CAPSTONE PROJECT REPORT

on
“A STUDY ON EMPLOYEE PERCEPTION ON HUMAN RESORCE PRACTICES
AT BHARAT ELECTRONICS LIMITED”
SUBMITTED BY
MS. HARSHITHA. K
(1NT20BA032)
SUBMITTED TO
VISVESVERAYA TECHNOLOGICAL UNIVERSITY,
BELAGAVI

In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION
Under the guidance of
INTERNAL GUIDE EXTERNAL GUIDE
MS. ARPITHA. M. P SMT. MAMATHA. B
Assistant Professor Manager (HR) ES&SW
Department of MBA Bharat Electronics Limited
NMIT, Bengaluru Bengaluru

NITTE INSTITUTE OF TECHNOLOGY

Department of Management Studies
BENGALURU-560064
2020 – 2022
 NITTE MEENAKSHI INSTITUTE OF TECHNOLOGY
Department of Management Studies
P.B.NO 6429, Yelahanka, Bengaluru-560064

BONAFIDE CERTIFICATE
This is to certify that Ms. Harshitha. K bearing USN 1NT20BA032, is a Bonafide student of
master of business administration, 3rd semester NMIT, Bengaluru, affiliated to Visvesvaraya
Technology of University, Belagavi, organization report on “A STUDY ON EMPLOYEE
PERCEPTION ON HUMAN RESOURCE PRACTICES AT BHARAT ELECTRONICS
LIMITED” Company is prepared by her under the guidance of Ms. Arpitha M P Assistant
Professor, NMIT partial fulfilment of requirement for the award of the degree of Master of
Business Administration of Visvesvaraya Technology of university, Belagavi, Karnataka.

Ms. Arpitha. M. P Dr. Shilpa Ajay Dr. H.C. Nagaraj

Internal Guide HOD - MBA Principal

Examiner 1 Examiner 2
Name: Name:
Signature: Signature:
 DECLARATION

As I am Ms. Harshitha. K student of 2ndyear MBA I hereby declare that I have prepared this
report on “A STUDY ON EMPLPOYEE PERCEPTION ON HUMAN RESOURCE
PRACTICES AT BHARAT ELECTRONICS LIMITED” Bangalore district under the
guidance of Ms. Arpitha M P, Assistant Professor of MBA department, Nitte Meenakshi
Institute of Technology, Yelahanka, Bangalore.

I also declare that this project is the result of my own efforts and has not been submitted earlier
to any other university or institution for the award of any degree or published any time before.

Place: Bangalore Signature;

Date:
 ACKNOWLEDGEMENT

First and foremost, I acknowledge my deepest gratitude to our Principal Dr. H.C Nagaraj for
his support to complete the project work. I would like to thank my parents for their constant
support and encouragement to complete this work successfully.
It’s my privilege to thank Ms. Arpitha. M. P Assistant Professor of MBA Department for her
valuable suggestions and advice while drafting this project work.
I would like to thank Smt. Mamatha. B, Manager (HR/ ES&SW), External Guide for her
valuable suggestions and guidance while drafting this project work.
It’s my pleasure to thank our Dean, Dr. S Nagendra & HOD, Dr. Shilpa Ajay for granting the
permission to do the project by giving a timely guidance and co-operation.
I would finally like to thank all of my friends, who are close to my heart, for supporting and
helping me to conduct this project successfully.

Thank you one and all

 TABLE OF CONTENTS
CHAPTER CONTENTS PAGE NO
01 INDUSTRY PROFILE 1–3
1.1 Overview of the Industry 1
1.2 Nature of the Industry 1
1.3 Market Share 2
1.4 Key Players in Electronics Industry 2-3

02 COMPANY PROFILE 4-8

2.1 Introduction 4–5
2.2 Promoters Information 5
2.3 Vision, Mission and Quality Policy 6
2.4 Products Profile 6–7
7
2.5 Areas of Operation
7
2.6 Competitors
2.7 Future growth and prospects 7-8

03 MC KINSEY’S FRAME WORK 8 – 10

3.1 SWOC Analysis 10 – 11
3.2 Financial Statements 12 - 14

04 RESEARCH METHODOLOGY 14 – 20
4.1 Introduction of the study 14
4.2 Title of the study 15
4.3 Need of the study 15
4.4 Review of Literature 16 – 18
4.5 Statement of the problem 18
4.6 Objectives of the study 18
4.7 Scope of the study 19
4.8 Hypothesis 19
4.9 Methodology adopted for data collection 19 – 20
4.10 Limitations of the study 20

05 DATA ANALYSIS AND INTERPRETATION 20 – 40

06 6.1 Findings 40 – 41
6.2 Suggestions 41 - 42
6.3 Conclusion 42

07 BIBLIOGRAPHY 42 - 44

08 ANNEXURE 44 -52
 LIST OF TABLES AND GRAPHS
TABLE NO TITLE OF THE TABLE PAGE NO
01 Table and graph showing the age of the employee 20

02 Table and graph showing gender of the employee 21

03 Table and graph showing marital status of the employee 22

04 Table and graph showing work experience of the 22 - 23

employee
05 23
Table and graph showing basic objective of induction
program
06 Table and graph showing effectiveness of orientation 24
program
07 Table and graph showing medical/ first aid provided by 25
safety department when needed
08 Table and graph showing level of satisfaction on 25 – 26
employee welfare activities conducted by organization
09 Table and graph showing availability of cameras in 26
every corner of workplace premises
10 Table and graph showing effectiveness of security 27
department in maintaining secured workplace
11 Table and graph showing ratings on leave policy of the 28
organization
12 Table and graph showing basic pay is competitive 28 - 29
compared to similar position in other company
13 Table and graph showing job rotation broadens the 29
knowledge of employees
14 Table and graph showing reasons considered for 30
employee promotion
15 Table and graph showing reasons considered for 31
employee transfer
16 Table and graph showing reasons for employee 31 – 32
resignation

17 Table and graph showing working speed of the 32

employees became after using information system
18 Table and graph showing organization have the practice 33
of carrying employee satisfaction surveys
19 Table and graph showing ratings on the HR practices 34
conducted by organization
20 Table and graph showing level of satisfaction on HR 34 – 35
practices conducted by company
21 Table and graph showing stack graph on HR practices 35 – 37
22 Table and graph showing chi – square analysis on 39 - 40
orientation process
23 Table and graph showing chi – square analysis on 40
welfare program
 EXECUTIVE SUMMARY

This project report is about “A Study on Employees Perception on Human Resource Practices
at Bharat Electronics Limited” which is considered as the important factors in any organization.
This study tells that in any organization Human Resource practices play the very important role
in the development of the organization and it keep the employee happy with their work.
Organization working culture is going to define the employee perception about the organization
and Human Resource Practices. In a present situation many organizations are focusing to create
employee’s friendly environment and working condition.
This study explains different Human Resource practices conducted by Bharat Electronics
Limited. It tells about employee perception towards HR practices of the company. This study
also deals with Mc Kinsey’s 7S Framework pertaining to Bharat Electronics Limited which
analyses the organization structure, strategy, system, skills, staff, shared value of the company.
It explains how the organization internal processes work together in order to survive in the
competitive market. It also encompasses SWOC analysis of the organization briefly explaining
about internal and external environmental factors affecting the BEL and decisions to be taken
to go ahead of competitors. The report includes the Financial Statement to give a clear picture
about the stability of the company.
 CHAPTER – 01

INDUSTRY PROFILE

1.1 Overview of the Industry -

India has the second-largest GDP among developing economies and the fifth-largest economy
overall. Due to the country's vast population, the potential for consumer demand is practically
limitless, and as a result, given the right circumstances, substantial growth performance may
be anticipated. In actuality, the economy's deregulation in 1991 has resulted in quick expansion.
Particularly in India, the electronics sector is growing to be one of the most significant.
In India, the electronics sector has existed since earliest 1960s. Initially, only simple
communication systems like radio broadcasting, telephonic, and telegraphic communication
were built and maintained using electronics, as well as to improve military might. The
government owned the majority of the electronics industry up until 1984. The electronics sector
expanded quickly in the late 1980s as a result of broad economic reforms that led to the
liberalisation and globalisation of the economy. The desire to increase economic expansion and
accelerating the growth of industries with a focus on exports, like the electronics sector, were
the driving forces behind the economic reform.
Consumer electronics, industrial electronics, and electrical components are all produced by the
electronics sector. In the electronics sector, common products include circuit boards, TVs, and
portable devices. The electronics sector include telecommunications, networking, electronic
parts, industrial electronics, and consumer electronics.

1.2 Nature of the Industry –

A big number of significant domestic and foreign enterprises, on the one hand, and a far greater
number of smaller companies, on the other, define the nature of India's electronics
manufacturing environment. Like other manufacturing industries in India, the bulk of domestic
electronics producers are small, unorganised businesses. They restrict the size, level of value-
added, and complexity of their products. One of the primary factors contributing to these issues
is the nation's obscure and complicated labour regulations.
1.3 Market Share –
India's consumer electronics industry, which was estimated to be worth USD 71. From 2022 to
2030, the market is projected to grow at a CAGR of 6.5 percent from 17 billion in 2021. India
offers a chance for short- to medium-term development in consumer electronics consumption
around the globe. Low penetration rates, compared to other emerging markets, provide a
stronger opportunity to sell to homes making their initial purchase as well as to the middle class
for replacement devices. In line with the Make in India policy, the Electronic Development
Fund Policy was implemented with the intention of rationalising a modified pricing system.
A CAPEX subsidy of around 15 to 20 percent is also available thanks to the Modified Special
Incentive Package Scheme (M-SIPS), which was recently launched. Consumer electronics
producers plan to increase their production investments, R&D, distribution, and in the next
several years. As organised retail has grown in popularity, the sector has seen the creation of
cutting-edge, long-lasting retail chains, including online merchants like E Zone, Reliance
Digital, and Tata Croma.
Participants from both domestic and foreign markets are present. Important market participants
concentrate on tactics like innovation and new product releases to diversify their product
offerings.

1.4 Key Players in Electronics Industry –

1. Apple Inc –
Apple is the largest electronics company in the world by revenue, earning USD 260.17 billion
in 2019. One of the largest electronics companies in the world, this American multinational
technology business has its headquarters in California and produces, develops, and distributes
consumer goods, computer software, and internet services. Apple's main product is the iPhone,
a game-changer and pioneer in the smartphone sector. Apple is one of the Big Four tech
companies, along with Microsoft, Google, and Amazon. In December 2019, Apple passed the
$1.3 trillion barrier, becoming the first company in history to have a market worth over $1
trillion.
2. Samsung Electronics –
Samsung Electronics, which produced USD 221.6 billion in revenue last year, is the world's
second-largest electronics industry. The South Korean multinational electronics company
Samsung is one of the largest makers of consumer electronics and semiconductors worldwide
corporation with its headquarters there. The business produces semiconductors, chips, image
sensors, and lithium-ion batteries, among other electronic components. The largest producer of
mobile phones and smartphones in the world, Samsung is well-known for its series of premium
smartphones known as the Samsung Galaxy. In addition, the business founded the phablet
industry with its Samsung Galaxy Note product series.
 3. Hon Hai Precision Industry (Foxconn) -
The third-place finisher on Biz Vibe's list of the top 10 largest electronics companies in the
world in 2020 is Taiwan's Hon Hai Precision Industry, also known as Foxconn. Foxconn is both
Taiwan's largest private employer and the world's largest provider of services for the
manufacture of electronics. 2019 saw revenues of USD 175.62 billion for Hon Hai Precision
Industry. Since its founding in 1974 by Terry Gou, the company has gained a reputation for
providing electronic items for important American, Canadian, Chinese, Finnish, and Japanese
firms. Foxconn produced numerous different goods, including the iPhone, iPad, Nintendo 3DS,
Kindle, Play Station consoles, and many others. The company operates in China, South Korea,
and other foreign countries.
4. Huawei –
Huawei is a large Chinese technology company with an emphasis on creating and selling
consumer devices and communications equipment. Huawei, a Chinese company founded in
1987, is based in Shenzhen. With USD 122.97 billion in sales in 2019, Huawei came in fourth
place among the top electronics companies on this list. Huawei just overtook Apple to become
the second-largest smartphone manufacturer in the world, behind only Samsung, with sales in
more than 170 countries. With a 20% market share, Huawei dominates the smartphone industry
in China.
5. Dell Technologies –
Dell Technologies is an American global technology firm with its corporate headquarters in
Round Rock, Texas, and is ranked number four on this ranking of the top electronics
manufacturers. cellular phones, TVs, computers, servers, computer software, and information
security services are just a few of the numerous electronic products that Dell offers. In contrast
to some of the other international companies on our list, around half of Dell's income comes
from the American market.
Dell now has two divisions: the Dell Client Solution Group, which produced desktops, laptops,
tablets, and peripherals including projectors, printers, and monitors under the Dell brand and
accounted for 49% of the company's 2019 fiscal revenues. The Dell EMC Infrastructure
Solutions Group is Dell's secondary operational division.
 CHAPTER - 02
COMPANY PROFILE

2.1 Introduction -
In 1954, Bharat Electronics Limited (BEL), a government-owned company, was founded.
The majority of the defence electronics companies are now located in India. A Navarathna PSU
(Public Sector Unit) inside the Defence Department. Over 350 goods in the areas of military
communication, radars, naval systems, telecom and broadcast, electronics, electronics optics,
and professional services are promoted at BEL, a multi-product, multi-technology, multi-unit
conclave solar photo voltaic systems, electrical components. The range of prices for these
products ranges from small, low-cost parts to massive systems that can cost up to 60 crores.
The department of telecommunication, the army, navy, air force, paramilitary services,
coastguard, police Doordharshan, All India Radio, and consumers of professional electrical
components are only a few of BEL's clients.
BEL exports its goods to countries like Israel, South Africa, Malaysia, Indonesia, Russia, Sri
Lanka, Turkey, Germany, United Arab Emirates, Canada, Uganda, France, Egypt, Nepal,
Brazil, United States, Zimbabwe, United Kingdom, and Italy. It also exports to countries like
Mauritius, Switzerland, Sweden, Switzerland, and the United States.
The primary unit, the Bangalore plant, was founded in 1954 and is located in Jalahalli,
Bangalore. It spans a sizable area of over 1000 acres, of which the factory alone comprises 200
acres and has about 12000 workers on its payroll.
By creating items like solar-powered traffic light systems and electronic voting machines, BEL
has not only helped India become self-sufficient in defence electronics but also turned defence
technology to the advantage of the general public.

STRATEGIC BUSINESS UNITS –

BEL - Bangalore complex comprises of 12 Strategic Business Units. They are –
Naval system 1, Naval system 2, Military Communication, Military Radars, Human Resource,
Computer development and Engineering, Testing and Broadcasting Systems, Electronic
warfare and Avionics, Components, Export Manufacture, Export Manufacture, Finance,
Military Communication and Equipment.

It also consists of Common Services Group. They are – Quality Assurance, Information
Science Bangalore, Management Services, Bharat Electronics Quality Information,
Engineering Services, Information Science Communication, Central Manufacturing Services.

2.2 Promoters Information -

As of Dec 2021, BEL owned the following shares –

2.3 Vision, Mission and Quality Policy –

Vision -
To be a world class enterprise in professional electronics.
Mission -
To be a market leader in electronics and in other chosen fields and products. To be a customer
focused globally competitive company in electronics and in order.
Chosen areas of professional electronics through quality technology and continuous
innovation.
Quality Policy –
We are dedicated to continually providing our clients with more value by making
improvements to our goods and procedures. BEL's goal is to deliver goods that are completely
compliant with its quality assurance programme, which is based on the ISO 9001 Standard.
The company's policy is to guarantee excellent standards for all of its operations and products.
The establishment, upkeep, and updating of the business's quality assurance system serve as an
expression of the policy.

2.4 Products Profile –

• Electronic voting machine.

• Voter-verified paper audit trail.
• Traffic signals.
• Radars.
a) BEL weapon locating radar.
b) BEL battle field surveillance radar.
c) Indian doppler radar.
d) Samyukta electronic warfare system.
e) Central acquisition radar (3D CAR).
f) Reporter radar.
• Telecommunication.
• Sound and vision broadcasting.
• Opto-electronics.
• Information technology.
• Semiconductors.
• Missiles.
a) Akash missile.
• Sonars.
• Composite communication system (CCS).
• Fire control system.
• F-INSAS.
• Simulators.
 • Tank electronics.
• Communications.
a) Data link II communications system for the Indian Navy.
b) Combat management system for Indian Navy.
• Solar power generation systems.
• Naval systems.
• C41 systems for air force.
• A low-cost tablet PC.
• Biometrics capturing for nation population register.
• Encryptors for the ministry of home affairs.
• IFF (identify friend or foe) secondary radar.
• SDR and IP radio in multiple frequency bands.

2.5 Areas of Operation –

Manufacturing Units – Bangalore (Karnataka), Ghaziabad (Uttar Pradesh), Pune
(Maharashtra), Machilipatnam (Andra Pradesh), Chennai (Tamil Nadu), Panchkula (Hariyana),
Taloja (Maharashtra), Kotdwara (Uttaranchal), Hyderabad (Andra Pradesh).
Regional Offices – New Delhi, Calcutta, Mumbai, Chennai, Hyderabad, Vishakhapatnam.
Marketing Offices and Service Centre - Bangalore, New Delhi, Mumbai.
Research Centres -Bangalore, New Delhi, Mumbai in India and New York, Singapore in other
countries. Information System - Bangalore. System division – Bangalore.
Liaison Office -Agra. Subsidiary Company - BEL Optima Devices Limited. Joint Venture
Company - BEL Multitone Limited, GE-BE Private Limited.

2.6 Competitors –
Yokowo.
Tata Advanced Systems.
Maini Precision Products.
Elbit Systems.
Radio Shack.

2.7 Future growth and prospects –

BEL, whose shares have increased 60% so far this year, has predicted an increase in orders
between Rs 15000 and Rs 17000 crores over the next years. It has kept its FY 2023 revenue
growth and Ebitda margin targets at 15 to 17 percent and 22 percent, respectively. Over the
next two to three years, it aims to generate 20 to 25 percent of its sales from the non-defence
business.
 CHAPTER – 03
MC. KINSEY’S 7S FRAME WORK

1. STRUCTURE -
The HIERARCHICAL ORGANIZATION STRUCTURE is used by Bharat Electronics
Limited has a number of divisions and departments, each of which is in charge of a particular
duty such as marketing, manufacturing, finance, or human resource management. The activities
are under the supervision of each layer of management, which is responsible to the top layer of
management.
BEL's organisational structure was used (Bangalore Complex).

2. SKILLS –
BEL understands the need of providing its personnel at all levels with a variety of skills due
to the fact that it is a multi-unit, multi-technology, and multi-product business. For senior
officers, BEL has developed a work rotation plan along with an inter-unit transfer plan in this
approach to increase their capacity to accept more responsibility.
 ➢ Basic/ general skills.
➢ Behavioural skills.
➢ Technical skills.

3. STYLE –
BEL adopts 2 styles of leadership –
a) Top-down leadership style.
b) Benevolent Authoritarian leadership style.

a) Top-down leadership style –

• At least twice a year, GMs give a speech to the whole executive team outlining the
vision, purpose, values, policies, and strategies of each corporate unit as well as the
business environment, competitive landscape, unit performance, and company outlook.
• General managers (GMs) meet with all divisional and department heads at least once
each month to discuss topics of interest and concern that are not just related to output.
• At least once a month, divisional and department leaders gather with all executives to
discuss matters of interest that go beyond production.
• At least once every month, section leaders meet with every employee.

b) Benevolent Authoritative leadership style –

• The corporation employs benevolent authoritarian leadership because it reports to the
ministry of defence, which values strong authority. Communication is often minimal,
and only the CMD alone initiates plans and establishes policies. He controls the power
to withhold or grant rewards. As a result, this functional approach boosts efficiency,
saves time, and provides prompt outcomes in emergency situations.
• In BEL, the senior management and the minister of defence make the decisions that the
various departments of the company should abide by.

4. SYSTEMS –
The tasks are completed by the staff members' everyday actions and processes. The systems
that operate the business, including the ones for finance, production, HR, R&D, sales, and
purchases, are made up of people. Computer information systems (CIS), which are often under
the control of senior management, are where all the crucial data is gathered and then processed
further in accordance with varied demands. By doing this, the various organizational positions
and constituent parts remain in place, facilitating the performance of the entire organization in
a coordinated, productive manner.

5. STAFF –
The firm employs close to 9,279 people. The employees of BEL is divided into three categories
depending on their education, experience, and skills: executives, non-executives, and technical
cadre.
The professional degree needed for the designation qualifies the executives. Executive
positions are also given to employees who have the requisite expertise and skills. Because they
are accountable for leading, supervising, making decisions, doing research, and developing.
6. STRATEGY –
The primary objective of BEL is to outperform competitors while maintaining high standards
for its own performance in the areas of service and client satisfaction. Their strategy objective
is to give exceptional service with honesty, thoroughness, and openness while meeting the
customer's investment demands in order to establish themselves as the most dependable and
top-tier financial service provider.
Understanding stakeholders' requirements and expectations as well as the external
environment is the foundation of strategy. based on intrinsic capabilities and performances.
7. SHARED VALUES –
Shared values are the core values of the company that are evidenced in the corporate culture
and the general work ethics.

• Putting customer first.

• Working with transparency, honesty, and integrity.
• Forecasting teamwork.
• Striving to achieve high employee satisfaction.

3.1 SWOC ANALYSIS

(STRENGTHS, WEAKNESS, OPPORTUNITIES, CHALLENGES)

STRENGHTS –
 • Clearly stated values, aims, and vision.
• Recognized for the reliability and quality of its goods.
• Recognized for its rapid post-purchase support.
• Significant expertise in the production of electronic equipment the main
organisation founded in 1954.
• Professionally qualified staff that has received specialised training in the newest
technologies.
• A strong organisational framework.
WEAKNESSES –

• BEL's ownership by the Indian government, which is under the Ministry of Defense, is
its primary flaw. This slows down decision-making.
• BEL has mostly operated in the monopolistic defence industry. As a result, it lacks
management expertise in a competitive industry like production of telecommunications
equipment.
• Lack of flexibility in managing the workforce, particularly in regard to pay scales,
promotions, and hiring practises Consequently, there is a brain drain.
• Lack of aggressive decision-making in the investment and other areas owing to
management's fear of different audits, both statutory and government.
OPPORTUNITIES –

• Increasing defence and security requirements.

• Due to deregulation, BEL can pursue technology transfer partnerships and joint
ventures.
• Other businesses are upgrading as well, providing new markets for telecommunications
equipment in the railroad, power, oil, and defence industries, among others.
• The telecommunications industry is one of the crucial infrastructural sectors required
for the expansion of the economy. This has the effect of making prospective markets in
emerging nations available.
CHALLENGES –

• The entry of the private sector and MNCs into this arena has intensified competition.
• Rapid technological advancements.
• Direct imports and indigenous manufacturing are competitive as a result of the general
reduction in import levies.
• Market flaws that cause pricing wars and price undercutting, causing
telecommunication companies to incur ongoing losses.

3.2 FINANCIAL STATEMENTS

BALANCE SHEET OF BHARAT ELECTRONICS LIMITED –
 PARTICULARS 2022 2021 2020
(IN CRORES) (IN CRORES) (IN CRORES)
EQUITY AND
LIABILITIES
SHAREHOLDERS FUND
Equity Share Capital 243.66 243.66 243.66
TOTAL SHARE CAPITAL 243.66 243.66 243.66
Reserves and Surplus 10,564.23 9,609.28 8,775.25
TOTAL RESERVES AND 10,564.23 9,609.28 8,775.25
SURPLUS
TOTAL SHAREHOLDERS 10,807.89 9,852.94 9,018.91
FUND
NON-CURRENT
LIABILITIES
Long Term Borrowings 0.00 0.00 0.00
Deffered Tax Liabilities (Net) 0.00 0.00 0.00
Other Long Term Liabilities 73.10 119.55 96.94
Long Term Provisions 1,407.44 1,160.57 921.43
TOTAL NON-CURRENT 1,480.54 1,280.12 1,018.37
LIABILITY
CURRENT LIABILITIES
Short Term Borrowings 0.00 0.00 0.00
Trade Payables 3,296.54 2,424.75 1,435.01
Other Current Liabilities 13,125.72 10,037.92 8,532.96
Short Term Provisions 342.46 315.36 458.19
TOTAL CURRENT 16,764.72 12,778.03 10,426.16
LIABILITIES
TOTAL CAPITAL AND 29,053.15 23,911.09 20,463.44
LIABILITIES
ASSETS
NON-CURRENT ASSETS
Tangible Assets 2,422.65 2,496.63 2,059.84
Intangible Assets 57.30 22.97 24.46
Capital Work-In-Progress 350.69 199.44 275.07
Other Assets 0.08 0.09 0.10
FIXED ASSETS 3,216.28 3,202.56 2,805.76
Non-Current Investments 1,331.19 1,161.67 1,019.27
Deffered Tax Assets (Net) 463.39 497.40 471.20
Long Term Loans and 33.24 33.09 40.05
Advances
Other Non-Current Assets 393.06 369.23 324.69
 TOTAL NON-CURRENT 5,437.16 5,263.95 4,660.97
ASSET
CURRENT ASSETS
Current Investments 0.00 0.00 0.00
Inventories 4,954.67 3,962.75 4,413.65
Trade Receivables 6,551.54 6,732.91 5,369.21
Cash And Cash Equivalents 5,008.21 1,557.70 883.98
Short Term Loans and 19.46 32.62 32.82
Advances
Other Current Assets 7,082.11 6,361.16 5,102.81
TOTAL CURRENT 23,615.99 18,647.14 15,802.47
ASSETS
TOTAL ASSETS 29,053.15 23,911.09 20,463.44

PROFIT AND LOSS ACCOUNT OF BHARAT ELECTRONIS LIMITED –

PARTICULARS 2022 2021 2020

(IN CRORES) (IN CRORES) (IN CRORES)
INCOME
REVENUE FROM 13,818.16 12,607.76 11,789.22
OPERATIONS (GROSS)
Less: Excise/ Service Tax/ 0.00 0.00 0,00
Other Levies
REVENUE FROM 13,818.16 12,607.76 11,789.22
OPERATIONS (NET)
TOTAL OPERATING 14,603.83 12,921.11 12,084.60
REVENUES
Other Income 126.10 101.94 169.54
TOTAL REVENUE 14,189.93 13,023.05 12,254.14
EXPENSES
Cost Of Materials Consumed 6,723.94 5,894.76 5,320.87
Operating And Direct 0.00 0.00 0.00
Expenses
Changes In Inventories Of -129.33 259.43 -132.20
FG, WIP And Stock-In Trade
Employee Benefit Expenses 1,940.68 2,057.49 1,879.05
Finance Costs 6.08 3.26 12.21
Depreciation And 366.33 349.64 316.22
Amortisation Expenses
Other Expenses 1,114.21 1,028.33 1,395.74
TOTAL EXPENSES 11,255.12 10,543.88 9,550.95
PROFIT/ LOSS BEFORE 2,934.81 2,479.17 2,703.19
EXCEPTIONAL,
 EXTRAORDINARY
ITEMS AND TAX
Exceptional Items 0.00 0.00 0.00
PROFIT/ LOSS BEFORE 2,934.81 2,479.17 2,703.19
TAX
TAX EXPENSES –
CONTINUED
OPERATIONS
Current Tax 824.93 756.37 797.49
Less: MAT Credit 0.00 0.00 0.00
Entitlement
Deferred Tax 69.38 -31.08 -20.92
Tax For Earlier Years -24.92 -39.95 -0.67
TOTAL TAX EXPENSES 869.39 685.34 775.90
PROFIT/ LOSS AFTER 2,065.42 1,793.83 1,927.29
TAX AND BEFORE
EXTRAORDINARY
ITEMS
PROFIT / LOSS FROM 2,065.42 1,793.83 1,927.29
CONTINUING
OPERATIONS
PROFIT/ LOSS FOR THE 2,065.42 1,793.83 1,927.29
PERIOD

CHAPTER – 04
4.1 INTRODUCTION OF THE STUDY –
The phrase "HR best practices" refers to a collection of policies and techniques that have been
shown via research and actual use to enhance business performance. They are internal
guidelines that an organization establishes to standardize operations and produce the greatest
results across all business domains. This manual will serve as an explanation of what they
comprise, what tasks they may be used for, and why they are so crucial.
The strategic HR operations are included in HR practices. They serve as the basis and direction
for managing the staff of the firm, and they have to be in accordance with the executive business
plan.
Perception of employees on HR practice –
It is crucial for a company to be able to create the right perception in the minds of its employees
since these perceptions are shaped by organizational roles, leadership styles, workplace
communication methods, etc. Employee opinions about organizational HR procedures; it is
well-known that a company's people resources are its most valuable asset. It is important and
heavily influences whether a firm succeeds or fails in a specific sector. The term "HRM" refers
to a variety of organizational practices and professional practices. HR management has a huge
impact on industrial productivity. Considering that managing human resources is far more
difficult than managing money or technology, and for good management.
Human Resource Practices of BEL –
➢ Training and Development.
➢ Employee Relations.
➢ Safety.
➢ Welfare.
➢ Security.
➢ Performance Management System.
➢ Pay Fixation.
➢ Job Rotation.
➢ Transfers.
➢ Standing Orders, CDA (Conduct. Discipline and Appeal) Rules, and Leave Rules.
➢ Promotion.
➢ Payment of Perks.
➢ Retirements and Resignations.
➢ Information Management System.
➢ Loans and Advances.
➢ Awards.

4.2 TITLE OF THE STUDY -

The topic of my project is “A STUDY ON EMPLOYEES PERCEPTION ON HUMAN
RESOURCE PRACTICES AT BHARAT ELECTRONICS LIMITED”.

4.3 NEED OF THE STUDY –

The purpose of the study is to examine several aspects of how workers perceive HR procedures
and how those practises affect how satisfied they are with their jobs. The results of this survey
assist management in understanding employee satisfaction levels and in determining the best
course of action to boost employee productivity in the workplace.

4.4 REVIEW OF LITERATURE –

 1. The employee perspective on HR practices: A systematic literature review,
integration and outlook by Jeske Van Beurden, Karina Van De Voorde & Marc
Van Veldhof (2021) -
In light of the growing body of research evaluating employees' perceptions of HR practises,
the discipline of SHRM is tasked with watching how cumulative insights emerge. The findings
demonstrate how unevenly employee attitudes in HRM have been researched using current
methodologies. It has also been shown that it is impossible to have just one perspective on how
employees understand HRM by using a range of theoretical frameworks that support and
encourage employee perspectives on HRM. The last element is the use of diverse descriptive
and evaluative conceptualizations. To gain a more complete understanding of how employees
see HRM, there are recommendations and areas for additional research.

2. How employee perceptions of HR practices in schools relate to employee work

engagement and job performance by Jeske Van Beurden, Marc Van Veldhoven,
Karina Van De Voorde (2021) -

This study investigates the connection between work engagement, employee performance, and
perceptions of the usability and (in)efficiency of human resource (HR) practises in schools.
The findings of this study, which considered the perspectives of 208 Dutch primary and
secondary school teachers, show a favourable relationship between the effectiveness and
accessibility of HR practises and teachers' job performance. Employee perception of the
available HR practises as successful, as opposed to just seeing them as available, has a greater
impact on teacher work engagement.

3. A Framework to Assess Employee Perceptions of HRM Practices in the Greek

Local Authorities by Yannis Politis (2021) -

Organizations in the public sector are coming under increasing pressure to become more
efficient in order to better serve the needs of the public. Because of the recent severe recession,
which has reduced the resources that were previously accessible to public organisations during
the last several years, they have also had to figure out ways to make the most of their limited
resources. It is not surprising that both public and private enterprises utilise human resources
management (HRM) approaches to increase productivity given that people are considered to
be the most valuable organisational resource. Despite the importance of human resources and
the fact that public sector organisations have certain characteristics that make implementing
HR practises tough, little attention has been dedicated to the specialised issue of HRM in these
organisations in the public sector.
4. Employee perceptions of HR practices: A critical review and future directions by
Ying Wang, Sunghoon Kim, Alannah Rafferty & Karin Sanders (2020) -
Researchers are paying more attention to how employees feel about human resources (HR)
practises. They have also looked at whether and how employee attitudes towards HR practises
impact employee outcomes. To enhance this field of study, we want to define what authors
mean when they refer to "employee opinions of HR practises." We instead distinguish between
the "what," "how," and "why" of employee perceptions of HR procedures, in accordance with
previous scholars. We offer a critique of the literature that has been written about these three
aspects of employee HR perception and make recommendations for further research. These
include enhancing the relevance to real-world problems, broadening the theoretical foundations
of HR communication, and adding cross-national situations.

5. A Study on Employee’s Perception Towards Human Resource Development

Practices by Pankaj Yadav (2019) -

Fundamentally, human resources development may be viewed as a strategy or plan to create a

favourable connection between each employee and the organisation in order to promote
integration. Integration becomes challenging since organisational goals and personal interests
don't always coincide. In their efforts to achieve objectives like expansion and profitability,
organisations frequently function in ways that overlook or violate the needs and interests of
individuals.

6. A Study on Perception of employee on organizations HR practices by Chaitanya

Kalidindi (2019) -

It is crucial for a company to be able to create the right perception in the minds of its employees
since these perceptions are shaped by organisational roles, leadership styles, workplace
communication methods, etc. This experiment tested the relationship between workers'
perceived fairness of corporate commitment and human resource (HR) policies.

7. Paradigm Shift in Changing Perception of Employees Towards HR Practices in

NCR by Deepesh Kr Yadav and Jaya Yadav (2018) -

The study's goal is to comprehend how employees perceive evolving human resources (HR)
procedures in modern firms and how such policies affect their output, loyalty, and commitment
to the company. Both direct and secondary data about evolving HR practises were gathered for
the study's objectives. According to the report, modifying HR procedures ensure employees'
personal and professional well-being and operate as a strong employee motivator.
8. Identifying critical HR practices impacting employee perception and commitment
during organizational change by Swetha Maheshwari, Veena Vohra (2017) -
The importance of HR practises during organisational transition is highlighted by earlier study
in the field, since it may be necessary to influence employee conduct that supports the
transformation's course. The human resource (HR) department is viewed as enabling change
by institutionalising HR practises that do so in a good position to affect employee behaviour.
Furthermore, a sizable body of research contends that views of HR procedures during
transformation have a major impact on employee behaviour. Positive HR practises boost the
willingness of employees to adopt new behaviours.

9. Employees’ Perception towards Human Resource Management Policies and

Practices by Dr. V. Kannan (2017) -
In this essay, an effort has been made to investigate how employees perceive the HRM methods
and policies of a few chosen cooperative sugar mills in Tamil Nadu. 513 employees were
chosen from 4 cooperative sugar mills as a result. Male respondents, respondents with PG-level
education, respondents with salaries over Rs. 35,000 per month, officers, respondents with
more than 30 years of experience, permanent employees, and workers at the Salem Co-
operative Sugar Mills are more satisfied with the human resource management policies and
practises of the selected co-operative sugar mills.

10. How employee perceptions of HR policy and practice influence discretionary work
effort and co-worker assistance: Evidence from two organizations by Stepen
Frenkel, Simon Lloyd D. restubog, Timothy colin bednall (2016) -

Using social identity theory and organisational justice research, we examine the impact of
employees' views of human resource (HR) rules and practises on two key outcome variables,
discretionary work effort (DWE), and colleague assistance (CWA). The findings, which were
based on 618 full-time employees from two companies, show that organisational identity
mediates the relationship between procedural and distributive justice and DWE and CWA,
respectively, and that HR practises have a favourable relationship with both.

4.5 STATEMENT OF THE PROBLEM –

There is a requirement to know what employees think about the HR practices conducted by the
company. Employee perception leads to satisfaction or dissatisfaction of employees which may
result in high productivity or low productivity of employees. As a result, this survey aids in
understanding how satisfied employees are with the company's HR processes.

4.6 OBJECTIVES OF THE STUDY –

• To study the existing HR practices of Bharat Electronics Limited.
• To understand the degree of satisfaction of employees on existing HR practices.
• To study the employees perception on HR practices.
• To suggest some ideal HR practice that BEL can incorporate to have a better work
environment.

4.7 SCOPE OF THE STUDY –

The study's broad focus is on understanding the HR procedures of Bharat Electronics Limited.
The study's primary goal is to focus on Bharat Electronics Limited's HR policies and learn
about people employed by the plant.
It is crucial that factories offer and implement sound HR practices and create an atmosphere
that is accommodating to workers.

4.8 HYPOTHESIS STATEMENT –

Null Hypothesis (H0) –
“Employees are not adequately satisfied with HR practices of BEL”.
Alternative Hypothesis (H1) –
“Employees are satisfied with HR practices of BEL”.

4.9 METHODOLOGY ADOPTED FOR DATA COLLECTION –

➢ RESEARCH DESIGN –
The research design of this study is Descriptive research. In which collected data from the
employees in the company by asking open ended questions.

➢ SAMPLING TECHNIQUE – Simple Random Sampling.

➢ SAMPLE SIZE – 100.

➢ TARGET POPULATION – Organization Employees.

➢ SOURCES OF DATA COLLECTION –

• Primary Data -
Primary data is collected through Questionnaires. Employees are asked questions and their
responses are taken.

• Secondary Data –
❖ Magazines.
❖ Factory annual reports.
❖ Brochures.
❖ Company websites.
❖ Internet.
 ➢ TOOL FOR DATA COLLECTION –
The tool used to collect data is through Questionnaires. Questionnaires are prepared and
distributed among the employees and their responses are taken. According to that response data
analysis is done.

4.10 LIMITATIONS OF THE STUDY –

• The study is restricted to Bharat Electronics Limited BG – CX.

• Data is collected only from employees of BEL.
• The study is focused only on HR practices.
• The study is restricted to only Human Resource department of the company.

CHAPTER – 05
DATA ANALYSIS AND INTERPRETATION

Table 5.1 – Table showing age of the employee –

ANALYSIS –
In the above diagram, we can observe that 18% of people fall in the age group of 25 – 35,
50% people come under 35 – 45, 27% come under 45 – 55, and 5% people come under above
50 age group.
INTERPRETATION –
Hence, we can conclude that 50% of employees are falling under the age group between 35 to
45.

Table 5.2 – Table showing gender of the employee –

ANALYSIS –

In the above diagram, we can observe that 51% people are male employees and 49% people
are female employees.

INTERPRETATION -

Hence, we can conclude that 51% of employees are male employees.

Table 5.3 – Table showing marital status of the employee –

ANALYSIS –
In the above diagram we can observe that 82% people are married and 18% people are
unmarried.

INTERPRETATION –
Hence, we can conclude that 82% of employees are married.

Table 5.4 – Table showing work experience of the employee -

ANALYSIS –
In the above diagram, we can observe that 9% people have 0 – 5 years work experience, 12%
people have 5 – 10 years, 40% have 10 – 15 years, 25% have 15 – 20 years, 14% have more
than 20 years.

INTERPRETATION –
Hence, we can conclude that 40% of employees are having 10 – 15 years of working
experience in BEL.

Table 5.5 – Please indicate the basic objective of your organization’s induction
program?

ANALYSIS –

In the above diagram, we can observe that 29% of employees agree increasing commitment,
38% agree clarifying psychological contract, 20% agree settling new employees well, 7%
agree reducing the cost and inconvenience of early leavers, 6% agree simple ritual are the
basic objective of organization’s induction program.
INTERPRETATION –

Hence, we can conclude that 38% of employees agree that clarifying psychological contract
is the basic objective of organization’s induction program.

Table 5.6 – Do you think orientation process in your company is effective?

ANALYSIS –

In the above diagram we can observe that 19% of employees strongly agree, 55% agree, 16%
are neutral, 5% disagree, 5% strongly disagree that orientation process in company is
effective.
INTERPRETATION –
Hence, we can conclude that 55% of employees agree that orientation process in company is
effective.
Table 5.7 – Do you think medical/ first aid is provided by safety department when
needed?

ANALYSIS –

In the above diagram, we can observe that 46% of employees strongly agree, 23% agree, 20%
are satisfactory, 6% disagree, 5% strongly disagree.

INTERPRETATION –

Hence, we can conclude that 46% of employees feel medical/ first aid is provided by safety
department when needed.
Table 5.8 – Mark your level of satisfaction on employee welfare activities conducted by
your organization?
ANALYSIS –

In the above diagram, we can observe that 49% of employees are highly satisfied, 25% are
satisfied, 14% are average, 7% are dissatisfied, 5% are highly dissatisfied.

INTERPRETATION –

Hence, we can conclude that 49% of employees are highly satisfied by welfare activities
conducted by the organization.

Table 5.9 – Do you agree that there are cameras in every corner of workplace premises?

ANALYSIS -

In the above diagram, we can observe that 45% of employees strongly agree, 24% agree, 20%
rate satisfactory, 6% disagree and 5% strongly disagree.
INTERPRETATION –

Hence, we can conclude that 45% of employees strongly agree that there are cameras in every
corner of workplace premises.

Table 5.10 – Do you feel that security department is effective in maintaining secured
workplace?

ANALYSIS –

In the above diagram, we can observe that 40% of employees strongly agree, 30% agree, 15%
rate satisfactory, 10% as disagree, 5% as strongly disagree.

INTERPRETATION –

Hence, we can conclude that 40% of employees agree that security department is effective in
maintaining secured workplace.
Table 5.11 – How do you rate leave policy of your organization?

ANALYSIS –

In the above diagram, we can observe that 36% of employees rate as excellent, 39% as very
good, 14% as good, 5% as average, 6% as poor.

INTERPRETATION –

Hence, we can conclude that 39% of employees rate leave policy of their organization as very
good.

Table 5.12 - Do you think your basic pay is competitive compared to similar position in
other company?
ANALYSIS –

In the above diagram, we can observe that 26% of employees strongly agree, 54% agree, 12%
rate satisfactory, 6% disagree and 2% strongly disagree.

INTERPRETATION –

Hence, we can conclude that 54% of employees agree that their basic pay is competitive
compared to similar position in other companies.

Table 5.13 - Do you feel job rotation broadens the knowledge of employees?

ANALYSIS -

In the above diagram, we can observe that 42% of employees strongly agree, 44% agree, 8%
rate satisfactory, 3% disagree, 3% strongly disagree.
INTERPRETATION –

Hence, we can conclude that 44% of employees agree that job rotation broadens the
knowledge of employees.

Table 5.14 - According to you which of the following must be considered for promotion?

ANALYSIS -

In the above diagram, we can observe that 28% of employees say merit of employee, 50%
say potential of employee, 16% say seniority of employee, 4% say all the above, 2% say none
of the above.

INTERPRETATION –

Hence, we can conclude that 50% of employees feel potential of the employee should be
considered for promotion.
Table 5.15 - According to you what might be the reasons of employee transfer?

ANALYSIS –

In the above diagram, we can observe that 32% of employee say to increase the effectiveness
of the organization, 36% say to deal with fluctuations in work requirements, 15% say to
correct incompatibilities in employee relations, 9% say to increase competence of key
positions, 8% say punish employees.

INTERPRETATION –

Hence, we can conclude that 36% of employees feel the reason for employee transfer might
be to deal with fluctuations in work requirements.

Table 5.16 - According to you what might be the reason for employee resignation?
ANALYSIS –

In the above diagram, we can observe that 28% of employee say to limited growth
opportunity, 30% say feeling underpaid, 26% say no longer challenges, 9% say feeling
undervalued, 8% say change in corporate culture.
INTERPRETATION –

Hence, we can conclude that 30% of employees feel the reason for employee resignation
might be feeling of underpaid.

Table 5.17 - How did the working speed of the employees became after using
information system?
ANALYSIS -

In the above diagram, we can observe that 64% of employees say increased, 44% say
increasing, 8% say decreased.

INTERPRETATION –

Hence, we can conclude that 64% of employees feel information system increased the
working speed of the employees after usage.

Table 5.18 - Does your organization have the practice of carrying employee satisfaction
surveys?

ANALYSIS -

In the above diagram, we can observe that 28% of employees strongly agree, 54% agree, 13%
rate satisfactory, 3% disagree, 2% strongly disagree.

INTERPRETATION –

Hence, we can conclude that 54% of employees agree that organization has the practice of
carrying employee satisfaction surveys.
Table 5.19 - How do you rate the HR practices conducted by your organization?

ANALYSIS -

In the above diagram, we can observe that 36% of employees say excellent, 39% say very
good, 14% say good, 5% say average, 6% say poor.

INTERPRETATION –

Hence, we can conclude that 39% of employees feel very good about the HR practices
conducted by the company.

Table 5.20 - Mark your level of satisfaction on the HR practices conducted by your
company?
ANALYSIS -

In the above diagram, we can observe that 30% of employees are highly satisfied, 43% are
satisfied, 19% are average, 6% are dissatisfied, 2% are highly dissatisfied.

INTERPRETATION –

Hence, we can conclude that 43% of employees are satisfied with the overall HR practices
conducted by the organization.

5.21 - STACK GRAPH –

Yes To some extent No

Percent Percent percent
Necessity of workers
education for effective
55 41 4
participation in
management?
Help of participative
management in maintaining 55 41 4
good industrial relations?
Help of safety committee in
reducing the accidents and
60 32 8
educating workers about
safety?
Employee welfare activities
give a feeling of safety and
29 61 10
improves your
performance?
Happiness with the overall
leave structure of your 55 41 4
organization?
Factors facilitating and
hindering performance are
taken into consideration 61 24 15
while appraising the
performance?
Satisfaction with the existing
performance management 61 24 15
system?
Happiness with the overall
compensation package you 55 41 4
get from your company?
Company offer health
55 41 4
insurance to employees?
Employee perception on
benefit packages (perks)
given company is good and 61 24 15
meet the company
standards?
Availability of loans and
advances benefit to every
60 32 8
employee of your
organization?
Happiness with the overall
benefits(perks) you get from 55 41 4
your organization?
Company provide medical
benefit to retired 61 24 15
employees?
Information system speedup
the internal communication 61 24 15
between department?
Rewards are handled in the
same way for all employees 55 41 4
of your organization?
Fair recognition of
employees at your 55 41 4
organization?
ANALYSIS AND INTERPRETATION -

➢ Do you think workers education is necessary for an effective participation in

management?

55% of employees say yes, 41% say to some extent, 4% say no. Hence, we can conclude that
55% of employees feel workers education is necessary for an effective participation in
management.

➢ Do you think participative management help in maintaining good industrial

relations?
55% of employees say yes, 41% say to some extent, 4% say no. Hence, we can conclude that
55% of employees feel participative management in maintaining good industrial relations.

➢ Do you think safety committee help in reducing the accidents and educating
workers about safety?
60% of employees say yes, 32% say to some extent, 8% say no. Hence, we can conclude that
60% of employees feel safety committee helps in reducing the accidents and educating
workers about safety.

➢ Do you think employee welfare activities of your organization give a feeling of

safety and improves your performance?
29% of employees say yes, 61% say to some extent, 10% say no. Hence, we can conclude
that 61% of employees feel to some extent welfare activities give a feeling of safety and
improves performance.

➢ Are you happy with the overall leave structure of your organization?

55% of employees say yes, 41% say to some extent, 4% say no. Hence, we can conclude that
55% of employees are happy with the overall leave structure of the organization.

➢ Do you think all the factors facilitating and hindering performance are taken
into consideration while appraising the performance?
61% of employees say yes, 24% say to some extent, 15% say no. Hence, we can conclude
that 41% of employees feel that all the factors facilitating and hindering performance are
taken into consideration while appraising the performance.

➢ Are you satisfied with the existing performance management system?

61% of employees say yes, 24% say to some extent, 15% say no. Hence, we can conclude
that 61% of employees are satisfied with the existing performance management system.
 ➢ Are you happy with the overall compensation package you get from your
company?

55% of employees say yes, 41% say to some extent, 4% say no. Hence, we can conclude that
55% of employees are happy with the overall compensation package of the company.

➢ Does your company offer health insurance to employees?

55% of employees say yes, 41% say to some extent, 4% say no. Hence, we can conclude that
55% of employees agree that company offer health insurance to employees.

➢ Do you think the benefit packages (perks) given by your company is good and
meet the company standards?
61% of employees say yes, 24% say to some extent, 15% say no. Hence, we can conclude
that 61% of employees feel the benefit packages (perks) given by the company is good and
meet the company standards.

➢ Is loans and advances benefit available to every employee of your company?

60% of employees say yes, 32% say to some extent, 8% say no. Hence, we can conclude that
60% of employees agree loans and advances benefit is available to every employee of the
company.

➢ Are you happy with the overall benefits you get from your organization?
55% of employees say yes, 41% say to some extent, 4% say no. Hence, we can conclude that
55% of employees are happy with the overall benefits given by the organization.

➢ Does your company provide medical benefit to retired employees?

61% of employees say yes, 24% say to some extent, 15% say no. Hence, we can conclude
that 61% of employees agree that company provide medical benefits to retired employees.

➢ Does information system speedup the internal communication between

departments?
61% of employees say yes, 24% say to some extent, 15% say no. Hence, we can conclude
that 61% of employees agree that information system speedup the internal communication
between departments.
 ➢ Do you feel that rewards are handled in the same way for all the employees of
your organization?
55% of employees say yes, 41% say to some extent, 4% say no. Hence, we can conclude that
55% of employees feel that rewards are handled in the same way for all the employees of the
organization.

➢ Are employees recognized fairly at your organization?

55% of employees say yes, 41% say to some extent, 4% say no. Hence, we can conclude that
55% of employees feel all organization employees are recognized fairly.

CHI – SQUARE ANALYSIS –

a) Table – 5. 22 Employee perception towards effectiveness of orientation process?

H0: Employees feel orientation process is effective.

H1: Employees feel orientation process is not effective.

0 cells (0.4%) have expected frequencies less than 5. The minimum expected cell frequency is 20.0.

INTERPRETATION –
As the calculated value 0.04 is less than the critical value 0.05, so the null hypothesis is
accepted and alternative hypothesis is rejected. Hence, employees feel orientation process is
effective.
 b) Table – 5.23 Satisfaction level of employees towards welfare programs given by
their company?

H0: Employees are satisfied with the welfare programs.

H1: Employees are not adequately satisfied with the welfare programs.

0 cells (0.3%) have expected frequencies less than 5. The minimum expected cell frequency is 20.0.

INTERPRETATION -
As the calculated value 0.03 is less than the critical value 0.05, so the null hypothesis is
accepted and alternative hypothesis is rejected. Employee satisfaction with the organization's
welfare programme is a result.

CHAPTER – 06
FINDINGS, SUGGESTIONS, CONCLUSION

FINDINGS –

➢ Majority of respondents belongs from the age between 35 to 45.

➢ 51% of respondents were men and 49% of respondents were women. 82% of
respondents were married and 18% were unmarried.
➢ 40% of respondents had 10 – 15 years of experience working in BEL.
 ➢ Majority of employees agree that clarifying psychological contract is the basic
objective of organization’s induction program and more than half of the respondents
agree that orientation process in company is effective.
➢ Majority of employees feel medical/ first aid is provided by safety department when
needed and more than 50% of employees feel safety committee helps in reducing the
accidents and educating workers about safety.
➢ Nearly half of the respondents are highly satisfied by welfare activities conducted by
the organization and 61% of employees feel to some extent welfare activities give a
feeling of safety and improves performance.
➢ 55% of employees feel workers education is necessary for an effective participation in
management and half of the respondents feel participative management in maintaining
good industrial relations.
➢ Majority of employees strongly agree that there are cameras in every corner of
workplace premises and 40% of employees agree that security department is effective
in maintaining secured workplace.
➢ More number of employees rate leave policy of their organization as very good and half
of the respondents are happy with the overall leave structure of the organization.
➢ More than 50% of employees are pleased with the current performance management
system, and 41% of employees believe that all aspects enabling and impeding
performance are taken into account when grading the performance.
➢ Majority of employees agree that their basic pay is competitive compared to similar
position in other companies and more than half of the respondents are happy with the
overall compensation package of the company.
➢ 55% of employees agree that company offer health insurance to employees and more
than 50% of employees agree loans and advances benefit is available to every employee
of the company and more than half of the employee agree that company provide
medical benefits to retired employees.
➢ Majority of employees agree that information system speedup the internal
communication between departments and more than half of employees feel information
system increased the working speed of the employees after usage.
➢ Half of the respondents feel that rewards are handled in the same way for all the
employees of the organization and all employees are recognized fairly.
➢ 39% of employees feel good about the HR practices and nearly half of the respondents
are satisfied with the overall HR practices conducted by the organization.

SUGGESTIONS –

➢ 360-degree performance management feedback system can be adopted instead of

180-degree feedback system.
➢ Open book management style can be adopted where all the important information and
decisions about the company can be shared with employees thus ensuring that
workplace more enthusiastic.
 ➢ Knowledge sharing sessions or knowledge portals can be incorporated to store
knowledge database and to provide greater access to information posted either by the
company or employees.
➢ BEL may consider to facilitate recreational programs during working hours which
results in reduction of anxiety and leads to good health and improves productivity of
the employees.

CONCLUSION –

The success of the organization's goals depends on effective HR procedures. The perception of
HR practises among employees should always be favourable. Since the firm depends on its
personnel to fulfil its objectives, the HR procedures should be carefully crafted. It was
discovered through this study that Bharat Electronics Limited personnel were knowledgeable
of the HR procedures used in the company. Employees are informed of the company's HR
policies through the appropriate channels, and surveys of employee satisfaction are also carried
out to ascertain how satisfied the workforce is.

It is been an interesting revelation that in Bharat Electronics Limited no employee is working

just for the sake of the job and most of the employees are happy and comfortable working in
BEL.

BIBLIOGRAPHY –
Jeske Van Beurden, Karina Van De Voorde & Marc Van Veldhof (2021) The employee
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(www.tandfonline.com)

Jeske Van Beurden, Marc Van Veldhoven, Karina Van De Voorde (2021) How employee
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performance, pages 1 – 19.
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Ying Wang, Sunghoon Kim, Alannah Rafferty & Karin Sanders (2020) Employee
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(www.tandfonline.com)

Dr. V. Kannan (2017) Employees’ Perception towards Human Resource Management

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(http://www.researchgate.net)

WEBSITES –

http://www.investopedia.com

http://www.indianmirror.com

http://en.m.wikipedia.org

http://www.bel-india.in

http://www.moneycontro.com

http://factorialhr.com

http://jespublication.com
http://empxtrack.com

http://turcomat.org

ANNEXURE
QUESTIONNAIRE -

1. Name of the employee

2. Age Group: a) 25 – 35 b) 35 – 45 c) 45 – 55 d) Above 55

3. Gender: a) Male b) Female

4. Marital Status: a) Married b) Unmarried

5. Educational Qualification

6. Number of years of work experience in BEL?

a) 0 – 5 years. b) 5 – 10 years.
c) 10 – 15 years. d) 15 – 20 years.
e) More than 20 years.

7. Designation

8. Department

9. Please indicate the basic objective of your organization’s induction program?

a) Increasing commitment.

b) Clarifying psychological contract.

 c) Settling new employees well.

d) Reducing the cost and inconvenience of early leavers.

e) Simple ritual.

10. Do you think orientation process in your company is effective?

a) Strongly Agree.

b) Agree.

c) Satisfactory.

d) Disagree.

e) Strongly Disagree.

11. Do you think workers education is necessary for an effective participation in

management?
a) Yes.

b) To some extent.

c) No.

12. Do you think participative management help in maintaining good industrial relations?
a) Yes.

b) To some extent.

c) No.

13. Do you think safety committee help in reducing the accidents and educating workers
about safety?
a) Yes.

b) To some extent.
 c) No.

14. Do you think medical/ first aid is provided by safety department when needed?
a) Strongly Agree.

b) Agree.

c) Satisfactory.

d) Disagree.

e) Strongly Disagree.

15. Do you think employee welfare activities of your organization give a feeling of safety
and improves your performance?
a) Yes.

b) To some extent.

c) No.

16. Mark your level of satisfaction on employee welfare activities conducted by your
organization?
a) Highly Satisfactory.

b) Satisfactory.

c) Average.

d) Dissatisfactory.

e) Highly Dissatisfactory.

17. Do you agree that there are cameras in every corner of workplace premises?
a) Strongly Agree.

b) Agree.
c) Satisfactory.

d) Disagree.

e) Strongly Disagree.

18. Do you feel that security department is effective in maintaining secured workplace?
a) Strongly Agree.

b) Agree.

c) Satisfactory.

d) Disagree.

e) Strongly Disagree.

19. How do you rate leave policy of your organization?

a) Excellent.

b) Very good.

a) Good.

b) Average.

c) Poor.

20. Are you happy with the overall leave structure of your organization?
a) Yes.

b) To some extent.

c) No.
21. Do you think all the factors facilitating and hindering performance are taken into
consideration while appraising the performance?
a) Yes.

b) To some extent.

c) No.

22. Are you satisfied with the existing performance management system?
a) Yes.

b) To some extent.

c) No.

23. Do you think your basic pay is competitive compared to similar position in other
company?
a) Strongly Agree.

b) Agree.

c) Satisfactory.

d) Disagree.

e) Strongly Disagree.

24. Are you happy with the overall compensation package you get from your company?
a) Yes.

b) To some extent.

c) No.

25. Do you feel job rotation broadens the knowledge of employees?

a) Strongly Agree.
b) Agree.

c) Satisfactory.

d) Disagree.

e) Strongly Disagree.

26. According to you which of the following must be considered for promotion?
a) Merit of employee.

b) Potential of employee.

c) Seniority of employee.

d) All the above.

e) None of the above.

27. According to you what might be the reasons of employee transfer?

a) To increase the effectiveness of the organization.

b) To deal with fluctuations in work requirements.

c) To correct incompatibilities in employee relations.

d) To increase competence of key positions.

e) Punish employees.

28. Does your company offer health insurance to employees?

a) Yes.

b) To some extent.

c) No.
29. Do you think the benefit packages (perks) given by your company is good and meet
the company standards?
a) Yes.

b) To some extent.

c) No.

30. Is loans and advances benefit available to every employee of your company?
a) Yes.

b) To some extent.

c) No.

31. Are you happy with the overall benefits you get from your organization?
a) Yes.

b) To some extent.

c) No.

32. Does your company provide medical benefit to retired employees?

a) Yes.

b) To some extent.

c) No.

33. According to you what might be the reason for employee resignation?
a) Limited growth opportunity.

b) Feeling underpaid.

c) No longer challenges.

d) Feeling undervalued.
 e) Change in corporate culture.

34. Does information system speedup the internal communication between departments?
a) Yes.

b) To some extent.

c) No.

35. How did the working speed of the employees became after using information system?
a) Increased.

b) Increasing.

c) Decreased.

36. Do you feel that rewards are handled in the same way for all the employees of your
organization?
a) Yes.

b) To some extent.

c) No.

37. Are employees recognized fairly at your organization?

a) Yes.

b) To some extent.

c) No.

38. Does your organization have the practice of carrying employee satisfaction surveys?
a) Strongly Agree.

b) Agree.
 c) Satisfactory.

d) Disagree.

e) Strongly Disagree.

39. How do you rate the HR practices conducted by your organization?

a) Excellent.

b) Very Good.

c) Good.

d) Average.

e) Poor.

40. Mark your level of satisfaction on the HR practices conducted by your company?
a) Highly Satisfactory.

b) Satisfactory.

c) Average.

d) Dissatisfactory.

e) Highly Dissatisfactory.
Harshitha K
ORIGINALITY REPORT

14% 2% 8%
15 %
SIMILARITY INDEX
INTERNET SOURCES PUBLICATIONS STUDENT PAPERS

PRIMARY SOURCES

1
www.technofunc.com
Internet Source 5%
2
www.ibef.org
Internet Source 2%
3
en.wikipedia.org
Internet Source 2%
4
www.gminsights.com
Internet Source 1%
5
www.moneycontrol.com
Internet Source 1%
6
Submitted to GLA University
Student Paper 1%
7
backends.moneycontrol.com
Internet Source 1%
8
www.researchandmarkets.com
Internet Source <1 %
9
Submitted to University of Stirling
Student Paper <1 %
10
Submitted to Institute of Management
Technology
<1 %
Student Paper

11
Submitted to London School of Commerce
Student Paper <1 %
12
Submitted to The University of Manchester
Student Paper <1 %
13
Submitted to La Trobe University
Student Paper <1 %
14
www.annexair.com
Internet Source <1 %
15
documents.mx
Internet Source <1 %
16
ijcrt.org
Internet Source <1 %
17
www.indiastudychannel.com
Internet Source <1 %
18
alokind.com
Internet Source <1 %
19
www.ccvindia.com
Internet Source <1 %
20
www.cmlinks.com
Internet Source <1 %
21
zaratetarrani.blogspot.com
 Internet Source

<1 %
22
Pamela Peterson Drake, Frank J. Fabozzi.
"Financial Ratio Analysis", Wiley, 2011
<1 %
Publication

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