DISSERTATION REPORT

ON
A Study of Employee Job Satisfaction in
BHARAT HEAVY ELECTRICALS LIMITED
HARIDWAR
In the partial fulfilment of the requirement
for the Degree of
Bachelor of Commerce (Honours)
Session (2021-2024)

HEC GROUP OF INSTITUTIONS, HARIDWAR

(Affiliated to Sri Dev Suman Uttarakhand University, Badshahithaul,
New Tehri, Garhwal)
Laksar Road, Jagjeetpur, Haridwar – 249408 (Uttarakhand)

Submitted To: - Mrs. Ritu Modi Submitted by: - Anjali Paswan

Designation: - (Assistant Professor) Roll no: - 294210140003

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 DECLARATION

This is to declare that I, Anjali Paswan student of Bachelor of Commerce Honours, have
personally worked on the project entitled “Employee Job Satisfaction towards Bharat
Heavy Electricals Limited, Haridwar.” This report is my original work and is submitted by
me in the partial fulfilment of Bachelor’s Degree of B.COM(H) affiliated by SDSUV
University. The data mentioned in this report were obtained during genuine work done and
collected by me. The data obtained from other sources have been duly acknowledged. I also
declare that this project has not been submitted earlier in any other university or institution.

Anjali Paswan
B.com (Honours)
Roll no: - 294210140003

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 ACKNOWLEDGEMENT

Firstly, I’m thankful to the almighty god for all the blessings showered. I am indebted to the
HEC GROUP OF INSTITUTIONS, HARIDWAR, Department of commerce, which has
accepted me for B.COM (HONS.) Degree program and provided an excellent opportunity to
carry out this project and enhance my erudition.

I take the opportunity to express our gratitude to all the concerned people who have directly
or indirectly contributed towards completion of this project. I extend my sincere gratitude for
providing the opportunity and resources to work on this project.

I would like to express my sincere thanks to Mrs. Ritu Modi for providing her valuable
guidance regarding to report. I would also like extend my sincere thanks to another faculty
member.

I am grateful for the constant support and help given to me by my friends as I felt motivated
and encouraged every time, we discuss about the project which was vital for the success of
the project. The guidance and support received by my family and friends are beyond the
limits. I remain grateful to all those who spared their valuable time in filling up the
questionnaire.

Anjali Paswan
(Student)

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 TABLE OF CONTENT

Particular Page no.

Title 1
Declaration 2
Acknowledgement 3
Table of content 4
Introduction of Topic 5-44
Literature Review 45-46
Objectives of Study 47-48
Research Methodology 49-52
Data Analysis and Interpretation 53-63
Findings 64-65
Suggestions 66-67
Conclusion 68-69
Bibliography and References 70-71
Questionnaires 72-73

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INTRODUCTION

5
 INTRODUCTION
HUMAN RESOURCE
The workforce is the group of people who work for an organization, business sector, industry,
or economy. Human resources, a more specific term, refers to a company's employees or
contractual workforce.

HUMAN RESOURCE MANAGEMENT

Human resource management (HRM) involves coordinating, managing, and allocating human
capital, or employees, in ways that move an organisation’s goals forward. HRM focuses on
investing in employees, ensuring their safety, and managing all aspects of staffing, from hiring
to compensation and development.

Human resource management is organising, coordinating, and managing employees within an

organisation to accomplish its mission, vision, and goals. This includes recruiting, hiring,
training, compensating, retaining, and motivating employees.

HRM staff also develops and enforces policies and procedures to help ensure employee safety.
The HRM team manages adherence to federal and state laws that may work to protect
employees’ private information and ensure their physical safety and mental and emotional well-
being. Organisations of varying sizes and industries rely on HRM to keep business running
smoothly and efficiently.

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DEFINITION
According to Wendell L French, “the human resource management refers to the philosophy,
policies, procedures, & practice related to the management of people within an organisation”.
According to Stephen P Robbins, “HRM is a process consisting of the acquisition,
development, motivation & maintenance of human resources”.

SCOPE OF HRM
The scope of HRM is very wide. Research in behavioural sciences, new trends in managing
knowledge worker and advances in the field of training have expanded the scope of HR
function in recent years. The Indian Institute of Personnel Management has specified the
scope of HRM thus:
The Scope of Human Resource management into the following aspects:
1. The Personnel Aspect
This aspect of HRM is concerned with the manpower planning, recruitment, selection,
placement, induction, transfer, promotion, demotion, termination, training &
development, layoff & retrenchment, wage & salary administration, incentives,
productivity etc.

2. The Welfare Aspect

The welfare aspect is concerned with working conditions & amenities such as
canteens, crèches, rest rooms, lunch rooms, housing, transport, education, medical
help, health & safety, washing facilities recreation & cultural activities etc.

3. The Industrial Aspect

This aspect is concerned with employees. It includes union management relations,
joint consultation, negotiating collective bargaining, grievance handling, disciplinary
actions, settlement of industrial disputes etc.

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 EMPLOYEE SATISFACTION: AN INTRODUCTION

What Is Job Satisfaction?

Job satisfaction is the degree to which individuals like their jobs. Some people enjoy work
and find it to be a central part of life. Others hate to work and do so only because they must.
This job attitude has been the subject of extensive research in the domain of industrial-
organisational psychology and organisational behaviour.
Job satisfaction, an unquantifiable metric, is defined as a positive emotional response you
experience when doing your job or when you are present at work. Leading organizations are
now trying to measure this feeling, with job satisfaction surveys becoming a staple at most
workplaces. It’s important to remember that job satisfaction varies from employee to
employee. In the same workplace under the same conditions, the factors that help one
employee feel good about their job may not apply to another employee. For this reason, it is
essential to have a multidimensional approach to employee satisfaction, covering the
following areas:

 The challenging nature of work, pushing employees to new heights

 A level of convenience (short commutes, access to the right digital tools, and flexible
hours)

 Regular appreciation by the immediate management and the organization as a whole

 Competitive pay, which employees maintain a good quality of life

 The promise of career progression in sync with employees’ personal growth targets

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Meaning of Job Satisfaction
In the past hundred years, employee job satisfaction has been given various definitions by
organisational behaviour scholars and researchers. The most-used research definition of job
satisfaction is by Locke (1976), who defined it as “a pleasurable or positive emotional state
resulting from the appraisal of one’s job or job experiences”.
Cook et al. (1981) defined job satisfaction as “an attitude which manifests itself in evaluation
of the job and of the employing organisation as contributing suitably to the attainment of
one’s personal objectives”.
More recently, Lambert, Barton, and Hogan (1999) defined the term as “the fulfilment or
gratification of certain needs that are associated with one’s work.”
Spector (1997) defines it as “the extent to which people like (satisfaction) or dislike
(dissatisfaction) their jobs”.

Some important characteristics emerge out of these definitions:

1) Job satisfaction is an emotional response to a job situation. As such it cannot be
seen, it can only be inferred.

2) Job satisfaction is the extent to which the working environment meets the Job
Satisfaction needs and expectations of employees. It is a result of employees’
perception of how well their job provides outcomes that are viewed as important.

3) Job satisfaction is an evaluation of the job and of the organisation that shows up
in significant work behaviours such as productivity, absenteeism, turnover,
workplace deviance, organisational citizenship and so forth.

Job satisfaction can thus be understood as an important job attitude. As an attitude, it has
three elements: affective, cognitive and behavioural. The affective component is the
emotional response to the job situation and is reflected in the statement “I feel good about
my job”. The cognitive element is the appraisal on the extent to which the job fulfils
important needs associated with one’s work. It is illustrated in the statement “My job helps
me to achieve my goals”. The behavioural component is the intention to engage in specific
behaviours as manifested in productivity, absenteeism, turnover and forms of organisational
citizenship. It is reflected in the statement “I want to give my best on the job”.
Although viewing job satisfaction as made of three components is helpful in understanding its
complexity, the term as it is generally used, essentially refers to the affect part of the three
components. Thus, the statement “I like my job” best exemplifies job satisfaction and
signifies that it is primarily an individual’s affective reaction to a particular job that results
from the person’s comparison of actual outcomes with those that are desired, anticipated, or
deserved.

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IMPORTANCE OF EMPLOYEE SATISFACTION
Employee satisfaction is so important for employees to stay motivated and challenged in the
workplace. There is little doubt that great employees are an organisation’s number one
resource and keeping workers happy helps strengthen a company in many ways.

 Employee Retention

Retaining workers helps create a better working environment and makes it easier to recruit
quality talent. Ultimately, satisfied employees are much less likely to leave.

 Higher Productivity

Employees who have a higher job satisfaction, tend to achieve higher productivity.

 Employee Loyalty

When employees feel the company has their best interests at heart and feel appreciated, they
usually support its mission and work hard to help achieve its objectives.

 Customer Satisfaction

Customer retention and loyalty to a company is based on the services an employee provides.
If an employee has high satisfaction, this will increase customer satisfaction.

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Factors Influencing Job Satisfaction:
There are a number of factors that influence job satisfaction. A number of research studies
have been conducted in order to establish some of the causes that result in job satisfaction.
These studies have revealed consistent correlation of certain variables with the job
satisfaction.

These factors can be explained with the help of the chart: -

These factors can be discussed in detail as follows:

A. Organisational Factors:
Some of the organisational factors which affect job satisfaction are:

1. Salaries and Wages:

Wages and salaries play a significant role in influencing job satisfaction. This is basically
because of a few basic reasons. Firstly, money is an important instrument in fulfilling one’s
needs. Money also satisfies the first level needs of Maslow’s model of satisfaction. Secondly,
employees often see money as a reflection of the management’s concern for them. Thirdly, it
is considered a symbol of achievement since higher pay reflects higher degree of contribution
towards organizational operations.

Non-monetary benefits are also important, but they are not as influential. One reason for that
is that most of the employees do not even know how much they are receiving in benefits.
Moreover, a few tend to under value there benefits because they do not realize their monetary
value. The employees, generally, want a pay system which is simple, fair and in line with
their expectations.

2. Promotion Chances:
Promotional chances considerably affect the job satisfaction because of the following reasons:

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Firstly, Promotion indicates on employee’s worth to the organisation which is highly morale
boosting. This is particularly true in case of high-level jobs.

Secondly, Employee takes promotion as the ultimate achievement in his career and when it is
realized, he feels extremely satisfied.

Thirdly, Promotion involves positive changes e.g. higher salary, less supervision, more
freedom, more challenging work assignments, increased responsibilities, status and like.

3. Company Policies:

Organizational structural and policies also play on important role in affecting the job
satisfaction of employees. An autocratic and highly authoritative structure causes resentment
among the employees as compared to a structure which is more open and democratic in
nature.

Organisational policies also govern the human behaviour in the organizations. These policies
can generate positive or negative feelings towards the organization. Liberal and fair policies
usually result in more job satisfactions. Strict policies will create dissatisfaction among the
employees because they feel that they are not being treated fairly and may feel constrained.
Thus, a democratic organisational structure with fair and liberal policies is associated with
high job satisfaction.

B. Work Environmental Factors:

The work environmental factors include the following important factors:

1. Supervision:
Supervision is a moderately important source of job satisfaction. There are two dimensions of
supervisory styles which affect the job satisfaction:

 First is Employee Centeredness:

Whenever the supervisor is friendly and supportive of the workers there is job satisfaction. In
this style, the supervisor takes personal interest in employee’s welfare.

 Second is Participation:
The superiors who allow their subordinates to participate in decisions that affect their own
jobs, help in creating an environment which is highly conducive to job satisfaction. Thus, the
supervisors who establish a supportive personal relationship with subordinates and take
personal interest in them, contribute to the employees’ satisfaction.

2. Work Group:
The nature of the work group or team will have effect on job satisfaction in the following
ways:
(i) A friendly, and co-operative group provides opportunities to the group members to interact
with each other. It serves as a source of support, comfort, advice and assistance to the

12
individual group members. If on the other hand, the people are difficult to get along with, the
work group will have a negative impact on job satisfaction.

(ii) The work group will be even a stronger source of satisfaction when members have similar
attitudes and values. In such a group, there will less friction on day-to-day basis.

(iii) Smaller groups provide greater opportunity for building mutual trust and understanding
as compared to larger groups. Thus, the group size and quality of interpersonal relations
within the group play a significant role in worker’s satisfaction.

3. Working Conditions:

Good working conditions are desirable by the employees, as they lead to more physical
comfort. People desire that there should be a clean and healthy working environment.
Temperature, humidity, ventilation, lighting and noise, hours of work, cleanliness of the work
place and adequate tools and equipment are the features which affect job satisfaction. While
the desirable working conditions are taken for granted and may not contribute heavily
towards job satisfaction. Poor working conditions do become a source of job dissatisfaction.

Simply because they lead to physical discomfort and physical danger. Moreover, all the
employees are not satisfied or dissatisfied by favourable or unfavourable work environment
as shown in the figure given below.

As shown in the figure, all the four employees are dissatisfied when the working conditions
are unfavourable. However, as the working conditions start becoming favourable, the job
satisfaction of employee A and B increases sharply while employees C and D have only
minor increase in satisfaction.

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C. Work Itself:
The content of the work itself plays a major role in determining the level of job satisfaction.
Some of the aspects of the work which affect job satisfaction are:

(i) Job Scope:

It provides the amount of responsibility, work pace and feedback. The higher the level of
these factors, higher the job scope and higher the level of satisfaction.

(ii) Variety:
A moderate amount of variety is very effective. Excessive variety produces confusion and
stress and a too little variety causes monotony and fatigue which are dis-satisfiers.

(iii) Lack of Autonomy and Freedom:

Lack of autonomy and freedom over work methods and work pace can create helplessness
and dissatisfaction. Employees do not like it when their every step and every action is
determined by their supervisor.

(iv) Role Ambiguity and Role Conflict:

Role ambiguity and role conflict also lead to confusion and job dissatisfaction because
employees do not know exactly what their task is and what is expected of them.

(v) Interesting Work:

A work which is very interesting and challenging and provides status will be providing
satisfaction to the employees as compared to work which is boring and monotonous.

D. Personal Factors:
Personal attributes of the individuals also play a very important role as to whether they are
satisfied at the job or not. Pessimists and people with negative attitudes will complain about
everything including the job. They will always find something wrong in every job to
complain about.

Some of the important personal factors are:

1. Age and Seniority:

With age, people become more mature and realistic and less idealistic so that they are willing
to accept available resources and rewards and be satisfied about the situation. With the
passage of time, people move into more challenging and responsible positions. People who do
not move up at all with time are more likely to be dissatisfied with their jobs.

2. Tenure:
Employees will longer tenure are expected to be highly satisfied with their jobs. Tenure
assures job security, which is highly satisfactory to employees. They can easily plan for their
future without any fear of losing their jobs.

3. Personality:
Some of the personality traits which are directly related to job satisfaction are self-assurance,
self-esteem, and maturity, and decisiveness, sense of autonomy, challenge and responsibility.

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Higher the person is on Maslow’s needs hierarchy, the higher is the job satisfaction. This type
of satisfaction comes from within the person and is a function of his personality. Accordingly,
in addition to providing a healthy work environment, management must ensure that the
employee is happy with himself and has a positive outlook on life.

METHODS OF EMPLOYEE JON SATISFACTION

Employee job satisfaction is a qualitative aspect and cannot be understood in strict
quantitative terms. It is an intangible and psychological concept. There are a number of
methods of measuring employee satisfaction. The commonly applied techniques to measure
employee satisfaction have been discussed below:
1) Rating Scales
Rating scales are the commonly adopted method that is used for measuring the job
satisfaction. It comprises of certain statements describing the attitude of the employees with
respect to the job, organization and personal factors. For each declaration or statement, the
employee is invited to express his opinion on a scale consisting of different expressions.
2) Job Descriptive Index
“The Job Descriptive Index (JDI) is a 72-item adjective checklist type questionnaire
developed by Smith, Kendall and Hulin in 1969. Job Descriptive Index is a scale used to
measure five major factors associated with employees' satisfaction: work itself, supervision,
pay, co-workers and promotion opportunities. The scale is simple, participants answer either
yes, no, or can’t decide (indicated by “?”) in response to whether given statements accurately
describe one’s job.
3) Minnesota Satisfaction Questionnaire
The Minnesota Satisfaction Questionnaire (MSQ), developed by Weiss, Dawis, England, and
Lofquist (1967). The MSQ is designed to measure an employee satisfaction with his/her
particular job. Method includes 100 items measuring 20 facets of job satisfaction. There are
three versions available: two long forms (1977 version and 1967 version) and a short form.
The long form takes about 30 minutes to minister while the short one can be completed
within 10 minutes. MSQ provides a tailed picture of the specific satisfaction and
dissatisfaction of employees.
4) Critical Incidents
The critical incidents approach to the measurement of employee satisfaction was developed
by Herzberg and his associates in their research on the two-factor theory of motivation.
Employees were asked to describe incidents then content-analysed in determining which
aspects were closely related to positive and negative attitudes.
5) Interviews
Interviewing employees as a method of measuring employees' satisfaction is mostly useful in
organizations that have positive relationships with employees and believe the problem is too
sophisticated to be understood with a survey. If employees do not trust the organization or
interviewer then responses may not be entirely honest. Business, with low satisfaction of
employees who fear being let go, may find the employees reluctant to discuss the situation

15
since they may fear; it could negatively affect them in the future. The questions asked should
be standardized in order to compare different employee responses as well as the same
employees' responses over time.
6) Survey
The most accurate method of assessing employee satisfaction is a well-constructed employee
satisfaction survey. Employees provide a rating against a series of questions or statements
related to their job, supervision and the work environment. Survey results are reported at a
business unit or workgroup level, offering a level of anonymity that encourages employees to
respond honestly. Surveys must be carefully worded, as there is no opportunity to clarify
ambiguous questions or statements. Care must be taken when comparing small departments
or workgroups. Their results can be unreliable, as a random error has greater effect when
analysing a small number of responses.
7) Monitoring Performance Target
Monitoring performance targets is a method of measuring employee satisfaction that requires
a business to be an active observer. With this method, management monitors employee
satisfaction by using standard criteria, such as achieving bonus, participating in optional
programs and performance in reaching goals. This method provides indirect data on the levels
of employee satisfaction. While it can flag management that there is a problem with employee
satisfaction, combining this with a survey or interview can provide the company with a
stronger analysis on the cause of low levels of satisfaction.
8) Focus Groups
Companies can use focus groups to assess employee satisfaction. Focus groups produce
responses following discussions led by trained facilitators. Focus groups generate richer data
than individual interviews, as participants bounce ideas Employees Satisfaction: An
Introduction 14 off one another. They also allow for follow-up questions and probing to
clarify and enrich the information generated. However, participants may be inhibited by the
lack of confidentiality and anonymity. The opinions of vocal group members may dominate
the discussion unless the facilitator has the skill required to control the group dynamic.

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Theories of Employee Job Satisfaction
1. Hierarchy of Needs
Although commonly known in human motivation literature, Maslow’s needs hierarchy theory
was one of the first theories to examine the important contributors to job satisfaction.
The theory suggests that human needs form a five-level hierarchy consisting of physiological
needs, safety, belongingness/love, esteem, and self-actualization.
Maslow’s needs hierarchy was developed to explain human motivation in general. However,
its main tenants apply to the work setting and have been used to explain job satisfaction.

 Within an organization, financial compensation and healthcare are some of the

benefits which help an employee meet their basic physiological needs.
 Safety needs can manifest themselves through employees feeling physically safe in
their work environment, as well as job security.
 When this is satisfied, the employees can focus on feeling as though they belong to
the workplace. This can come in the form of positive relationships with colleagues and
supervisors in the workplace.
 Once satisfied, the employee will seek to feel as though they are valued and
appreciated by their colleagues and their organization.
 The final step is where the employee seeks to self-actualize, where they need to grow
and develop to become everything, they are capable of becoming.

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 2. Herzberg’s Two-Factor Theory
Herzberg’s theory of motivation was coined by Fredrick Herzberg. The experiment through
which this theory was derived was conducted by Herzberg and his associates. The interview
was conducted among 200 engineers and accountants placed in the U.S.A. The main goal to
conduct the experiment was to determine which factors people believe to be necessary for
achieving desirable goals and, inversely necessary for avoiding undesirable conditions.
This theory is famously also known as the Motivation-Hygiene theory or two-factor
theory. The motivational factor relates to the factors of growth, and the hygiene factor
relates to the factors of survival or maintenance. Herzberg found out that some factors are
likely to be constantly correlated with work satisfaction, and on the other hand, some
factors are likely to be constantly correlated with job dissatisfaction. Factors related to job
satisfaction are motivational factors and are intrinsic in nature, and factors related to job
dissatisfaction are hygiene factors and are extrinsic in nature. Following is the description
of both of the factors:

1. Hygiene Factors
People are not motivated by hygiene or maintenance factors; rather they help to avoid
dissatisfaction and sustain the status quo. These factors are incapable of generating positive
outcomes but surely restrain negative results to happen. If these factors go absent in the
organization, then it can give rise to dissatisfaction and sustain a zero level of motivation.
The term hygiene comes from science and medicine, which means taking precautions to
preserve employees’ well-being rather than certainly, improving it.
Following are some examples of hygiene factors:
 Interpersonal relationships with employers
 Interpersonal relationships with employees
 Interpersonal relationships with subordinates
 Organizational policies and structure
 Salary
 Work condition
 Personal experiences of individual
 Job role and security
 Personal life

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Hygiene factors protect the performance and productivity of employees but do not stimulate
growth in them. As a result, these are also known as ‘dissatisfiers’. These factors are
derived from the external environment and conditions, so belong to the category of external
factors.
2. Motivational Factors
Motivational factors do have a favourable impact on work satisfaction and frequently lead
to a rise in overall output. Therefore, these factors result in a favourable effect on
effectiveness, production, satisfaction and motivation. Depending on the study, Herzberg
claimed that managers have given hygiene factors much concern, but they haven’t been
successful in getting the required behaviour from their workers. So, when it comes to
motivating employees, the focus is more on motivational factors. Following are some
examples of motivational factors:
 Growth prospects
 Authority and responsibility
 Achievement and acknowledgement
 Advancement
 Promotions
 Recognition
Any improvement in motivational factors will increase satisfaction levels, so these factors
are capable of motivating the employees. Also, motivational factors can actually help to
improve the quality of work. As a result, these are called ‘motivators’. These factors are
not necessarily derived from the external environment, like hygiene factors but are intrinsic
factors, i.e., driven by the internal environment.
Herzberg also claimed that the motivational factors of today will become the hygiene
factors of tomorrow. The reason is that as soon as a need is met, it no longer affects
behaviour. Also, because the motivation of an individual is also affected by an individual’s
personal attributes, so what is hygiene for one individual can be another person’s
motivation.
Also, the point to be observed is that the presence of hygiene factors does not satisfy the
employees but the ‘absence of hygiene factors definitely causes dissatisfaction’ among
employees. And the absence of motivational factors does not cause any motivation among
employees, but the ‘presence of motivational factors presence ensures motivation and
satisfaction’.

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 3. Mc Gregor’s Theory X and Theory Y

In the year 1960, Douglas McGregor, a management professor at the Massachusetts

Institute of Technology, proposed two theories based on the hypothesis related to human
behaviour in his book The Human Side of Enterprise. He believed that while motivating
people, there are certain assumptions about human nature that should be taken into
consideration. According to McGregor, there are two aspects of human behaviour at work
which he described as Theory X (negative aspect) and Theory Y (positive aspect).

Theory X

According to McGregor, Theory X is based on the following assumptions:

 The average human being will avoid work whenever it is possible because of
their inherent dislike of work.
 Most of the people are gullible and not very intelligent.
 Most people by nature, always resist change and have security as their priority.
 An average person doesn’t like responsibility, lacks ambition, and prefers to be
directed by others.
 Lastly, an average human being is self-centred and indifferent to organisational
goals.
Simply put, Theory X assumed that the basic source of an employee’s motivation is money
after which he prefers security.

20
Based on these assumptions, the following proposition is put together:
 It is the responsibility of the management to organise the elements of a productive
enterprise (money, equipment, material, and people) in the interest of economic
gain.
 While talking about human beings, management includes directing the efforts of
people, motivating them, controlling their actions, and modifying their actions and
behaviour based on the organisational needs.
 It is essential for the management to reward, persuade, punish, and control people. It
is because, without their active intervention, these people would become passive and
even resist the organisational needs.
 As it is assumed in this theory that people dislike work, it is necessary to coerce,
control, direct, and threaten them with punishment to get things done from them for
the accomplishment of the organisational goals.
As the above-mentioned assumptions are negative in nature, it can be said that Theory X
developed by McGregor is a traditional or conventional approach to motivation. The
management feels external control is more appropriate to deal with irresponsible,
unreliable, and immature people. McGregor believes that an organisation that closely
supervises and controls its subordinates, and has highly centralised authority is one which is
built upon the notions of Theory X. Besides, in these kinds of organisations there is
autocratic leadership, and the employees, if any, will have very less say in the decisions
affecting them. The management motivates people by promising them greater pay and
through the threat of punishment. Simply put, an organisation following Theory X will have
an impersonal climate as it uses carrot and stick approach to motivation.

Theory Y

The assumptions on which Theory X was formulated had some faulty misconceptions about
human nature. McGregor realised that there are some needs that were not considered in
Theory X, such as ego satisfaction, social needs, and self-fulfilment of individual workers.
Therefore, to meet these left-out needs, McGregor developed a counter approach, known as
Theory Y, which proposes that:
1. It is the responsibility of the management to organise the elements of a productive
enterprise in the interest of social as well as economic gains.
2. The theory also states that people are not passive or restricted to the needs of the
organisation by nature. Their nature changes to this because of experience.
3. Characteristics like readiness to direct behaviour towards the organisational goals,
motivation, potential for development, etc., are already present in the people. The
management has to just make it possible for these people to recognise these characteristics
in themselves.
4. Besides, it is important for the management to arrange the condition and methods of
operations of the organisation so that the employees can achieve their personal goals by
directing their efforts towards the goals of the organisation.

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The assumptions on which Theory Y is based are as follows:
 First of all, it is assumed that if the working conditions are favourable, then it
can be as natural as play and rest. Average human being has no inherent dislike
towards work. If the work is meaningful to a person, then it can be a source of
satisfaction and there is a high possibility that it is performed voluntarily.
 If an individual is committed to work, then he/she will exercise self-control and
self-direction to accomplish the work and organisational objectives. In simple
terms, the threat of punishment or external control is not the only means of
motivating an individual to complete the work and accomplish organisational
goals.
 Besides, if an objective is associated with some reward, then the employee will
have a high commitment toward the accomplishment of those objectives. For
example, a person will be more committed to an organisational objective or
work which accomplishes his self-development needs and satisfies his ego. Also,
once an individual has selected his goal, he will continue with the work without
any control or close supervision.
 If an average human being gets proper working conditions, then they will not
step back from their responsibility. They will not only take the responsibility but
will also work towards fulfilling it. Simply put, lack of ambition, avoidance of
responsibility, and emphasis on security arise because of experience, not because
of an individual’s inherent dislike of work.
 It also assumed that imagination, creativity, and ingenuity are found in high
amounts in human beings.
 People have unlimited potential but, under modern industrial life conditions,
their intellectual potential is not fully utilised.
With the above explanation and assumptions, it can be seen that the modern and dynamic
nature of human beings is represented through Theory Y. This theory is based on
assumptions that are closer to reality. An organisation following Theory Y has decentralised
authority, a two-way communication system, job enrichment, and participative leadership.
The theory focuses on responsible jobs and self-control. With the help of the assumptions of
Theory Y, there can be a more cooperative relationship between the workers and their
managers. In simple terms, with Theory Y, the management of an organisation tries to
establish a working environment in which an individual’s personal needs and goals can
relate to the organisational goals.

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 4. Job Characteristics Model

The Job Characteristics Model (JCM) explains that job satisfaction occurs when the work
environment encourages intrinsically motivating characteristics.

Five key job characteristics: skill variety, task identity, task significance, autonomy and
feedback, influence three psychological states. Subsequently, the three psychosocial states
then lead to a number of potential outcomes, including: job satisfaction.

Therefore, from an organisations’ point of view, it is thought that by improving the five core
job dimensions this will subsequently lead to a better work environment and increased job
satisfaction.

Unlike the Maslow or Herzberg’s theories, the Job Characteristics Model has received more
empirical support. However, it has also drawn criticism as many studies utilising this model
investigate the direct impact core job dimensions have on personal and work outcomes,
completely disregarding the critical psychological states. Despite this, the Job Characteristics
Model and its impact on job satisfaction has been the subject of three reviews, which further
lend support to the model.

23
COMPANY
PROFILE

24
 COMPANY PROFILE

CORPORATE PROFILE
BHEL is India’s largest engineering and manufacturing enterprise in the energy and
infrastructure sector. Established in 1964, we are a leading power equipment manufacturer
globally and one of the earliest and leading contributors towards building an Aatmanirbhar
Bharat.
We serve our customers with a comprehensive portfolio of products, systems and services in
the areas of power-thermal, hydro, gas, nuclear & solar PV; transmission;
transportation; defence & aerospace; oil & gas and new areas like BESS and EV
chargers.
Right from developing country’s power generation capacity to creating multiple capabilities
in country’s core industrial & strategic sectors, BHEL is deeply aligned to the vision of a self-
reliant India.
Consistent expenditure of more than 2.5% of its turnover on R&D and innovation;
establishment of worldclass manufacturing assets, development and absorption of new
technologies; and creating sustainable business solutions and initiatives in skilling youth,
promoting health & hygiene, education, cleanliness and environment protection, stand as a
testimony to our commitment to contribute not just to our business interests, but also to
society at large. A skilful and motivated workforce, currently more than 30,000 strong, is the
driving force behind our journey over the years.
Company’s pan-India presence includes a network of 16 manufacturing facilities, 2 repair
units, 4 regional offices, 8 service centres, 3 active joint ventures, 15 regional marketing
centres, 3 overseas offices and current project execution at more than 150 project sites across
India and abroad.
BHEL manufactures a wide range of high quality & reliable products adhering to national and
international standards. The worldwide installed base of power generating equipment
supplied by BHEL exceeds 194 GW, making it the undisputed leader amongst Indian power
plant equipment manufacturers. Having installed more than 1000 thermal, hydro, nuclear, gas
and solar PV based power generating sets in the country, the company is actively engaged in
building strong foundations for cleaner and greener energy generation and usage in future
with critical technologies coal to methanol.
BHEL is a name to reckon with in various sectors of Indian capital goods industry. This is
evident from supply of traction equipment for significant number of locomotives & EMUs of
Indian Railways; commissioning of 225+ electric substations and 6 major HVDC projects in
the country; being the largest manufacturer and supplier of power transformers and electrical
AC machines in the country, and 1.2GW+ solar portfolio spread across the country.

25
 BHARAT HEAVY ELECTRICALS LIMITED

Industry Name: Heavy electrical equipment.

Name of the company: Bharat Heavy Electrical Limited.
Year of establishment:1964
Registered address: BHEL house, Siri fort, New Delhi-110049.
CIN of the company: L74899DL1964G0I004281
Registration number: 4281
Website: www.bhel.com
E-mail ID: companysecretary@bhel.in
Listing on the stock exchange: Bombay Stock Exchange Limited, National Stock Exchange
Limited.

26
VARIOUS SECTORS OF BHEL
POWER
The power generation segment comprises of nuclear, hydro, thermal, gas and renewable
power plant businesses. BHEL has been in this segment for over five decades, having
commissioned its first thermal-based set in 1969. The company has proven turnkey
capabilities for executing power projects from concept to commissioning.
• BHEL offers a wide variety of efficient supercritical sets up to 1,000 MW rating, including
660/ 700/ 800 MW. We also offer lower rating thermal sets for utility and industrial
applications.
• The company also offers state-of-the-art emission control equipment for thermal-based
plants for lower carbon footprint and compliance with the world standard emission norms
• The company manufactures a wide range of products for nuclear power plants viz. steam
generators, reactor headers and end shields, besides nuclear turbine-generator sets ranging
from 220 MWe to 700 MWe ratings
• Customised hydro sets of Francis, Pelton and Kaplan types for different head-discharge
combinations, are also engineered and manufactured by BHEL
• The company manufactures advanced class large size gas turbines and matching generators.
Additionally, the company supplies co-generation and combined cycle plants with higher
plant efficiencies
• BHEL has proven expertise in plant performance improvement for BHEL and non-BHEL
sets through renovation, modernization and uprating of a variety of power plant equipment
including solution towards flexible operations

2x660 MW supercritical power plant commissioned by BHEL at Suratgarh, Rajasthan, India

27
TRANSMISSION
BHEL is a leader in the field of power transmission in India with a wide range of transmission
systems and products and having a proven track record across the globe.
• BHEL undertakes turnkey transmission projects from concept to commissioning on EPC
basis which includes execution of EHV & UHV substations/ switchyards, both AIS and GIS
types ranging from 33 kV to 765 kV, HVDC converter stations (up to ±800 kV), and reactive
power compensation schemes.
• BHEL has executed a number of high voltage direct current (HVDC) projects in India,
notably the world’s first multi-terminal ±800kV, 6000MW UHVDC Transmission link
between North-Eastern part of India to Agra (Uttar Pradesh).
• BHEL is the first Transformer Manufacturer in India having successfully Short Circuit
tested up to 500 MVA, 400 kV Auto Transformers.
• BHEL has indigenously developed and commissioned India’s first 400 kV phase shifting
transformer (PST).
The major products manufactured and supplied by BHEL include:
• Power transformers up to 1200 kV
• Converter transformers up to 800 kV, Thyristor valves and controls for HVDC application
• Instrument transformers up to 1200 kV
• Dry type transformers
• Vacuum and Gas Insulated Switchgears
• Control and relay panels, SCADA
• Composite Insulators for up to 765 AC & 800kV DC Application
• FACTS – FSC, SVC, thyristor-controlled shunt reactor (CSR) for dynamic reactive power
management of long-range transmission lines.
• Fibre Optic Current Transformer (FOCT)
• Digital Substation Solution up to 400 kV

28
INDUSTRIAL SYSTEMS AND PRODUCTS
BHEL supplies major equipment for a number of industries including Oil and Gas,
Metallurgy and Mining, Petrochemicals, Chemicals, Automobiles, Steel, Aluminium, Cement,
Fertiliser, Sugar, Paper, Textiles, etc.
Our vast range of products offered includes:
 AC machines,
 Alternators,
 Centrifugal compressors,
 Oil Rigs,
 X-Mas Tree Valves,
 Transformers, Substations,
 Switchgear,
 Heat exchangers,
 Pressure vessels,
 Columns,
 Fired heaters,
 Locomotives,
 Downstream Oil and Gas packages (Sulphur Recovery Unit),
 Gas turbine-based co-generation and combined cycle power plants,
 Steam turbine based captive power plants to suit the requirement of different
industries,
 Turbo-generators,
 Complete range of steam generators (Circulating Fluidized Bed Combustion,
Pulverised Fuel, Utility Boiler & heat recovery steam generator) for process industries
capable of burning a wide variety of fuels,
 Electrostatic Precipitators and Fabric Filters.

Centrifugal compressor under assembly at BHEL works in Hyderabad, Andhra Pradesh, India

29
RAIL TRANSPORTATION
BHEL is a leading designer and manufacturer of Rail Transportation systems like semi
highspeed trains, Electric Locomotives, Diesel Electric Shunting Locomotives and Electrical
Multiple Units.
BHEL also manufactures critical equipment like Traction Converters/ Inverters, Motors,
Transformers, Bogies, Train Control Management System (TCMS).
• Supplied 800+ Locomotives for Railways and Industrial operation.
• Manufacturing capability of Electric Locomotives up to 9000 HP and Diesel Electric
Shunting Locomotives up to 3250 HP
• India’s first fleet of fully air-conditioned AC EMU trains for the Mumbai sub-urban region
equipped with BHEL- Electrics and control system
• Manufacturing 3-phase underslung equipment for a wide range of rolling stock including
India’s flagship project - Vande Bharat (semi high-speed) & Kolkata metro
• Exported state-of-the-art Traction equipment to South Asian, South-East Asian and African
nations

30
DEFENCE AND AEROSPACE
• BHEL is a reliable supplier of equipment and services to Indian defence forces for almost
three decades with dedicated engineering and manufacturing facilities
• Major products include super rapid gun mount (upgraded), strategic naval equipment,
integrated platform management systems, thermos-pressed components, electrical machines,
turret castings for T72 tanks, simulators, castings and forgings, etc.
• BHEL has been a reliable supplier to ISRO for solar panels and batteries for their satellites
• BHEL is one of the few firms worldwide with capability to design and manufacture heat
exchangers for military aircraft and is supplying heat exchangers for Light Combat Aircraft
(LCA) ‘TEJAS’.
• Indian Space Research Organisation (ISRO) has partnered with BHEL for manufacturing of
space-grade solar panels and satellite batteries. BHEL is rapidly expanding its offering in the
aerospace segment.

31
OIL AND GAS
• BHEL supplies complete onshore drilling rigs capable of drilling up to 9,000 metres, with
ACSCR system or AC drives incorporating the latest state-of-the-art technology, and also
mobile rigs, work-over rigs.
• BHEL also supplies onshore drilling rig equipment like draw works, rotary-table, travelling
block, swivel, mast and substructure, mud systems, Artificial lift system (surface units of
Sucker Rod Pumps) and rig electrics to leading oil and natural gas exploration companies of
India.
• Wellheads and X-Mas tree valves up to 15000 Psi rating and Choke & Kill Manifold upto
10,000 Psi rating for onshore as well as offshore applications are also provided by BHEL to
drilling companies.
• The company has also supplied casing support systems, mudline suspension systems and
block valves for offshore application.

BHEL-make EV-2000 land Oil Rig at ONGC Ankleshwar, Gujarat, India

X-Mas tree Valves manufactured at BHEL

32
RENEWABLES
• BHEL is one of the few EPC players which manufactures almost all the major equipment of
solar power plant viz. Solar Cells, Solar Modules, PCUs, HT Panels, SCADA, Power
Transformers etc., with complete grid storage solutions
• BHEL has a dedicated industrial R&D Centre for developing high-efficiency silicon solar
cells and process optimizations
• BHEL has emerged as the market leader in floating solar EPC segment in India by
commissioning some of the country’s largest floating solar power plants viz. NTPC
Ramagundam 100 MW (Telangana), NTPC Simhadri 25 MW (Andhra Pradesh), NTPC
Kayamkulam 22 MW (Kerala) etc.
• BHEL has a solar portfolio of more than 1200 MW, out of which more than 1100 MW
capacity comprising of large-scale utility Ground mounted, floating solar, Rooftop, Canal Top
solar plants have already been commissioned

100 MW Floating Solar PV Plant commissioned by BHEL at NTPC Ramagundam, Andhra

Pradesh, India

33
WATER MANAGEMENT
BHEL offers complete water management solutions including desalination plants, water
treatment plants (WTP), effluent treatment plants (ETP), sewage treatment plants (STP),
tertiary treatment plants (TTP) and zero liquid discharge (ZLD) system for municipal
segment, industries and power plant.
• BHEL had set up its first sea water reverse osmosis (SWRO) plant in 1999
• BHEL has setup 40 MLD STP based on Activated Sludge Process for CMWSSB, Chennai
and completed 10 years O&M of the plant
• BHEL has setup 1.5 MLD STP based on eco-friendly Phytorid Technology by CSIR-NEERI
for Telibandha lake rejuvenation, RSCL Raipur

34
E- MOBILITY
BHEL is committed to the world’s e-mobility mission in a significant way.
• End-to-end integrated EV Charging infrastructure solutions including solar based chargers
for cities & Highways
• In-house developed (ARAI certified) 122KW (AC/DC Combo) EV Charger.
• 70 Nos. 50 kW DC fast charger (developed inhouse) is under execution
• First e-mobility friendly (Delhi-Chandigarh highway) in the country, equipped with 20 nos.
BHEL-make solar PV based EV charging stations

35
BATTERY ENERGY STORAGE SOLUTIONS
• BHEL offers battery energy storage solutions to support the infirm power delivered by RE
system and also standalone battery energy storage system connected with grid, with features
like energy time shifting, power smoothing, frequency regulation, anti-islanding and VAR
support
• Commissioned 1MWh battery energy storage system (BESS) with in-house developed PCS
(power conditioning system) and EMS (energy management system) featuring three different
types of battery chemistries-lithium-ion battery, flow battery and advanced lead acid battery
• State-of-the-art facility for packaging and testing of Li-ion batteries for space applications.
The company has assembled, tested and supplied batteries of 40 Ah - 180 Ah to ISRO for use
in its satellites for more than two decades.

1 MW Battery Energy Storage System (BESS) developed and commissioned at BHEL’s Corporate R&D
division, Hyderabad, India

36
RESEARCH AND DEVELOPMENT
• R&D expenditure (>2.5% of Turnover) – one of the highest in Indian engineering field
• Centres of Excellence for Intelligent Machines & Robotics, Machine Dynamics,
Compressors & Pumps, Nanotechnology, UHV Engineering, Simulators, Computational Fluid
Dynamics, Surface Engineering, Permanent Magnet Machines, Advanced Transmission
Systems, Power Electronics and Control & Instrumentation
• Five specialized institutes viz. Ceramic Technological Institute, Amorphous Silicon Solar
Cell Plant, Pollution Control Research Institute, Welding Research Institute and Centre for
Electric Transportation for carrying out advanced R&D in various engineering disciplines and
identified technological areas
• Filing patents/copyrights applications regularly – more than 4,800 filings
• Strong engineering and R&D base for in-house development of indigenous technologies
• Technology collaboration agreements with leading global manufacturing and engineering
companies
• Focus on clean thermal technologies

37
VISION, MISSION AND VALUES
BHEL’S VISION
A global engineering enterprise providing solutions for a better tomorrow
BHEL’S MISSION
Providing sustainable business solutions in the fields of Energy, Industry and Infrastructure
THE VALUES THAT INSPIRE BHEL

 Governance
We are stewards of our shareholders' investments and we take that responsibility very
seriously.
 Respect
We value the unique contribution of each individual. We believe in respect for human dignity
and we respect the need to preserve the environment around us.
 Excellence
We are committed to deliver and demonstrate excellence in whatever we do.
 Loyalty
We are loyal to our customers, to our company and to each other.
 Integrity
We work with highest ethical standards and demonstrate a behaviour that is honest, decent,
and fair.
 Commitment
We set high performance standards for ourselves as individuals and our teams. We honour
our commitments in a timely manner.
 Innovation
We constantly support development of newer technologies, products, improved processes,
better services and management practices.
 Teamwork
We work together as a team to provide the best solutions & services to our customers.

KEY OBJECTIVES:
 Bharat Heavy Electricals Limited (BHEL) was incorporated on 13.11.1964 with the
objective to have indigenous Heavy Electrical Equipment Industry in India.
 BHEL serves the core sectors of the economy and provides a wide range of solutions
to customers in power, transmission, transportation, renewables, water, defence &
aerospace, e-mobility & energy storage, oil & gas and industry.

38
UNITS AND DIVISIONS

39
40
SWOT ANALYSIS OF BHEL
Strengths of BHEL
Strengths are interval positive attributes or capabilities a person has control over and make full use
of skills competencies knowledge.
 Huge Customer Base: It has a great market influence in the domestic business which
makes it a huge strength for BHEL.
 Quality: The quality of BHEL is quite strong and it provides a quality manual for the
entire organization.
 Research and Development: It is a strong, innovative and creative advanced team for
research and development which is a pro point. They invest 2.5% of their annual turnover
in the R&D of BHEL.
 Continuous Profits: This is a great strength for BHEL since it has been getting huge
profits and dividends for years.
 Support From Collaborators: BHEL has been getting constant and huge support from
collaborators that helps for modern technologies and transform them to suit it according to
Indian conditions.
 Strong Base in Engineering: Since it has a strong base in engineering, it is stable in the
market and industrial relationship. It is the largest power generation equipment
manufacturer with products like gas and steam turbines, boilers, electric motors, heat
exchangers, etc.

Weaknesses of BHEL
Weaknesses are negative aspects and attributes which have little control over. These are the areas
where the business needs to improve to remain competitive.
 Longer Delivery Cycles: Its products take more time to deliver than its international
competitors which can be a huge con according to the customer base.
 Less Marketing Manufacture: BHEL lacks marketing manufacture which leads to
inadequate supply.
 Criticism: The project at Rampal of the coal power plant is criticized a lot for impacting
adverse effects to the environment since it is near to the Sundarbans mangrove forest.
 The Inability of Certain Activities: Inability of certain activities such as providing
suppliers credit, soft loans and financing power projects.
 Net Profit: BHEL’s net profit which is Rs 1.472 Crore is relatively low compared to its
annual revenue of Rs 22,066 Crore. BHEL should strictly look after its expenses and
competitors’ business matrix.

41
Opportunities for BHEL
Opportunities are uncontrollable external events a person can potentially leverage. These are
favourable external factors that could give an organisation a competitive advantage.
 Demand for Power Domain: There is a huge power domain to produce more equipment.
This provides a huge opportunity for BHEL.
 Ageing Power Plants: Since it has older and required services and is in the market for a
long time it has faster machinery and more market visibility compared to its competitors.
 Joint Venture with Siemens: It is a tie-up for a project which can be beneficial and will
provide more scope of growth in the market.
 Increase in Defence Budget: An increase in defence seems a good opportunity for BHEL.
They can supply a required tender of locomotives to the Indian Armed Forces.
 Procurement Process: The procurement process at BHEL is subject to audits and thus is
very cumbersome.
 Increased Private Sector Participation: Since it has a healthy work environment, it has
greater circles of distribution and operation.

Threats to BHEL
These are the factors that have the potential to harm an organization. Threats are uncontrollable
external factors that might overcome or damage the strength and opportunities.
 Competitors: BHEL faces a lot more competition in every way that is national as well as
international level.
 Increase in Small Contractors: The increase in small contractors can lead to price wars
which can be a huge threat for BHEL.
 New Players in the Market: The emerging new players and competitors can be a huge
threat to BHEL in the long run.
 Associations in the Industry: Associations have reduced the company’s turnover
drastically which becomes a great threat for the company.

42
OVERVIEW OF BHEL HARIDWAR
Bharat Heavy Electricals Ltd. (BHEL) Haridwar has two manufacturing plants:

 Heavy Electrical Equipment Plant (HEEP) and Central Foundry Forge Plant (CFFP).
 It also has a Pollution Control Research Institute, PCRI.
 The Heavy Electrical Equipment Plant is one of the major manufacturing units of
BHEL.
 The core business of HEEP includes design and manufacture of large size steam and
gas turbines, turbo generators, heat exchangers, condensers and auxiliaries.
 The Central Foundry Forge Plant (CFFP) is engaged in manufacture of large size
Castings and Forgings of various types of steels like alloy steels, creep resistant steel
and supercritical grade steel.
 The Pollution Control Research Institute (PCRI) provides services in the field of
Environmental Management and Pollution Control in the areas of air, water, noise and
solid waste.
 HEEP & CFFP both have been awarded certificates for Quality Systems (ISO-
9001:2008) Environment Management System (ISO-14001:2015) and Occupational
Health & Safety (ISO-45001:2018)

43
INFRASTRUCTURE FACITIES

BHEL provides the following infrastructure facilities:

1. HRDC centre.
2. Canteen facilities.
3. Learning centre (library).
4. Security and fire-fighting facility.
5. Medical facility.
6. Production plant and Machinery.
7. Testing and R&D equipment.
8. Loading and unloading and material handling facilities.
9. Workshop and maintenance.

FUTURE GROWTH AND PROSPECTS

In 2019, BHEL and Libcoin are in talks to form a consortium to initially build a 1GWh
lithium-ion battery plant in India. The plant's capacity will be scaled up to 30GWh in due
course.
In 2022, BHEL and Titagarh Wagons formed a consortium and participated in a tender
by the Government of India The consortium emerged as the second lowest bidder and will be
supplying 80 Vande Bharat Trains to Indian Railways.
In 2023, Nuclear Power Corporation of India Limited (NPCIL) and Bharat Heavy Electricals
Limited (BHEL) entered into an MOU to jointly pursue business opportunities in the area of
nuclear power plants based on Pressurized Heavy Water Reactor (PHWR) technology. BHEL
is the company to be actively associated with all three stages of the Indian Nuclear
Programme (1st Stage PHWR, 2nd Stage FBR and 3rd Stage AHWR).
In May 2023, Bharat Heavy Electricals Limited (BHEL), stated that the Indian Railways has
set very ambitious targets and kept aggressive targets for upgradation. One of the significant
goals set by the Indian Railways is the complete overhaul of signalling system. As technology
upgrades, BHEL will also upgrade and participate in the modernization process of the
signalling system. (BHEL Annual Report 21-22)

44
LITERATURE
REVIEW

45
 LITERATURE REVIEW

Hulin and Smith (1964) studied 5 separate aspects of job satisfaction, data for which were
collected from 295 male workers and 163 female workers, drawn from 4 different
plants, and the data was analysed with respect to the mean job satisfaction for male andfemale
workers. Analysis indicated that in 3 plants the female workers were significantly less
satisfied than their male counterparts, while in the 4th plant there was no significant
difference.

Lodahl and Kejner (1965) defined job involvement as “the degree to which a person’s work
performance affects his self-esteem.” In the highly involved jobs, work becomes “a very
important part of life.” The study concluded that highly job involved individuals were found
to be more involved in socially oriented work activities.

Goyal (1995) determined the extent of employee satisfaction experienced by textile workers
due to primarily the statutory labour welfare facilities provided in the private, public and co-
operative textile sectors in Punjab, the awareness and implementation of these labour welfare
facilities and their correlation with job satisfaction, including the relationship between labour
welfare and job satisfaction.

Srivastava (2004) The Impact of Labour Welfare on Employees Attitudes and Job
Satisfaction, a comparative study was conducted on workers in the private and public sectors
of Kanpur city. The researcher attempted to assess the quality of labour welfare activities;
measure the degree of job satisfaction of workers provided with labour welfare facilities in
private and public sectors and evaluates the attitudes of workers toward management in both
the sectors.

AlamSageer, Dr Sameena Rafat, Ms. Puja Agarwal ISSN: 2278-487X. Volume 5, Issue 1
(Sep- Oct. 2012) Employee satisfaction is the terminology used to describe whether
employees are happy, contended and fulfilling their desires and needs at work. Many
measures support that employee satisfaction is a factor in employee motivation, employee
goal achievement and positive employee morale in the work place. Basically, employee
satisfaction is a measure of how happy workers are with their job and working environment.
In this paper various variables responsible for employee satisfaction has been discussed such
as Organization development factors, Job security factors, Work task factors, Policies of
compensation and benefit factor and opportunities which give satisfaction to employees such
as Promotion and career development also has been described. This paper also deals the
various ways by which one can improve employee satisfaction.

46
OBJECTIVE OF
STUDY

47
 OBJECTIVE OF STUDY

1. To study job satisfaction among employees in BHEL, Haridwar.

2. To know the job satisfaction level towards the organization regarding the working
condition, compensation and other facilities.

3. To understand the problem of employees in working condition and to analyse various

factors affecting job satisfaction level.

4. To study the employee’s perception towards the organisation.

5. To identify the factors that motivates the employees.

6. To know the employee satisfaction level towards the organization regarding the
infrastructure working condition compensation and other facilities.

7. To understand the relationship within the organization.

8. To know the communication flow within the organization.

9. To know the level of worker's participation in decision making.

10. To find whether there is scope for improvement.

48
 RESEARCH
METHODOLOGY

49
 RESEARCH METHODOLOGY
STATEMENT OF PROBLEM
Human resources are most important resources for any organisation. Management is
responsible for observing the satisfaction of their employees. If the employees are satisfied
with the organisation’s welfare measures provided to them, then the production will increase.
Today, employees are essential element to contribute to the growth of the organization. In
case of BHEL-HEEP, more than 500 employees are employed and the company is responsible
for the well-being of these employees. Hence, the purpose of this study is to determine
employee satisfaction level towards the organisation.
NEED OF STUDY

 Provide information about the performance ranks, basis on which decision regarding
salary fixation, confirmation, promotion, transfer and demotion are taken.

 Provide feedback information about the level of achievement and behaviour of

subordinate this information helps to review the performance of subordinates,
rectifying performance deficiencies and to set standard of living, if necessary.

 provide information to diagnose deficiency in employee regarding skill, knowledge,

determine training and developmental needs and to prescribe the means for employee
growth provides information for correcting placement.

RESEARCH OBJECTIVE

The current research will be aimed at determining the Human Resource Management at
Indian companies. The research will be focused on the following major issues.

a) To study the significance of Human Resource Management.

b) To study the system development at Indian Companies.
c) To measure the factors related to Human Resources Management.
d) To study the employee relation and executive response for Human Resources
Management in Indian companies.

LIMITATIONS

 The time limit to complete the project was less.

 Most of data collection is based on internet.

 Analysis of primary data is done on the assumption that the answers given by the
respondents are true and correct.

 Most of the employees are not ready to share the information.

50
MEANING OF RESEARCH
Research is the careful consideration of study regarding a particular concern or research
problem using scientific methods. According to the American sociologist Earl Robert Babbie,
“research is a systematic inquiry to describe, explain, predict, and control the observed
phenomenon.
RESEARCH METHODS AND METHODOLOGY
Research Methods are the techniques and tools by which you research a subject or a topic.
Research methodology involves the learning of various techniques to research and acquiring
knowledge to perform tests, experiments, surveys, and critical analysis.
Research methodology simply refers to the practical “how” of any given piece of research.
It’s about how a researcher systematically designs a study to ensure valid and reliable results
that address the research aims and objectives.
SCHEME OF RESEARCH

The following methodology was adopted in this report: -

o Comprises of understanding the theoretical concepts in general

o Questionnaire study
o Analysis of the primary data
o Analysis of the secondary data

RESEARCH DESIGN

Research design is the framework of research methods and techniques chosen by a researcher
to conduct a study. The design allows researchers to sharpen the research methods suitable for
the subject matter and set up their studies for success.
In our project report, the research is of descriptive in nature, which could provide an accurate
picture of induction procedure conducted in the organisation. Descriptive research includes
surveys and fact- finding inquiries of different kinds.

SAMPLING
A sample is a subset of individuals from a larger population. Sampling means selecting the
group that you will actually collect data from in your research. Sampling is an integral
component of a research design.

METHODS OF SAMPLING

Sampling in market action research is of two types – probability sampling and non-
probability sampling. Let’s take a closer look at these two methods of sampling.

1. Probability sampling: Probability sampling is a sampling technique where a

researcher selects a few criteria and chooses members of a population randomly.
All the members have an equal opportunity to participate in the sample with this
selection parameter.
51
 2. Non-probability sampling: In non-probability sampling, the researcher randomly
chooses members for research. This sampling method is not a fixed or predefined
selection process. This makes it difficult for all population elements to have equal
opportunities to be included in a sample.

SAMPLE SIZE

Questionnaire is filled by 50 employees of BHEL Haridwar

The questionnaire was filled in the neighbourhood and vital information was collected which
was then subject to:

 A pilot survey was conducted before finalizing the questionnaire.

 Data collection was also done with the help of personal observation.
 After completion of survey the data was analysed and conclusion was drawn.
 At the end information was compiled to complete the project report.

SAMPLING DESIGN

Convenience sampling as the name indicates, is based on the convenience of the researcher
who is to select a sample. Respondents in the sample are included in it merely on account of
their being available on the spot where the survey was in progress.

MODE OF DATA COLLECTION

This report is based on both primary data as well as secondary data. Primary data includes
personal investigation (questionnaire). On the other hand, secondary data includes data from
published sources such as online reports, official websites etc.

52
 DATA ANALYSIS
AND
INTERPRETATION

53
 1. How long you are working in the organisation?
a) 0-5 years
b) 5-10 years
c) More than 10 years

Responses No. of respondents Percentage of responses

0-5 years 5 10%

5-10 years 20 40%

More than 10 years 25 50%

Total 50 100%

Responses

10%

0-5 years
50% 5-10 years
40% More than 10 years

Interpretation:

From the above data, 25 employees are working for more than 10 years. Even number of
employees working between 5-10 years is 20. This shows that most of the employees are
satisfied with their job. The attrition rate of the company is very low. This indicates that
employees are satisfied and their respondent were interviewed and it was found that employee
to know while they are continuing in their company for more than 10 years and followed that
they are overall satisfied.

54
 2. Are you comfortable with the working environment?
a) good
b) Satisfied
c) Bad

Responses No. of respondents Percentage of responses

Good 25 50%

Satisfied 20 40%

Bad 5 10%

Total 50 100%

Response

10%

Good
Satisfied
50%
Bad
40%

Interpretation:

50% of employees express as a good environment. From the remaining 50%, about 40% says
a satisfactory job environment and only about 10% feels bad working environment. They feel
bias is there.

55
 3. Whether the employees are satisfied with the health, safety, welfare facilit ies
provided by the Company?
a) Satisfied
b) Dissatisfied

Responses No. of Respondent Percentage of Responses

Satisfied 40 80%

Dissatisfied 10 20%

Total 50 100%

Responses

20%

Satisfied
Dissatisfied

80%

Interpretation:

About 80% employees were satisfied with the health and safety facility provided by the
organisation. Rest 20% were dissatisfied.

56
 4. Are you satisfied with training procedure provided by the organization?
a) Yes
b) No

Responses No. of respondent Percentage of responses

Yes 35 70%

No 15 30%

Total 50 100%

Responses

30%
Yes
No

70%

Interpretation:

About 70% of employees are satisfied by the training procedure given in the organisation
because the trainee should understand each and every thing what trainer should teach in the
organisation. On the other hand, 30% of employee are not satisfied because the training
provided by the organisation is not as per the aptitude and proficiency level of the employee.

57
 5. Are you satisfied with the promotional activities in the organisation?
a) Yes
b) No
Responses No. of respondent % of responses

Yes 37 74%

No 13 26%

Total 50 100%

Responses

25%

Yes
No

75%

Interpretation:

About 75% of the employees are satisfied with the promotional activities of the
organisation and the rest 25% of employees are dissatisfied.

58
 6. Does the present performance appraisal meet your career advancement?
a) Yes
b) No
c) Can’t say

Responses No. of respondent Percentage of responses

Yes 33 66%

No 2 4%

Can’t say 15 30%

Total 50 100%

Responses

31%
Yes
No
Can't say
67% 2%

Interpretation:

About 66% of employee says ‘yes’, 4% of employee says ‘no’ and 30% of employee
says can’t say. So that present performance appraisal is used in the organisation for
charting their career planning.

59
 7. Are you satisfied with your organisation salary increment policy?
a) Yes
b) No
c) Can’t say

Responses No. of respondent % of response

Yes 24 48%

No 11 22%

Can’t say 15 30%

Total 50 100%

Responses

30%
Yes
48% No
Can't say

22%

Interpretation:

About 48% of employee are satisfied with the salary increment policy while 22% of
employee are dissatisfied and rest 30% employee can’t say anything because they want to do
the job whatever the salary they get, they are happy.

60
 8. Are you satisfied with your compensation and benefit package?
a) Agree
b) Disagree

Responses No. of respondent % of responses

Agree 40 80%

Disagree 10 20%

Total 50 100%

Responses

20%

Agree
Disagree

80%

Interpretation:

From the above data, about 80% of employee are satisfied with the compensation and
benefits package of the organisation while the rest 20% of employee feels dissatisfied.

61
 9. Do you feel that your work is manageable?
a) Yes
b) No

Responses No. of respondent % of response

Yes 45 90%

No 5 10%

Total 50 100%

Responses
10%

Yes
No

90%

Interpretation:

About 90% of employee felt that their work is manageable and remaining 10% employee are
not satisfied. They feel that they had work load.

62
 10. Do you have positive working relationships with your colleagues and supervisors?
a) Agree
b) Disagree
c) Can’t say

Responses No. of respondent % of response

Agree 30 60%

Disagree 10 20%

Can’t say 10 20%

Total 50 100%

Responses

20%

Agree
Disagree
20% 60% Can't say

Interpretation:

About 60% of employee are satisfied. From the remaining 40%, 20% of employee are
disagree and rest can’t say anything.

63
FINDINGS

64
FINDINGS
1. Almost all the employees are satisfied with their job as most of the employees are
working for more than 10 years.

2. Almost all the employees are satisfied with the training activities conducted in the
organisation. Most of the employees have achieved their training objectives.

3. Superiors are very supportive and helps their sub- ordinates in achieving their goals.

4. The performance appraisal training programme is appreciated by the employees and

they are really benefited by it.

5. Almost everyone found that the other facilities like accommodation, healthcare and
welfare services provided by the organisation is overall good.

6. Working environment is good and the work is manageable.

7. Since rules and regulations are very dynamic, so most of the employee’s face
difficulty to face them.

8. Most of the candidates do not turn up when they are called up for the interview.

9. Regional behaviour and language influence is higher during training and even after
delivering their language; the desired effects are not seen.

10. Few employees were not satisfied with the promotional activities.

65
SUGGESTIONS

66
SUGGESTIONS

Using this analysis, following recommendations can be contemplated:

 Recreation facilities can be improved to increase the morale of the employees and
reduces the stress of the employees.

 More training classes should be conducted to enhance the efficiency of the employees.

 Annual health checkups, employee counselling should be improved by conducting health

camps at least in a month.

 Promotional activities should be encouraged.

67
CONCLUSION

68
CONCLUSION

 Finally, I would like to state that even though recruiting and selection find suitable
candidates, the process continues with the new hire's orientation program, allowing us
to further fine-tune the fit between the candidate's attributes and what the company is
looking for. Then, behavioural training might be offered to help the staff become more
proficient.

 It contributes positively to any company, but it requires substantial funding, as well as

time, care, and direction. It's similar to simply accepting the beginning advantages
without contributing anything more, and then quitting your work when the time comes
to go back. Thus, it's not always successful.

 The organization must make consistent efforts to increase employee motivation. The
company may use a variety of strategies to inspire its staff. One way to do this would
be to offer leisure activities like picnics, tours, family outings, sporting events, yearly
days, gatherings, and parties. The company must treat its workers like members of the
family and implement profit-sharing programs like ESOPs, bonuses, and share
ownership. The company might offer ancillary advantages.

 The organization's welfare initiatives may involve offering a range of amenities, such
as uniforms for the staff, which the HR department is in charge of providing and
maintaining.
Last but not least, incentives—which can be both monetary and non-monetary—are
the primary source of motivation.

 In closing, I would want to enthusiastically state that working with so many seasoned
professionals in senior roles was an amazing experience. Spending time and
interacting with those who offer a wealth of knowledge. The folks were really helpful,
encouraging, and cooperative. It is an event to remember for a very long time.
Learning and applying so much about HR procedures was fantastic.

 I sincerely appreciate all of the senior members who have taken the time to explain to
me how organizations operate and their working methods.

69
 BIBLIOGRAPHY
AND REFERENCES

70
 BIBLIOGRAPHY AND REFERENCES

WEBSITES: -

 www.scribd.com
 www.bhel.com
 www.questionpro.com
 www.researchgate.com
 www.hwr.bhel.com
 www.geeksforgeeks.org
 www.economictimes.indiatimes.com
 www.investopedia.com
 www.chat.openai.com
 www.quillbot.com
 www.egyankosh.com
 www.grammarly.com
 www.slideshare.net
 www.yourarticlelibrary.com
 www.chegg.com
 www.byjus.com
 www.scribbr.com


REFERENCES: -

 Hulin, C. and Smith, P. (1965) A Linear Model of Job Satisfaction.

Journal of Applied Psychology, 49, 209-216.
http://dx.doi.org/10.1037/h0022164
 Lodahl, T.M. and Kejner, M.M. (1965) The Definition and Measurement of Job
Involvement.
Journal of Applied Psychology, 49, 24-33.
https://doi.org/10.1037/h0021692
 AlamSageer, Dr Sameena Rafat, Ms. Puja Agarwal ISSN: 2278-487X. Volume 5,
Issue 1 (Sep- Oct. 2012)

71
QUESTIONNAIRE

72
 QUESTIONNAIRE

1. How long you are working in the organisation?

a) 0-5 years
b) 5-10 years
c) More than 10 years

2. Are you comfortable with the working environment?

a) Good
b) Satisfied
c) Bad

3. Whether the employees are satisfied with the health, safety, welfare facilities
provided by the Company?
a) Satisfied
b) Dissatisfied

4. Are you satisfied with training procedure provided by the organization?

a) Yes
b) No

5. Are you satisfied with the promotional activities in the organisation?

a) Yes
b) No

6. Are you satisfied with your organisation salary increment policy?

a) Yes
b) No
c) Can’t say

7. Are you satisfied with your compensation and benefit package?

a) Agree
b) Disagree

8. Do you feel that your work is manageable?

a) Yes
b) No

9. Do you have positive working relationships with your colleagues and supervisors?
a) Agree
b) Disagree
c) Can’t say

10. Does the present performance appraisal meet your career advancement?
a) Yes
b) No
c) Can’t say

73