“A STUDY ON EMPLOYEE QUALITY OF WORK LIFE IN BESCOM”

Project Report submitted in partial fulfilment of the requirement for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

OF
BANGALORE UNIVERSITY

BY
VEDHA C R
REG NO: 16O4CMD012

Under the Guidance of

PROF.(DR).V.SIVARAMAN

REGIONAL COLLEGEOF MANAGEMENT BANGALORE

BANGALORE UNIVERSITY
2016 -2018
 DECLARATION BY THE STUDENT

I hereby declare that A STUDY ON“ EMPLOYEE QUALITY OF WORK LIFE’’ at Bangalore
Electricity Supply Company ( BESCOM)) is the result of the project work carried out by me under the
guidance of PROF. (DR.) V. SIVA RAMAN in partial fulfilment for the award of MASTER’S
DEGREE IN BUSINESS ADMINISTRATION by Bangalore University.

I also declare that this project is the outcome of my own efforts and that it has not been submitted to any
other university or Institute for the award of any degree or Diploma or Certificate.
 CERTIFICATE OF ORIGINALITY

This is to certify that the dissertation titled A STUDY ON “EMPLOYEE QUALITY OF WORK
LIFE’’ at Bangalore Electricity Supply Company(BESCOM) is an original work of MS. VEDHA CR;
bearing University REGISTRATION NUMBER: 16O4CMD012 and is being submitted in partial
fulfilment for the award of the MASTER’S DEGREE IN BUSINESS ADMINISTRATION of
Bangalore University. The report has not been submitted earlier either to this University/ Institution for
the fulfilment of the requirement of a course of study. MS VEDHA CR is guided by PROF. (DR.) V.
SIVA RAMAN who is the Faculty Guide as per the regulations of Bangalore University.

Signature of Faculty Guide: Signature of Director/ Principal/ HOD:

Date: Date:
 AKNOWLEDGEMENTS

I express my sincere thanks to my project guide, PROF. (DR.) V. SIVA RAMAN professor of
management studies for guiding me right from the inception till the successful completion of the
project. I sincerely acknowledge them for extending their valuable guidance, support for literature,
critical review of project and the report and above all the moral support they had provided to me with
all stages of this project.

I would like to express my love and gratitude to my parents for their all-time support, love and time to
time guidance. Their experience knowledge and support lead me to complete my project timely and
successfully.

My thanks are due to all those who have directly or indirectly helped me in preparing this project
report. However, I accept the sole responsibility for any possible error of omission and would be
extremely grateful to the readers of this project report if they bring such mistakes to my notice.

Place: Bangalore Name: VEDHA CR

Date: Register No: 1604CMD012

 TABLE OF CONTENTS

Chapter Particulars Page No.

1. INTRODUCTION:
 Industry profile
 Theoretical background of the study
 Importance of the topic
 Need to study the topic
2. REVIEW OF LITERATURE AND RESEARCH DESIGN
 Review of Literature and Gaps
 Statement of the problem
 Scope of the Study
 Objective of the Study
 Hypotheses
 Sampling
 Tools for Data Collection
 Data Analysis
 Limitation of the Study
3. PROFILE OF THE SELECTED ORGANISATION AND
RESPONDANTS
 Company Profile
 Generation
 Industry Profile and Players
 Respondence
4. DATA ANALYSIS AND INTERPRETATION
 The rating of the welfare measures
 The management participation in employee welfare
 The participation of management in the employee
welfare measure
 The impact of welfare measures on employer-employee
relationship
 The usefulness of induction/ training programmes the
usefulness of induction/ training programmes
 The frequency of satisfaction surveys
 The impact of work environment on performance of
employees
 The employer-employee relationship
 The time at the work place
 The extent of problems caused by colleagues
 The extent of job security provided
 The stress-relieving measures
 The relationship between work environment and work
behaviour
 The chances of growth/promotion
 The impact of machinery/technology on qwl
 The satisfaction with the current work environment
5. SUMMARY OF FINDINGS, SUGGESTION AND
CONCLUSION
 Summary of Findings
 Conclusion
 Suggestions to the Organization
 LIST OF TABLES

Table No. Description Pg no

1 THE TABLE SHOWINGTHE RATING OF THE WELFARE
MEASURES
2
THE TABLE SHOWING MANAGEMENT PARTICIPATION
IN EMPLOYEE WELFARE
3 THE TABLE SHOWING PARTICIPATION OF
MANAGEMENT IN THE EMPLOYEE WELFARE
MEASURES
4 THE TABLE SHOWING IMPACT OF WELFARE
MEASURESON EMPLOYER- EMPLOYEE
REALATIONSHIP
5 THE TABLE SHOWING USEFULNESS OF `
INDUCTION\TRAINING PROGRAMS
6 TABLE SHOWING FREQUENCY OF SATISFACTION
SURVEYS
7 THE TABLE SHOWING IMPACT OF WORK
ENVIRONMENT ON PERFORMANCE OF EMPLOYEES
8 THE TABLE SHOWING EMPLOYER-EMPLOYEE
REATIONSHIP
9 THE TABLE SHOWING TIME AT THE WORK PLACE

10 THE TABLE SHOWING EXTENMT OF PROBLEMS

CAUSEDBYB COLLEAGUES
11 THE TABLE SHOWING EXTENT OF JOB SECURITY
PROVIDED
12 THE TABLE SHOWING STRESS- RELIEVING MEASURES

13 THE TABLE SHOWING RELATIONSHIP BETWEEN WORK

ENVIRONMENT AND WORK BEHAVIOUR
14 THE TABLE SHOWING CHANGES OF GROWTH/
PROMOTION
15 THE TABLE SHOWING IMPACT OF
MACHINERY/TECHNOLOGY ON QWL
16 THE TABLE SHOWING SATISFACTION WITH THE
CURRENT WORK ENVIRONMENT
 LIST OF GRAPHS

Table No. Description Pg no

1 THE GRAPH SHOWING RATING OF THE WELFARE
MEASURES
2
THE GRAPH SHOWING MANAGEMENT PARTICIPATION
IN EMPLOYEE WELFARE
3 THE GRAPH SHOWING PARTICIPATION OF
MANAGEMENT IN THE EMPLOYEE WELFARE
MEASURES
4 THE GRAPH SHOWING IMPACT OF WELFARE
MEASURESON EMPLOYER- EMPLOYEE
REALATIONSHIP
5 THE GRAPH SHOWING USEFULNESS OF `
INDUCTION\TRAINING PROGRAMS
6 GRAPH SHOWING FREQUENCY OF SATISFACTION
SURVEYS
7 THE GRAPH SHOWING IMPACT OF WORK
ENVIRONMENT ON PERFORMANCE OF EMPLOYEES
8 THE GRAPH SHOWING EMPLOYER-EMPLOYEE
REATIONSHIP
9 THE GRAPH SHOWING TIME AT THE WORK PLACE
10 THE GRAPH SHOWING EXTENMT OF PROBLEMS
CAUSEDBYB COLLEAGUES
11 THE GRAPH SHOWING EXTENT OF JOB SECURITY
PROVIDED
12 THE GRAPH SHOWING STRESS- RELIEVING MEASURES
13 THE GRAPH SHOWING RELATIONSHIP BETWEEN
WORK ENVIRONMENT AND WORK BEHAVIOUR
14 THE GRAPH SHOWING CHANGES OF GROWTH/
PROMOTION
15 THE GRAPH SHOWING IMPACT OF
MACHINERY/TECHNOLOGY ON QWL
16 THE GRAPH SHOWING SATISFACTION WITH THE
CURRENT WORK ENVIRONMENT
 CHAPTER-1

INTRODUCTION
INTRODUCTION:
"Nature of work life (QWL) is moderately new idea which characterized as the general nature of a
person's working life. QWL is now and then considers as a sub idea of the wide idea of personal
satisfaction, which alludes to the general nature of a person's life".

This segment fills in as an introduction and gives the fundamental theoretical framework to making true
blue inevitable of the subject. Nature of work life(QWL) is a by and large new thought which is portrayed
as the general idea of a man's working life. QWL is occasionally considered as a sub-thought of the wide
thought of individual fulfilment, which insinuates the general idea of n individual's life. Individual
fulfilment joins factors, for instance, pay, prosperity, social associations, and distinctive components, for
instance, delight and fulfilment.

The enthusiasm for improved productivity through HR has its foundation in the mid nineteenth century
with F.W Taylor making legitimate organization speculation and making another care concerning HR.
Going before the approach of coherent organization, HR were considers as an immaterial instrument of
age as to work from dawn to dusk. The working conditions were given cautious thought. The work was
energized by the draw of money. The coherent organization gauges.

These have no vulnerability passed on a couple of preferences to the overall population. Starting there
onwards continues with research and examinations have been grasped to understand human direct at
work the ways to deal with improve their action satisfaction, balanced with the purpose of the relationship
to work for better effectiveness with occupation and specialist satisfaction. With a particular ultimate
objective to achieve these twin targets, differing approaches have been delivered and associated for
advancement of nature of working presence of pros.Nature of work life means all the association inputs
which go for the representative's fulfilment and improving authoritative viability, the fundamental design
is to create occupations and working conditions that are great for managers and monetary strength of
association.
INTRODUCTION TO QUALITY OF WORK LIFE (QWL):

Frustration with working life impacts the authorities in the long run, paying little personality to position
or status. The disappointment, weariness and shock standard to agents can be extreme to the two
individuals and affiliations.

Boss attempt to decrease work dissatisfaction at all definitive levels, including their own. This is an
erratic issue, regardless, since it is difficult to isolate and perceive the attributes which impact the idea
of working life.

Advantage of an association is associated with satisfaction of its work oblige. An association that does
not measure and improve agent satisfaction may stand up to growing turnover, declining productivity
and compelled ability to pull in and hold qualified substitutions.

Agent satisfaction and nature of work life direct impact association's ability to serve its customers.
Attempts towards QWL estimation help in capable and capable distribution of advantages for update
productivity and security of the workforce.

IT LEADS TO:
1. Positive worker demeanours toward their work and the organization

2. Increased efficiency and characteristic inspiration.

3. Enhanced authoritative viability and upper hand.

QUALITY OF WORK LIFE INVOLVES THREE MAJOR PARTS:

Word related social insurance:

Safe workplace gives the premise to individuals to make the most of his work. The work ought not
posture wellbeing risks for the representatives.

Reasonable working time:

Organizations ought to watch the quantity of working hours and as far as possible on extra time, time
of get-away and taking free days before national occasions.

Fitting compensation:
The delegate and the business agree after fitting pay. The Government develops the rate of slightest
pay; the business should not pay not as much as that to the specialist. Work addresses a section which a
man has allotted to himself. From one perspective, work increases one's living for the family; of
course, it is a self-affirmation that gives joy and satisfaction.

Work-Life Quality — portrayed, as the concordance between a labourer’s work demands and outside
interests or weights — is a long-standing anyway routinely propelling locale of corporate social
obligation. A couple of affiliations consider QWL to be fundamental; anyway don't formally associate
it to their key or attractive methodologies.

INDUSTRY PROFILE
The Mysore state had the advantageous and great position of setting up the principal hydroelectric
creating station for business operations at Shivanasamudra as right on time as 1902.The workmanship
around then was still in its earliest stages, even in the propelled nations. The longest transmission line,
at the most elevated voltage on the planet, was built to meet the power needs of mining operations at
Kolar Gold Fields. The condition of Karnataka, with accessibility of shoddy electric power, and other
framework offices, was helpful for expanded rhythm of modern movement. It wound up plainly
important to enlarge the power-producing limit by outfitting the whole capability of Sharavathi valley.
The first unit of 89.1 MW was authorized in 1964 and finished in 1977.The interest for power saw a
marvelous increment in the mid-sixties onwards and with the setting up of numerous open part and
private enterprises in the state. As power era in the state was altogether reliant on rainstorm and was
liable to its impulses, the state government set up a coal based power plant at Raichur. The present
introduced limit of the power plant at Raichur is 1260 MW. To enlarge the vitality assets of the express,
the Kalinadi extend with an introduced limit of 810 MW at Nagahari Power House and 100MW at Supa
Dam Power House, with a vitality capability of 4,112 Mkwh, were set up. The transmission and
dispersion framework in the state was under the control of the administration of Karnataka till the year
1957. In the year 1957, MSEB was formed and the private movement associations were amalgamated
with Karnataka Electricity Board. Till the year 1986, KEB was an advantage making affiliation.
Nonetheless, in the consequent years, as other state Electricity Boards in the nation, KEB additionally
began bringing about misfortunes, essentially because of the expansion in agrarian utilization and due to
the implementation of the socio-economic policies of the government.

To enhance the execution of the power area and tuned in to the changes started by legislature of India,
the administration of Karnataka turned out with a general approach proposing key and radical changes
in the power part.
Accordingly an Act, namely the Karnataka Electricity Reforms Act was passed by Karnataka Legislature.
The Reform has commanded major rebuilding of the Karnataka power board and its corporatization. As
part of corporation, Karnataka Electricity Board ceased to exist and Karnataka Power Transmission
Corporation limited was constituted from1st August 1999.

As a part of the reforms, the distribution sector was further divided into 5 companies viz.

 Bangalore Electricity Supply Company Limited – BESCOM

 Hubli Electricity Supply company Limited – HESCOM
 Mangalore Electricity Supply Company Limited – MESCOM
 Gulbarga Electricity Supply Company Limited – GESCOM
 Chamundeshwari electricity supply company- CESCOM

NATURE OF THE BUSINESS:

Bangalore Electricity Supply Company Limited is one of the power distribution service companies.
BESCOM purchases power from the Karnataka Power Transmission Corporation limited and distribute
power to operating zones – Bangalore Metropolitan Area Zone, Bangalore Rural Area Zone and
Chitradurga Zone. BESCOM is the one of the government based company.

VISION AND MISSION QUALITY POLICY:

VISION:

The vision of BESCOM is to be the become number one in customer satisfaction in South Asia in power
distribution”. In order to achieve this vision, the company has draw up strategy with focus on customer
satisfaction, regulatory compliance & meeting stakeholder expectations etc

MISSION:

The Mission of Bangalore Electricity BESCOM is to guarantee finish consumer loyalty and
persistent benefits in business by:
 Ensuring all out representative's fulfilment.
 By creating foundation, proportionate with development along these lines, guaranteeing
dependable and quality power supply.
BESCOM is set to achieve this mission through:

• Best rehearses in the development and upkeep of its transmission and conveyance control
supply.
• High guidelines in client benefit
• High arrange upkeep of its specialized offices. Ideal utilization of specialized and HR.

QUALITY POLICY:

Having received framework to quality administration, BESCOM spearheaded quality activity

in circulation part in Karnataka. BESCOM has positioned at plant destinations. Administrations
secured under quality confirmation and investigation incorporated the accompanying:

• Quality framework reviews.

• Review quality confirmation programs.

• Quality plants finish.

• Vendor evaluation and rating.

• Works investigation.

AREAS OF OPERATION:

Districts, which are serviced by BESCOM:

 Bangalore Urban District

 Bangalore Rural
  Kolar District
 Tumkur District
 Chitradura District
 Davanagere District

BESCOM OPERATIONAL STRUCTURE

BESCOM covers an area of 41,092 Sq. Kms. with a population of over 207 lakhs and serves more
than 79.65 lakhs customers. The total asset is worth Rs 8596.07 crores as 31st march 2012.

The company has 3 operating zones-

 Bangalore Metropolitan Area Zone (BMAZ)

 Bangalore Rural Area Zone (BRAZ)
 Chitradurga Zone (CTAZ)

BESCOM SERVICES:

• IMPROVING THE QUALITY OF POWER

In the coming years the guideline point of convergence of BESCOM would be on upgrading the
allotment masterminds by tolerating the latest advances. Each one of our undertakings are being
made to reduce specific and business adversities.
These methods will go far in ensuring better nature of vitality to customers. Extraordinary thought is
being paid to strengthen and develop the flow system and upgrade the organizations in common
zones. At BESCOM we have beginning at now set out on a huge update of our progression, apparatus,
frameworks and work culture to bend up discernibly an extremely solid, able and client pleasant
power utility. The truth is to give the clients solid, quality power and no more sensible costs.

• CLOSER CUSTOMER INTERACTION

To improve customer care and customer associations BESCOM will have steady smart social
occasions with inhabitant/customer welfare affiliations et cetera. These social affairs will be dealt
with by all the Zonal Chief Engineers (EL.,), superintending Engineers (EL.,), O&M Circle
Executive Engineers (EI.,), O&M Divisions and Assistant Executive Engineers, O&M Sub-divisions
at customary intervals. Every Customer of BESCOM has a benefit to expect incredible organization.
Our Endeavour is to give you the best customer advantage.

COMMUNITY INVOLVEMENT IN RURAL AREAS

Gathering commitment in commonplace power movement is done as a pilot expand and is in drive
since 47 months and has realized changes in dealing with customer disputes and moreover in salary
collections. Further, a pilot conspire including GramaPanchayats-karahally in devanahalli taluk and
konagatta in doddaballapura taluk in September 2002 and an update of understanding has been
entered amongst BESCOM and the two Grama panchayats.

SOUJANYA COUNTERS AND SERVICE STATIONS

 To give better administration to clients, the soujanya counters and administration stations are being
rebuilt and renovated. BESCOM is intended to setup four shopper mind focuses in Bangalore as a
one point benefit community for all buyers. Better client tend to extraordinary consumer loyalty since
it end up operational not long after beginning of the organization, BESCOM have been attempted
various measures to enhance client mind.

OWNERSHIP PATTERN

Social affair responsibility in ordinary power development is done as a pilot extend and is in drive
since 47 months and has acknowledged changes in managing client debate and besides in
compensation accumulations. Further, a pilot contrive incorporating GramaPanchayats-karahally in
devanahalli taluk and konagatta in doddaballapura taluk in September 2002 and a refresh of
comprehension has been entered among BESCOM and the two Grama panchayats.

SOUJANYA COUNTERS AND SERVICE STATIONS

To give better organization to customers, the soujanya counters and organization stations are being
reconstructed and redesigned. BESCOM is proposed to setup four customer mind centers in
Bangalore as a one point advantage network for all purchasers. Better customer keep an eye on
remarkable purchaser dependability since it wind up operational not long subsequent to start of the
association, BESCOM have been endeavoured different measures to upgrade customer mind.

COMPETITORS INFORMATION

In the year 1999, Karnataka embarked on a major reform of the power sector. As first step, Karnataka
electricity board (KEB) was dissolved and in its place, the Karnataka power transmission corporation
limited (KPTCL) was incorporated. This was trailed by the constitution of Karnataka power
administrative commission (KERC) in November 1999.

BESCOM is one of the circulation divisions in Karnataka where it buys the power from KPTCL
Company. As BESCOM is the one of government service company it is free from the competitors.

Framework FACILITY

• BESCOM is giving pleasant, appealing and more agreeable framework in its work put.
• Every division of the organization is modernized.

• Adequate lighting office.

• Well outfitted with largely to get work quick in smooth way.

• Separate office for every office.

• Parking office.

• Lift office.

• Safe building and machines.

• Precaution if there should be an occurrence of flame.

• Efficient transfer of waste and profluent.

AWARDS & APPERCIATION

 BESCOM has drawn in M/s ENZEN Global Solutions, an ESCO for substitution of existing IP sets
in Doddaballapura on 11KAV feeders under USAID-WENEXA. This ESCO Agriculture Demand
Side Management model was composed by us in relationship with USAID-PA counselling.
BESCOM is able to successfully establish a system of appointing
ESCO on commercial terms and has been awarded with “national power award-2011” under category
“energy efficiency, conservation and demand side management” for agriculture demand side
management initiative.
 BESCOM has bagged the “BCIC Energy Efficiency & Conservation award-2010” and a certificate
for the most innovative energy efficiency and conservation measures in BESCOM issued by
Honourable Chief Minister, Government of Karnataka.
 BESCOM has bagged the Karnataka “Chief Minister’s Ratna Award-2011” for best performance
during 2011-12 among the public sector undertaking.
 BESCOM has been adjudged as best public utility to showcase their performance through a stall at
“India Manufacturing Show-2013” with an award.
 BESCOM has been awarded with the prestigious “3rd India Power Award- 2010” for “Drum Project”
under the category “innovation in design and execution of project”.
 BESCOM has been awarded 2nd prize at National Energy Conservation award-2016 ceremony
organized by ministry of power on 14/12/2016.
 BESCOM has bagged this award for the practices adopted in energy conservation, DSM and Solar
initiatives.
 BESCOM is the winner of the prestigious ‘VAJRA’ in the category: utilities and T&D award – power
distribution ‘best in class’ public sector utility DISCOM (PSU-D) at the 10th ENERTIA awards 2016.
 Jury recognizes that BESCOM’s power interruption and load-shedding by far the lowest in the
country and its power distribution losses are below the 15% level, making it one of the few DISCOMs
in the country to do so.

BOARD OF DIRECTORS:

Name
Sri. D.K. Shiva Kumar
P. Rajendra Cholan, IAS
Designation
Honorable Minister for Energy,
Government of Karnataka,
Chairman, BESCOM
Managing Director, BESCOM

Dr. R.C. Chetan, IRS CFO & Director(Finance), BESCOM

K.SIDDARAJU Director(Tech), BESCOM

K.T. Hiriyanna, FCS Company Secretary
SWOT ANALYSIS

STRENGTH PROVIDES AN INSIGHT TO BUSINESS OPPORTUNITIES AND

WEAKNESS IN BUSINESS CAN CAUSE IMMEDIATE THREATS

An output of the inner and outer condition is an essential piece of the vital arranging process.
Condition factors basic to the firm more often than not can be delegated quality (s) or shortcoming
(w), and that outer to the firm can be named opportunity (o) or dangers (t). Such an examination of
the key condition is alluded to as SWOT investigation.

The SWOT examination gives information that is valuable in the organizing the affiliation's
benefits and capacities to the engaged condition in which it works. Everything thought of it as is
instrumental in technique design and assurance. The going with graph demonstrates how a SWOT
examination fits into a space channel.

STRENGTHS
 BESCOM is an existing profit making corporation with considerable reputation for technical
competence and managerial ability to implement the project.
 Ability to put up project within specific time, no time and cost overrun.
 Innovation in project management.
 Good public relation.
 Excellent technical skill.
 Strong infrastructure coupled with modern technical and management concepts.
 BESCOM provide wider range of service that helps customer to pay bills.
 WEAKNESSES

 BESCOM is entirely dependent on KPTCL for their power distribution. The track record of
collection from KPTCL in the depends on the state government policies for tax fixation.
 Lack of efficiency in collection from debtors on time.
 Slow decision-making.
 High level of government control.
 Underutilization of the existing generation capacity in present projects has decreased the
profitability.
 Ineffective power administration leading to power thefts and inefficient use of electricity by the
end consumer decreases the revenue.

OPPORTUNITIES
 The demand would continue to exceed the supply.
 Opportunity to explore gas based solar power projects.
 Open secret, which everyone knows, is that shortage of power compared to its demand in the
market. A number of surveys conducted revealed that the demand for power is growing in
Bangalore as a matter of fact in the entire country.
 Subsidies are given by government for the generating companies to encourage power
generation and supply.
 Using its highly advanced technology and skilled man power, the organization can extend all
over Karnataka.
 As BESCOM is venturing into consultancy business which is still at growing phase, company
can look for bright future.

THREATS
 Changes in political environment affect the government policies. Excess involvement of
government in decision making affects the industry.
 Increasing bad debts due to non-payment of electricity bills by poor people and power theft.
 With the advent of economic reforms and liberalization, there is an open gate policies for private
participants like TATA power, reliance energy, GMR, etc., in the field of power.
 Increase in political of coal due to increase in demand and transportation cost leads to increase
cost of production of thermal power.

WORK FLOW MODEL

Generation process of KPCL stats from receiving the raw materials & end with dispatching of finished
goods. Raw materials are very important as far as production is concerned. It includes water, coal and
wind to power generation. KPCL will distribute this power to the distributors to BESCOM, MESCOM,
GESCOM, & HESCOM through KPTCL power transmission line.
WORK FLOW MODEL
 BESCOM distribution service

MCKINNEY’S 7S MODEL
The 7-s framework was developed by the consultant at the McKinney company, a very wall know
management consistency in USA, to diagnose the cause of P organization problems and to formulate
programs for improvement the 7-s frame work.

Hard variables:

 Strategy: plan leading to allocating of resources.

 Structure: organization reporting lines, geography, etc.,
 Systems: formal and informal used.

Soft variables:
 Staff: demographics of personnel.
 Style: behaviour of managers when interacting with others.
 Skills: core competencies of the firms.
 Shared values: culture, which is actually the core element to it all
These seven elements are distinguished as, so called hard S’s and soft S’s. They can be found in
strategy statements, corporate plans, organizational charts and documentation.

The four soft S’s however, are hardly feasible. They are difficulty to describe since capabilities,
value, and elements of corporate culture are therefore, it is much more difficult to plan or to
influence the characteristics of the soft elements. Continuously developing and changing. They are
exceptionally dictated by the general population at work in the association.

NATURE AND SCOPE OF QUALITY OF WORK LIFE:

Nature of work life is the nature of connection amongst representatives and aggregate workplace.

A Great Place to work is the place "You Trust the general population you work for, have pride in what
you do, and appreciate the general population you work with."

Nature of work life speaks to worry for human measurements of work and identifies with work fulfilment
and authoritative improvement.

THE FOLLOWING ASPECTS IMPROVE THE QWL:

1. Acknowledgment of work life issues:

Issues related to work life should be tended to by the Board and other basic specialists of the association
like why people are not happy, do they require planning, why laborer certainty is poor and different
distinctive issues. If these are tended to genuinely, they will have the ability to develop, "People Centered
Organizations".

2. Promise to change:

QWL can be upgraded if the staff is centered around change in productivity and execution. This issue
can be taken by the board through staff affirmation and support programs. Board should prepare QWL
expounds on infrequent preface to encourage the system. They can moreover display compensate
structure which will be of help to them.

3. Nature of work life gatherings:

Board people should shape the joined gathering of directors and workers and each one of the issues and
normal subjects must be recognized.
Work Life Teams = Managers + Staff

All issues must be tended to like loss of resolve, nonappearance of trust, extended energy of work,
compensate, affirmation et cetera and ordinarily, managers and staff should arrive at game plans.

4. Getting ready to facilitators:

Both the pioneer and staff can assess the action essential and pick commonly what kind of getting ready
is required to improve the idea of work life

5. Direct concentration gatherings:

Arrangement of center gatherings can influence the QWL and talk about the inquiries decidedly like:

(a) What brought you here today?

(b) What do you feel are the best three issues that influence your nature of work life?

(c) What do you need the association ought to improve the situation you?

(d) Do you need organization to expand the pay, and so on.

6. Break down data from center gathering:

After the development of concentrate gatherings and their discourse on various issues and accumulation
of data, the data ought to be broke down to give right course to authoritative exercises.

7. Distinguish and execute change openings:

It is imperative to distinguish and execute change openings like correspondence, acknowledgment and
non-money related remuneration. Enhancing bolster structure, consistent survey of reward and
acknowledgment framework and so forth would help in detailing correspondence procedures,
concentrating on linkages amongst administrators and staff.

1. Acknowledgment of work life issues:

Issues related to work life should be tended to by the Board and other basic specialists of the association
like why people are not happy, do they require planning, why laborer certainty is poor and different
distinctive issues. If these are tended to genuinely, they will have the ability to develop, "People Centered
Organizations".

2. Promise to change:

QWL can be upgraded if the staff is centered around change in productivity and execution. This issue
can be taken by the board through staff affirmation and support programs. Board should prepare QWL
expounds on infrequent preface to encourage the system. They can moreover display compensate
structure which will be of help to them.

3. Nature of work life gatherings:

Board people should shape the joined gathering of directors and workers and each one of the issues and
normal subjects must be recognized.

Work Life Teams = Managers + Staff

All issues must be tended to like loss of resolve, nonappearance of trust, extended energy of work,
compensate, affirmation et cetera and ordinarily, managers and staff should arrive at game plans.

4. Getting ready to facilitators:

Both the pioneer and staff can assess the action essential and pick commonly what kind of getting ready
is required to improve the idea of work life

5. Direct concentration gatherings:

Arrangement of center gatherings can influence the QWL and talk about the inquiries decidedly like:

(a) What brought you here today?

(b) What do you feel are the best three issues that influence your nature of work life?

(c) What do you need the association ought to improve the situation you?

(d) Do you need organization to expand the pay, and so on.

6. Break down data from center gathering:

After the development of concentrate gatherings and their discourse on various issues and accumulation
of data, the data ought to be broke down to give right course to authoritative exercises.

7. Distinguish and execute change openings:

It is imperative to distinguish and execute change openings like correspondence, acknowledgment and
non-money related remuneration. Enhancing bolster structure, consistent survey of reward and
acknowledgment framework and so forth would help in detailing correspondence procedures,
concentrating on linkages amongst administrators and staff.

8. Adaptable work hours:

The differing work power of today does not have any desire to work for settled hours or days. They need
adaptability in their work routine with the goal that expert and individual life can be overseen together.

Adaptability can enhance the QWL in the accompanying ways:

I. Work for longer hours in multi day with less number of working days in seven days.

ii. Going to office for settled hours yet in various vacancies as opposed to settled working hours.
Numerous organizations even give the adaptability of work from home.

9. Independence to work:
Appointment is a basic component of association structure. Individuals need flexibility to work in their
own particular manner, as far as shaping groups and deciding. In the event that they are permitted to do
as such, it improves the QWL. An association with high caliber of work life is "an association that
advances and keeps up a workplace that outcomes in greatness in all that it does – by guaranteeing open
correspondence, regard, acknowledgment, trust, bolster, prosperity and fulfillment of its individuals,
both, actually and professionally".:

The differing work power of today does not have any desire to work for settled hours or days. They need
adaptability in their work routine with the goal that expert and individual life can be overseen together.

Adaptability can enhance the QWL in the accompanying ways:

I. Work for longer hours in multi day with less number of working days in seven days.

ii. Going to office for settled hours yet in various vacancies as opposed to settled working hours.
Numerous organizations even give the adaptability of work from home.

IMPORTANCE OF QUALITY OF WORK LIFE:

Numerous organizations locate that focusing on the necessities of representatives can profit the
organization regarding profitability, worker faithfulness and friends notoriety.

QWL is essential in light of the accompanying reasons:

1. Improve partner relations and believability:

A developing number of organizations that emphasis on QWL enhance their associations with the
partners. They can convey their perspectives, arrangements, and execution on complex social issues; and
create enthusiasm among their key partners like shoppers, providers, representatives and so on.

2. Increment profitability:

Projects which enable representatives to adjust their work and lives outside the work can enhance
profitability. An organization's acknowledgment and support — through its expressed qualities and
approaches — of representatives' responsibilities, interests and weights, can calm workers' outside
pressure.

This enables them to center around their occupations amid the workday and limits non-appearance. The
outcome can be both improved efficiency and reinforced representative duty and steadfastness.

3. Fascination and maintenance:

Work-life techniques have turned into a methods for pulling in new talented representatives and
continuing existing ones fulfilled. Numerous activity searchers incline toward adaptable working hours
as the advantage they would search for in their activity. They would preferably have the chance to work
adaptable hours than get an extra augmentation in yearly pay.
a. More representatives may remain on an occupation, return after a break or accept a position with one
organization over another on the off chance that they can coordinate their needs better with those of their
paid work.

b. This outcomes in investment funds for the business as it evades the cost of losing an accomplished
specialist and enrolling another person.

c. Bosses who bolster their staff along these lines regularly pick up faithfulness from the staff.

4. Diminishes non-attendance:

a. Organizations that have family-accommodating or adaptable work hones have low non-attendance.
Ailment rates fall as weights are overseen better. Representatives have better strategies for managing
work-life clashes than taking impromptu leave.

b. Specialists (counting the chiefs) who are solid and not over-pushed are more effective at work.

5. Enhance the nature of working lives

a. Constraining work-life part difficulty neutralizes part finished weight and people have an all the all
the more satisfying working life, fulfilling their potential both in paid work and outside it.

b. Work life modify can confine weight and exhaustion at work, enabling people to have more secure
and more favorable working lives. Workplace stress and shortcoming can add to wounds at work and
home.

c. Freely utilized people control their own specific work time to some degree. Most existing
information on work-life modify is engaged at those in business associations. In any case, the freely
utilized too may benefit by keeping up strong work affinities and making methods to administer work
forms which enable them to alter one with various parts in their lives.

6. Matches people who would not otherwise work with jobs:

a. Parents, people with disabilities and those nearing retirement may increase their work force
participation if more flexible work arrangements are made. Employment has positive individual and
social benefits beyond the financial rewards.

b. Employers may also benefit from a wider pool of talent to draw from, particularly to their benefit when
skill shortages exist

7. Benefiting families and communities:

a. In a situation of conflict between work and family, one or other suffers. Overseas studies have found
that family life can interfere with paid work. QWL maintains balance between work and family. At the
extreme, if family life suffers, this may have wider social costs.
b. Involvement in community, cultural, sporting or other activities can be a benefit to community and
society at large. For instance, voluntary participation in school boards of trustees can contribute to the
quality of children’s education.

While such activities are not the responsibility of individual employers, they may choose to support them
as community activities can demonstrate good corporate citizenship. This can also develop workers’
skills which can be applied to the work place.

8. Job involvement:

Organizations with QWL have representatives with high level of occupation association. Individuals put
their best to the activity and report great execution. They accomplish a feeling of fitness and match their
aptitudes with prerequisites of the activity. They see their employments as fulfilling the necessities of
accomplishment and acknowledgment. This decreases non-attendance and turnover, hence, sparing
authoritative expenses of selecting and preparing substitutions.

9. Occupation fulfillment:

Occupation association prompts work duty and employment fulfillment. Individuals whose interests are
secured by their managers encounter high level of employment fulfillment. This enhances work yield.

10. Organization notoriety:

Numerous associations, including Governments, NGOs, financial specialists and the media, consider the
nature of representative involvement in the work put while assessing an organization. Socially mindful
speculators, including some institutional financial specialists, give careful consideration to QWL when
settling on venture choices.

SIGNIFICANCE OF GOOD WORK-LIFE QUALITY:

1. Decrease absenteeism and increase turnover,

2. Less number of accidents,

3. Improved labour relations,

4. Employee personification,

5. Positive employee attitudes toward their work and the company,

6. Increased productivity and intrinsic motivation,

7. Enhanced organizational effectiveness and competitive advantage, and

8. Employees gain a high sense of control over their work.

PROBLEMS IN IMPROVING THE QWL:
Though every organisation attempts to improve the employer-employee relations and through it, the
quality of work life of employees, problems may occur in effective implementation of QWL
programmes.

These problems may occur because of:

1. Poor reward and acknowledgment:

Individuals won't put forth a valiant effort when they feel that businesses' responsibility as far as
reward and acknowledgment is deficient. Duty is a shared wonder. At the point when bosses need to
get the best from representatives yet don't give them reward and acknowledgment, individuals won't be
resolved to work.

2. Deadlock occupations:

Work which does not offer open doors for development and advancement is one of the best
explanations behind representatives' de-inspiration and non-responsibility. Occupations which deny
representatives of self-advancement and development openings prompt high disappointment and
unfaithfulness.

3. Overseeing by terrorizing:

Abusing individuals and overseeing them by dangers and humiliation prompts representatives'
disappointment and debilitates their responsibility. In a smash hit book" The Loyalty Link" Dennis G.
Mc Carthty has recognized overseeing by terrorizing as one of the seven different ways which
undermine workers' faithfulness.

4. Negative workplace:

Rejection by associates, non-collaboration, an excessive amount of legislative issues, and contrary

conduct by partners, managers and other individuals in the organization additionally hamper duty. By
the day's end individuals need genuine feelings of serenity, which if not accessible in the workplace
will debilitate them to demonstrate add up to help to the organization.

5. No employer stability:

One of the significant needs of workers is employer stability. In the event that the representative feels
that he can lose his activity whenever, he would not be submitted towards organization's objectives.

6. Negative state of mind:

A few people by nature are not dedicated to anything and anybody and in that capacity they would not
be focused on their managers too. Duty is a demeanor and the individuals who need it won't be focused
on their occupations.
HOW TO IMPROVE THE QUALITY OF WORK LIFE? (10 WAYS)
Way # 1. Reward and Recognition:

There ought to be a reward and acknowledgment framework that incorporates both material and
additionally mental prizes. Reward brings forth duty and the primary concern for any representative to
work is to gain appropriate reward and acknowledgment. This is the principle motivation behind why
everybody works and once this is given to a representative, he will be propelled to put additional time
and vitality in his activity.

Way # 2. Development Opportunities:

Another intense measure which can cause duty among workers is development openings gave by the
organization. Development and advancement is an inalienable need of individuals and everybody
wants to accomplish development. There are numerous ways which an organization can embrace to
enable its workers to develop.

Giving chances to more prominent duty, advancement, esteem included occupations, significant and
beneficial employment, and learning society empower workers to develop and create. When they
perceive that development of the organization will bring about their development, they will put in
submitted endeavors.Way.

# 3. Respect and Boosting Self Esteem:

Whatever the status, people equally need respect. A good manager respects people at all levels. In turn,
they will always try to prove him right by doing whatever is necessary. In 1989, a pacemaker
manufacturing company had initiated a major organisational improvement programme involving quality
teams.

In one of the meetings while talking to the factory workers who were involved as teams, the general
manager addressed them and said “We are very lucky to have you in this factory paying only for your
two hands, and using, your brains for free. You are very capable people because each one of you has this
excellent asset. We would highly appreciate if from today onwards in addition to your hands you also
used this greatest asset for bringing new ideas and suggestions on how we could improve our
performance”.

The workers felt great and respected. As a result, they committed with their hearts and souls and made
the project a total success. The company achieved enormous results. Thus, when people are respected,
they do their best to attain success for any project or company plan.

Way # 4. Vision and Get Supported:

Duty can't be accomplished if individuals don't have the foggiest idea "Responsibility towards what".
Associations and its pioneers must give a convincing vision without bounds to the workers. Individuals
will act in the event that they can envision what they should accomplish. A compelling pioneer will
inspire individuals by giving them a dream of what they can move toward becoming and how they can
change their associations. Individuals are vision coordinated.

In that capacity, each association must give clear vision to its kin. Moreover, workers must be adjusted
their activities towards accomplishment of the vision. A decent vision ought to challenge, which means
something worth the additional exertion and forfeit. Testing the representatives to make new norms of
perfection creates effective and positive outcomes.

Vision is a collective endeavor and it must be conveyed, shared and bolstered by everybody in the
organization. A decent director will make the organization vision perfect with the workers' individual
dreams and dreams throughout everyday life. It should be possible by demonstrating representatives
how accomplishment of the association will add to their lives as great pay rates, better working
conditions, professional success or offer possessions. Individuals will put forth a strong effort on the
off chance that they are clear about prizes as 'individuals work for their reasons, not our own.'

Way # 5. Mutual Commitment:

With a specific end goal to get bolster from representatives, businesses should start it as far as authority
by case or self-duty. They ought to give legitimate instruments and hardware; sufficient preparing and
different information sources required by the general population for effectively playing out their
occupations.

Way # 6. Good Working Environment:

Today, the greater part of the working individuals invest their real segment of energy at work. One
central point which representatives would very acknowledge is the amiable workplace, where they are
cheerful to work with others. Collaboration, participation, kinship with partners and managers and
common regard are the indications of a decent workplace which pull in representatives and hold them
to remain longer with an organization.

Interestingly, a lot of politicking, defaming and other adverse practices debilitate individuals to work
with an organization unless they have no other work environment in. Accordingly, great workplace ties
representatives among themselves and with the association.

Way # 7. Empowerment:

Strengthening implies giving individuals the power, expert, flexibility and obligation to complete their
employments. This give them a feeling of control over their work and influences them to feel deserving
of getting things done without anyone else. Strengthening prompts more noteworthy occupation
fulfillment and feeling of control, which can bring about better duty and dedication.

Strengthening is a critical motivational instrument that makes representatives autonomous by giving

them the methods, capacity and expert to take the necessary steps.
IT HELPS EMPLOYEES:

a. Accomplish authority over their activity.

b. Have control over their work.

c. Perform fruitful parts in the association

d. Decrease worry at work through social acknowledgment and help at work.

Strengthening at work is no more an alternative. It is a need.

AN EMPLOYEE FEELS EMPOWERED WHEN HE FEELS:

I. His assignment will have some effect in the authoritative work (Impact).

ii. He has the capacity, abilities and information to play out the undertaking (fitness).

iii. He feels that the undertaking he is performing is advantageous and not insignificant work
(weightiness).

iv. He has self-sufficiency to take choices and settle on decisions at his own particular will (decision).

Way # 8. Hiring the Right People:

One of the worst mistakes companies can make is hiring wrong people with negative attitudes, low job
competence, who do not meet the requirements of the jobs they are hired for. To sustain a good pool of
committed employees, companies need to hire right people with desired skills and capabilities.

Way # 9. Work/Life Balance:

Helping employees to achieve balance between the work and personal lives encourages people to stay
with the organisation. Many studies have revealed that work life balance is one of the main concerns of
employees. Organisations which enable employees to balance work and family responsibilities have
positive impact on employees’ decision to stay with them.

Way # 10. Out of the Way Help:

One of the highly appreciated things especially in eastern culture is out of the way help people receive
from their employers and managers. Depending on situations, things like visiting employees when they
are sick, attending their relatives’ weddings or support through depression are some of the out of the way
things which managers can do for their employees. These gestures are normally reciprocated by
employees in the form of commitment to their employers.
 CHAPTER-2

RESEARCH DESIGN AND REVIEW OF LITERATURE

TITLE OF THE STUDY:
A STUDY ON “EMPLOYEES QUALITY OF WORK LIFE” IN BESCOM.

MEANING:-
Quality of work life refers to the level of happiness or dissatisfaction with one’s career those who enjoy
their carrier are said to have a high quality of work life while those who are unhappy or who’s needs are
otherwise unfilled are said to have a low quality of work life. Quality of work life approach considers
people perform better when they are allowed to participate in managing their work and make decision.
This approach motivates people by satisfying not only their economic needs but also their social and
physiological once.

Quality of work life refers to the favorableness or unfavorableness of a job environment for the people
working in an organization. The period of scientific management which focused solely on specialization
and efficiency, had undergone a revolutionary change.

DEFINITION
As indicated by Nadler and Lawler

"Nature of Work Life (QWL) is a state of mind about individuals, work and associations, its unmistakable
components are (I) a worry about the effect of work on individuals and in addition on authoritative
adequacy, and (ii) the possibility of support in hierarchical critical thinking and basic leadership.

As indicated by Luthans

"The abrogating motivation behind QWL is to change the atmosphere at work with the goal that the
human-mechanical hierarchical interface prompts a superior nature of work life."

NEED FOR THE STUDY

The need of the study covers only quality of work life(QWL) in BESCOM. It has been conducted to
know the quality of work life in the company. The data collected and interpreted will be useful for the
company and to know the quality of work level. Various findings, observation and valuable suggestion
recommendation help the company to materialize its future plans.

SCOPE OF THE STUDY

The scope of the research covers only Quality of Work Life (QWL) in BESCOM. It has been conducted
to know the quality of work life in the company. The data collected and interpreted will be useful for the
company and to know the quality of work level. Various findings, observation and valuable suggestion
recommendation help the company to materialize its future plan.

OBJECTIVES OF THE STUDY

 The study has been designed to attain the following objectives.

 To study on existing system of quality of work.

 To find out the quality of work of employees in BESCOM.

 To find out the effectiveness of existing system.

 To identify the drawbacks of quality of work life.

 To study the satisfaction level of employees work life in BESCOM.

REVIEW OF LITERATURE
The Quality of Work Life depends on execution. QWL has positive relations with execution and creating
human capacities and constitutionalism in the work association. The office chairpersons in the Esfahan
restorative college are in the abnormal state concerning nature of work life measurement. The connection
between characteristics of work life and profession related factors are decidedly related. Vocation
accomplishment is decidedly identified with Quality if Work Life.

Nature of Work Life among assembly line laborers will prompt better prosperity of the specialists and
the general public. The administration's energy about the representatives with high duty and positive
work disposition would contribute extraordinarily to association's prosperity and would contribute
significantly to company's prosperity and would make bolster for the laborers nature of work life. The
target of the investigation is to think about the nature of work life impression of industrial representatives
with salaried workers in huge scale marble firms. The outcomes demonstrated that there was a huge
connection between measurements of nature of work life. It demonstrates that positive feelings are the
key variables for the authoritative execution and responsibility.

Nature of work life encourages representatives to deal with their own life. This examination demonstrates
that the HR experts in marble firm. The outcomes demonstrated that there was a critical connection
between measurements of nature of work life. It shows that positive feelings are the key variables for
hierarchical execution and responsibility. Nature of work life encourages representatives to deal with
their own life. This investigation shows that the HR masters in marble firms ought to enhance each factor
that influences the nature of work life, particularly with hands on representatives.

The nature of work life influences the fulfillment level of representatives. There is an abnormal state of
fulfillment among the representatives in regards to the nature of work life in the association where
sufficient salary and reasonable remuneration, sheltered and sound working conditions, constitutionalism
in work association and social significance of work exit. These components are emphatically related with
the nature of work life in BESCOM. Nature of work life is how much individuals from a function
association can fulfill imperative individual needs through their involvement in the association. The
nature of work life factors without anyone else's input lacking to quantify representative's activity
fulfillment. The scientist found that the normal score for greater part of the things tried for work
fulfillment, wellsprings of stress and occupation related viewpoints the fulfillment level is to be around
2.0 to 3.6 as it were. Nature of work life can be clarified by four variables (I). Work life adjust (ii) social
factor (iii). Financial components and (iv). Employment content. From the above composition two
conclusions are arrived. Nature of work life is a multi-dimensional idea and because of its multi-
dimensional nature, it is a relative idea which can't be correctly characterized and estimated. Nature of
work life linkage with work fulfillment and execution is in reality a troublesome errand. The target
physical and basic plan factors give work put setting and interceding arrangement factors that influence
work procedure of representatives, it is conceivable to contemplate the connection between the prompt
impacts brain science of representatives (uplifting state of mind, responsibility and fulfillment) and
extreme consequences for execution of association are being considered.

RESEARCH METHODOLOGY
The idea formulated for the study is given below:

 By circulating questionnaire and also personal interview.

SAMPLING TECHNIQUE
Convenience sampling technique is used for collecting data. It is a type of sampling where the first
available primary data source will be used for the research without additional requirements. In other
words, this sampling method involves getting participants wherever you can find them and typically
wherever is convenient.

SAMPLE SIZE
The sample size of my project is limited to 50 respondents only.

SAMPLE UNITS
The respondents who were requested to fill the poll are testing units and the territory thought about for
the examination is CHICKBALLAPUR.

SOURCES OF DATA COLLECTION

Collection of data will be primary and secondary methods

 Primary data:
Primary data refers to the collection of first hand data
a. Questionnaires
b. Observation
 Secondary data:

Secondary data refers to the data, which is not newly generated but rather obtained from;

a. Report on study
 b. Published sources

c. Websites

d. Collecting sources from employees

LIMITATIONS OF THE STUDY

 Time period of the study was limited.

 Sample size is less.
 The collected information is limited and factual to some extent since some information is
confidential.
 CHAPTER-3

PROFILE OF THE SELECTED ORGANISATION AND RESPONDANTS

COMPANY PROFILE:
The supply of electricity commenced in India in 1880’s with the commissioning of small 13kw
hydroelectric plant at Darjeeling, now in west Bengal. Thermal power plant based on coal was set in
Kolkata in 1897. When India become independent 1947, the country had a power generating capacity of
1362mw. Primarily private utility companies carried out generation and distribution of electrical power.
During these days, the supply of electricity was confined mainly in and around urban centers, rural areas
and villages did not have electricity. Most of the ventures were due to the initiatives of private
entrepreneurs.

India’s power market is the fifth largest in the world. The power sector is high on India’s priority

As it offers huge potential for contributing organizations in light of the sheer size of the market and it
offers enormous potential for contributing organizations in light of the sheer size of the market and the
profits accessible on venture capital. The current introduced limit of energy plants is 132329mw.

In the previous couple of years, there has been significant development in control plants in view of
sustainable wellsprings of vitality. The current introduced limit in light of these sources is around
6,200mw of aggregate utility limit. An activity to include 50000mw of hydro limit by 2017 was declared
in 2003. The current introduced limit, at around 32000mw, uses a little more than one-fifth of 150,000mw
hydro potential.

The plant stack factor (PLF) of creating plants needs to enhance reliably amid the most recent 10 years.
In 2005-06, the PLF of producing plants was very nearly 74 percent, contrasted with 60 percent in 1994-
95. The accompanying table demonstrates the subtle elements of introduced limit (in mw) in India. As
on march31, 2007 rising natural concerns have prompted an expanding enthusiasm for inexhaustible.
According to the focal power expert (CEA) surveys the cost – compelling hydro capability of India is
around 84,044mw, yet it contributes only 6000mw at introduce.

State power board (SEBs) and the new state age utilities have an introduced limit base of 70224mw that
records for an offer of 57 percent. Area astute, the states contribute the most extreme age limit. Power
makers in the focal division, as NTPC, NHPC and DVC, represent 32.2 percent of introduced age limit.

The commitment of the private part was 11.3 percent in the ongoing years. Among the private players,
Tata has the most astounding introduced limit, at 2300mw. As far as real age, private commitment is 8.7
percent. There is reestablished enthusiasm for free power makers (IPPs) in the power part. Private IPPs
contributed 5691mw to introduced age limit.

Hostage control plants (CPPs) additionally make a noteworthy commitment, which is more than one-
fifth of the aggregate introduced limit. Over the most recent three years, hostage limit has developed at
a normal of 1,600mw every year. The presentation of ABTs (Availability Based Tariffs) has changed the
reasoning of BESCOM. They need to pay gigantic costs as they need to source control from the network
amid low recurrence periods. Amid this time the CPP control proves to be useful at a much lower levy.

The change procedure in the power segment proceeds. Thirteen states have unbundled SEBs into
particular substances for transmission, conveyance and age. Two states have privatized dissemination.
Administrative specialists have been set up in 24 states. These specialists are applying business standards
to tax setting, checking the execution of state utilities and focusing on regions, for example, request side
administration and network train.

GENERATION
India’s power over the years, the fuel mix has changed. The share of power of thermal sources decreased
from 71 percent (in 1994-95) to 66.3 percent (in the recent years). The share of hydro has increased from
25.7 percent to 26percent. Growing environmental concerns have led to an interest in renewable sources
of energy (comprising wind energy, solar photovoltaic energy, biomass power and mini hydro plants).
But despite great potential, renewable sources contribute only a little over 6000mw at present.

The contribution of the private sector to installed generation capacity was 14, 139mw or 11.3 percent in
the recent years. Amongst the private players, Tata power has the highest installed capacity at 2300mw.
In terms of actual generation, private contribution is 8.7 percent. There is renewed interest in IPPs in the
power sector. Private IPPs contributed 5961mw to installed generation capacity.

The PlF of generating plants has improved consistently over the last few years. The all India average
PLF on March 2012 stood at 73.6 per cent compared to 60 percent in 1994-95. The PLF of central plants
in 2011-12 was 82.1 percent while the average PLF of the state sector units was close to 67 percent. The
average PLF of the private sector was 85.4 percent in 2011-12.

Over the next 10 years, the minimum capacity addition needed is estimated to be approximately
100000mw. At an average cost of US $ 1 million per mw, the investment called for is US $ 100 billion.
If the investment required in transmission and distribution is taken into account, the total figure rises to
US $ 200 billion. A majority of this amount will have to be funded by the private sector, both domestic
and foreign.

INDUSTRY PROFILE AND PLAYERS

The power sector reveals that it can be largely segregated into four different categories on the basis of
players in the industry. These include:

• Central government organization

This comprises of organization like National Thermal Power Corporation (NTPC), Nuclear Power
Corporation, Nation Hydroelectric Power Corporation (NHPC), and some different players.

• State government organization

This comprises of the different state power sheets and different organizations that have been
advanced by the separate government.
 • Privates division licenses

In the private division, a few organizations had been offered licenses to bear on age and circulation
exercises. While a portion of these organizations are age and dissemination organizations, others
like Surat Electricity are simply conveyance organizations.

• Independent control makers

The autonomous power makers are the organizations that have been given a gesture to set up age
limits.

Non –conventional Energy generation

The service of non-regular vitality sources is advancing improvement of little/smaller than expected
hydro control ventures. The capability of age of energy from little and scaled down hydel ventures is
assessed to be around 10000mw in the nation.

Practical capability of non-traditional vitality assets, for the most part little hydro, wind and biomass
would likewise should be misused completely to make extra power age limit. With a view to expand
the general offer of non-traditional vitality sources in the Power blend, endeavors will be made to
support private division interest through appropriate limited time measures.

Hydro Electricity Generation

Hydroelectricity is an immaculate and boundless wellspring of essentialness. Most outrageous

emphasis would be laid on the full progression of the possible hydro potential in the country. The
50000mw hydro exercises have been presently pushed and are basically vivaciously looked for after
with DPRs for endeavors of 33000mw breaking points formally under arranging.

Preparing hydro potential quickly will in like way engage cash related difference in states, especially
north-eastern states, Sikkim, Uttaranchal, Himachal Pradesh and J&K, since a massive level of our
hydro control potential is organized in these states. The states with hydro potential need to center
around the full difference in these possible results and not any more dependable. Hydel meanders
call for relatively more prominent capital speculation. Along these lines, responsibility financing of
longer residency would should be made accessible for hydro meanders. Focal government is based
on systems that confirmation financing of sensible hydro meanders.

State governments need to review philosophy for arrive acquiring, and diverse supports/clearances
for quick use of hydroelectric endeavor. The central government will reinforce the state governments
for attempt's headway of their hydroelectric exercises by offering organizations of central open
division tries like national hydroelectric power association (NHPC). True blue utilization of national
approach on recuperation and resettlement (R&R) would be principal in such way keeping in mind
the end goal to ensure that the stresses of wander impacted families are kept an eye on enough.
Adequate shields for characteristic confirmation with suitable instrument for checking of execution
of biological action outline and R&R Schemes will be set up.

SCHEME FOR PRE-FEASIBILITY REPORTS FOR HYDRAL PROJECTS

The ministry of power has sanctioned a scheme to prepare pre-feasibility reports for 162 hydro-
electric schemes in the country having an aggregate installed capacity of 50,650mw. Of this 12
schemes of 3,750mw are in himachal Pradesh.

The central electricity authority has identified a hydro power potential of approximately 18,820mw
in Himachal Pradesh The service of energy has authorized a plan to get ready pre-possibility reports
for 162 hydro-electric plans in the nation having a total introduced limit of 50,650mw. Of this 12
plans of 3,750mw are in himachal Pradesh.

The focal power expert has recognized a hydro control capability of roughly 18,820mw in Himachal
Pradesh. Eighteen hydral ventures with an introduced limit of 3,978mw have just been produced and
ten undertakings of 4,054mw introduced limit are a work in progress. Twelve plans with introduced
limit of 2,513mw are under various phases of overview and examination in Himachal Pradesh.

. Eighteen hydral projects with an installed capacity of 3,978mw have already been developed and
ten projects of 4,054mw installed capacity are under development. Twelve schemes with installed
capacity of 2,513mw are under different stages of survey and investigation in Himachal Pradesh.

Small hydropower plants

The power exhibition 2003 is the catalyzing and empowering part for the power change in India. The
stress that no families be overlooked from being jarred, is all things considered pertinently tended to
by the affiliation and state governments. Boost is being given to commonplace zap. Remembering
the ultimate objective to achieve this objective, helpful vitality is to be propelled where dispersed
control age supplements (or makes up for the imperative) of electric supply through cross section.
Other than this mission, exercises for environmental conservation are moving utilities to make a more
noteworthy measure of green power decentralized power age and transport can enough adjust for the
confinement of the electric supply through system, and is seen as a potential means to offer "vitality
to all by 2017" DPG progresses, for instance, little hydro control help in conveying power at the
reason for use consequently there have been tries to create control, at the wellspring of essentialness
and at the place of use, using the little hydro potential available neighboring. This can be a prodding
factor.

RESPONDANCE:
 In order to study Quality of Work Life (QWL) of BESCOM, the Researcher has selected BESCOM
at Chickballapur and will interviewed BESCOM employees.

CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
 TABLE 1

CLASSFYING THE RATING OF THE WELFARE MEASURES

CATEGORY NO OF PERCENTAGE
RESPONDENTS
Excellent 4 8%

Satisfaction 8 16%

Good 38 76%

Poor 0 0%

TOTAL 50 100%

ANALYSIS:
It is clear from the above table that out of 50 respondents, 76% of the responses adhering to the response
adhering to the response ‘good’. 8% of the employees feel that the company provides excellent welfare
measures and 16% of the respondents are satisfied. However, none of the employees are satisfied with
the number of responses for ‘poor’ being null.

CHART-1
 SHOWING THE RATING OF THE WELFARE MEASURES

76%
80%

70%

60%

50%

40%

30%
16%
20%
8%
10%
0%
0%
Excellent Satisfaction Good Poor

INFERENCE:
The above graph shows that majority of the respondents say most of the employees at “BESCOM” are
happy with the welfare measures being provided to them.

TABLE-2
 TABLE SHOWING THE MANAGEMENT PARTICIPATION IN EMPLOYEE
WELFARE

CATEGORY NO OF RESPONDENTS PERCENTAGE

Yes 40 80%

No 10 20%

TOTAL 50 100%

ANALYSIS:
It is obvious from the above table that out of 50 respondents, 80% of the workers say yes and 20% of
the representatives feel that their best administration is confined from welfare offices and measures.

CHART-2
 CHART DEPICTING THE PARTICIPATION OF MANAGEMENT IN THE
EMPLOYEE WELFARE MEASURE

20%

Yes
No

80%

INFERENCE:
Management participation in employee welfare measures is very important in today’s day and age. Most
of the employees at “BESCOM” feel that their top management actively participates in improving their
welfare.

TABLE-3
 TABLE CLASSIFYING THE MOTIVE BEHIND THE PROVISION OF WELFARE
MEASURES

CATEGORY NO OF PERCENTAGE
RESPONDENTS

Yes 11 22%

No 31 62%

Not sure 8 16%

TOTAL 50 100%

ANALYSIS:
It is clear from the table shows that out of 50 respondents, 62% of the respondents say yes however, 22%
feel that the provision of welfare facilities is only to meet legal constraints and the remaining 16% are
not sure.

CHART – 3
CHART ASSESSING IF THE WELFARE MEASURES ARE PROVIDED ONLY AS
A STATUTORY COMPLIANCE

Not sure, 16%

Yes, 22%

No, 62%

INFERENCE:
Welfare measures are provided by all companies, but some companies provide it only to meet the legal
guidelines of the government. At “BESCOM”, employees feel that the company provided welfare
measures not just as a statutory compliance, but also because they care about their employees.

TABLE-4
 TABLE SHOWING THE IMPACT OF WELFARE MEASURES ON EMPLOYER-
EMPLOYEE RELATIONSHIP

CATEGORY NO OF RESPONDENTS PERCENTAGE

Very essential 16 32%

Essential 28 56%

Not essential 4 8%

Not sure 2 4%

TOTAL 50 100%

ANALYSIS:
It is clear from the above table that out of 50 respondents, 56% of the employees at “BESCOM”, strongly
agree with this statement and 32% feel it is essential. 8% of the employees do not agree and 4% are not
sure of the impact of welfare measures on the ties between the employer and employee.

CHART – 4
 CHART DEPICTING THE IMPACT OF WELFARE MEASURES OF EMPLOYEES
IN THE COMPANY

60% 56%

50%

40%
32%

30%

20%

8%
10%
4%

0%
Very Essential Not Not sure
essential essential

INFERENCE:
The above graph reveals that provision for welfare measures helps to build a strong bond between
employer and employee. And most of the employees say it is essential to build employer-employee
relationship.

TABLE-5
 TABLE SHOWING THE USEFULNESS OF INDUCTION/ TRAININ
PROGRAMMES

CATEGORY NO OF PERCENTAGE
RESPONDENTS

Yes 40 80%

NO 10 20%

TOTAL 50 100%

ANALYSIS:
It is clear from the above table that out of 50 respondents At “BESCOM”, 80% of the employees find
the induction and training programmes useful. 20% of the employees do not find the induction and
training programmes conducted in their company useful.

CHART – 5
 CHART DEPICTING THE USEFULNESS OF INDUCTION AND TRAINING
PROGRAMMES IN THE COMPANY

NO, 20%

Yes, 80%

INFERENCE:
The above chart reveals that induction and training programmes enable employees to develop the skill
sets required for superior performance. The training programmes may not be meeting the requirement of
the employees.

TABLE-6
 TABLE SHOWING THE RESPONSE TO SUGGESTIONS

CATEGORY NO OF PERCENTAGE
RESPONDENTS
Yes 38 76%

NO 4 8%

Not sure 8 16%

TOTAL 50 100%

ANALYSIS:
It is clear from the above table that out of 50 respondents, 76% of the employees say yes and 16% of the
employees are not sure of the management response and the remaining 8% feel the management turns a
deaf ear to their opinions.

CHART – 6
 CHART SHOWING THE RESPONSE OF THE MANAGEMENT TO THE
SUGGESTION MADE BY THE EMPLOYEES

76%
80%

70%

60%

50%

40%

30%
16%
20%
8%
10%

0%
Yes NO Not sure

INFERENCE:
The management should exhibit a positive attitude towards the suggestions offered by the employees.
Most of the employees at “BESCOM”, feel that the management takes an interest in their suggestions.

TABLE-7
 TABLE CLASSIFYING THE FREQUENCY OF SATISFACTION SURVEYS

CATEGORY NO OF PERCENTAGE
RESPONDENTS
Quarterly 42 84%

Half yearly 8 16%

Annually 0 0

Others, specify 0 0

TOTAL 50 100%

ANALYSIS:
It is clear from the above table that out of 50 respondents, 84% of the employees at “BESCOM”, the
employees satisfaction surveys are conducted on a quarterly basis. Few of the employees i.e. 16% feel
that the surveys are conducted twice a year.

CHART-7

CHART DEPICTING THE FREQUENCY OF EMPLOYEES SATISFACTION

SURVEYS CONDUCTED
 90% 84%

80%

70%

60%

50%

40%

30%

20% 16%

10%
0 0
0%
Quarterly Half yearly Annually Others, specify

INFERENCE:
The above chart reveals that employees satisfaction surveys enable the management to decipher the
morale and contentment of the employees with their job, which is directly related to their work
productivity.

TABLE-08

TABLE SHOWING THE IMPACT OF WORK ENVIRONMENT ON

PERFORMANCE OF EMPLOYEES
 CATEGORY NO OF PERCENTAGE
RESPONDENTS
Yes 44 88%

No 6 12%

TOTAL 50 100%

ANALYSIS:
It is clear from the above chart that out of 50 respondents, 86% of the respondents say yes and 12% of
the employees feel that better work performance of the employees is not dependent on work environment
and that the two aspects are no way related.

CHART – 08

CHART DEPICTING THE IMPACT OF WORK ENVIRONMENT ON

PERFORMANCE OF EMPLOYEES
 No, 12%

Yes, 88%

INFERENCE:
In the chart above the employees find work environment at “BESCOM”, conducive to better
performance. And some employees feel that there is no correlation between work environment and
enhanced performance.

TABLE-09

TABLE CLASSIFYING THE EMPLOYER-EMPLOYEE RELATIONSHIP

 CATEGORY NO OF PERCENTAGE
RESPONDENTS
Formal 29 58%

Informal 20 40%

Strained 1 2%

TOTAL 50 100%

ANALYSIS:
It is clear from the above table that out of 50 respondents, 58% of the employees at “BESCOM”, state
that their relationship with their boss is formal, while 40% of the employees feel their relationship id
informal. Only 2% of the employees find their relationship with their boss strained.

CHART – 09

CHART DEPICTING THE RELATIONSHIP BETWEEN THE EMPLOYEES AND

HIS BOSS
 70%

60% 58%

50%
40%
40%

30%

20%

10%
2%
0%
Formal Informal Strained

INFERENCE:
The above chart shows that majority of the respondents say at “BESCOM”, the employees relationship
with their boss is formal. Positive relationship between the superior and subordinates is conducive to
productivity.

TABLE-10

TABLE CLASSIFYING THE TIME AT THE WORK PLACE

CATEGORY NO OF RESPONDENTS PERCENTAGE

 8-10 hours 46 92%

10-12 hours 4 8%

Others, specify 0 0%

TOTAL 50 100%

ANALYSIS:

It is clear from the above table that out of 50 respondents, 92% of the employees put in 8 – 10 hours of
work every day. Only 8% of the employees work for longer hours i.e., 10-12 hours. None of the
employees work for more than 12 hours.

CHART – 10

CHART DEPICTING THE TIME SPENT BY EMPLOYEES AT WORK PLACE

 100% 92%

90%
80%
70%
60%
50%
40%
30%
20% 8%
0%
10%
0%
8-10 10-12 Others,
hours hours specify

INFERENCE:

The above chart reveals that majority of the respondents say that employees put in 8 – 10 hours of
work every day. It should be noted that the quality of work is more important than the time spent in the
work place.
 TABLE-11

TABLE SHOWING THE EXTENT OF PROBLEMS CAUSED BY COLLEAGUES

CATEGORY NO OF RESPONDENTS PERCENTAGE

Yes 6 12%

No 44 88%

TOTAL 50 100%

ANALYSIS:
It is clear from the above table that out of 50 respondents, 88% say that they do not face any problems
with their colleagues. However, 12% of the employees face some kind of problem with their peers.

CHART – 11
 CHART DEPICTING THE PROBLEMS FACED WITH COLLEAGUES

Yes, 12%

No, 88%

INFERENCE:

A majority of the employees at “BESCOM”, do not face any problems with their colleagues. Team work
and spirit of co-operation is very essential for innovation and productivity at work. Disharmony with
colleagues is one of the causes leading to stress in the work place.

TABLE-12
 TABLE SHOWING THE EXTENT OF JOB SECURITY PROVIDED

CATEGORY NO OF PERCENTAGE
RESPONDENTS
Yes 40 80%

No 10 20%

TOTAL 50 100%

ANALYSIS:
It is clear from the above table that out of 50 respondents, 80% of the employees say they enjoy job
security and 20% of the employees do not enjoy job security. This may be a source of stress for them.

CHART – 12
 CHART DEPICTING THE JOB SECURITY OF EMPLOYEES

No, 20%

Yes, 80%

INFERENCE:
The above chart shows that majority of the respondents say Job security is directly related to the job-
satisfaction and morale of employees. Most of the employees say they enjoy job security.

TABLE-13
 TABLE CLASSIFING THE STRESS-RELIEVING MEASURES

CATEGORY NO OF PERCENTAGE
RESPONDENTS
Talk to colleagues 21 43%

Confide with 17 34%

family/friends
Relaxation 7 14%
exercises/yoga
Do nothing 5 9%

TOTAL 50 100%

ANALYSIS:
It is clear from the above table that out of 50 respondents, the most popular strategy to handle stress is
talking to colleagues according to 43% of the respondents, 34% prefer confide with family/friends. 14%
resort to relaxation exercises/yoga to deal with their stress. The remaining 10% do not bother about their
stress level and let events take its turn.

CHART – 13

CHART SHOWING THE STRESS-RELIEVERS FOR EMPLOYEES

 Do
nothing,
9%
Relaxation
exercises/yoga, Talk to
14% colleagues, 43%

Confide with
family/friends,
34%

INFERENCE:
The above chart shows that majority of the respondents say they handle stress is talking to colleagues.
Stress is a fact of life and nothing much can be done to avoid it. But we need to know how to handle
stress so that it does not get out of hand.

TABLE-14
 TABLE SHOWING THE RELATIONSHIP BETWEEN WORK ENVIRONMENT
AND WORK BEHAVIOUR

CATEGORY NO OF PERCENTAGE
RESPONDENTS
Yes 48 96%

No 2 4%

TOTAL 50 100%

INFERENCE:
It is clear from the above table that out of 50 respondents, 96% say yes and only 4% of the employees
disagree that the work environment and work behaviour are correlated.

CHART-14
 CHART DEPICTING THE RELATIONSHIP BETWEEN WORK ENVIRONMENT
AND WORK BEHAVIOUR

No,
, 0 4%
,0

Yes, 96%

INFERENCE:

Almost all the employees at “BESCOM”, perceive that work environment and work behaviour are
related. Work environment has a major role to play in the behaviour of employees in the work place.

TABLE-15
 TABLE CLASSIFYING THE CHANCES OF GROWTH/PROMOTION

CATEGORY NO OF RESPONDENTS PERCENTAGE

Very high 6 12%

High 26 52%

Moderate 14 28%

Low 4 8%

TOTAL 50 100%

ANALYSIS:
It is clear from the above table that out of 50 respondents, 12% of employees have very high chances of
promotion/growth in the organization. 52% have high chances and 28% feel they have only moderate
opportunities for growth/promotion and the remaining 8% feel their chances of growth in the company
is bleak.

CHART – 15
 CHART DEPICTING THE OPPORTUNITIES OF PROMOTION/GROWTH FOR
EMPLOYEES IN THE COMPANY

60%
52%

50%

40%

28%
30%

20%
12%
8%
10%

0%
Very high High Moderate Low

INFERENCE:

The above graph reveals that majority of respondents say they have high chances of climbing up the
ladder in the company.

TABLE-16
 TABLE SHOWING THE IMPACT OF MACHINERY/TECHNOLOGY ON QWL

CATEGORY NO OF PERCENTAGE
RESPONDENTS
Yes 4 8%

No 46 92%

TOTAL 50 100%

ANALYSIS:
It is clear from the above table that out of 50 respondents, 8% of the employees at “BESCOM”, feel that
good machinery and technology alone, is sufficient to create good quality of work life. However 92%
feel that to create good quality of work life we need much more than just good machinery/technology.

CHART – 16

CHART DEPICTING THE NECCESITY OF MACHINERY/TECHNOLOGY FOR

CREATION OF GOOD QWL
 Yes
8%

No
92%

INFERENCE:
Machinery, equipment and technology play a very important role in quality of goods/services produced
by a company. Almost all the employees at “BESCOM’’, agree that good machinery and technology by
itself, does not lead to good quality of work life.

TABLE-17

TABLE SHOWING THE IMPACT OF MACHINERY/TECHNOLOGY ON QWL

 CATEGORY NO OF PERCENTAGE
RESPONDENTS
Yes 38 76%

No 4 8%

Maybe 8 16%

TOTAL 50 100%

ANALYSIS:
It is clear from the above table that out of 50 respondents, 76% of the employees say yes and 9% feel
that HR & work environment are not related and 16% are not sure of the implication of HR for good
work environment.

CHART – 17

CHART DEPICTING THE ESSENCE OF HUMAN RESOURCE FOR GOOD WORK

ENVIRONMENT
 80% 76%

70%

60%

50%

40%

30%

20% 16%

8%
10%

0%
Yes No Maybe

INFERENCE:
Human resource is the life blood of any organization, without which the wheels of the industry will come
to a standstill. Majority of the employees agree that HR is the basis for good work environment.

TABLE-18

TABLE SHOWING THE SATISFACTION WITH THE CURRENT WORK

ENVIRONMENT
 CATEGORY NO OF PERCENTAGE
RESPONDENTS
Yes 44 88%

No 6 12%

TOTAL 50 100%

ANALYSIS:

It is clear from the above table that out of 50 respondents, 88% feel that they are satisfied with the current
level of work environment in the company. Only the remaining 12% of the employees state that the
present level of work environment in the company is not satisfactory

CHART – 18

CHART DEPICTING THE CONTENTMENT OF EMPLOYEES WITH THE

PRESENT WORK ENVIRONMENT IN THE COMPANY
 No
12%

Yes
88%

INFERENCE:

The above chart shows that majority of the employees at “BESCOM” agree that they are satisfied with
the current level of work environment in the company.
 CHAPTER-5

SUMMARY OF FINDINGS, SUGGESTIONS, AND CONCLUSION

FINDINGS
 Continuous feedback to the employees should be encouraged. Feedback to
supervisors from subordinates should also be encouraged.
 The company should modify its organization structure in a manner to promote
communication between people who need to work together. As in a hierarchical
structure it is very important to keep in mind that there is enough room for
communication, without which there would be no common platform to work?

 Co-ordination and co-operation among employees must be encouraged in order to

cultivate team spirit.

 Supervisors should encourage creativity and innovation.

 The organization should consider employees as human assets and make them feel
wanted and value their opinions. There should be greater involvement of workers in
welfare policy decision-making.

 The welfare measure should be provided by the management out of concern for the
employees and not as a compulsion.

 The employees are de-motivated because the organization culture does not encourage
openness and risk taking. They should be allowed to take calculated risks at their job
in consultation with a supervisor.

 The company should compile a specific report on employee satisfaction as well as

dis-satisfaction. This will enable the company to develop measures to improve the
quality of work life of employees and consequently their productivity.

 There should be variance control, i.e., where possible, the people should be allowed
to inspect their own work, thereby learning from their mistakes and redesigning the
number of communication links across departmental boundaries. The fewer the
variances, the lesser the levels of supervision and control are required.

Information systems should be so designed as to provide information in the first
place to the point where action on the basis of it will be needed.

The system of social support should be designed so as to reinforce the behaviours
which the organization structure is designed to elicit.

The causes of stress should be identified and efforts must be taken to provide
employees with in-house counsellors and psychologists.

The human resource department in the organization should play an important role in
improving the work environment of the company.

The objective of organization design should be provide a high quality of working life
to its members.
SUGGESTIONS:
 Suggestion schemes should be encouraged with constant response given to
employees. This will motivate them to come up with more innovative and
constructive suggestions. This should be rewarded instead of mere appreciation
letters.

 There are very few studies conducted on BESCOM .hence further study can include
research on quality of work life in other companies.

 A similar study can be made abroad to decipher the differences between the Indian
and foreign companies.
CONCLUSION:

The top management participates in the employee welfare measures provided by the company, but
does not make an effort in improving the employees welfare. It is found from the study that, to a
certain extent the welfare measures are provided only as a statutory compliance and not out of free
will. The employees feel that the welfare measure have an impact on the employer-employee
relationship. Induction & training programmes are considered to be useful in improving the
performance of the employees. Suggestion schemes are encouraged by the organization. The
frequency of suggestions given by the employees is mostly once a month. The employee satisfaction
surveys are usually conducted on a quarterly basis. Both the male and female employees feel that work
environment has an impact on their performance.

Most of the employees at “BESCOM”, feel that their relationship with their boss is formal and only a
few employees feel the relationship is strained.To combat stress, the employees confide with their
family and friends and some even practice yoga and relaxation exercises. The work environment
influences the behaviour of the employees in the work place. The opportunities for growth and
promotion in the company are satisfactory. And human resource function can take certain measures
for improving the work environment in the organization. The physical conditions of work, influences
the behaviour of the employees in the work place. Favouritism and nepotism has an impact on the
work environment in the organization. Openness and innovation at work is encouraged by the
organization. The employees are found to be content with the present work environment in the
company.
 BIBLIOGRAPHY

ONLINE RESEARCH
 www.themeapparals.com
 www.businessworld.com
 www.humancapital.com

MAGAZINES AND NEWSPAPERS

 business today
 human capital publications
 Times of India, Deccan Herald

BOOKS
 Quality of work life – by Sangeeta Jain
 Statistical methods – by S.P Gupta

Quality of work life : Perspective and dir.

ANNUEXURE
 QUESTIONNAIRE

Dear sir/madam/friends,

Am Vedha from 2nd year MBA of………………….., As a part of my MBA programme, I am

conducting a study on the “A STUDY ON “EMPLOYEES QUALITY OF WORK LIFE” IN

BESCOM.,” So I request you to cooperate and provide necessary relevant information that will
help my study.

personal details:
Name :
Age :
Qualification

1. How would you rate the welfare measures provided by your company..?

a)Excellent b)Good

c)Satisfaction d)Poor

2. Does the top management activity participated in the employee welfare measure…?

a)Yes b)No

3. Are the welfare measures provided only as a statutory compliance?

a) Yes b) no c) not sure

4. How essential are welfare measure in bringing about harmonious employer-employee

 relationship…?
a) Very essential b)Essential

c)Not essential d)Not sure

5. Do you find the induction & training programmes conducted in your company useful..?
a) Yes b)No

6. Do you think your suggestions are taken into account by the management..?

a)Yes b)No c)Not sure

7. How often are employee satisfaction surveys conducted…?

a)Quarterly b)Half yearly

c)Annually d)Other, please specify

8. Is the work environment at “BESCOM” conducive to better performance…?

a) Yes b)No

9. How is the relationship between you & your boss..?

a) Formalb)Informal c)Strained

10. How much time do you spend at your work place..?

a) 8-10 hours

b) 10-12 hours

c) Other, please specify

11. Do you face any problems with your colleagues..?

 a)yes b)no

12. Do you have job security..?

a) yes b) no

13. How do you handle stress..?

a )Talk to colleagues

b) Confide with family/friends

c) Relaxation exercises/yoga

d) Do nothing about it

14. Does any relationship exist between work environment & work behaviour…?

a)Yes b)No

15. What according to you, are you chances of promotion/growth in the organization…?

a)Very high b) High

c)Moderate d)Low

16. Do you think that providing good machinery/technology alone is sufficient to create good
quality of work life..?

a)Yes b)No
If yes, why do you think so..?

17. Do you think human resources is the basis for good work environment..?

a) Yes b)No c) Maybe

18. Does favoritism/influence spoil the work environment..?

a) Yes b)No c)Not sure

 Dissertation Work Dairy
(Center for Management Studies, Regional college of Management, Bangalore-110)

Student: _____________ ___________ Guide: _________________________

Title of the study: ------------------------------------------------------------------------------------------------------

-

----------------------------------------------------------------------------------------------------------------------------
---

Date of Contact Topic(s) & Gist of Discussion Remarks on Guide’s Sign. & Date
Progress

Please Note:

1. The faculty guide has the righty to refuse to sign dissertation if the student either not consulted
the guide adequately or has not satisfactorily followed the guidance given.
2. Review at least five published research studies, relevant to the topic of your study.
3. Pay attention to the Research Methodology. Your dissertation will be judged, to a very large
extent, by the appropriateness of the Methodology you adopt and the rigor of its application.
4. The workload involved in the Dissertation must equal that of to full MBA subjects.
5. Remember, a good dissertation is an asset and a treasure for the rest of one’s life.
6. Plagiarism is a crime; shun it!
7. Plan your study well, work hard and produce dissertation that you would confidently give to
anyone to read rather than hide a bushel.