ACKNOWLEDGEMENT

Concentration. dedication, and hard work are essential hut not the only

factor to achieve the desired goal. Guidance and co-operation of the

people to make it a success must supplement these.

It gives me great pleasure to express my deep sense of gratitude to all

those persons who shall been very supportive and co-operative and

without their inspiration and valuable suggestions the project "would have

been an impossible task to do.

I am thankful to Mr. Vinod Kumar for permitting me to undergo my

summer training and Miss Neha Sharma HR Lecturer for her valuable

suggestions and opinions and co-operation throughout the project work. I

am very fortunate indeed to have been under her guidance.

Last hut not the least I am also thankful to all the faculty members of UIM

and all those people who encourage and gave me moral support in

completing my task.

(ABHISHEK BHADANA)
BBA (HR)
 PREFACE

Wages and salaries important factor affecting human behavior and performance.

This is the reason why managers attach great importance to motivation on

organizational setting. The present project report is conducted at Birla Power

Solutions Ltd whose objective is to observe and analyze the motivation level

among the workers of Birla Power Solutions Ltd. The questionnaire was prepared

which includes 24 questions, which was filled by the workers. The sample for

completing the survey was 20 as the time limit for conducting the survey was

very less. The research methodology adopted for conducting the survey was

Stratified Random Sampling method. The statistical tool was adopted to interpret

the results and the graphical method was used to represent the percentages.

All the significant factors of motivation were covered so as to draw the true

picture of the organization. Alter the data is collected the analysis and

interpretation was made. It was observed and analysed that the workers at Birla

Power Solutions satisfied with organization and a very minor limitation was found

in the organization but it can be concluded that the motivation level of the

workers at Birla Power Solutions Ltd is high and they are happy working with it.

Despite of some limitations we can say that 95% of the workers are satisfied and

motivated from their work and we expect that the management will surely try to

provide 100% satisfaction to its workers and will give 100% results in future.
 INTRODUCTION OF THE STUDY

Wages and Salaries has a direct link with employee performance, and motivating

employees in an organization is a critical challenge before every manager

including HR manager. Motivation refers to the way in which needs and

aspirations of an individual direct and controls the behavior, in organizational

context engaging in work performance. After employees are hired and trained, it

is important to motivate them to get the desired efforts from them to achieve the

organizational objectives. While designing their compensation package, a! the

outset, we try to meet their expectations suitably identifying their extrinsic and

intrinsic needs, within the given policies and procedures of the organization.

Motivation is a dynamic HR process. Motivation is one of the major factors

affecting Job Satisfaction. Motivation is an effective instrument in the hands of

management in inspiring the work force. Motivation is an important function,

which every manager performs for actuating the people to work for the

accomplishment of objectives of the organization.

This study which is conducted by me, as a part of curriculum, which tries to find

out the level of motivation among the employees at different perspective point of

view i.e. Attitude, Perception, Team Work, Leadership and Good Decision

Making. The study has tried to focus on those aspects, which we have discussed

in detail through dimension.

HISTORY

The Yash Birla group is a part of the famous House of Birla, started by Mr.

Baldeo Das Birla, the great-great-grandfather of the current chairman. The

lineage of the Yash Birla group is from Mr. Rameshwar Das, Grandfather of

Mr.Ashok Birla. The sudden demise of Mr.Ashok Birla, in 1990, plunged his son

Yashovardhan into the corporate jungle. But the circumstances that lead him to

take up the mantle when he was only 23 years old, have helped Yash and his

Group to emerge stronger than ever before. Yash, as he is often called, not only

nursed back sick companies to health but moved on to give the Group a dynamic

strategy. He integrated operations of various companies, moved out of unrelated

areas, and expanded operations in related areas. He gave the Group a dream, a

global vision and an integrated approach.

The Yash Birla Group consists of a number of companies spread all over India.

Under the charismatic leadership of the Chairman, successful forays have been

made into many areas like Generators, Multipurpose Engines, Chemicals, Yarns,

Pipes, Consumer Durables, and Precision Cutting Tools etc. After achieving a

combined turnover of Rs.1500 crore, the Group is now set to make a mark in the

IT world as its latest diversification.

Strategy

The Group strategy is to consolidate the existing operations and to focus on

areas like IT, tools, chemicals and consumer durables.

Overseas Partners

Our foreign partners like the Yamaha Motor Company from Japan, Oswald Forst

GMbH from Germany, Samputensili from Italy, Klingelnberg Solne of Germany,

Kennametal Inc. USA, Besmer of Germany , Fonderia Perucchini SPA of Italy,

ACME Motori & Mecc Alte are established leaders in the global market. The

Group has benefitted from their expertise, and we are a cost efficient sourcing

base for them.

Future Plans

Plans are on the anvil to get into the Cement industry and to leverage the strong,

marketing and distribution network, and make a related diversification into

consumer durables like air-conditioners and electric radiators. The plans include

increasing investments in the thrust areas identified, which are chemicals,

consumer durables and IT.

Social Responsibility

Fully aware of its social responsibilities, the Group is supporting the cottage and

village industry sector by establishing centers in Bhadoi, Srinagar, Jaipur and

Agra for producing hand made carpets. The support is not just financial, but for
marketing and designing as well. Help is also being provided to the families of

artisans so that adult members can contribute towards creating some of the most

exquisite carpets.

Profile

Birla Power Solutions Ltd., a Yash Birla Group Company has many a firsts to its

credit. It was the first Company to manufacture portable generators in India in

1986. Company has the expertise of manufacturing 2 stroke as well as 4 stroke

engines. The Company is presently producing a wide range of Generators

catering to the power requirements 500W to 5.5 K.W. It was the 1st Company to

roll out Self Start Gensets and recently became the 1st Company to launch

emission compliant Generators under the brand name? BIRLA ECOGEN.

The present domestic market share of BPSL Generators is around 32%. Till date,

we have more than 5.5 lacks satisfied genet owners in every nook and corner of

the country. BPSL has a network of more than 850 dealers spread throughout the

country. These dealers are given extensive training and are well equipped to

cater After Sales Service for generators.

The modern manufacturing unit is established near Dehradun (Uttarakhand) in a

very scenic and serene backdrop of hills & forest, with a manufacturing capacity

of 75000 Gensets and 25000 Multi Purpose Engines. The total area of the factory

is 150000 sq.mtrs and the covered area is 17000 sq.mtrs. The connected load is

1550 KVA. Though the power availability in the region is good, Company has DG
sets of 850 KVA as stand by captive power.

Alternator shop has fully automatic machines capable of producing single phase

self excited synchronous alternators up to the capacity of 4.5 KVA. The Machine

shop has 79 machines out of which 10 are CNC such as CNC Lathes, CNC

Machining Center & CNC Drill Tap Center. The Paint shop is having Dip

Phosphate to accommodate up to the cube size of 800 mm and conveyors

electrostatic spray painting along with Thermo fluid baking for cube size of 600

mm.

There are 550 employees in the Company out of which around 200 are skilled

workmen, most of them are ITI educated. Work culture at factory is very cordial

and there have been no loss of production due to Industrial related issues for the

last 3 years.

The Company recently diversified into Multi Purpose Engines and its application

products such as Pump sets, Sprayers, Vibrators and Lawn Mowers etc. The

engines manufactured by the Company are useful particularly to small / medium

scale farmers having small land holdings. The products are extremely compact,

light weight, portable and efficient and are becoming popular in the farming

community because of their reliability, low maintenance and low running costs..

The company exports significant percentage of its production to various countries

around the world. Both Generators as well as Multi Purpose Engines are gaining
increasing acceptance in the African sub continent, Middle East and Far East

countries. Our products are sold in competition with known and renowned

international brand names such as Honda, Robin and Briggs etc. Engines

exports are a relatively new field and are gaining popularity in many countries.

The Company has launched 500VA Inverters Cogent 625 for domestic segment

in October?2000 and 1250 VA in June?2001. The Company has developed Dual

Fuel Generators (run on kerosene / LPG) to be launched in the markets where

kerosene availability / price is becoming out of reach. The Company has also

plans to increase its range of Pump sets and Sprayers in the lower power range.

The Company got ISO 9002 in October 1998. Further, Company has undertaken

the implementation of ISO-14001 for which the Company is successfully awarded

ISO14001 certification. The Company has just completed the implementation of

BaaN ERP system at works and will shortly connect all its Regions and Head

Offices to the Factory for on line connectivity.

BPSL STRENGTHS

1. Manufacturing

a. Vocational Advantages

The manufacturing unit is situated on the main high way between Haridwar and

Dehradun in the lush green surroundings of forest area. It is well connected to

important towns. Dehradun being the seat of excellent education helps to retain
talent of middle and senior management at the factory. It is also well connected

with Delhi by road / rail where most of the quality goods / vendor based.

Industrial culture is excellent and so also is the local and civil administration.

There is an abundance of clean water, uninterrupted power supply and fresh

crisp and clean air.

b. Factory

Constructed in 1985, the factory has covered area of 17,000 sq.mtrs.

Construction is ?A? class, well ventilated with industrial floor and high roof. The

large industrial hall allows flexibility in lay outing and manufacturing.

The manufacturing set up consists of standard plant and machinery from the best

manufacturers in India and abroad.

The machine shop particularly has a flexibility of machining aluminum castings of

various size and shapes.

The alternator shop similarly has a modern winding, varnishing and testing plant

to produce high quality alternators up to 4 Kg. capacities.

The paint shop has conveyors electrostatic painting along with dip phosphate,

which produces high quality automotive finish components having long life glossy

finish.

The labors is highly productive, good educated and dedicated to the work. This

being the largest industrial unit in the surrounding carries a name in the adjoining
villages and the workers are proud to associate themselves with this unit.

The plant has the flexibility and capacity to produce around 1-lack engines and

alternators up to 4 Kg. capacities. There is enough land available for expansion if

needed.

2. Marketing

Birla Power Solutions Ltd. has a sound foundation of being in the market for

more than 15 years. As the product is sold all across the country, we have very

strong and dedicated dealers numbering more than 850. This strength of

distribution and sales logistics is an ideal platform for launching and marketing of

any allied product.

The sales logistics and administration are fully equipped to handle the dispatch

and distribution of products in the shortest time at the lowest cost to any corner of

the country.

Being an engineering product, the necessary after sales service is fully in place.

The dealers as well as the sales staff is fully equipped to maintain and service

the products of engineering / automotive nature.

3. Other advantages

· Birla Power Solutions Ltd. has offices in all major cities, which serve as a

backbone for sales and marketing of our products.

 · The manufacturing set-up is on ERP.

· The Company has ISO9002.

· All products of the Company are fully emission compliant and ISI marked.

· The Company has another manufacturing unit at Paonta, which gives the

strategic advantage of tax optimization.

POWERUNLIMITED

The Yashovardhan Birla group is a part of the famous house of Birla. Birla have

been a significant part of Indian public life since the freedom struggle. Post

independence they played a significant part in scripting an industrial development

of the country. Chemistry of the success of Birla can be attributed to a successful

marriage between tradition and professional needs in tune with time.

Yashovardhan Birla group has various industries spread all over India. Under the

dynamic leadership of Yashovardhan Birla, the company made successful forays

into many areas like generator sets, multipurpose engines, chemicals, yarns,

pipes, consumer durable, precision cutting tools etc. The group’s combined

turnover is Rs.1500 corers. Over the years the group has identified new pastures

to start operations. The latest in the menu of diversification is Information

Technology. The strategy of the group is consolidation in tools, chemicals and

information technology and consumer durable. With an eye on markets overseas

and modern technology, the group has established tie-ups with the market
leaders like the Yamaha Motor Company (Japan), Oswald Forts (Germany), and

Samputensili (Italy), Klingelnberg Solne (Germany Kenametal Inc. (USA),

Besmer (Germany) and Fonderia Peruchini Spa (Italy) Needless to say, the

group has reaped benefits from such ventures. In 1986, the group gave India the

first portable diesel generator set. Today, the soft purr of the genet is audible in

every nook and corner of the country making it India’s largest power solution

provider. Birla Eocene is a product manufactured by Birla Power Solutions Ltd. in

collaboration with Yamaha Motor Co. Ltd. Japan. Birla Eocene is an advanced

genet. As a group committed to social responsibilities, the product is designed to

minimize the harmful effects on the environment. It is the most esuriently genet.

Every Birla eco-friendly genet confirms to the strict pollution control norms of the

Central Pollution Control Board, Ministry of Environment and EPA of USA. The

genets have been specially designed to cut down the emission like carbon

monoxide and hydrocarbons without sacrificing the efficiency. Birla Eocene 4-

stroke genets incorporate new features such as, PR alternators for flicker free

power, automatic fuel changeover system for convenience, oil alert system to

prevent engine from seizure and side fuel tank for safety in case of accidental

leakage of fuel. These genets are UPS compatible and are effortless to start.

Unlike most genets the fuel tank is not located on top of the engine, but on the

side, which ensures that in event of any fuel, leakage there is no explosion or

accident. Birla Power Solutions Ltd. is the first company in India to have ISI

marked engines and alternators for its entire range of genets. Today it is certified
both with ISO 9002 and ISO 14001. The company has a network of 850 dealers,

which ensures after sales service and other demands of the customers.

CARE FOR GENSETS

· Keep the genset on a level surface.

· Switch off the genset before refueling and shifting.

· Operate the genset at least 1 meter away from a building wall or any
equipment, to allow good air circulation for effective cooling.

· Do not put a dust cover on the genset while in poor cooling, overheating
and malfunctioning.

· Operate the genset away from inflammable objects.

· While refueling, be sure that the engine is not running.

· Set the fuel cock lever at the ?OFF? position before refueling.

· Avoid spillage and quickly wipe off any spilt petrol.

· While refueling, ensure that no dust or water gets mixed with the fuel.

· After refueling, replace the fuel tank cap.

MISSION & VISION OF THE COMPANY

1. TO BE A PROFITABLE COPMANY.

2. TO BE MARKET LEADERS BY SELLING HIGH QUALITY

PRODUCTS AT THE REASONABLE PRICES AND PROVIDE

PROMPT AND EFFICIENT AFTER SALES-SERVICE.

3. TO STRIVE FOR EXCELLENCE.

4. TO LOOK AFTER WELFARE OF OUR EMPLOYEES.

5. TO BE LEADERS IN OUR SOCIETY.

6 To increase the

7 Lover and nel profits in 3 years.

8 To achieve

9 real market share through grealer customer satisfaction and

innovative products.

10 To be known

11 Customer friendly company having a customer friendly product range.

OUR VISION

To Earn the Trust of Every Indian Household

Credentials

Manufacturing Facilities

PLANTS DEHRADUN POANTA SAHIB

(UTTARANCHAL) (HIMACHAL PRADESH )
Land Area 1493276.58 Sq.Mtrs 5760.85 Sq Mtrs.
Total Covered Area 19175.00 Sq.Mtrs 646.56 Sq Mtrs
Capacity 1,25000 units/ year 12,000 Unit / Year
Manpower 374 16
Manufacturing Portable Gensets Portable Gensets
Portable Enginees Portable Enginees
Portable Water Pumping Portable Water Pumping
Set.All critical components sets
manufacturing in House
Certification I S O 9002 & I S O 14001 I S O 9002 & I S O 14001
Address Vilage - Lal Tappar Village - Batta Mandi
P.O - Resham Majri Yamuna Nagar Road
Distt - Dehra Dun Paonta Sahib
Uttaranchal Distt. Sirmour
Himachal Pradesh
Phone 0135 - 2499341 01704 - 224740
Fax 0135 - 2499227 --
E – mail mktg@birlagenset.com --

RESEARCH & DEVELOPMENT

Research & Development Our R & D Division is currently working on the

following projects:

1. Development of Acoustic hood - for generator sets.

2. Development of Gensets - capable of giving 400 Hz A/C output.
3. Development of Autostart series of gensets.
4. Development of following applications - for our existing
multipurposeengines, Lawn Mowers, Rain Gun and Jet pumps.
5. Development of 5 KVA Generator sets.
 PRODUCT RANGE

Generators Pumpsets MPEs

Batteries Inverters Sprayers

LPG Genset
OUR CLIENT
Reliance

› Swaraj Mazda Limited

› Metal Tech Bodies Mahipalpur, New Delhi

› Central Command, Lucknow

› U.P. treasury Lucknow

› Haryana DGS & D Chandigarh

› M.P. Police Bhopal

› Punjab National Bank

› District Health Officer Maharastra

› 10 Engineer Regiment C/o 56APO, Jalandhar (PB)

› Kangra Co -operative Bank (H.P.)

EXPORTS

Generators Pumps MPEs

FINANCIAL POSITION
Distribution of Holding
Unaudited financial results Dec 06 / Segment Wise
Unaudited financial results Sep 06 / Segment Wise
Unaudited financial results June 06 / Segment Wise
Unaudited financial results March 06 / Segment Wise

?UNAUDITED FINANCIAL RESULTS (PROVISIONAL)FOR THE

QUARTER ENDED ON 31ST DECEMBER,2006?"(Rs in lacs)"??
Sr. PARTICULARS ?Quarter ?Quarter? ?15 Months ?15 Months ?12 Months?
?No. Ended on? Ended on Ended on Ended on Ended on
31.12.2006 31.12.2005 31.12.2006 31.12.2005 30.09.2005
(Unedited) (Unedited) (Unedited) (Unedited) (Audited)
1 Net Sales / Income from operations? 3,341.14 2,420.74 19,168.21 12,143.13 9,533.10
2 Other Income 50.67 11.94 224.86 162.06 224.83
3 ?Total Expenditure?
a)?(Increase) / Decrease in Stock in
165.41 167.80 254.64 100.41 108.51
Trade
b)?Consumption of Raw Materials? 2,273.86 1,514.56 14,403.20 7,346.72 5,701.79
(Including purchase of goods for sale)?
c)?Staff Cost 236.03 212.24 1,082.98 1,075.92 901.14
d) Excise Duty 5.35 54.50 128.89 501.06 431.09
e)?Other Expenditure 268.12 127.66 1,099.38 1,492.51 1,084.25
4 Interest 265.06 181.85 1,002.56 870.28 638.46
5 Depreciation 71.79 63.30 361.03 354.15 293.63
6 Profit/(Loss)? before tax 106.19 110.77 1,060.39 564.14 599.06
7 Provision for Tax? (39.92) 1.73 173.06 (46.02) 122.07
8 Prior Period Adjustments 5.94 - 107.57 - 268.44
9 ?Net Profit/(Loss) ?140.16 ?109.04 ? 779.76 ??610.16 ??208.55
10 Paid-up Equity Share Capital? 2,376.57 1,048.25 2,376.57 1,048.25 ?1,048.25
(Face value Rs.10/- per share) 4,639.47
11 ?Reserves Excluding Revaluation Reserves
Earning Per Share (Rupees)/Basic
12 0.59* 1.04* 3.28* 5.82* 1.99
&Diluted?
13 Aggregate of Non-Promoter Shareholding?
Number of Share? 18,075,824 4,917,618 18,075,824 4,917,618 4,792,619
Percentage of Shareholding 76.06% 46.92% 76.06% 46.92% 45.73%
*Earning per share is not? Annualized?

Notes: -
1. The above results have been reviewed by the Audit Committee and thereafter the same have been taken
on record by the Board of directors in their meeting held on 31st January, 2007.?
The above results are subject to Limited Review.

2. The EPS has been calculated in accordance with Accounting Standards (AS-20) Issued by ICAI

3. The provisions for tax include? Fringe? Benefit? Tax? of Rs.4.18 lacks and deferred Tax Asset of Rs 125.30
Lacks.

4. The details of utilization of public issue proceeds of Rs.5041.34 lacs are given below: -

Details of Unitization of Public Issue Funds Estimated Expenditure Payment

S.No.
up to 31.12.2006 Cost incurred Released
1
(a) Total Funds Received 5041.35
(b) Payments Made 4709.85
(c) Amount lying with banks in FD's 331.50
2 Particulars Specified in Prospectus
 Factory Building
(a) Site Development 100.00 100.00 100.00
(b) Building & Civil work 920.52 848.64 848.64
3 Purchase of Assets
(a) Plant & Machinery 1818.19 1818.19 1818.19
(b) Misc. Fixed Assets 496.7 445.46 445.46
4 Preliminary & Preoperative Expenses 102.1 102.1 102.1
5 Contingencies 333.54 280.46 280.46
6 Issue Expenses 350 350 350
7 Margin Money & Working Capital 918.95 765.00 765.00
Total 5040 4,709.85 4,709.85
5.

6. Details of Utilisation of Preferential Issue Funds upto 31.12.2006

(i) Funds Received : Rs. 550.40 Lakhs
(ii) Funds utilized for Corporate
Requirements Rs. 550.40 lakhs:

7. Details of Investor Complains received / disposed off during the quarter ended 31st December, 2006 are
as follows :-
(a) No. of Complaints Pending at the beginning of the quarter : 06
(b) No. of Complaints received during the quarter : 08
(c) No. of Complaints resolved :? 14
(d) No. of Complaints pending at the end of the quarter :? 00

8. Previous figures have been regrouped wherever necessary to be in conformity with the current period.

By order of the Board

for BIRLA POWER SOLUTIONS LIMITED

Place : Mumbai

31.01.2007

(YASHOVARDHAN BIRLA)
(CHAIRMAN)

HISTORY OF OPERATING SYSTEMS

Historically operating systems have been tightly related to the computer

architecture, it is good idea to study the history of operating systems from the

architecture of the computers on which they run.

Operating systems have evolved through a number of distinct phases or

generations, which corresponds roughly to the decades.

The 1940's - First Generations

The earliest electronic digital computers had no operating systems. Machines of

the time were so primitive that programs were often entered one bit at time on

rows of mechanical switches (plug boards). Programming languages were

unknown (not even assembly languages). Operating systems were unheard of .

The 1950's - Second Generation

By the early 1950's, the routine had improved somewhat with the introduction of

punch cards. The General Motors Research Laboratories implemented the first

operating systems in early 1950's for their IBM 701. The system of the 50's

generally ran one job at a time. These were called single-stream batch

processing systems because programs and data were submitted in groups or

batches.

The 1960's - Third Generation

The systems of the 1960's were also batch-processing systems, but they were

able to take better advantage of the computer's resources by running several

jobs at once. So operating systems designers developed the concept of

multiprogramming in which several jobs are in main memory at once; a processor

is switched from job to job as needed to keep several jobs advancing while

keeping the peripheral devices in use.

For example, on the system with no multiprogramming, when the current job

paused to wait for other I/O operation to complete, the CPU simply sat idle until
the I/O finished. The solution for this problem that evolved was to partition

memory into several pieces, with a different job in each partition. While one job

was waiting for I/O to complete, another job could be using the CPU.

Another major feature in third-generation operating system was the technique

called spooling (simultaneous peripheral operations on line). In spooling, a high-

speed device like a disk interposed between a running program and a low-speed

device involved with the program in input/output. Instead of writing directly to a

printer, for example, outputs are written to the disk. Programs can run to

completion faster, and other programs can be initiated sooner when the printer

becomes available, the outputs may be printed.

Note that spooling technique is much like thread being spun to a spool so that it

may be later be unwound as needed.

Another feature present in this generation was time-sharing technique, a variant

of multiprogramming technique, in which each user has an on-line (i.e., directly

connected) terminal. Because the user is present and interacting with the

computer, the computer system must respond quickly to user requests, otherwise

user productivity could suffer. Timesharing systems were developed to

multiprogramming large number of simultaneous interactive users.

Fourth Generation

With the development of LSI (Large Scale Integration) circuits, chips, operating

system entered in the system entered in the personal computer and the
workstation age. Microprocessor technology evolved to the point that it becomes

possible to build desktop computers as powerful as the mainframes of the 1970s.

Two operating systems have dominated the personal computer scene: MS-DOS,

written by Microsoft, Inc. for the IBM PC and other machines using the Intel 8088

CPU and its successors, and UNIX, which is dominant on the large personal

computers using the Motorola 6899 CPU family.

PORTABLE GENSETS
MULTIPURPOSE ENGINES SPARE PARTS

BANGALORE, MUMBAI, AHEMEDABAD, KOLKATA; DELHI, DEHRADUN

INTRODUCTION TO BIRLA POWER SOLUTIONS LTD

Birla Power Solutions Limited was incorporated in 1984 with the objective to

manufacture generators and multipurpose engines, '['lie company manufactures

portable generators and multipurpose engines. The company is the second

largest player in the portable genset market with 35% market share.

The prospect ol'thc portable generator is promising as the power shortage has

been in our country. Despite a large number of projects corning up, the situation

is not likely to improve given the ever-increasing demand of power and huge

transmission and distribution losses. The demand for power generators would

continue to improve with revival of industrial activity. The company has also set

up new manufacturing unit at Poania Sahib, which is in working since 1999.

The Birla Power Solutions Limited plant at LaS Tappad, Dehraduu

was set up in the year 1985 under the government policy to promote industries in

under developed areas. For this the government ever, provided such industries a

subsidy of 25% on the loan to establish the industries in such areas. The La!

Tuppad area of Dehradun was an industrially backward area unit till 1985, the

factory was set up here by Mr. Ashok Birla to provide employment to the

maximum number of people in Dehradun district.

STRENGTHS OF BIRLA POWER SOLUTIONS LIMITED

* ISO-9002 CERTIFIED
* ISO-14001 CERTIFIED
* BE-CERTIFIED
PERSONNEL MANAGEMENT POLICY

Main objectives of the personnel policy arc: -

* By mutual understanding and confidence in each other, follovvini an

anticipative style of management to ensure good working anc living

conditions. Job satisfaction emoluments and career growth commensurate

with individual/group performance and the company's growth, respect for

each individual, goodwill, friendship, understanding and teamwork among

all employees.

* To ensure continuous development of all employees.

* To look after the welfare of their employees.

* To evolve company with elcarly enunciate objectives and policies here

individuals and group, consistent with company's social and business

objectives, will have professional freedom to function" in accordance with

their abilities, reason and initiative.

WORK CULTURE

The other features of Birla Power Solutions Limited are as follows: -

* Common facility for all levels of employees such as common uniform,

common canteen, common conveyance etc.

* Optimum inventory level.

* Monitoring SIM quality index. <» Self-Inspection and quality assurance.

* Modular maintenance System.

PRODUCTS MANUFACTURED BY BIRLA POWER SOLUTIONS LIMITED

Following are the models of generator sets produced and under production: -

* LG 600 AC

* LG 600

* BIS 600

* LG 700 K

* LG 900 AC

* LG 900

* BS 900 K.

* ETS 900

* LG 1000 K

* LG 2000 OA

* LG 2000

* EF 2000 K

* LG 2800

* LG 3000

* MULTI-PURPOSE ENGINES

* WATER PUMPS

* SPRAYER PUMPS

* BATTERY CHARGER
CERTIFICATION ACHIEVED BY BIRLA POWER SOL UTIONS LIMITED

* ISO 9002 CERTIFICATION - 06/10/1998

* ERP-IMI'LEMENTED- 17/10/1999

* ISO 14001 CERTIFICATION- 10/17/2001

EDUCATION PROGRAMME

The factory is divider; into various shops and departments. The shops are

further classify.

The various shops and departments of the factory are as follows:

* STORES

* ENGINEERING DEPARTMENTS

* PRODUCTION PLANNING AND CON TROL DEPARTMENT

* QUALITY CONTROL DEPARTMENT

* RESEARCH AND DEVELOPMENT v WELDING SHOP

* PAINT SHOP

* GENERATOR SHOP

* MACHINE SHOP

* ASSEMBLY SHOP
SCOPE OF THE STUDY

The future scope of a study has a great meaning to it. This study has a relevant

importance, as far as the motivation level of the workers is concerned. We all

know that the scope of any study depends upon its present strata/position.

However, we can say that motivation of workers is an asset of all favorable and

non-favorable feelings within the job, which workers finds in the form of

cooperation, co-ordination, appreciation, facilities and promotional avenues.

Higher the level of job sale is fact ion and motivation, better the result, which

include better performance, less absenteeism, high turnover.

Motivation is directly linked with the job satisfaction of the employees which had

a scope in other field areas like paying fairly wages and salaries, quality

supervision, decentralization of power, providing right job to right person that fits

to their interest. In broader terms we see, it not only tries to enhance motivation

level but also reduces the negative aspects i.e. Grievances, Absenteeism,

Disputes and Litigation, Disciplinary Problems etc.

Thus, we can very veil say, "motivation has been a long lasting discovery

by the management, of the management, for the management." Greater

FINDINGS

The most important segment of a Research study is Findings. The study that was

made at Birla Power Solutions Limited has certain findings, which are as

follows: -

1. The study reveals that sometimes, some workers realize some

unreasonable pressure from their superiors while working at Birla Power

Solutions Limited.

2. Findings reveals that the prevailing communication channel in the

organization is effective and the workers can easily communicate with the

management, which shows good communication channel in the

organization.

3. Study reveals that the organization is highly concerned about the health

and safety of its workers by providing all necessary facilities.

4. Findings reveal that there is Jack of awareness among the workers

regarding the facility of loans and advances offered to them by the

organization and they are not benefited by this facility.

5. The study reveals that a good number of workers are happy with the

prevailing promotional policy in the organization.

Process Approach to Personnel Management:

A process is an identifiable /low of inter-related events moving toward

some goal, purpose of end.

It the process systems terminology personnel management is the

planning , coordinating and controlling of a network of organization wide

sub-processes and facilitating sub-systems pertaining to recruitment

selection, utilization, development of and accommodation to human

resources. The sub-process comprise the most vital aspects of personnel

management leadership, justice determination, task specialization, staffing,

performance appraisal, training and development Compensation and

reward, collective bargaining and organisation development

 Personnel Management Process in Organization

The importance of personnel management is being increasingly realized in

industrial and non-industrial organization both in India and abroad. Organization

have realized that human resource's are more valuable than other resources and

that their proper management can tremendously help the organisations to

maximize utilization of other resources. Without human efforts organisations

cannot accomplish their objectives.

In India kautilya has observed that there existed a sound base for systematic

management of hitman resources as early as the fourth century BC The

government then took active interest in the operation of public and private sector

enterprises and provided systemative procedures for regulating employer -

employee relationship.

Personnel Management is the planning organising, directing and controlling of

the procurement, development, compensation, integration, maintenance and

separation of human resources to the end that individual, organisational and

societal objectives are accomplished.

Edward Flippo.

It is method of developing potentialites of employees so that they get maximum

satisfaction out of their work and get their best effort to the organsation.

Paul and Myres.

Concept:

Personnel Management is concerned with managing people at work. It covers all

levels of personnels including blue-collared employees (craftsmen, foremen,

operatives and labourers) and white-collared employees (professional, technical

and kindred workers, managers, officials and proprietors, clerical workers and

sales workers).

It is concered with employees both as individuals as well as a group, the aim

being to get better results with their collaboration and active involvement in the

organisation's activates i.e. it is a function or process o activity aiding and

driecting workmen and women in maximising their per sonal contribution.

Personnel managment can be of full value to an organisation only when it is

consistently thought out and applied at all levels and to all management

functions, in corporate policies in the system, procedures and in employment

practices.

OBJECTIVES OF PERSONNEL MANAGEMENT

One of the principles of management is mat all the work performed in an

organisation should in some way, directly or indirectly contribute to the objectives

of that organisation. The formulation of the objectives of an organisation is

necessary for the following reasons:-

1. To utilise human resources effectively.

2. To establish and maintain a productive and self-respecting relation

ship among all the members of an organisation.

3. To bring about maximum individual development of the members of

an organisation.

4. To maintain a high morale and better human relations inside an

organinsation.

5. To recognize and satisfy individual needs and group goals by

offering an adequate and equitable remuneration, econmic and

social security etc.

Leadership process involves in influncing the individual and group behaviour

toward achievement of organisation goals.

Justice determination process is concerned with the giving of awardsand

penalties to the employees in proportion to their relative contribution to the

output.

Task specialisation process consists in divison of the total task into individual

jobs, i.e. setting of organisational objectives, job designing, communication

of the job design to employees through job description and perfor mance

standards and training, job specification and the work rules.

Staffing process is the more complex and important process, involv ing

manpower planning, authorisation for staffing, developing sources for

recruitment evaluation of applicants employment decisions, orientation and

induction, transfers, promotions, demotions and separation etc.

Performance appraisal process is concerned with continuous evaluation of the

employee's work so mat when necessary, promotion pay raises, transfers,

 training etc. may be given.

Training and development process is a combination of many sub-processes

which aim at correcting the quality of work of the individual through

provision of training and development programmes.

Compensation and reward process determines the mechanism and form for

giving financial and non-financial rewards,fring-benefits etc. to the

employee with a view to motivate them for work.

Collective bargaining process is a process that determines the rela tionship

between the union and the employer in regard to wages,benefits, hours

and working conditions etc.

Job Analysis:- It is a procedure by which pretinent information is obtained about

a job i.e. it is a detailed and systematic study of information relating to the

operations and responsibilities of a specific job.

Job Description;- It is a written record of the duties, responsibilities and

requirements of a particular job.

Job Specification:- It is a standard of personnel and designates the qualities

required for an acceptable performance. It is a written record of die

requirements sought in an individual worker for a given job.

Recruitment:- Recruitment is a process to discover thesources of manpower to

meet the requirements of the staffing schedule and to employ effective

measures for attracting the manpower in adeqwate numbers to facilitate

effective selection of an efficient working force.

Recruitment Policy ;- A recruitment policy in its broadest sense involves a

commitment by the employer to such general principles as:~

1. To find and employ the best qualified persons for each job.

2. To retain the best and most promising of those hired.

3. To offer promising opportunities for life time working careers.

4. To provide programmes and facilities for personal growth on the job.

Selection : Selection is a deliberate effort of the organisation to select a fixed

number of personnel from a large number of applicants. The objective of

selection process is to determine whether an applicant meets the qualifications

form a specific job and to choose the applicant who is most likely to perform well

in the job.

The traditional selection process includes preliminary screening interview,

completion of application form, employment test, comprehensive interview,

background investigations, physical examination and final employment decision

to here.

From the above it is obvious that personnel management is a major component

of the broad managerial function and has roots and branches extending through

out and beyond each organization. Every personnel manager responsibilities

include planning for people, organizing people, gaining the commitment, interest

of the people and applying controls to people.

in conclusion it may be said that future has many challenges for the managers of

tomorrow. The most important challenge is how personnel executive and his staff
can help in improving organizational effectiveness and how best he can utilise

the benefit of the people work.

This challenge is made all the more real and urgent by two sometimes seemingly

contradictory imperatives which are rapidly overtaking us- the imperative toward

more efficient production of quality good and services and the imperative toward

a higher quality of life in organisation.

Personnel policies:

1. The key stone in the arch of management and the life blood for the

successful functioning of the personnel management because without

these policies there can not be any lasting improvements in labour

management relations.

2. The statement of intention indication an agrememt to a general coures of

action, indicating specifically what the organisation proposes to do and

thus suggests the values and viewpoints which dominate the organisation's

actions.

3. A positive declaration and a command to an organisation. They translate

the goals of an orgnisation into selected routes and provide general guide

lines that both prescribe and proscribe programmes which in turn dictate

practices and procedures.

Promotion is a term which covers a change and calls for greater responsibilities

and usually involves higher pay and better terms and conditions of service and

therefore a higher status or rank.

Purposes of Promotions:

Promotion are usually given:

1. To increase an employee's organizational effectiveness.

2. To build up morale, loyalty and a sense of belonging.

3. To promote job satisfaction among the employees.

4. To provide the process of selective socialization.

5. To attract suitable and competent workers for the organisation.

6. To avoid the embarrassment of finng or demoting him.

7. Employees will have little motivation if better job are reserved for outsider.

Procedures of Promotions:- There are two types of promo tion in an

organisation or company.

1. Seniority base:- Seniority refers to length of service in the company or in it

various plants or in its departments or in a particular position.

Advantages:-

1. Some rights are base on competitive seniority among employees. Right to

promotion, transfer, lay-off and recall are such examples.

2. Other benefits have nothing to do with one man relative to another e.g. a

man may be entitled to have is days causal leave in a year a pension after

30 years arid a certain amount of sick leave after 6 month service.

Disadvantages:-

1. The internal sources may be quite inadequate and possibilities are that

people who do not quite come up to the requirements of higher jobs may
 be promoted.

2. Since the working system and technology change very fast it is necessary

that new blood should be infased with new knowledge which the older

persons in organization may be lacking.

3. The worth of an individual is not appreciated and given due recognition.

This generates frustration and may constrain a good employee to leave the

organization.

4. Merit Base:There is a great controversy on the question of whether

promotions should be given on the basis of senionty or ability/merit. Trade

union are of the view that promotions should be given on the basis of

seniority while Management favour promotions on the basis of merit or

ability.

Advantages :

1. It brings rewards for mentorious work, extra competence, achievement and

initiative.

2. It encourages an employee to work hard so that he may get an opportunity

for advancement in the organisation.

3. It leads to increased productivity for individuals are satisfied that their merit

and competence will be properly appreciated and rewarded.

Disadvantages:

1. It leads to frustration of older employee.

2. Lacking of experienced employee.

Peter's Principle Theory: People in an organisation tend to rise to their levels

for incompetence.

For Example: Grade IV When Grade I employee will achieve 100%

Grade III competence then he will be promoted to

Grade II grade II but in this grade he will incomptent

Grade I and when he will get 100% achievement he will

become competent and (hen he will be promoted further grade and he will again

incomptent in this grade. And last when he will became a perfect competent men

then he will choose other opportunities with in the Co. or outside' the Co.

In Indian industry it is a universal phenomenon. The rate of absenteeism varise

from 7% to nearly 30%. In some occupations it has risen to the abnormal level of

40% in some reasons.

In western industrialised countries it has been observed that absentee ism

among the young workmen is extensive on Monday after the weekend

particularly among unmarried men who allcr a late night on Sunday, perhaps with

their girl friends find it difficult to getup and come on time and concentrate work

and it is the lowest on pay day.

FEATURES OF ABSENTEEISM:-

The following are as follows:-

1. The rate of absenteeism is the lowest on payday.

2. Absenteeism is generally high among workers below as years of age and

those above 40.

3. Absenteeism is very high before and after holiday.

4. The percentage of absenteeism is generally higher in the night shift than in

the day shifts.

5. Absenteeism in India is seasonal in character.

6. The percentage of absenteeism is much higher in coal and mica mining

industries than in organised industries.

7. The rate of absenteeism varies from department to department within a

unit.

REASONS OF ABSENTEEISM:-

The general reason or causes of absenteeism may now be discussed.

1. Lack of adjustment with factory condition.

2. Religious and social ceremonies.

3. Inadequate fatigue.

4. Inadequate welfare facilities.

5. Alcoholism.

6. In debtedness.

7. Inadequate leave facilities.

DEMOTIONS:-

Demotion refers to the lowering down of the status, salary and responsibilities of

and employee.

CAUSES OF DEMOTION:-

1. When department are combined and jobs eliminated employees are

 often required to accept lower level position until normalcy is restored.

2. When because of a change in technology methords and practices old

hands are unable to adjust or when employees because of ill health or

personal reason cannot do their job properly.

3. Demotion is also used as a disciplinary measures.

4. In adequacy on the part of the employees in terms of jobs performance,

attitude and capacity.

A demotion should never be made as a panalty for a violation of the rules of

conduct, poor attendence record or insubordination because such action will not

improve the performance of the individual.

Many managers prefer to discharge employees rather than face the problem's

arising from demotion.

SEPARATION:-

Separation means cessation to service of agreement with the organisation for

one or other reason. The employee may be separated from the pay roll of the

company as a result of;

1. Resignation

2. Discharge and Dismissal

3. Suspension and Retrenchment

4. Lay-Off

LABOUR TURNOVER:-

The jrate of change in the working staff of a concern during a definite period. In
other words it signifies the shifting of the workforce into and out of an

organisation.

It is a measure of the extent to which old employees leave and new employees

enter into service in a given period. The rate of the labour turnover is generally

expressed.

Labour turnover = Total Separation/Average working froce*100

The following costs are involved when an employee an organisation:-

1. Hiring costs, involving time and facilities for recruitment interviewing and

examining a replacement.

2. Training costs involving the time of the supervisor the personnel dep-

artment and the trainee.

3. The pay of the learner is in excess of what is produced.

4. Accident rate of new employees are often higher.

5. The loss of production in the interval between the separation of the old

employee and the replacement by the new.

6. The production equipment is not fully utilized during the hiring interval and

the training period.

7. Scrap and waste rates rise when new employees are involved.

8. Overtime pay may result from an excessive number of separations causing

trouble in meeting contract delivery dates.

1. Resignation:- Resignation may be put in voluntarily by the employees on

grounds of health, physical disability, better opportunities elsewhere or

 Maladjustment with company policy and officers or for reasons for

marriage (frequent in case of girls) or they may be compulsory when an

employee is asked to put in his resignation if he wants to avoid termination

of his services on the ground of gross negligence of duty on his part or

some serious charge against him.

2. Discharge:- A discharge involves permanent separation of an employee

from the pay-roll for violation of company rules or for inad equate

performance.

Causes of Discharge:- A discharge seldom arises from a single impulsive act.

Some of these are :-

(a) Frequent Cause:- Inefficiency , dishonesty, violation, carelessness or

indifference, drunkenmen.

(b) Infrequent Cause:- Accidents, insubordination, personal conduct,

uncleanliness, infraction of rules, destructive negligence.

(c) Other Cause:- Carelessness lack of co-operation, laziness, tardiness in

starting work, frequent absences without leave, dishnoesty, lack of specific

skill, preventing promotion.

Procedure:- Following evidence needs be produced:-

1. Pennant records of all merit rating made by the supervisors.

2. Permanent records of ratings of the defendant's traits maintained by

persons other that the foreman.

3. A memorandum bearing on the efforts made by the foreman to help

Dismissal:-

A dismissal is the termination of the services of an employee by way of

punishment for some misconduct or for unauthorised and prolonged

absence from duty.

Before his service are terminated an employee is given an opportunity to

explain his conduct and to show cause why he should not be dissmissed.

3. Suspension:- This is a serious punishment and is generally awarded only

after a proper enquiry has been conducted. During suspension the

employee receives a subsistence allowance.

Retrenchment:- The term retrenchment has been defined in section 2(00) of the

Industrial Disputes act 1947 as follows:-

(A) Retrenchment means a termination by the employer of the services of 1 a

workmen for any reason what so ever otherwise than as a punishment

inflicted by way of disciplinary action but does not include.

(a) Voluntary retirement of a worker.

(b) Retirement of the workmen on reaching the age of super animation if the

contract of employment between the employer and the workmen

concerned contains a stipulation in that behave .

(b) Termination of the service of the workmen as a result of non-renewal of the

contract of employment between the employer and workmen concerned in

the expiry of such contract being terminated under a stipulation in that

behave contain there or

(c) Termination of the service of the workmen on the ground of continuing ill

health.

In means that retrenchment is the termination of the service of the workmen for

any reason but the termination should not be as a punishment inflicted by way of

disciplinary action against the workmen.

4. Lay-Off:-

A lay-off refers to an indefinite separation of employee from the pay roll due to

factors beyond the control of the employer, the employee is expected to be called

back in the foreseeable time.

The purpose of a lay-off is to reduce the financial burden on an organisation

when human resources cannot be utilised profitably.

According to section 2(KKK) the failure, refusal or inability of an employer on

account of shortage of coal power or raw materials, on the accumulations of

stocks or breakdown of macinery for any to give employment to a workman

whose name is borne on the muster roll of his individual establishment and who

has not been retrenched.

REASONS:-

1. Breakdown of machinery.

2. Seasonal fluctuations in markets and loss of sales.

3. Accumulation of stocks or financial slump.

4. Shortage of raw material , coal and power.

5. Production delays.
6. Other technological reasons.

The best policy is to reduce the work days of all the employees or transfer the

excess workforce of one deportment to a deportment where it is needed.

ABSENTEEISM:-

Absenteeism sinifies the absence of employee from work when he is scheduled

to be at work. It is unauthorised, unexplained, avoided and willful absence from

work.

For calculating the rate of absenteeism two facts are taken into consideration.

1. The number of persons scheduled to work;

2. The number o actually present.

Transfer:- "A lateral shift causing movement of individual from one position to

another usually without involving any marked change in duties responsibilites,

skills needed or compensation".

Yoder

A transfer is a horizontal or lateral movement of an employee from one job,

selection, department, shift, plant or position to another at the same or another

place where his salary, status and responsibility are the same.

Purposes of transfer:- Transfers are generally effected to build up a more

satisfactory work team and to achieve the following purposes:-

1. To satisfy such needs of an organisation as may arise out of a change in the

quantity of production, fluctuations in work requirements and change in the

organisational structure, or reduction in the workforce due to shortage or a

 surplus in same section so that layoffs may be avoided.

2. To meet an employee's own request when he feels uncomfortable on the

job.

3. To utilise properly the services of an employee when he is not per forming

satisfactory and adequately and the management feels that he may be

more useful or suitable else where, where he capacities would better

utilised.

4. To increase the versatility of the employee so that he may have ample

opportunities for gaining a vasied and broader experience of work such

transfer known as versatility transfers.

5. To adjust the workforce of one plant with mat of another particularly when

one is closed down for reasons beyond the control of the employer.

6. To replace a new employee by an employee who has been in the org-

anisation for a sufficiently long time.

7. To help employees work according to their convenience so for as timings

are concerned (as in the case of woman workers who may like . to look

after their children.and do the necessary domestic work in the morning

hours).

8. To penalise the employee transfers are also done under which either a

difficult trade union activist or intriger or sealawayer may be transfered to

remote branch or office where he cannot continue his activities.

9. Transfer for the maintenance of a tenure system. Employees holds a

 certain job for a fixed tenure but he is made to move from job to job with a

view to emabling him to acquire a vriety of experience and skills and

ensure that he does not get involved in political informal groups.

PROCEDURE OF TRANSFERS:-

There are two types of transfers: -

1. Infra-Departmental Transfers

2. Inter-Departmental Transfers

INTRA- DEPARTMENT TRANSFER:

Transfers within the same section of same department are decided by the

plant manager and these are effected without the issue of any transfer

order to the employee. He may be given oral instructions.

Inter-department transfer: Transfers from one department to another are

decided by mutual consultations among the departmental heads/ plant

managers when such transfers are of a permanent nature or of long

duration. Written orders signed by personal manager are issued to the

employee,

PROMOTIONS:

"A promotion is the transfer of an employee to a job which pays more

money or one that carries some preferred status".

Scott and Clothier

WAGE AND SALARY

MEANING:-
 Wage and Salary Administration refer to the establishment and imple-

mentation of sound policies and practices of employee compensation. It

includes such areas as job evaluation survey of wage and salaries analysis

or relevant organizational problems development and maintenance of

wage structure establishing rules for administering wages, wage payment.

Incentive profit sharing wage changes and adjustment supplementary

payments control of compensation costs and other related items.

Objectives:-

A sound wage and salary administration their to achieve their objectives.

(a) for employee are paid according to requirement of their jobs i.e. highly

skilled jobs are paid more compensation that low skilled job are paid more

compensation that low skilled jobs. This eliminates in equalities.

(b) The chances of favowiatism (which creep in which wage rates are as-

signed) are greatly minimized.

(c) Job sequences are lines of promotion are established whenever they are

applicable.

(d) Employees more and motivation an established whenever they are app-

licable.

TO MANAGEMENT

(a) They can systematically plan or and controll their labour costs in dealing with

a trade union they can explain the basis of their wage programme because

it is based upon a systematice analysis of job and wage factor.

(b) A wage and salary administration reduces the likelihood of friction aW

grievances over wage in equities.

(c) It inhances an employees morale and motivation because adequate and

fairely administrated wages or basis to this wants and needs.

Principles Of Wage And Salary Administration

The generally accepted principles governing the fixation of wages and salary are;

(I) There should be a definite plan to insure that differences in pay for jobs are

based upon variations in job requirements, such as skill, effort, re-

sponsibility or job or working conditions, and mental and physical re-

quirements.

(II) The general level of wages and salaries should be reasonably in line with

mat prevoiling in the labour market. The labour market criterion is most

commonly used.

(III) The plan should carefully distinguish between jobs and employees. A job

carries a certain wage rate, and a person is assigned to fill it at that rate.

Exceptions sometimes occur in very high-level jobs in which the job-holder

may make the job large or small, depending upon his ability and

contributions.

(IV) Equal pay for equal work, i.e. if two jobs have equal difficulty requirement,

the pay should be the same, regardless of who fills them.

(V) An equitable practice should be adopted for the recognition of individual

differences in ability and contribution for some units;this may take the form
 of rate ranges, with in-grade increases; in others, it may be a wage

incentive plan, in still others, it may take the form of closely integrated

sequences of job promotion.

(VI) There should be a clearly established procedure for hearing and adjusting

wage complaints. This may be integrated with the regular grievance

procedure, it exists.

(VII) The employees and trade union, if there in one, should be informed about

the procedure used to establish wage rates. Every employee should be

informed of his own position, and of the wage and salary structure.

Secrecy in wage matters should not be used as a cover-up for haphazard

and unreasonable wage programme.

(VII) The wage should be sufficient to ensure for the worker and his family

reasonable standard of living, workers should receive a guaranteed min-

imum wage to protect them against conditipns beyonq1 their control.

(IX) The wage and salary structure should be flexible so that changing cond-

itions can be easily met.

(X) Prompt and correct payments of the dues of the employees must be

ensured and arrears of payment should not accountable.

(XI) For revision of wages, a wage committed should always be preferred to

the individual judgment, however unbiased, or a manager.

(XII) The wage and salary payments must fulfil a wide variety of human needs,

including the need for self-acualisation. It has been recognised mat,

 "Money is the only form of incentive which as whally negotiable, appealing

to the widest possible range of seekers Monetoiy payments often act as

motivaters and satisfiers interdependently of mere job factor."

WAGE ADMINISTRATION RULES

The development of rules of wage administration has to be done, after the

rate ranges have been determined. Rules have to be developed to

determine to what degree advancement will be based on length service

rather man merit; with what frequency pay in wages will be awarded; how

controlls over wage and salary costs can be maintained what rules will

govern promotion from one pay grade to another, etc.

At the next stage, the employees are to be informed of the details of wage

and salary programmed. Although most hourly-paid workers are informed

through the wage contract about the details of wage programme, a

substantially smaller number of salaried employees have such information

about their jobs. It is considered advisable, in the interest of the concern

and the employees, mat the information about average salaries and

ranges in the salaries of group should be made known to the employees

concerned; for secrecy in this matter may create dissatisfaction; and it may

also the potential motivating effects of disclosure.

Finally, the employee is appraised and the wage fixed for the grade he is

found fit megginson has given in the tabular presentation (Table 1) the

steps involved in determining an individual's wage rates.

PROECESS OF WAGES AND SALARY IN BIRLA POWER SOLUTION LTD.

In Birla power solution the no. of employees are approx “550.

All the employees are divided in 5 ranks that means there are 5 grade in Birla

Power Solution:

Grade :

1. Operator : HS 1 - HS

Training Asst. : TAI TAIV

No. o employee : 210

2. JM – Junior Management

JM 1 JM IV

No. of Employee – 110

3. SG – Supervisory Grade

SG1 SG IV (Electrical Job)

No. of Employees – 60

4. MG- Management Manaer

MG1 MG IV

Divided into senior and asst.no. of employee : 65.

5. Top Level Management

Divided in AGM & Above.

This Birla Power Solution Ltd. Is responsible or making salary and wages

policy in all over India that means the salary process is held only in Birla

Power Solution Ltd., Laltapper (Dehradun).

PROCESS OF MAKING WAGES & SALARY.
 The wages and salary process held in HR Department.

Process :

Step – I Punch Card

Step- II Form tool – Register zntry.

Step – III Transaction Feeding.

Step- IV Check List.

Step-V A/C Department.

Bank loans (Deduction) from FORM No. -13 (Income tax).

Step-VI Salary Process prepaired in HR Dept.

Step-VII Pay Roll

Step-VIII Pay slip Individual Send.

Step- IX Bank report

Step – X Pay slip distribute to every employee individually.

METHOD OF PAYMENT

The B.P.S. Ltd. The is no rule of cash payment. All the payment pay through

Bank A/c individually.

Step-I

Punch Card

It is necessary for all employee. Actually punch card is a. day calculating

method of working day.

 All employee fill the arrivals and close time and date of working days

through this card the HR Dept. calculate the present day of the individual

employees. If any employee want to go in the mid time of day or working

time they have to take gate pass and early their close time (Out time).

The chart board distributed in section.

One is hear A/C dept., HR Dept. is production etc. department.

FORMAT O P.CARD:

NAME : ______________________

Month : _________________________

Deptt.:__________________________

Total Time ________________________

Rate RS P.

Date Hours Regular Time :

Extra Time :

Lost Time :

Total :

Date In Out

Through this card the HR Dept. Calculate the total working day of the employee

individually and make their salary of presented working day.

In the B.P.S. Pvt. The TA is given according to their own role not according to

Govt. rule.

There are C.L. & IOSL yearly and 30 PL (Payable Leave) for employee.

The 30 PL is only for those employees who regularly 240 days present in a year.

Half days CL agreed in BPS Ltd. Other wise of any employee not take half days

leave or not inform the administration the payment cut in the salary of that day.

TRANSATION CHECKLIST FORMATE

In T. cheek list: the dept check & calculate & inter the present working day

Present Day Days Records Earning Deduction

Weekly Paid Holiday Arriar Allowances Mes – Day.

(PH). Arr. Basic.

Absent (PL)

SL, CL

RH SPL./EAYE.

After their all process the HR Dept. make pay register this is finally making salary

and wages of the employee.

 PAY REGISTER FORMAT

Basic I.N. HR Medical SPL

Allowances
Arriar Basic D.D.A. I. Tax

Employee PF

Total
Child All. Other All. Washing Transport Side All

Allowances Allowances
Transfer All SPL All Miscellaneou Reduction

s earning
SCHEME OF HRA, TA DA ETC. FOR EMPLOYEE :

Grade – I [HS-I, IV, TA I-IV]

(Operator of Basic)

HRA = 25% to 30%

Medical = 6%

LTA = 4%

TA = only on toor

DA= As per Govt. Rate

Transpor allown – 250/-

GRADE – II (STAF)

JM I – IV (Junior Management of Basic)

HRA – 35% (with in the plant )

40% (outside the plant)

Conviniance : 1150% 1250% (in Plant )

1350% (Out side)

Other allowances – 450/-

Medical & L.T.A. – One month basic yearly.

GRADE – III

MG - - IV (Management manager’s)

Assistd – Senior

MG – I – II MGIII-IV
HRA – 40% 45% of Basic Yearly

Allowances – 2350 to 350

Spl. Allowances – 1250 and depend on

Convenience – The grade (differenting)

Medical & L.T.A. = One month of Basic yearly

GRADE – IV

Top level management

AGM & Above

HRA – 50% of Basic

Medical & L.T.a. – One month of basic yearly.

QUESTIONNAIRE

GENERAL INFORMATION
NAME : ______________________________
DESIGNATION : ______________________________
DEPARTMENT : ______________________________
PHONE NO. : ______________________________

1. How would you describe working in Birla Power Solutions?

a) Highly satisfied b) Satisfied
c) Not satisfied d) Can’t say

2. Does the organization fulfill your Intrinsic and Extrinsic needs?

a) Yes b) No
c) To some extent d) Can’t say

3. According to you what is performance appraisal?

a) Motivation b) Satisfaction
c) Inspiration d) Others
4. What would you expect as appraisal of your performance?
a) Monetary b) Non-monetary
c) Both d) Others

5. Are you satisfied with allowances and incentives you get?

a) Highly satisfied b) Satisfied
c) Not satisfied d) Can’t say

6. How would you rate performance appraisal policy in Birla Power Solutions?
a) Very good b) Good
c) Average d) Can’t say

7. Are you satisfied with the support given for enhancement of your performance
by your superiors?
a) Highly satisfied b) Satisfied
c) No d) Can’t say

8. Do you feel pressure from your superiors for enhancing performance?

a) To some extent b) To great extent
c) Not at all d) Can’t say

9. Do you feel competition among your colleagues for enhancing performance?

a) To some extent b) To great extent
c) Not at all d) Can’t say

10. What would you prefer for your better performance?

a) Promotion b) Bonus
c) Salary increment d) Holiday package

11. Are you satisfied with the delegation of power and freedom to perform the
job?
a) Highly satisfied b) Satisfied
c) No d) Can’t say

12. Is your innovation and creativity rewarded by management?

a) Yes b) No
c) To some extent d) Can’t say

13. Are you satisfied by the feedback of your superiors?

a) Yes b) No
c) To some extent d) Can’t say
14. What other facilities you expect from management?

15. Your opinion and suggestions.

 BIBLIOGRAPHY

1. Human Resource Management

L.M Prasad (Sultan Chancl & Sons)

2. Principles and Practices of Management

C.B Gupta (Sultan Chand & Sons)

3. Human Resource Management

V.S.P Rao (Excel Books)

WEBSITES:

http:\\www.birlaecogen.com

http:\\www.birlagenset.com

http:\\www.birlapower.com