Sem6 Project

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CHAPTER 1
INTRODUCTION

This survey is conducted to find the level of satisfaction among the employees of Hindalco
Industry ltd. In the modern era, to satisfy basic human need is not a tough task but there is
something much more besides these needs, which an employee expects to satisfy by the
organization. And the fulfillment of these desires and expectations gives a feeling of complete
satisfaction.
Employee satisfaction survey provides a channel for employees to communicate their view on a
wide range of issues in total confidence.
Employee satisfaction survey was conducted to find out the satisfaction level of the employees at
HINDALCO INDUSTRIES. The other objective was to find out the areas of low satisfaction,
were corrective measures can be taken.
The Employee Satisfaction Survey helps companies to determine how their employees think and
to identify employees' needs and concerns so that improvements can be made and stronger teams
can be formed.
Business performance is expected to increase as more satisfied employees will increase a
company's competitiveness, and they are better able to recognize opportunities and threats, and
better leverage limited resources to maximize the company's profits. Other intangible benefits
include the reinforcement of company goals and values, better internal and external
communication, a positive working and social environment, an improved company image and
increased employee loyalty.

For this purpose a sample was selected by convenience sampling and survey was done with the
help of questionnaire the result were analyzed for all the employees.

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RATIONALE OF THE STUDY
We conducted this study of research project to understand the significance of Employee
satisfaction especially in Hindalco Industry ltd.
We also wanted to assess the extent to which factors like Job Environment, Manager etc.
affect employee satisfaction.
OBJECTIVES OF THE STUDY
This is conducted in Hindalco Industry ltd. The line of the objective of this survey is as follows:
To measure employee satisfaction level from different perspectives.
To identify the perceived importance of satisfaction factors and the issues causing
dissatisfaction.
To propose recommendations for enhancing employee satisfaction to improve company
performance.

SCOPE OF THE STUDY
The survey was conducted on Operative Level of HINDALCO. The questionnaire for this survey
was framed considering those factors where corrective action can be taken at HINDALCO.
From the result of the survey the HR department can take the corrective action to increase
employee satisfaction and thereby increase productivity.

RESEARCH AND METHODOLOGY
As our research required knowing the views and opinions of the employees of the organizations
we have chosen, Questionnaire came out to be the best possible means.
We designed a Questionnaire which covered the demographys and all the factors responsible for
satisfaction of employees in an organization.

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CHAPTERIZATION SCHEME
This study is organized into six chapters:
Chapter One presents an overview of the study and provides an introduction, research
method, rationale, limitations, and objectives for the study.
Chapter Two contains the review of related literature on employee satisfaction and
concept about employee satisfaction.
Chapter Three presents an organizational profile about Hindalco Industry Limited.
Chapter Four describes the methodology employed for this research. It includes a
description of the sample, data collection procedures and the method of data analysis.
Chapter Five presents the data analysis and interpretations about the datas.
Chapter Six analyses the research findings, conclusions and recommendations.
Chapter Seven includes references and annexure.

LIMITATIONS OF THE STUDY
This research study was taken in a limited area only and findings may vary if the area of
study is increased or changed.
During the working hours, it is difficult to collect the datas from the employees.
Some of the respondents may be biased in their responses as such the analysis could vary
to some extent.
Some respondents hesitated to give the actual situation; they feared that management
would take any action against them.

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CHAPTER 2
LITERATURE REVIEW

2.1 REVIEW OF LITERATURE
Different authors have defined employee satisfaction differently. Employee satisfaction is
nothing but the individuals general attitude towards his or her job. The person with the high
level of employee satisfaction holds positive attitude towards the job, while a person who is
dissatisfied with his or her job holds only negative attitude about the job.
In the study of Employee Satisfaction, it is very necessary to study the information available of
the past studies. Some of the most commonly cited definitions on Employee Satisfaction are
analyzed in the text that follows.
According to Nancy C. Morse (1997) Satisfaction refers to the level of fulfillment of ones
needs, wants and desire. Satisfaction depends basically upon what an individual wants from the
world, and what he gets.
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Employee satisfaction is a measure of how happy workers are with their job and working
environment. It is sure that there may be many factors affecting the organizational effectiveness
and one of them is the employee satisfaction. Effective organizations should have a culture that
encourages the employee satisfaction, Bhatti & Qureshi, (2007)
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Employees are more loyal and productive when they are satisfied Hunter & Tietyen, (1997),
and these satisfied employees affect the customer satisfaction and organizational productivity,
Potterfield, (1999).
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There is no limit for the employees to reach the full satisfaction and it may vary from employee
to employee. Sometimes they need to change their behaviors in order to execute their duties
more effectively to gain greater job satisfaction, Miller, (2006).
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Having good relationships with the colleagues, high salary, good working conditions, training
and education opportunities, career developments or any other benefits may be related with the
increasing of employee satisfaction.
Employee satisfaction is the terminology used to describe whether employees are happy,
contended and fulfilling their desires and needs at work. Many measures support that employee
satisfaction is a factor in employee motivation, employee goal achievement and positive
employee morale in the work place. Susan M.
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Heath field (About.Com). Cranny, Smith & stone (1992) defined ES as the combination of
affective reactions to the differential perceptions of what he/she wants to receive compared with
he/she actually receives.
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According to Moyes, Shao & Newsome (2008) the employee satisfaction may be described as
how pleased an employee is with his or her position of employment.
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As Spector (1997) defined job satisfaction as all the feelings that a given individual has about
his/her job and its various aspects. Employee satisfaction is a comprehensive term that comprises
job satisfaction of employees and their satisfaction overall with companies policies, company
environment etc.
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Therefore, the organizations should try to supply the employee expectations in order to approach
the employee satisfaction. In addition, emotional state of the employees may also affect their
satisfaction. This forces the managers to create and sustain the desired working environments in
the organizations. One the other hand, as stated by Organ and Ryan (1995), the employee
satisfaction is one of the basics of organizational citizenship behavior (Ozdevecioglu, 2003).
That is, the well-satisfied employees will work more willingly and this contributes to the
effectiveness of their organizations.
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To investigate what the employees are satisfied by and measuring the employee satisfaction in
the workplace is critical to the success and increases the profitability of the organization for
having competitive advantage (Kelley, 2005).
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The satisfaction level of employees is a concept reflecting the degree to which the individual's
needs and desires are met and the extent to which this is perceived by the other employees.
Although different researchers have different definitions of employee satisfaction, it is usually
perceived as the scope of the work and all the positive attitudes regarding the work
environment (Staples and Higgins, 1998) and can only be attained if the parties regard one
another as customers they have to satisfy.
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According to Dr. P.C. Tripathi, Employee satisfaction refers to an employees general attitude
towards his job. The job will be satisfactory if the individuals job fulfills his dominant need
and if it is consistency with his expectations.
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According to Keith Davis, Employee satisfaction expresses the attitude towards ones job, the
difference between the amount of rewards workers receive and the amount that they believed that
should receive.
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Keith Davis, Employee satisfaction is defined as Favorableness or unfavorableness with
which the employees view their work and results when there is a fit between jobs characteristic
and wants of the employees
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Stephen P. Robbins: Employee satisfaction as the difference between the amount of rewards
the workers receive and the amount they believe they should receive.
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Robert A. Baron: Job satisfaction is the positive or negative attitude held by individuals toward
their job. Further he says, Employee satisfaction is defined as individual cognitive, affective and
evaluative reaction towards their job.
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Andrew Brin: Job satisfaction can define as extent of positive feelings or attitudes that
individuals have towards their jobs. When a person says that he has high job satisfaction, it
means that he really likes his job, feels good about it and values his job dignity.
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Kreitner and Kinicki described, Employee Satisfaction is an affective or emotional response
toward various facets of ones job. This definition means job satisfaction is not a unitary
concept.
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Davis and Newstrom explained Employee Satisfaction is a set of favorable or unfavorable
feelings with which employees view their work.
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Andrew stated that Employee satisfaction is the amount of pleasure or contentment associated
with a job.
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George et al.., 2008 Employee satisfaction is the collection of feeling and beliefs that
employees have about their current job. Employees levels of degrees of satisfaction can range
from extreme satisfaction to extreme dissatisfaction. In addition to having attitudes about their
jobs as a whole, Employees also can have attitudes about various aspects of their jobs such as the
kind of work they do, their coworkers, supervisors or subordinates and their pay
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Aziri, 2008 consider that employee satisfaction represents a feeling that appears as a result of the
perception that the job enables the material and psychological needs.
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In fact the new managerial paradigm which insists that employees should be treated and
considered primarily as human beings that have their own wants, needs, personal desires is a
very good indicator for the importance of job satisfaction in contemporary companies. When
analyzing employee satisfaction the logic that a satisfied employee is a happy employee and a
happy employee is a successful employee.

Therefore, researching the employee satisfaction in terms of different factors and, on various
areas will enrich the literature and contribute to organizations.

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2.2 THEOTRICAL FRAMEWORK

It is realizing the direct relationship between happy employees. The key measure to employee
satisfaction is:
Employee retention
Productivity
Customer satisfaction
Profitability
All the above mentioned factors are obtained only if the employees are satisfied .This is because
satisfied employees tend to be more creative, tend to accept challenging jobs which is an
promotional opportunity to them .They tend to be more productive .
Employees with higher job satisfaction: Believe that the organization will be satisfying in the
long run .Care about the quality of their work are more committed to the organization. Have
higher retention rates, and are more productive.
DIMENSIONS OF EMPLOYEE SATISFACTION
Employee satisfaction surveys can cover as many or as few topics as are required by your
organization. Some of these topics include:
Job satisfaction
The company as a place to work
Organization direction, strategy and goals
Employee morale
Organizational relationships
Supervision
Management
Leadership
Culture, values and behaviors
Company image
Benefits
Compensation and rewards/incentives

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Recognition and promotion
Training and development
Career opportunities
Quality products and services
Internal/external communications
Organizational change
Any other topics of interest to managers
CONCEPT
Employee Satisfaction is related to factors which motivate, and factors which cause
dissatisfaction (hygiene factors). Proposed in 1950s by the US psychologist Frederick Herzberg
(1923-2000).Also called two factor theory of motivation.
Motivation Factors
o Responsibility
o Challenge
o Job Control
Hygiene Factors
o Pay
o Benefits
o Coworkers
Employee satisfaction has two components:
1. Hygiene issues
2. Motivation issues

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1) The Hygiene Issues are:
a. Company and Administration Policy: They should be updated and accessible to all the
employees so that the employees are aware of all policies of the organization.
b. Supervision: The supervisor should have the good leadership qualities and should give
positive feedback at regular interval.
c. Salary: Employees want to be paid according to their competence and hard work.
d. Interpersonal Relations: It is the relation with the superior, peer and subordinate .The
employees should be given time for socialization .i.e. during lunch, tea breaks etc.
e. Working conditions: The working environment should be good so that the employees will
have sense of pride in working for the organization and should be provided with the necessary
facilities and adequate space work efficiently.

2) The Motivation Issues are:
a. Work: The work should make employees believe that the work they are doing is important.
b. Achievement: All employees want to do a good job and make use of their talent.
c. Recognition: Employees should be rewarded for high performance by bonus or at least
praising their efforts.
d. Responsibility: Employees should be given enough freedom or power to carry out their task
.They should have ownership of work and be given challenging work.
e. Advancement: Loyalty and performance should be rewarded by providing opportunities for
career development.
The absence of hygiene issues is a source of dissatisfaction. While increase in the motivation
factors, will increase in employee satisfaction .the hygiene issues should be dealt first and then
the motivation issues should be given considerations .Bigger pay checks rarely equate with
higher job satisfaction.

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CHAPTER 3
COMPANY PROFILE

The winning organization will be those who regularly outperform competition. They have a
stable consistent strategy. A stable strategy does not mean static strategy, rather it means
following a broad philosophy and continuous improvement in how strategy is manifested.
Incorporating the expected market requirements and the customer needs

KUMAR MANGALAM BIRLA
Company Profile Hindalco Industries Ltd.
Established 1985
Major industry Metal Producer & Products
Sub Industry Aluminium Producer
Country India
Employees 20366

Hindalco Industry Limited, the metals flagship company Aditya Birla Group, is an industry
leader in aluminium and Copper, A metal powerhouse with a consolidate turn over in excess of
US$14 billion, Hindalco is the worlds largest aluminium rolling company and one of the biggest
producer of primary aluminium in Asia. Its copper smelter is the worlds largest custom smelter
at a single location.

The groups operating unit is located at Renukoot, Renusagar and Silvassa. Hindalco
commissioned its aluminium facility at Renukoot in Eastern U.P. in 1962. Later acquisition and
mergers, with Indal, Birla Copper and Nifty and Mt. Gordon Copper Mines in Australia.
Strengthened the companys Position in Value added alumina, aluminium and Copper Products,
with vertical Integration through access to captive copper concentrates.

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The company initially had an aluminium smelting capacity of 20,000 tons per year (TPY) and
aluminium refining capacity of 40,000 TPY. The facilities are located in Renukoot, In the State
of Utter Pradesh in India. Continual expansions have seen smelting capacity grown 12 fold to
242,000 TPY, whereas aluminium refining capacity has been increased to 450,000TPY. With an
outstanding record of capacity utilization, the company has grown into Indias largest aluminium
producer with a 40% share production. More significantly, Hindalco is firmly entrenched
amongst the lowest cost producers of aluminium in the world.

The company has ISO 2002 Certification since 1994 and ISO 14001 Certification since 1998.
In August 2004, the boards of Hindalco and Indal approved a Scheme of Arrangement wherein
all the assets of Indal other than the foil unit at Kollur in Andhra Pradesh were to be demerged
into Hindalco. This has come into effect retrospectively from 1 April 2004.
Hindalco is Asia's largest primary producer of Aluminium and among the most cost-efficient
producers globally. In India, Hindalco enjoys a leadership position in primary Aluminium and
downstream products.
Smelters are located at Hirakud, Orissa, with a captive power plant and coal mines, and at
Alupuram, Kerala. Rolled product manufacturing facilities are located at Belur and Taloja and an
extrusions plant at Alupuram.
The company's R&D centers are located at Belgaum, Renukoot and Taloja. These have been
recognized by the government of India's Department of Scientific and Industrial Research
(DSIR).
Hindalco's units are ISO 9001 and 14001 certified, while several have also attained the OHSAS
18001 - the occupational health and safety certification. On the export front, the company has
been accorded a 'Trading House' status by the Indian government.
As a member of the Aditya Birla Group, Indal is a part of a $6 billion corporation, with a market
cap of $5 billion. The Groups multi-cultural, multi-lingual workforce of 72,000 employees
belongs to 20 different nationalities and its products and services reach across more than 100
countries. Its flagship companies include Hindalco, Grasim, Indian Rayon and Indo Gulf.

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Indal along with Hindalco and its Copper Division forms a non-ferrous metals powerhouse of
global size and scale, with the Hindalco-Indal combine providing opportunities for synergy and
strong market position.

INDIAN ALUMINIUM COMPANY, LIMITED (Indal) (Now part of Hindalco industries)

Indias foremost Aluminium producer and a member of the countrys leading business house
the Aditya Birla Group. A partner to Hindalco, Indias largest Aluminium producer, together
forming a non-ferrous metals powerhouse.
With technical know-how acquired from its original promoter, Alcan Aluminium Limited,
Canada (now Alcan Inc.), Indal has brought Aluminium to touch every aspect of modern day
industry and life in India.

Complete Capabilities in Aluminium
INDAL's facilities cover a wide range of operations: bauxite mining, alumina refining,
Aluminium smelting with captive power generation to downstream rolling of sheet, foil and
other semi-fabricated products. With technological expertise of over 60 years of experience in
the Aluminium industry in India, INDAL is a market leader in the upstream range of standard
and specialty alumina products in India, providing applications for refractors, ceramics and
electrical industries.
In the downstream segment, INDAL is the largest manufacturer of rolled products in India with
the widest range of extrusions, meeting the requirements of different industrial applications such
as building, transportation, consumer durables, packaging and telecommunication.
Creating and Adding Value
Established in 1938, Indal operates across the value chain from bauxite mining to alumina
refining, smelting and rolling.
A nationwide spread of plants, mines and offices gives Indal the advantage of being in proximity
to various regional markets within and outside the country. The Companys plants and mines are

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certified with ISO 9001, ISO 14001 and OHSAS 18001 certifications for quality, environment,
safety and health. Indal enjoys a leading market position in India for specialty alumina chemicals
and value added products of aluminium sheet, foil and extrusions.
The Indal units comprise two smelters, one located at Hirakud, Orissa, with a captive power
plant and coal mines, and the other at Alupuram, Kerala, two sheet plants at Belur, West Bengal,
and Taloja, Maharashtra, and an extrusions unit at Alupuram. The Company's two DSIR
recognized R&D centers are located at Belgaum and Taloja.

SUBSIDIARIES & JOINT VENTURES
Utkal Alumina International Limited (UAIL): The joint venture company is a subsidiary of
Indal, which holds 55% equity, while the balance is held by Alcan Inc. of Canada. The proposed
alumina refinery is to be set up in Doragurha in the Rayagada district of Orissa, to produce one
million tons per annum of alumina, sourcing bauxite from the rich reserves at Baphlimali, in
Rayagada, Orissa.
Suvas Holdings Private Limited (SHPL): A subsidiary in which Indal holds 51% equity stake,
based on an MOU with Laxmi Organics Industries Limited (LOIL) and SHPL; with the intent to
operate mini hydel power plants in Maharashtra for captive consumption at the Taloja Sheet and
Kalwa Foil Plants. The Power Project is subject to endorsement of its viability by an ongoing
feasibility study.

HISTORY OF THE PLANT
The INDAL plant at Belgaum was established in 1968 and started operations on the 7
th

November 1970. It is situated about 6 Kms, from Belgaum City, beside the National Highway.
It has a total area of 1400 acres.
This was the only unit of INDAL, which started with both the facilities - Alumina Plant and
Smelter Plant. The main products of this unit are Alumina Hydrate, Calcined metallurgical grade
alumina and Special grades of aluminas and Hydrate. The Alumina Plant was set up with a
capacity of 1, 60,000 tons of Alumina per year and Smelter Plant had a capacity of 73,000 tons
of metal per year. Due to the hike in the power rates, the plotlines in the Smelter had to be de-

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energized in 1995. The subsidiary of Smelter plant Carbon Paste and Block Plant is still in
operation. Owing to increased demand of hydrate, aluminas and Specialty chemicals in the
export market, the Alumina Plant was expanded in several stages and currently operates at about
3,40,000 T of Hydrate (as Alumina) per annum.
The Specials plant a branch of Alumina plant manufacturing specialty grades of hydrate and
Alumina is being operated at 60 KT per annum.
The raw material-Bauxite is brought from Durgmanwadi Mines 120 Kms from Belgaum. About
70% of the total production is exported. The Carbon Paste and Block Plant is operated using
imported raw materials (Carbon Pitch Coke) from Korea.
Marketing of Hydrates and Aluminas is a major business objective, both at the domestic and
International Levels. The non-metallurgical grade Aluminas, also termed as Special Alumina
Chemicals, find wide usage in diverse industries such as high-grade refractors, zeolite, alum,
plastics, paper, industrial ceramics and high-tension insulators.
Mission
To relentlessly pursue the creation of superior shareholder value by exceeding customer
expectations profitably unleashing employee potential and being a responsible corporate citizen,
adhering to our values.
Vision
To be a premium metals major, global in size and reach with the passion for excellence
Values
Commitment
Alacrity
Respect for the individuals
Transparency
Honesty
Ethical conduct
Customer focus

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Strategic Objectives
The Company recognizes that the conduct and effectiveness of an organization are mainly
anchored to the quality of its workforce. In order to fulfill its purpose and to achieve its
objectives the company requires commitment and dedication of its employees who place high
value not only in the interest of the company but also in the interest of other individual entities.
The objectives are
To operate at a level of profitability, this will ensure the long term economic viability of the
company by providing a return on equity, which compares favorably with other industries of
similar capital intensity and risk which will enable the company to attract adequate to support
its growth.
To aspire towards a high level of operating, technical and marketing excellence, and to make
the optimum use of assets, this will ensure a strong competitive position in the markets
served by the company.
To strive to satisfy customers by integrating their needs into the company products and
services with efficiency and professionalism and to give the best value to them by promoting
quality products.
To improve the process of managing the company affairs through proper planning, timely
implementation of plans and regular performance reviews.
To sustain an organization of able and committed employees and to provide them with
opportunities for growth and advancement.
To foster a culture of innovation with the application of new ideas and methods to solve
business problems and seize opportunities.
To recognize and seek to balance the interest of shareholders, employees, customers,
suppliers, government as well as the public at large.
To uphold the highest standards of integrity in the conduct of all phases of business.

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Future outlook

Realization of synergy gain with Hindalco to ensure better market position, combining
Indals strengths in Alumina and downstream segments with Hindalcos advantage in
primary metal.
Higher assets utilization across plant location, particularly leveraging the benefits of the
upgraded rolling mills as well as taking steps to optimize use of idle physical infrastructure
assets and enriched product mix for higher returns from existing assets.
Strengthening of exports with an emphasis on consolidating Indals presence in existing
market while tapping new regions for export of value added product viz., especially alumina
and downstream sheet, foil and extrusions.
Cost control efforts including better logistics, higher operating efficiencies and improved
working capital management.
Strategic growth plans
All capex plans pertaining to Indal, for which a sum of Rs.2000 crore has been earmarked, will be
undertaken as planned under the aegis of Hindalco.
Among these are
The expansion of its metal capacity to 100,000 MT per annum,
Its power generating capacity to reach 267.5 MW at Hirakud,
Ramping up the alumina plant at Muri to 500,000 MT per annum and
Enhancing the special alumina chemicals capacity to 127,000 MT per annum at Belgaum.

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ORGANISATION STRUCTURE

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The Hindalco is divided into the following Departments
1. Alumina operations and production
2. Specials
3. Alumina R&D
4. Alumina mechanical
5. Boiler house
6. Machine shop
7. Garage
8. PPC
9. CPBP
10. Civil & pump house
11. EPD
12. Alumina electrical E & I
13. Smelter R&D
14. Smelter mechanical
15. Smelter electrical
16. Smelter sales
17. GM office
18. HR
19. Accounts
20. Purchase
21. Traffic
22. Stores
23. Exim

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24. Dispatch
25. Systems
26. W.C.M
27. BRDC
28. Corporate

In all there are around 777 employees, who include the management, workers these all are full
time enrolled people.

Marketing Indal (Now part of Hindalco) has no marketing division at Belgaum works, all of
Indal (now part of Hindalco) units the units work independently, and for the sales and marketing
there are separate centers which co-ordinate with all the units and look into the sales and
marketing of the products. The sales office is in Bangalore, Delhi, and Hyderabad.

Finance (Accounts Department)
This department handles all financial transactions, costing and billing operations negotiation
process, maintaining and preparing various invoices, payments and receipts are the two major
areas of operation done by this department. In addition taxation cash loan normal and statuary
payments expenses, this section handles advances and other operations relating to banks.

Operations
The main operations are based in the CPBP, Alumina and special products. These departments
are the core for the manufacturing of Alumina carbon block, carbon paste and special products.
These departments comprise of smaller departments and each of these 3 major departments has a
department head.
The majority of the people are working in Alumina, CPBP and Special products departments,
and the work is carried out in shifts.

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Research and Development:
INDALS (now Hindalco) R&D centers at Belgaum and Taloja are recognized by the department
of Scientific and industrial research (DSIR). The Belgaum R & D center carries out studies on
ores, alumina and specially grades and carries out overseas assignments in collaboration with
ALCAN. The R & D lab has the status of Center of Excellence for predicting organic behavior
in refineries. A joint technical development program with ALCAN is under execution in the field
of raw materials.
Both the R & D centers have attained ISO 9001 & 9002 certification, with the Belgaum R&D
center having recently adopted the revised ISO 9001:2000 standard.
Over the last five years, about rupees 560 million has been spent on R &D a testimony to
INDALS commitment towards developing new applications for alumina/aluminum, optimizing
manufacturing process and ensuring environmental friendliness.

HR Belgaum works has a separate HR Department, which looks into the daily administration
and also into the specific and nitty gritty of the company; it is the bridge between the production,
employees, management and the outside world. This department is concerned with
implementation of the plans, with the welfare of the plant, with the industrial relations and above
all safety and security of the plant and the work force is its prime concerns. This department
looks after the subsidiaries like recruitment selection training and induction, canteen community
development disciplinary actions ESI, welfare, security, guesthouse medical facility etc.
Performance
Hindalco, the flagship company of the Aditya Birla Group, has posted a stellar performance
during the fourth quarter. The company attained a net sales and operating revenue of Rs.2, 516
crore driven by better realizations, volumes and an enriched product mix comprising largely of
value added products. While aluminium margins surged, copper margins remained flat despite
higher volumes on account of weak TC/RC (Treatment Charges/Refining Charges) and steep
reduction in import duty.

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Sales & Operating Revenue
Net sales and operating revenue of Hindalco in the fourth quarter stand at Rs. 2,516 crore, vis--
vis Rs. 1,889 crore of last year.
Of this, the aluminium business has recorded sales of Rs. 1,457 crore (boosted by inclusion of
Indal's sales) Vis -a- Vis Rs. 875 crore last years.
The copper business' net sales and operating revenue stood at Rs. 1,059 crore in the fourth
quarter, reflecting a rise of 8 per cent over Rs. 1,014 crore in the corresponding quarter of
previous year.
Profits
The company's Profit before Tax is Rs. 517 crore against Rs. 326 crore. Profit after Tax was Rs.
449 crore inclusive of a credit of Rs. 92 crore towards the provision for deferred tax liability of
the earlier years written back.
HRD AT HINDALCO INDUSTRIES LTD.
A philosophy of people management is based on the belief that human resources are uniquely
important to sustained business success. An organization gains competitive advantage by using
its people effectively, drawing on their expertise and ingenuity to meet clearly defined
objectives. A Human Resources (HR) department is a critical component of employee well-being
in any business, no matter how small. Human Resources responsibilities include payroll,
benefits, hiring, firing, and keeping up to date with state and central tax laws.

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The HR policies of Hindalco and that of Belgaum Works are as stated.
To attract, retain and develop good employees and to get their total involvement in achieving
company goals.
Provide opportunity for personal development and advancement to all with requisite ability,
ambition and integrity.
Deal in good faith with all employees and employee representatives.
Share information with all employees regarding health of the business and future plans of the
company.
Encourage development of participative and supportive leadership.
Encourage employees to accept responsibility and take calculated risk.
To provide fair, equitable and competitive remuneration in return for a fair days work.
Be fair and firm in dealing with grievances and indiscipline.
Set and achieve high standard of safety and occupational health.
HRM at Belgaum works
HRD at Belgaum works plays a creative role for success of the organization. The organization
focuses much on socio-psychological needs of workers. The management and the employees
have equal interests in the survival and the prosperity of the industry.

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INDUSTRY OUTLOOK
Aluminium
Global primary consumption showed a 3 per cent increase in H1 FY 09 vis--vis H1 FY 08 but
due to the recession and slowdown, year FY 09 finally ended on a negative growth rate of 7 per
cent as compared to FY 08. China which has been a strong driver with double digit growth in the
last decade also suffered a negative growth. The production was maintained at FY 08 levels,
creating a demand-supply gap which
Led to rise of LME inventory to 3.5 million tons i.e. more than 3 times the April 2008 levels
Slide in LME prices from $3000 /t in June 2008 to $1254/t in February 2009 Announcement of
more than 5.5 million tons cutbacks of high costs smelters in North America, Europe, South
America and China The demand seems to have hit the bottom and revival of the industry is
expected by end of Q1 FY 10.

Copper
With the global economy on the road to recovery, driven by the expected increase in Chinese
demand by 10 per cent, the lack of secondary material and delay in mining projects, the copper
prices would be between $3000-6000 per MT.
The benchmark TCRC for CY 2009 witnessed an increase of 66 per cent over CY 2008.
However, the gain on TCRC was largely offset due to reduce byproduct credits, mainly on
account of sharp decline in sulfuric acid prices.
Overall, the copper concentrate market is expected to remain in deficit during CY 10 due to an
increase in smelting capacity in China and lack of addition of major mining projects. This would
put pressure on spot TCRC.
Further the demand growth in the Indian copper consumption would be robust particularly in the
power cables, transformers and other related segments and also due to the thrust on energy
efficiency and infrastructure development.

25

Company outlook
The business continues to be impacted by the overall slowdown in the global economy and the
unprecedented fall in commodity prices. The short-term outlook seems negative. However the
long term market fundamentals remain strong.
Aggressive cost control measures, stretched operational efficiency, enhanced asset productivity
and containment of input cost along with effective working capital management to maximize
free cash flow, will continue to be the major growth drivers.

With the intense focus on operational efficiency and synergy between businesses, the company
intends to grow in current and new markets in terms of geography and product portfolio.

Market Share
Competitors
National Aluminium Company (NALCO)
NALCO is one of the largest integrated aluminium producers in Asia. The Government of India
holds 87.15 per cent stake in the company. The company has an alumina refinery at Damanjodi
and a smelter at Angul in Orissa. Currently, NALCO has undertaken a capex programmed of
Rs.41 billion to increase aluminium production capacity to 460,000 tons from 345,000 tons, and
also to enhance the capacity of its mining, refining and power generation operations.
Sterlite Industries Ltd (Vedanta)
Sterlite Industries Aluminium business comprises of two operating companies, BALCO and
MALCO. BALCO is a partially integrated aluminium producer with two bauxite mines, one
refinery, two smelters, a fabrication facility and two captive power plants at Korba in central
India. MALCO is a fully integrated producer with two bauxite mines, a captive power plant and
refining, smelting and fabrication facilities at Mettur in southern India. The primary products are
aluminium ingots, rods and rolled products.
The smelters at BALCO and MALCO produced 380,000 tons in FY 2007, marginally higher
than the rated capacity. The parent company Vedanta is coming up with a 5 lakh ton smelter in
Jharsuda, Orissa. The project is in advance state and is expected to be operational by the year
2009.

26

THE SWOT ANALYSIS OF HIL.
STRENGTH
Global brand image.
Cost effective producer.
Sound financial position.
A high degree quality consciousness is the core competence of the company, ISO 9001
and ISO 14001 have added more prestige to the company.
Integrated production facility at Renusagar power plant.
Company has a well-established distribution network, covering a geographically wide
and scattered market.
A number of Brownfield & Greenfield projects.
Industrial peace as, there has been no major strike in last 22 year.
A well-focused human resources development.
Serve maximum customer satisfaction.

WEAKNESS
Present production capacity is not adequate to meet the rising high demand.
Technology is not upgraded to mark as compare to global giants in aluminium industry.

OPPORTUNITY
R & D collaboration with universities and another research organization.
More emphasis on downstream production of value added products.
Recycling should be adopted as routine production.
Raising more finance from marketing for more acquisition and merger for consolidating
position in the global market.

27

Aluminium, continuous to be strong with a growth in transportation sector 16%,
construction15%, passenger car 25%, two wheeler segments 14% respectively during
FY07.
Threats
Strong domestic and global competitors, such as TATA, POSCO, MITTLE, ESSAR.
Innovative revolution in plastic and steel industry.
Reduce in Exide duty.
Fall in price of Al. In neighbor country.

Milestones
1958
Incorporation of Hindalco Industries Limited.
1962
Commencement of production of renukoot (Uttar Pradesh, India) with an initial capacity of
20,000 mtpa of aluminium metal and 40,000 mtpa of alumina.
1965
Downstream capacities commissioned (rolling and extrusion mills at Renukoot)
1967
Commissioning of Renusagar power plant a strategic and farsighted more.
1991
Beginning of major expansion programmed.
1994
A huge expansion, modernization and diversification programmed taken off
1998
Mr. Kumar Mangalam Birla takes over as chairman of Indal Board.
1999
Aluminium alloy wheels production commenced at Silvassa Brownfield expansion of metal
capacity of Renukoot to 242,000 TPA.

28

2000
Acquisition of controlling stake in Indian aluminium company limited (Indal) with 74.6 percent
equity holding.
2001
Hindalco enters the Asia Top 25list of the CEO Asia Annual Report Survey the only Indian
company in 2001.
2002
Brownfield expansion at an outlay of Rs 1,000 crore-ninth plotline commissioned.
Buyback of equity shares to generate shareholder value and utilize surplus cash.
Major corporate restructuring to create a non ferrous metals powerhouse.
Amalgamations of Indo Gulf Corporations Ltd.s copper business Birla copper, with Hindalco
with effect from, April 2002.
Open offer of acquire additional equity to make Indal a wholly owned subsidiary.
2003
Hindalco acquires nifty copper mine through Aditya Birla Minerals Ltd. (ABML, Formerly,
Birla minerals Resources Pty Ltd.)
ABML acquires the Mt. Goadon Copper mines in November 2003.
Hindalco becomes majority stakeholder in Utakal Alumina, a joint venture with Alcon.
The amalgamation of Indo Gulfs copper business with Hindalco become effective from 12
February 2003.
Equity stake in Indal increased to 96.5 per cent through an open offer.
Divestment of 8.6 per cent holding in Indo Gulf fertilizers Ltd.
Brownfield expansion of aluminium smelter at renukoot to 345000 tpa.

29

2004
Scheme of arrangement announced to merge Indal with Hindalco Copper smelter expansion to
250,000 tpa.
2005
All business of Indal expect for the kollur foil plant in Andhra Pradesh merged with Hindalco
Industries Limited.
In September 2005 the company split its shares in a ratio of 10:1 to enhance liquidity and
encourage participation from retail investors.
Aditya Birla Group to set up a world-class aluminium perfect in Orissa at a project cost of about
Rs.11, 000 crore.
MoUS signed with state governments of Orissa and Jharkhand for setting up Greenfield alumina
refining, smelting and power plants commissioned copper 3rd expansion taking total capacity to
500,000 tpa.
2006
Joint venture with Almix USA for manufacture of high strength aluminium allays.
Signed on MOU with the government of Madhya Pradesh for green field aluminium amelter in
siddhi.
Hindalco completes the largest right issues in the history of Indian capital market with a total
size of Rs. 22,266 million.
Hindalco announce 10:1 stock split .Each shares with face value of Rs 10 split into 10 shares of
Rs 1 each.
In May 2006, enters into a joint venture with essar power (M.P.) Ltd to overlap and operate coal
mines to Mohan, Madhya Pradesh.
The JV will supply coal to the proposed aluminium smelter and complex in Madhya Pradesh.
In May 2006 the companys copper mining subsidiary, Aditya Birla Minerals Limited
(Formerly Birla Mineral Resources Pty Ltd.) come out with an equity offering and subsequent
listing on the Australian stock exchange (ASX).

30

In March 2006, acquired an aluminium rolling mill and wire rods facility situated at Mouda
(Nagpur) from Asset Reconstruction company (India) Ltd (ARCIL), belonging to Rennor
Aluminium Company Ltd.
2007
In May 2007, Novelis become a Hindalco subsidiary with the completion of the acquisition
process. The transaction makes hindalco the words largest aluminium rolling company and one
of the biggest producers of primary aluminium in Asia.
Acquisition of Alcons 45 percent equity stake in the Utkal Alumina project, makes Hindalco the
100 % project owner.
2008
Alumina expansion of Muri.

31

CHAPTER 4
RESEARCH METHODOLOGY

INTRODUCTION
The present study aims at assessing the level of satisfaction of employee at an
operations level in an industry. The study was conducted at Hindalco Industry Limited,
Bharakhambha road, New Delhi.

STATEMENT OF THE PROBLEM

This particular topic is selected because Employee satisfaction is a very important element
necessary for the smooth functioning of an organization. Employee surveys provide a
channel for employee to communicate their views on a wide range of issues in total
confidence. They help management to build up an accurate picture of how employees
perceive the organization and highlight the causes of employee dissatisfaction.
Primary data
Primary data are the data that are collected to help solve a problem or taken advantage of an
opportunity on which decision must be taken. The main method of collecting primary data is
survey method, there are different types of survey techniques for example personal interview,
mail survey, Internet survey and telephone survey.
Secondary data:
Secondary data collected from company people, guide line book and internet.

32

Assessing the level of satisfaction of the employee.
Management problem: To know the satisfaction level of employee. Management wants to
build up an accurate picture of how employees perceive the organization and highlight
the causes of employee dissatisfaction. They want to know the opinion and suggestions of
employee.
SAMPLING TEST
We have selected the Convenience sampling a type of non-probability sampling.
A statistical method of drawing representative data by selecting people because of the ease of
their volunteering or selecting units because of their availability or easy access. Researchers use
convenience sampling not just because it is easy to use, but because it also has other research
advantages.
Here we collected the data from sampling frame.

As our research required knowing the views and opinions of the employees of the organizations
we have chosen, Questionnaire came out to be the best possible means.
We designed a Questionnaire which covered the demographys and all the factors responsible for
satisfaction of employees in an organization.
a) Descriptive Research -The primary information collected through questionnaire.
b) Data Collection Method: The information necessary for this survey is collected by
trapping primary and secondary sources.
Primary Sources.
Questionnaire
Personal Interaction
Secondary sources
Analysis of existing records in the organization
Related information from internet.
Books and publication

33

Survey of the concerning literature which include review of the work
already done by others.

c) Data collection tools: As the questionnaires were personally given to each employee.
d) Sampling design: Sampling allows us to concentrate our attention upon relatively small
no of people and hence devote more energy to ensure that the information collected from
them is accurate.
e) Sampling Method: I had used Convenience Sampling as it was both times saving as well
as easy method of picking up the sample.
Sample frame and size: the sample size is 50 employees. This sample is selected from the list of
employees.

34

CHAPTER 5
DATA ANALYSIS AND INTERPRETATION
5.1)

* Employees at HINDALCO agree that
doing job in alternative ways is
encouraged.
* Apart from this, some employees
believe that every time it is not
encouraged because it may affect the
production department.

Doing job in alternative ways is encouraged
39
50
6
3
2
0
10
20
30
40
50
60
Stongly
Agree
Some What
Agree
Some what
disagree
Strongly
Disagree
Neither
agree nor
disagree
Series1
Doing job in alternative ways is encouraged

Responses In %
Strongly Agree 42 39
Somewhat Agree 55 50
Somewhat disagree 7 6
Strongly Disagree 3 3
Neither agree nor disagree 2 2

35

5.2)

46% of the employees agree that Infrastructure provided to them in their department enables
them to do job better.
40% of the employees are quite satisfied with the infrastructure provided to them.
This particular question is taken to find out whether the employees are satisfied with the infrastructure or
not. As we can see in the graph that 46%of the employees are satisfied with the infrastructure provided.
At Hindalco a lot of importance is given to house Keeping. The department who follows The
Housekeeping Concept is been awarded by the works manager. The employees of Hindalco have a good
INFRASTRUCTURE PROVIDED ENABLES TO DO BETTER JOB
Responses In %
0
5
10
15
20
25
30
35
40
45
50
Stongly
Agree
Some What
Agree
Some what
disagree
Strongly
Disagree
Neither
agree nor
disagree
Infrastructure provided enables to do job better
Series1

36

infrastructure / Good working conditions are provided with necessary facilities and adequate space to
work efficiently.
5.3)

Employees at Hindalco agree that the materials and equipments are timely provided.
Some employees strongly feel that materials and equipments get late.
Some of them disagree for this because every time they have to approach their Supervisor.

Materials & equipments are provided at right time and right place
Responses In %
0
5
10
15
20
25
30
35
40
45
50
Stongly
Agree
Some What
Agree
Some what
disagree
Strongly
Disagree
Neither
agree nor
disagree
Materials & equipments are provided at right time and
right place
Series1

37

5.4)

Safety measures are good

The above observation reveals that Safety measures provided to the Employees of
HINDALCO are good and is up to the satisfaction level.
About 5% of the total employees are not that satisfied with the safety measures provided .
Employees are provided with shoes raincoat, masks and goggles.

Safety measures are good
0
10
20
30
40
50
60
70
80
Stongly Agree Some What
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Series1

38

5.5)

42% of the Employees get an opportunity to do in which they are good at.
39% of them are getting complete opportunity which they are good at.
Apart from this, about 17% of the total employees do not agree the statement.

Employees agree that they are given chance to do the work in the field which they are interested
and having knowledge of that field.

You get opportunity to do good at
0
5
10
15
20
25
30
35
40
45
Stongly
Agree
Some What
Agree
Some what
disagree
Strongly
Disagree
Neither
agree nor
disagree
You get opportunity to do good at
Series1

39

5.6)

The above tabular column reveals that their complaints and grievances are handled, up to
their satisfaction Level.
There is high factor of somewhat agree reveals that there is need of handling grievances
and complaints
Apart From this, about 24% of employees are unsatisfied.
14% of the total employees are disagreeing that there complaints and grievances are not
handled.

Grievances and complaints handled in time
0
10
20
30
40
50
60
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Grievances and complaints handled in time
Series1

40

5.7)

This question was asked to know the agreement level of employees, of getting an
opportunity to learn and grow in the work place.
About 45% of total employees agree they get opportunity for get more knowledge in the
dept.
Apart from this, 5% of the total employees believe that they wont get opportunity to
learn more.
This opportunity can be gained by the employee during the training that is provided. If the
employees growth remains stagnant then it is a cause of womrry to the Company. So the
employee should grab an opportunity and the company should provide good opportunity to the
employees so that it will enhance their skills.
Opportunity to learn & grow
0
5
10
15
20
25
30
35
40
45
50
Stongly Agree Some What Agree Some what
disagree
Strongly Disagree Neither agree nor
disagree
Opportunity to learn & grow

41

5.8)

Recreational facilities are good

From the above table it is observed that employees are satisfied with the recreational
facilities provided at HINDALCO.

0
5
10
15
20
25
30
35
40
45
50
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Recreational facilities are good
Series1

42

5.9)

The above table reveals that employees are satisfied with the cultural activities conducted
at HINDALCO.
About 6% of the total employees do not agree for the statement.
Some of the employees are not became the member of the club, so 6% of them belong to
this neither agree nor disagree.

Cultural activities are good
0
10
20
30
40
50
60
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Cultural activities are good
Series1

43

5.10)

About 40% of the total employees are quite satisfied with the communication meeting at
canteen.
16% of the total employees somewhat disagree for the statement.
The meeting is very informal. In this meeting the works manager discusses various issues of the
company, progress of the company. This question is asked to know whether the works manager
gets a chance to talk to the employee or not.

Communication meeting is useful
0
5
10
15
20
25
30
35
40
45
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Communication metting is useful
Series1

44

5.11)

The above tabular column reveals that employees agree that promotions at HINDALCO
are fair. It is based on performance and not on Favoritism.
About 16% of the employees are quite satisfied with the promotions.
There is high factor of somewhat agree in job promotion i.e. 38%
26% of employees are somewhat disagree for the promotions.

Job promotions are fair & objective

0
5
10
15
20
25
30
35
40
Stongly
Agree
Some What
Agree
Some what
disagree
Strongly
Disagree
Neither
agree nor
disagree
Job promotions are fair & objective
Series1

45

5.12)

This question is asked to see whether the employees of Hindalco are satisfied with the welfare
facilities or not. The employees of Hindalco are provided with many welfare facilities like there
are quarters. Community center, canteen, bus facilities, etc.
23% of the employees agree that they are provided with many welfare facilities.
There is high factor 61% of the employees somewhat agree for the statement.

.
Welfare facilities are well maintained
0
10
20
30
40
50
60
70
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Welfare facilities are well maintained
Series1

46

5.13)

As Hindalco Industries is on the out skirts in Delhi city of transport facilities is a must. This
question is particularly asked to find whether the transport facilities are good and timely or not.
The transport facility in Hindalco works round the clock because the work is done in shifts.
Buses are provided for the employees and even for the children of the employees
It is agreed that transport facility is provided timely and up to the satisfaction level.
About 4% of the total employees are not satisfied with the transport facility.

Transportation facilities are good
0
10
20
30
40
50
60
70
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Transportation facilities are good
Series1

47

5.14)

From the above tabulation it is observed that employees are satisfied with the fringe
benefits provided at HINDALCO.
About 21% of the total employees are quite satisfied with the fringe benefits provided.

Apart from salary the employees should be given some benefits life welfare facilities, fringe
benefits etc. The employees of Hindalco are also given fringe benefits. This question is asked to
know whether the employees are satisfied with the fringe benefits or not.

Fringe benefits are good
0
10
20
30
40
50
60
Stongly
Agree
Some What
Agree
Some what
disagree
Strongly
Disagree
Neither
agree nor
disagree
Fringe benifits are good
Series1

48

5.15)

From the above tabular column it is observed that about 57%of employees are satisfied.
About 6% of the employees are dissatisfied with the medical facilities provided.

Medical facilities are good
0
10
20
30
40
50
60
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Medical facilities are good
Series1

49

5.16)

Canteen facilities are good

20% of the employees are quite satisfied with canteen facilities.
The above observation reveals that there is a high percent of somewhat agree at Hindalco.
Employees are satisfied with the canteen facility.
About 20% of the employees somewhat disagree that canteen facility provided at
HINDALCO.
17% of them are strongly dissatisfied with the canteen facilities.

0
5
10
15
20
25
30
35
40
45
Stongly
Agree
Some What
Agree
Some what
disagree
Strongly
Disagree
Neither
agree nor
disagree
Canteen facilities are good
Series1

50

5.17)

The above tabular column reveals that 36% of the total employees agree, that supervisor
keeps informed about the work in the dept.
There is high factor of somewhat agree reveals that there is a need of information must
well informed by supervisor.
The departmental meeting is conducted every day after 4O clock and plan for the next day is
been discussed. The departmental head discuses with his staff members the issues and give them
information about what is going on in the other department.

supervisor keep well informed
0
5
10
15
20
25
30
35
40
45
50
Stongly
Agree
Some What
Agree
Some what
disagree
Strongly
Disagree
Neither
agree nor
disagree
supervisor keep well informed
Series1

51

5.18)

Supervisor spend adequate time

From the above tabular form, it is observed that supervisor spends adequate time to inform the
employees.
The departmental head supervisor his staff members and guides them if they have any kind of
problem pertaining to their work. Any employee who is very competent is sent for training. To
some of the reputed institutions to acquire skills and implement it in his work where ever
required.

0
10
20
30
40
50
60
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Supervisor spend adequate time
Series1

52

5.19)

The above table reveals that employees agree that their supervisor encourages their talent
and intelligence.
About 4% of the total employees are dissatisfied with their supervisor.

Talent & intelligence is encouraged
0
10
20
30
40
50
60
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Talent & intelligence is encouraged
Series1

53

5.20)

The above tabular column reveals that supervisor provides the employee with adequate
information.
The supervisor addresses a short meeting every morning and gives guidelines to each employee
as to what work has to be done for the day.

Supervisor provide information to do work
0
10
20
30
40
50
60
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Supervisor provide information to do work
Series1

54

5.21)

From the above tabular column it is observed that 54% of the total employees agree, they
training provided increases their knowledge.
Few employees are satisfied with the training provided.
The training programmes are conducted to increase the skills of the employees.
The training programs are of two types job related training programs and management skills.
Based on the training need assessment done by the training in charge the training sessions are
been conducted.
Training programme increased knowledge & skill
0
10
20
30
40
50
60
Stongly
Agree
Some What
Agree
Some what
disagree
Strongly
Disagree
Neither
agree nor
disagree
Training programe increased knowledge & skill
Series1

55

5.22)

The above question was asked to know the agreement level of employees about the
training provided at HINDALCO.
37%of the employees agree they get training on time.
44% of the employees are quite satisfied for the above statement.

Timely training provided
0
5
10
15
20
25
30
35
40
45
50
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Timely training provided
Series1

56

5.23)

The above table reveals that, 37% of the total employees agree that they get full
cooperation from the other dept.
49% of them are somewhat agree about cooperation given by other dept.

Full cooperation from other dept.
0
10
20
30
40
50
60
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Full cooperation from other dept
Series1

57

5.24)

From above tabular column reveals that employees agree that department recognizes high
achievers.

Dept. recognizes high achievers
0
5
10
15
20
25
30
35
40
45
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Dept recognises high achivers
Series1

58

5.25)

From the above graph and tabular column it is observed that, employees agree
Their job and duty contributes to the achievement of the dept.

Job contributes to achivement in dept
0
10
20
30
40
50
60
70
80
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Series1
Job contributes to achievement in dept.

59

5.26)

The above table reveals that employees get co-operation from their co-workers. They
believe in team work.

Satisfied with co-worker
0
10
20
30
40
50
60
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Satisfied with co-worker
Series1

60

5.27)

7% of the employees are strongly agreed that appreciation in dept. is quite good.
This table reveals that the major % of employees somewhat agree. That they are getting
appreciation for the work in their dept.
About 2% of the employees are dissatisfied for the statement.

Appreciation in Dept.
0
10
20
30
40
50
60
Agree
Some what
disagree
Strongly
Disagree
Neither agree nor
disagree
Appreciation in Dept
Series1

61

5.28)

From the above table it is observed that employees are given opportunity to express their
views and ideas for which even they get appreciation.
52% of them are somewhat agree that their opinions are considering in the dept.

Opinions are taken into dept.
0
10
20
30
40
50
60
Agree
Some what
disagree
Strongly
Disagree
Neither agree
nor disagree
Opinions are taken into dept
Series1

62

CHAPTER 6
FINDINGS AND SUGGESTIONS
FINDINGS
o The supervisor/HOD should give regular feedback on performance by holding informal
meetings with each individual. HOD should appreciate and encourage employees to work
hard.
o If the top management is not able to keep any promises it should give the reason why it has
not able to keep promises .This information should be communicated to all employees.
o All the employees should be treated equally and there should not be any bias treatment.
o If an employee has gained additional skill he should be assigned task so that he can utilize his
skills.
o The administration policies should be updated so that all the employees are aware of the
policies.
o HR should convince the employees and make them believe that HR department is for their
wellbeing. Besides staff meetings HR should conduct social gatherings for all departments so
that the relation between HR and the employees will improve .This will help the employees
to express their problems freely and frankly.
o The training needs of the employees should be reviewed at least twice a year. Based on that
training programs should be conducted to all the employees.
o Day to day work related training should be provided that is 80% job related and 20% on
management skills.
o Conduct the workshop on team development. So that all employees are aware of the benefits
of teamwork.
o Yet more concentration or more measures should be taken for the safety.
o Job related training should be given once in 6 months.
o If the employees request for facilities such as phone, printer etc.; it should be checked
whether it this really necessary and it should be provided.
o Opportunity should be given to the employees to express their views, ideas.
o Cultural activities should be held to further motivate the employees to attain the goal.

63

o Communication method should be improved; it should be easily under stable by each employee.
o In case of vacancy, advertisement should be made within the company and internal
recruitment should be given more preference over external recruitment .This will give the employees
opportunity for career development and increase loyalty.

CONCLUSION
Although employees of the industry are getting so many facilities but still there is a lot of
dissatisfaction among the employees of the org.
Employee satisfaction is that realizing the direct relationship between happy and unhappy
employees.
Following are the dimensions of employee satisfaction
Employee retention
Productivity
Customer satisfaction
Profitability.
All the above mentioned factors are obtained only if the employees are satisfied. And
organization has improved the welfare facilities to enhance the working condition.
Management must aware of the needs and expectations of the employees. Every employee wants
higher status, salaries and more opportunities to make his future bright and make his life more
and more comfortable.

64

CHAPTER 7
BIBILOGRAPHY

1) Kothari C.R., Research Methodology, New Delhi; New Age International Publication,
second edition.
2) Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill
3) Publication Company Ltd. Page no. 81-136,171,179,267,284.
4) Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co (P) Ltd. India, ninth
edition.
5) Monnapa Arun., Human Resource Management, Tata Mc Graw Hill Publication
Company Ltd.
6) Motivation to work by Herzberg Frederick
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Performance and Job Satisfaction.CA, Dorrance Publishing Co.
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their jobs and how it affects their performance. New York: Lexington.
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job satisfaction in the accounting profession. Journal of Business & Economics Research,
6(2), 65-81
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Consequences. Thousand Oaks, CA: Sage.

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15) Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional
predictors of organizational citizenship behavior. Personnel Psychology, 48,
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Satisfaction and Life Satisfaction, 11th National Management and Organization
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in the workplace. Westport, Conn, Greenwood Publishing Group.
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Weightings on Job Satisfaction Measures, Journal of Business and Psychology, 13 (2),
211-232.
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Company, New Delhi
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school teachers in Namibia. South African Journal of Education, 28, 135-154
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(8th Ed.). New York: McGraw Hill.
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best practices (international Ed.). New York: McGraw-Hill Companies, Inc.
25) ROBBINS P. Stephen: Organizational Behavior, 10th edition, Prentice Hall, New Jersey,
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27) Andrew brin , employee satisfaction
28) Keith davis; employee satisfaction in literature review

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WEBSITES
http://www.hrsolutionsinc.com/
http://www.businessranks.com/employee-satisfaction.htm
http://www.businessreslab.com
www.hrucsd.edu

67

ANNEXURE 1
QUESTIONNAIRE
Dear Respondent
I am a student of BBA (MOM) at Meerabai Institute of Technology affiliated to Guru Gobind
Singh Indraprastha University in partial fulfillment of the requirements to complete the said
course,
I have undertaken VI Semester project work on the topic Employee Satisfaction
I am request you to fill in the enclosed questionnaire by giving your candid views in this regard
It is assured that your identity and other personal details will be kept confidential and data will
be used only for the purpose of present research only.
Thank You
Yours thankfully
Sahib Kaur

Section A
Personal Data:
1. Name(optional):
2. Gender :
a. Male b. Female
3. Designation & Grade:
4. Marital Status:
a. Married b. Unmarried
5. Qualification:
a. Non Graduate d. Post Graduate
b. Diploma e. Professional
6. Age Group:
a. 18-28 years c.39-48 years
b. 29-38 years d. 49-60 years

68

Section B

Read the following statements and kindly put a tick mark in the most appropriate choice that
matches your feelings in various aspects.

A) Work Culture:
1. I agree that doing job in alternative ways is encouraged in my department.
a) Strongly agree b) Somewhat agree c) Somewhat disagree
d) Strongly disagree e) Neither agrees nor disagrees
2. The Infrastructure provided to me in my department enables me to do my job better.
3. I get Material & Equipment's at the right time & at the right Place.
d) Strongly disagree e) Neither agree nor disagree
4. The safety measures in my department are good.
5. I get an opportunity to do what I am very good at.
6. My grievances and complaints handled in time and to my satisfaction
7. I get an opportunity to learn and grow in the work place.
8. The recreational facilities provided in community center and clubs are good.

69

9. The cultural activities are good.
10. The communication meeting in the canteen is useful.
11. I get clear communication from notice board.
12. Job promotions in this origination are fair & objective.

B) Welfare:
13. The welfare facilities provided in my department are adequate and well maintained.
14. The transport facilities are good & timely.
15. The fringe benefits given to me are good.
16. The medical facilities provided to me are going
17. The Canteen facilities provided are good.

70

C) Boss & Subordinate Relationship:
18. My supervisor keep you well informed about what is going on in the department.
19. My supervisor spends adequate time on my development.
20. My talent / Intelligence are encouraged by my supervisor.
21. My supervisor provides me adequate information to do the work.

D) Training:
22. The training Programmes increases my knowledge and skill.
23. I get Timely Training.

E) Inter Department Relationship
24. I get full cooperation from the other departments.
25. My department Recognizes High achievers.

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26. I feel that my job contribute to achievement of my department.
27. I am satisfied with the cooperation given to me by my co-worker.
28. I get appreciation and rewards in my department.

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