding new ways to improve productivity. Some strategies rely

heavily upon new capital investment and technology. Others seek changes in employee relations

practices.

Human resource departments are involved with efforts to improve productivity through changes

in employee relations. QWL means having good supervision, good working conditions, good pay

and benefits and an interesting, challenging and rewarding job. High QWL is sought through an


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employee relations philosophy that encourages the use of QWL efforts, which are systematic

attempts by an organisation to give workers greater opportunities to affect their jobs and their

contributions to the organisations overall effectiveness. That is, a proactive human resource

department finds ways to empower employees so that they draw on their brains and wits,

usually by getting the employees more involved in the decision-making process.

A Rationale:

Job specialization and simplification were popular in the early part of this century. Employees

were assigned narrow jobs and supported by a rigid hierarchy in the expectation that efficiency

would improve. The idea was to lower cost by using unskilled workers who could be easily

trained to do a small, repetitive part of each job.

Many difficulties developed from that classical job design, however. There was excessive

division of labour. Workers became socially isolated from their co-workers because their highly

specialized jobs weakened their community of interest in the whole product. De-skilled workers

lost pride in their work and became bored with their jobs. Higher-order (social and growth) needs

were left unsatisfied. The result was higher turnover and absenteeism, declines in quality and

alienated workers. Conflict often arose as workers sought to improve their conditions and

organisations failed to respond appropriately. The real cause was that in many instances the job

itself simply was not satisfying.

Forces for Change

A factor contributing to the problem was that the workers themselves were changing. They

became educated, more affluent (partly because of the effectiveness of classical job design), and

more independent. They began reaching for higher-order needs, something more than merely

earning their bread. Employers now had two reasons for re-designing jobs and organisations for

a better QWL:

Classical design originally gave inadequate attention to human needs.

The needs and aspirations of workers themselves were changing.


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Humanized Work through QWL

One option was to re-design jobs to have the

attributes desired by people, and re-design organisations to have the environment desired by the

people. This approach seeks to improve QWL. There is a need to give workers more of a

challenge, more of a whole task, more opportunity to use their ideas. Close attention to QWL

provides a more humanized work environment. It attempts to serve the higher-order needs of

workers as well as their more basic needs. It seeks to employ the higher skills of workers and to

provide an environment that encourages them to improve their skills. The idea is that human

resources should be developed and not simply used. Further, the work should not have

excessively negative conditions. It should not put workers under undue stress. It should not

damage or degrade their humanness. It should not be threatening or unduly dangerous. Finally, it

should contribute to, or at least leave unimpaired, workers abilities to perform in other life roles,

such as citizen, spouse and parent. That is, work should contribute to general social

advancement.

Job Enlargement vs. Job Enrichment

The modern interest in quality of work life was stimulated through efforts to change the scope of

peoples jobs in attempting to motivate them. Job scope has two dimensions breadth and

depth. Job breadthis the number of different tasks an individual is directly responsible for. It

ranges from very narrow (one task performed repetitively) to wide (several tasks). Employees

with narrow job breadth were sometimes given a wider variety of duties in order to reduce their

monotony; this process is called job enlargement. In order to perform these additional duties,

employees spend less time on each duty. Another approach to changing job breadth is job

rotation,which involves periodic assignment of an employee to completely different sets of job

activities. Job rotation is an effective way to develop multiple skills in employees, which benefits

the organisation while creating greater job interest and career options for the employee.

Job enrichmenttakes a different approach by adding additional motivators to a job to make it

more rewarding. It was developed by Frederick Herzberg on the basis of his studies indicating

that the most effective way to motivate workers was by focusing on higher-order needs. Job

enrichment seeks to add depth to a job by giving workers more control, responsibility and


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discretion over hoe their job is performed. The difference between enlargement and enrichment

is illustrated in the figure given below.

Difference between job enrichment and job enlargement

Higher Order

Lower Order

Many Few

NUMBER OF TASKS

In the above figure we see that job enrichment focuses on satisfying higher-order needs, while

job enlargement concentrates on adding additional tasks to the workers job for greater variety.

The two approaches can even be blended, by both expanding the number of tasks and adding

more motivators, for a two-pronged attempt to improve QWL.

Job enrichment Job enrichment and

enlargement

Routine job Job enlargement

FOCUS ON DEPTH


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Job enrichment brings benefits, as shown in the below figure.

Benefits of job enrichment emerge in three areas

Its general result is a role enrichment that encourages growth and self-actualisation. The job is

built in such a way that intrinsic motivation is encouraged. Because motivation is increased,

performance should improve, thus providing both a more humanised and a more productive job.

Negative effects also tend to be reduced, such as turnover, absences, grievances and idle time. In

this manner both the worker and society benefit. The worker performs better, experiences greater

job satisfaction and becomes more self-actualised, thus being able to participate in all life roles

more effectively. Society benefits from the more effectively functioning person as well as from

better job performance.

JOBENRICHMENT

BENEFITS

Individual:

Growth

Self-actualisation

Job satisfaction

Organisation:

Intrinsically

motivatedemployees

Better employee

performance

Less absenteeism

and turnover; fewer

grievances

Society:

Full use of humanresources

More effective

organisations


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Applying Job Enrichment

Viewed in terms of Herzbergs motivational factors, job enrichment occurs when the work itself

is more challenging, when achievement is encouraged, when there is opportunity for growth and

when responsibility, feedback and recognition are provided. However, employees are the final

judges of what enriches their jobs.All that management can do is gather information about what

tend to enrich jobs, try those changes in the job system and then determine whether employees

feel that enrichment has occurred.

In trying to build motivational factors, management also gives attention to maintenance factors.

It attempts to keep maintenance factors constant or higher as the motivational factors are

increased. If maintenance factors are allowed to decline during an enrichment program, then

employees may be less responsive to the enrichment program because they are distracted by

inadequate maintenance. The need for a systems approach in job enrichment is satisfied by the

practice of gain sharing.

Since hob enrichment must occur from each

employees personal viewpoint, not all employees will choose enriched jobs if they have an

option.A contingency relationship exists in terms of different job needs, and some employees

prefer the simplicity and security of more routine jobs.


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3.2 DEFINING QUALITY OF WORK LIFE:

The best way of approaching quality of life measurement is to measure the extent to which

people's 'happiness requirements' are met-i.e., those requirements which are a necessary

(although not sufficient) condition of anyone's happiness - those 'without which no member ofthe human race can be happy.'

- McCall, S.: 1975, 'Quality of Life', Social Indicators Research 2, pp 229-248

Quality of work life designs are based on the individuals ability to make judgements about what

is or is not desirable in the workplace.

- J.BARTON CUNNINGHAM AND TED EBERLE

What is Quality?

Quality is the ability of a product or service to consistently meet or exceed customer

expectations.

What is work?

Work can be defined as the application of discretion within limits in order to produce a result

What is Work life?

Work life does not merely means the facilities provided to the employees during office hours. It

comprises of all the collective feelings, which reside in the mind of the employee while he works

in the organization, he is in the office or away from it.

What is of life?

QOL may be defined as subjective well-being. Recognizing the subjectivity of QOL is a key to

understanding this construct. QOL reflects the difference, the gap, between the hopes and

expectations of a person and their present experience. Human adaptation is such that life

expectations are usually adjusted so as to lie within the realm of what the individual perceives to


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be possible. This enables people who have difficult life circumstances to maintain a reasonable

QOL.

- Janssen Quality-of-life Studies

Quality of Life is tied to perception of 'meaning'. The quest for meaning is central to the human

condition, and we are brought in touch with a sense of meaning when we reflect on that which

we have created, loved, believed in or left as a legacy.

- Frankl VE. 'Man's search for meaning.' New York: Pocket Books, 1963.

Quality of Lifeis the product of the interplay

among social, health, economic and environmental

conditions which affect human and social development.

- Ontario Social Development Council,

1997

Quality of Work Lifecan be defined as

"The quality of relationship between

employees and the total working

environment.


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3.3 FACTORS THAT INFLUENCE AND DECIDE THE QUALITY OF WORK

LIFE:

(i) Fair compensation and job security:

The economic interests of people drive them to work at a job and employee satisfaction depends

at least partially, on the compensation offered. Pay should be fixed on the basis of the work done,

responsibilities undertaken, individual skills, performance and accomplishments. The committee

on Fair Wages defined fair wage as the wage which is above the minimum wage but below the

living Wage. Job security is another factor that is of concern to employees. Permanent

employment provides security to the employees and improves their QWL.

(ii) Safe and Healthy Working Conditions:

Organizations should realize that their true wealth lies in their employees and so providing a

healthy work environment for employees should be their primary objective. Most of the

organisations provide safe and healthy working conditions due to humanitarian requirements

and/or legal requirements. In fact, these conditions are a matter of enlightened self-interest.

(iii) Opportunity to Use and Develop Human Capabilities:

Contrary to the traditional assumptions, QWL is improved the extent that the worker can

exercise more control over his or her work, and the degree to which the job embraces an entire

meaningful task but not a part of it. Further, QWL provides for opportunities like autonomy in

work and participation in planning in order to use human capabilities.

(iv) Opportunity for Career Growth:

Opportunities for promotions are limited in case of all categories of employees either due to

educational barriers or due to limited openings at the higher level. QWL provides future

opportunity for continued growth and security by expanding ones capabilities, knowledge and

qualifications and prepare them to accept responsibilities at higher levels.


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(v) Participative management style and recognition:

Flat organizational structures help organizations facilitate employee participation. A participative

management style improves the quality of work life. Workers feel that they have control over

their work processes and they also offer innovative ideas to improve them. Recognition alsohelps to motivate employees to perform better. Recognition can be in the form of rewarding

employees for jobs well done.

(vi) Constitutionalism in the Work Organisation:

QWL provides constitutional protection to the employees only to the level of desirability as it

hampers workers. It happens because the managements action is challenged in every action and

bureaucratic procedures need to be followed at that level. Constitutional protection is provided to

employees on such matters as privacy, free speech, equity and due process.

(vii) Work-life balance:

Organizations should provide relaxation time for the employees and offer tips to balance their

personal and professional lives. They should not strain employees personal and social life by


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forcing on them demanding working hours, overtime work, business travel, untimely transfers

etc.

(viii) Social Relevance of Work:

QWL is concerned about the establishment of social relevance to work in a socially beneficial

manner. The workers self-esteem would be high if his work is useful to the society and the vice

versa is also true.

3.4 SPECIFIC ISSUES IN QWL:


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Trade unions claim that they are responsible for the improvement in various facilities to workers

whereas management takes credit for improved salaries, benefits and facilities. However, P/HR

manager has (identified) specific issues in QWL besides normal wages, salaries, fringe benefits,

etc. and takes lead in providing them so as to maintain higher order QWL.

3.5 MAJOR QWL ISSUES:

IKlott, MundickandSchustersuggested 11 major QWL issues. They are:

(I) Pay and Stability of Employment

Good pay still dominates most of the other factors in employee satisfaction. Various alternative

means for providing wages should be developed in view of increase in cost of living index,

increase in levels and rates of income tax and profession tax. Stability to a greater extent can be

provided by enhancing the facilities for human resource development.

(ii) Occupational Stress

Is a condition of strain on ones emotions, thought process and physical condition. Stress is

determined by the nature of work, working conditions, working hours, pause in the work

schedule, workers abilities and nature and match with the job requirements. Stress is caused due

to irritability, hyper-excitation or depression, unstable behaviour, fatigue, stuttering, trembling

psychomatic pains, h smoking and drug abuse. Stress adversely affects employ productivity. TheP/HR manager, in order to minimise the stress, has identify, prevent and tackle the problem. He

may arrange the treatment of the problem with the health unit of the company.

(iii) Organisational Health Programmes

Organisational health programmes aim at educating employees about health problems, means of

maintaining and improving of health, etc. These programmes cover drinking and smoking

cessation, hypertension control, other forms of cardiovascular risk reduction, family planning,

etc. Effective implementation of these programmes result in reduction in absenteeism,

hospitalisation, disability, excessive job turnover and premature death. This programme should

also cover relaxation, physical exercise, diet control, etc.


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(iv) Alternative Work Schedules

Alternative work schedules including work at home, flexible working hours, staggered hours,

reduced work week, part-time employment which may be introduced for the convenience and

comfort of the workers as the work which offers the individual the leisure time, flexible hours ofwork is preferred.

(v) Participative Management and Control of Work

Trade unions and workers believe that workers participation in management and 1e improves

WL. Workers also feel that they have control over their work, use their skills and make a real

contribution to the job if they are allowed participate in creative and decision-making process.

(vi) Recognition

Recognising the employee as a human being rather than as a labourer increases the QWL

Participative management, awarding the rewarding systems, congratulating the employees for

their achievement, job enrichment, offering prestigious designations to the jobs, providing well

furnished and decent work places, offering membership in clubs or association, providing

vehicles, offering vacation trips are some means to recognise the employees.

(vii) Congenial Worker-Supervisor Relations

Harmonious supervisor-worker relations gives the worker a sense of social association,belongingness, achieve of work results, etc. This in turn leads to better QWL.

(viii) Grievance Procedure

Workers have a sense of fair treatment when the company gives them the opportunity to

ventilate their grievances and represent their case succinctly rather than settling the problems

arbitrarily.

(ix) Adequacy of Resources

Resources should match with stated objectives; otherwise, employees will not be able to attain

the Objectives. This results in employee dissatisfaction and lower QWL

(x) Seniority and Merit in Promotions


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Seniority is generally taken as the basic for promotion in case of operating employees. Merit is

considered as the basis for advancement for managerial people whereas seniority-c is preferred

for promotion of ministerial employees. The promotional policies and activities should be fair

and just in order to ensure higher QWL.

(xi) Employment on Permanent Basis

Employment of workers on casual, temporary probationary basis gives them a sense of

insecurity. On the other hand, employment on permanent basis gives them security and leads to

higher order QWL.

3.6 STRATEGIES FOR IMPROVEMENT OF QWL:

The strategies for improvement in quality of work life include self-managed work teams,

redesign and enrichment, effective leadership and supervisory behaviour, career development,

alternative work schedules, job security, administrative orgastisational and participating

management.

(i) Self-managed Work Teams

These are also called autonomous work groups or integrated work teams. These work teams are

formed with 10 to 20 employees who plan, co-ordinate and control the activities of the team withthe help of a team leader who is one among them. Each team performs all activities including

selecting their people. Each team has authority to make decisions and regulate the activities. The

group as a whole is accountable for the success or failure. Salaries are fixed both on the basis of

individual and group achievement.

(ii) Job Redesign and Enrichment

Narrow jobs can be combined into larger units of accomplishment. Jobs are redesigned with a

view to enriching them to satisfy higher order human needs.

(iii) Effective Leadership and Supervisory Behaviour

For effective leadership and supervisory behaviour 9-9 style of managerial grid is suitable.

(iv) Career Development


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Provision for career planning, communicating and counselling the employees about the career

opportunities, career path, education and development and for second careers should be made.

(v) Alternative Work Schedules

Provision for flexible working hours, part-time employments, job- sharing and reduced work

week should be made.

(vi) Job Security This top the employees list of priorities. It should be adequately taken care of.

(vii) Administrative or Organisational Justice

The principles of justice, fair and equity should be taken care of in disciplinary procedure,

grievance procedures, promotions, transfers, demotion, work assignment, leave, etc.

(viii) Participative Management Employees should be allowed to participate in managementparticipative schemes which may be of several types. The most sophisticated among them is

quality circle.

Implementation of these strategies ensures higher level of quality of work life.

3.7 QWL THROUGH EMPLOYEE INVOLVEMENT (EI):

One of the most common methods used to create QWL is employee involvement. Employee

involvement (EI) consists of a variety of systematic methods that empower employees to

participate in the decisions that affect them and their relationship with the organisation. Through

(EI), employees feel a sense of responsibility, even ownership of decisions in which they

participate. To be successful, however, EI must be more than just a systematic approach; it must

become part of the organisations culture by being part of managements philosophy. Some

companies have had this philosophy ingrained in their corporate structure for decades; Hewlett-

Packard, IBM, General Motors, Ford, etc.

Pygmalion Effect

The implications for managers and human resource specialists are to create an organisational

culture that truly treats people as though they are experts at their jobs and empowers them to use

that expertise. When management does this, a Pygmalion effectmay result, which occurs when


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people live up to the high expectations that others have of them. If management further assumes

that people want to contribute and seek ways to tap that contribution, better decisions, improved

productivity and a higher QWL are likely.

3.8 QUALITY OF WORKLIFE IN BHEL HARDWAR - AN OVERVIEW:

As a human being we are living in a social structure set-up upon the conventions of the culture

prevailing in the environment under which certain norms & adherence to the practices is

expected for all the members of the society. Similarly, the work culture in BHEL is a composite

mix of various cultural, social & ethical ideologies which acts as a basis and directs the

employees to incorporate the feeling of oneness in personnel objectives with the company

objective.

BHEL Haridwar takes into consideration a number of factors that are responsible for providing

better quality of work life to the employees.

Theservices, which it renders to the BHEL employees, can be listed as under:

1. MEDICAL SERVICES:

Medical facilities for BHEL employees started on 12-08-1963.Today, salient features of medical

services can be summed up as follows-

MAIN HOSPITAL 01

PERIPHERAL SECTOR DISPENSARIES 06

PLANT MEDICAL CENTERS 02

OCCUPATIONAL HEALTH CENTER 01

PUBLIC HEALTH DEPARTMENT 01

PHYSIOTHERAPY CENTRE 01

All employees, their families and dependents are entitled to free medical aid at the companys

well-equipped hospital and eight dispensaries located in various sectors and in the plant area.

Hospital has specialized OPD and indoor facilities. A school health services scheme provides

regular medical check-up of all the school going children.


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2. CANTEEN FACILITIES:

BHEL has four well-equipped canteens inside the plant and one staff canteen, which provide

catering facilities to all employees of BHEL. Canteens provide highly subsidized meals, tea and

snacks. There are canteen committees to manage the administration and functioning of thecanteens. These committees have equal number of representatives from workers and

management. Tea and snacks are provided at the workplace during the shift timings.

3. TRANSPORT FACILITIES:

BHEL management has provided subsidized transport facilities to the school going children of

employees for attending duties.

In addition, vehicle allowance and vehicle purchase loan schemes are also there in order to

facilitate the BHEL employees.

The operation of vehicles transporting our employees is being monitored by a transport

committee.

4. HOUSING FACILITIES:

BHEL has provided around 8000 houses for different classes of employees, which are divided in

different sectors in the township area. Sector I, II, III, IV, V-A, V-B, & sector VI. There are

hostels with all modern amenities for the workers and working women. Water and Electricity isprovided to all the houses and hostels in the township round the clock.

To meet the requirement of housing need of older employees GRIH NIRMAN SAMITI was

formed in seventies. Nearly 300 acres of surplus BHEL land was transferred from BHEL to UP

Avas Vikas Parishad.

As on date around 4000 houses have been constructed and civic amenities like roads, parks,

sewerage system is being maintained by Grih Nirman Samiti.

Loan facilities are also provided by BHEL for purchase as well as for renovation of houses at a

subsidy of Rs.41/10000 per month for a maximum loan of Rs.7.5 Lakh through various financial

institutions. Under the scheme to build own house, a big township named Shivalik Nagar has

come up within BHEL campus with all facilities.


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5. EDUCATION FACILITIES:

BHEL is contributing in a big way in the field of education as a responsible Corporate Citizen. It

provides infra structural support and effective Management to the various educational

institutions.

BHEL imparts educational facilities to more than 25000 students including students from weaker

section of society. Students with poor economic background are given scholarship.

In BHEL Township, BHEL education management board, Kendriya Vidyalaya Sangathan,

Uttar Pradesh Madhymic Shiksha Parishad, Chinmaya education trust and other bodies are

running 18 educational institutions from nursery to degree level which cater to the educational

needs of the children of BHEL employees including one degree college, One central school,

branch of Delhi Public School, seven schools run by BHEL Education Management Board

including 4 inter college, 1 high school and two Primary schools and a few by private agencies

BHEL has established a BHEL Bal Bhawan, the only institute of its kind in the whole of

Uttaranchal and affiliated to National Bal Bhawan. Bal Bhawan has the facility to train children

in the field of Art, Craft, Creative Writing, English Speaking, Computer Processing, Learn

Science while play, Aero modeling, Dance, Music etc.

6. SECURITY SERVICES:

In BHEL, Haridwar Central Industrial Security Force (CISF) is working prominently in order to

provide total security to all the employees as well as workers in the office, in the township area

and in case of emergency situations like strikes. A separate CISF building is made where training

facilities are also there for the security.

7. SHOPPING CENTRES & PEETH BAZARS:

There are various shopping centers in the township in different sectors, which provide almost

everything of daily requirement. P.C.O.s and gift centers are also present in these shopping

centers .The shops in these centers are owned or hired by private people and are not bound

legally in any way with BHEL.

BHEL has also provided facility of peeth bazaars to the employees and their families four days a

week, in which the items can be bought at highly reduced price.


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8. COMMUNITY CENTRES:

In the township, there are two community centers. They are managed by duly elected executive

body and financed by grant in aid by BHEL and monthly contribution of employees. They

provide all round development for the employees and their wards and various facilities forcommunity development and social functions for the BHEL employees & their families which

includes-

(a) Library/Reading room:

In this only the employees of BHEL and their children are allowed to have the

membership. National and international newspapers, magazines and books on specific

subjects are available to the members.

(b)

Games:

Indoor games facilities like chess, carrom, Table Tennis, Badminton, Bridge etc are

provided to the employees and their children. Regularly sports competitions are also

organised, Similarly Outdoor Games & Sports like Foot ball, Hockey, Basket ball, Volley

ball, shooting ball, Cricket and Athletics are being organised throughout the year by the

BHEL Sports Club.

(c) Marriage Halls:

Community center halls are availa

quality of work life in b.h.e.l

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