HR Project

1.1 INTRODUCTION

During the past decade, employee turnover has become a very serious problem

for organizations. Managing retention & keeping the turnover rate below target &

including norms is one of the most challenging issues facing business. All indications

point toward the issue compounding in the future and even as economic time change,

turnover will continue to be an important issue for most job groups. The causes of

turnover are not adequately identified & solutions are often not matched with the

causes, so the fail. Preventive measures are either not in place or do not target the

issue properly, and therefore have little or no effect, and a method for measuring

progress & identifying a monetary value (ROI) on retention does not exists in most

organizations. Managing employee retention is a practical guide for manager to retain

their talented employees. It shows how to manage & monitor turnover and how to

develop the ROI of keeping your talent using innovative retention program.

Employee are the most important and valuable asset of an organization.

Organizations today are doing their best to hold on to their employees. Retaining them

is as important as hiring them in the first place. Retention is the next challenge after

hiring the employees. Retention is important because to make good people stick in the

organization.

Employees today are different. They are not the ones who don’t have good

opportunities in hand. As soon as they feel dissatisfied with the current employer or

the job, they switch over to the next job. It is the responsibility of the employer to

retain their best employees.

Definition

“Employee retention is a process in which the employees are encouraged to

remain with the organization for the maximum period of time or until the completion

of the project. Employee retention is beneficial for the organization as well as the

employee”.

“Employee retention refers to policies and practices companies use to prevent

valuable employees from leaving their jobs”

FACTORS THAT AFFECTS RETENTION:

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Shifting markets

Demands for specific skills

Business conditions

Demographics

Lifestyle changes

Technology issues

Trends in work life decision as employees needs change

WHAT MAKES EMPLOYEE LEAVES?

Employees do not leave an organization without any significant reason. There are

certain circumstances that lead to their leaving the organization. The most common

reasons can be:

Job is not what the employee expected to be: Sometimes the job responsibilities

don’t come out to be same as expected by the candidates. Unexpected job

responsibilities lead to job dissatisfaction.

No growth opportunities: No or less learning and growth opportunities in the

current job will make candidate’s job and career stagnant.

Lack of appreciation: If the work is not appreciated by the supervisor, the

employee feels de-motivated and loses interest in job.

Lack of trust and support in coworkers, seniors and management: Trust is the most

important factor that is required for an individual to stay in the job Non-supportive

coworkers, seniors and management can make office environment unfriendly and

difficult to work in.

Stress from overwork and work life imbalances: Job stress can lead to work life

imbalances which ultimately many times lead to employee leaving the organization.

Compensation: Better compensation packages being offered by other companies

may attract employees towards themselves.

New job offer: As attractive job offer which an employee thinks is good for him

with respect to job responsibility, compensation, growth and learning etc., can lead an

employee to leave the organization.

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IMPORTANCE OF EMPLOYEE RETENTION

Now that so much is being done by organizations to retain its employees why

is retention so important? Is it just to reduce the turnover costs? Well, the answer is a

definite no. it’s not only the cost incurred by a company that emphasizes the need of

retaining employees but also the need to retain talented employees from getting

poached.The process of retention will benefit an organization in the following ways:

1. The Cost of Turnover: The cost of employee turnover adds hundreds

of thousands of money to a company’s expenses. While it is difficult to fully

calculate the cost of turnover , industry experts often quote 25% of the average

employee salary as a conservative estimate.

2. Loss of Company Knowledge: When an employee leaves, he takes

with him valuable knowledge about the company, customers, current projects

and past history. Often much time and money has been spent on the employee

is expectation of a future return.

3. Interruption of Customer Service: Customers and clients do

business with a company in part because of the people. Relationships are

developed that encourage continued sponsorship of the business. When an

employee leaves, the relationships that employee built for the company are

severed, which could lead to potential customer loss.

4. Turnover leads to more turnovers: When an employee

terminates, the effect is felt throughout the organizations. Co-workers are

often required to pick up the slack. The unspoken negativity often intensifies

for the remaining staff.

5. Goodwill of the Company: The goodwill of a company is maintained

when the attrition rates are low. Higher retention rates motivate potential

employees to join the organization.

6. Regaining efficiency: If an employee resigns, then good amount of

time is lost in hiring a new employee and then training him/her and this goes

to the loss of the company directly which many a times goes unnoticed and

even after this you cannot assure us of the same efficiency from the new

employee.

HOW TO INCREASE EMPLOYEE RETENTION?

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Companies have now realized the importance of retaining their quality

workforce. Retaining quality performance contributes to productivity of the

organization and increase morale among employees.

Four basic factors that play an important role in increasing employee retention

include salary and remuneration, providing recognition, benefits and opportunities for

individual growth. But are they really positively contributing to the retention rates of a

company? Basic salary, these days, hardly reduces turnover. Today, employees look

beyond the money factor.

EMPLOYEE RETENTION CAN BE INCREASES BY

UNCALCULATING THE FOLLOWING PRACTICES:

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1. Open Communication: A culture of open communication enforces

loyalty among employees. Open communication tends to keep employees

informed on key issues. Most importantly, they need to know that their

opinions matter and that management is100% interested in their input.

2. Employee Reward Program: A positive recognition for work boosts

the motivational levels of employees. Recognition can be made explicit by

providing awards like best employee of the month or punctually award.

Project based re recognition also has great significance. The award can be in

terms of gifts or money.

3. Career Development Program: Every individual is worried about

his/her career. He is always keen to know his career path in the company

organizations can offer various technical certification courses which will help

employee in enhancing his knowledge.

4. Performance Based Bonus: A provision of performance linked

bonus can be made wherein an employee is bale to relate his performance with

the company profits and hence will work hard. This bonus should strictly be

productivity based.

5. Recreation facilities: Recreation facilities help in keeping employees

away from recreational programs should be arranged. They may include

taking employees to trips annually or bi-annually, celebrating anniversaries,

sports activities, etc.,

6. Gifts at Some Occasions: giving out some gifts at the time of one or

Two festivals to the employees making them feel good.

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EMPLOYEE RETENTIONS STRATEGIES

The basic practices which should be kept in mind in the employee retention strategies are:

Creating a Motivating Environment: Team leaders who create

motivating environments are likely to keep their members together for a longer period

of time. Motivation does not necessarily have to come through fun events such as

parties, celebrations, team outings etc. they can also come through serious events e.g.

arranging a talk by the VP of Quality on career opportunities in the field of quality.

Employees who look forward to these events and are likely to remain more engaged.

Standing up for the Team: Team leaders are closest to their team

members. While they need to ensure smooth functioning of their team by

implementing management decisions, they also need to educate their managers about

the realities on the ground. When agents see the team leader standing up for them,

they will have one more reason to stay in the team.

Providing coaching: Everyone wants to be successful in his or her

current job. However, not everyone knows how. Therefore, one of the key

responsibilities will be providing coaching that is intended to improve the

performance of employees. Managers often tend to escape this role by just coaching

their employees. However, coaching is followed by monitoring performance and

providing feedback on the same.

Delegation: Many team leaders and managers feel that they are the only

people who can do a particular task or job. Therefore, they do not delegate their jobs

as much as they should. Delegation is a great way to develop competencies.

Extra Responsibility: giving extra responsibility to employees is

another way to get them engaged with the company. However, just giving the extra

responsibility does not help. The manager must spend good time teaching the

employees of how to manage responsibilities given to them so that they don’t feel

over burdened.

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Focus on Future career: Employees are always concerned about their

future career. A manager should focus on showing employees his career leader. If an

employee sees that is current job offers a path towards their future career likely to stay

longer in the company. Therefore, managers should play the role of career counselors

as well.

MANAGER ROLE IN RETENTION

When asked about why employees leave, low salary comes out to be a

common excuse. However, research has shown that people join companies, but leave

because of what their manager’s do or don’t do. It is seen that managers who respect

and value employees’ competency, pay attention to their aspirations, assure

challenging work, value the quality of work life and when asked about why

employees leave, low salary comes out to be a common excuse. However, researcher

when asked about why employees leave, low salary comes out to be a common

excuse. However, research has shown that people join companies, but leave because

of what their manager’s do or don’t do. It is seen that managers who respect and value

employees’ competency, pay attention to their aspirations, assure challenging work,

value the quality of work life and provided chances fro learning have loyal and

engaged employees. Therefore, managers and team leader play an active and vital role

in employee retention.

Managers and team leaders can reduce the attrition levels considerably by

creating a motivating team culture and improving the relationships with team

members. This can be done in a following way:

1. Hire the right people in the first place.

2. Empower the employees: Give the employees the authority to get things done.

3. Make employees realize that they are the most valuable asset of the

organization.

4. Have faith in them, trust them and respect them.

5. Provide them information and knowledge.

6. Keep providing them feedback on their performance.

7. Recognize and appreciate their achievements.

8. Keep their morale high.

9. Create an environment where the employees want to work an have fun.

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These practices can be categorized in 3 levels: Low, medium ad high level.

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TIPS FOR EMPLOYEE RETENTION

The ability of the employee to speak his or her mind freely within the

organization is another key factor in employee retention.

Involve employees in decisions that affect their jobs and the overall direction

of the company.

Recognize excellent performance, and especially link pay to performance.

Provide the opportunities within the company for cross training and career

progression.

Provide opportunity for career and personal growth through training and

educations challenging assignments.

The quality of the supervisor an employee receives is critical to employee

retention

The ability of the employee to speak his or her mind freely within the

organization.

Talent & skill utilization is a key factor to seek employees in workplace.

Select right people

Offer an attractive, Competitive, Benefits package

Provide opportunities for people to share their knowledge via training

sessions, present actions, mentioning others & flexible house Retention tips

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1.2 THE ADITYA BIRLA GROUP

Vision:

To be a premium global conglomerate with a clear focus on each business.

Mission:

To deliver superior value to our customers, shareholders, employees and

society at large.

Values:

Integrity

Commitment

Passion

Seamlessness

Speed

ABG is a 24 billion dollars corporation; the Aditya Birla Group is anchored by an

extraordinary force of 100,000 employees, belonging to 25 different nationalities. The

diversity of location, language and culture blends seamlessly into a common work

ethos, which hinges on fostering excellence, recognizing and rewarding

entrepreneurship.

ABG believes in empowerment, delegation and calculated risk taking. ABG’s

ongoing endeavor is to create an organizational ambience where talent can bloom. To

do so, ABG strives to make the workplace a source of creativity, innovation and one

that makes work meaningful.

ABG ensures that all the Group’s polices, forward – looking initiatives and

goals are fully communicated to all employees and that they understand and relate to

these. ABG’s commitment to their people is reflected in the sense of belonging and

pride every employee feels towards the Group and the passion and commitment they

bring to their work.

The Aditya Birla Group is India’s first truly multinational corporation. Global

in vision, rooted in Indian values, the group is driven by a performance ethic pegged

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on value creation for its multiple stakeholders. Over 50 per cent of its revenues flow

from its operations across the world. The Aditya Birla Group’s products and services

offer distinctive customer solutions worldwide. The Group has operations in 20

countries - India, Thailand, Laos, Indonesia, Philippines, Egypt, China, Canada,

Australia, USA, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg,

Switzerland, Malaysia and Korea.

In India, the Group has been adjudged “The Best Employer in India and

among the top 20 in Asia” by the Hewitt-Economic Times and Wall Street Journal

Study 2007. This has been announced recently.

Globally the Aditya Birla Group is:

A metals powerhouse, among the world’s most cost-efficient aluminum and

copper producers. Hindalco, (Plant: Howrah) from its fold, is a Fortune 500

Company. It is also the largest aluminium rolling company and one of the 3 biggest

producers of primary aluminium in Asia, with the largest single location copper

smelter.

No. 1 in viscose staple fiber

The 3rd largest producer of insulators

The 4th largest producer of carbon black

The 11th largest cement producer globally and the 2nd largest in India

With some more units which are under construction now, ABG will become

the largest cement producer in India by 2008.

Among the world’s top 15 BPO (Business Process Outsourcing) companies

and among India’s top 3

Among the best energy efficient fertilizers plants.

In India:

A premier branded garments player – Grasim Suitings

The 2nd largest player in viscose filament yarn

The 2nd largest in the Chlor-alkali sector

Among the top 5 mobile telephone companies

A leading player in Life Insurance and Asset Management

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– Birla Sun Life.

Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success

does not come in the way of the need to keep learning afresh, to keep experimenting.

Beyond Business:

A value – based, caring corporate citizen, the Aditya Birla Group inherently

believes in the trusteeship concept of management. Part of the Group’s profits is

ploughed back into meaningful welfare – driven initiatives that make a qualitative

difference to the lives of marginalized people. These activities are carried out under

the aegis of the Aditya Birla Centre for Community Initiatives and Rural

Development, which is spearheaded by Mrs. Rajashree Birla.

Working in 3700 villages.

Reaching out to 7 million people annually through the Aditya Birla Centre for

Community Initiatives and Rural Development, lead by Mrs. Rajashree Birla.

Focus areas are: health care, education, sustainable livelihood, infrastructure

and promoting social causes.

Run 45 Schools and 18 Hospitals.

Transcending the conventional barriers of business to send out a message that

“We Care”.

PLANT PROFILE

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UltraTech Cement Limited

A. P. Cement Works

Introduction:

UltraTech Cement Limited was formed effective July 2004, with the demerger

of Cement Division from Larsen & Toubro Limited, and was taken over by the Aditya

Birla Group and got merged into A.V.Birla Group of Industries.

UltraTech Cement Limited is a technology driven company with leading edge

capabilities in fields related to infrastructure and basic industries. In terms of main

stream criteria viz., sales, profit, assets and market capitalization, UltraTech Cement

Limited ranks among top ten in India's private sector. The company is also ranked

high by less tangible yardsticks such as intellectual capital and brand-worth.

UltraTech Cement Limited & its subsidiaries, has manufacturing facilities at

10 locations in India and 3 Terminals including one at Srilanka. Almost all the

factories have secured ISO-9001, 14001, 18001 (OHSAS) and other certificates of the

highest order. UltraTech Cement Limited's distribution and services out-reach

underlines its strong customer orientation. The network extends to virtually every

district in the country. A concern for the environment is an integral part of the

company's vision. UltraTech Cement Limited is committed to growth in consonance

with the ecology and the needs of the communities it serves.

UltraTech Cement Limited is India's largest cement producer, with a

manufacturing capacity of over 17 million tones per year. UltraTech Cement Limited

manufactures and markets.

Ordinary Portland Cement – 43 grade / 53 grade

Portland Blast Furnace Slag Cement

Portland Pozzolana Cement

Rapid hardening Portland cement

Sulphate resistant cement

UltraTech Cement plants are located at:

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1. Awarpur cement works. Awarpur, Maharashtra

2. Hirmi cement works. Hirmi , Madhya Pradesh

3. Gujarat cement works. Kovaya, Gujarat

4. Andhra Pradesh cement works. Tadpatri, Andhra Pradesh

UltraTech Cement grinding units are located at:

1. Jarsuguda Orissa

2. Arakkonam Tamilnadu

3. Durgapur West Bengal

UltraTech Cement Limited Subsidiaries:

Cement Plants:

Narmada Cement Company Limited Gujarat

Grinding Units:

Magdalla Gujarat

Ratnagiri Maharashtra

UltraTech Cement Terminals are located at:

1. Navi Mumbai Mumbai

2. Mangalore Terminal Karnataka

3. UltraTech-Ceylinco Srilanka

ANDHRA PRADESH CEMENT WORKS

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The UltraTech Cement Limited, Andhra Pradesh Cement Works is located at

360 kms. South of Hyderabad in the state of Andhra Pradesh in South India. Along

with the grinding unit at Arakkonam it has a capacity of 3.6 million tones of cement

per annum.

APCW project started with a prospecting license in March 1992 followed by a

mining lease in June 1993. When various formalities were completed, action shifted

from the drawing board to the project site with the first association commencing in

November, 1995. Due to excellent co-operation from the Government of AP. APCW

did not face much problems while setting up the plant. In June 1995, Mr. N.T. Rama

Rao laid foundation stone and the project was completed in a span of 1 year 10

months and was inaugurated on August 1998.

Even the acute shortage of power in the state did not hamper the construction

activities. The construction was completed totally with the help of diesel generating

sets. In view of the expected power shortage, APCW is provided with two diesel

generator sets of 24.6 MW (i.e., 2x12.3 MW) which is around 60% of total power

requirement of the plant. Now it also introduced Waste Heat Recovery Plant (4 MW)

and Thermal Power Plant (50 MW). This Plant has been set up with the coordinated

efforts of all its business groups, which minimized the problems during the execution

stage. The plant now started its Second Phase Construction.

Plant Capacity:

Even though the plant has started with an installed capacity of 6,000 TPD,

later- on the capacity has been enhanced to 8,000 TPD. The cement plant's installed

capacity is 2 million tones per annum (MTPA). APCW caters to the cement users in

the southern part of India. It is ideally located as far as the market is concerned.

Unique features of APCW:

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A peculiarity of UltraTech Cement Limited's APCW is that its mines fall in

Kurnool district while the plant is in Anantapur District.

Only cement plant in UltraTech Cement Limited, with a split location of entire

main plant on top of a hillock and the packing plant down the hill.

One of the plants using minimum energy for cement manufacturing.

Only plant where the entire cement-loading rake of 40 wagons can be placed

on one stretch constructed on engine on load concept.

The RCC chimney at the plant is the tallest in the Indian cement Industry.

It has two vertical raw mills (Atox 50) having a roller diameter of 5 M these

are the biggest mills in the country.

First unit to implement computerized billing for cement loading.

Cement Machinery:

Complete range – from crushing to packing plants are supplied by Larsen &

Toubro’s Machinery Division, in Collaboration with F.L.Smitdth & co., Denmark.

Presently the largest capacity of 8000 TPD in a single line production in India.

Vertical roller mills for raw materials and cement grinding

Fuel-efficient pyro-processing systems

High pressure roller presses for cement mill for cement grinding

Modern Duoflex burner for efficient flame control.

Hydraulic drive coolax cooler with new generation CIS cooler inlet.

Efficient Pollution control equipments like ESPs, Bag Houses and Reverse air Bag house at appropriate locations

CEM scanner for kiln refractory management

QCX for meal blending and quality control

Fuzzy logic system for plant optimization Cool scanner for monitoring coolax cooler

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The plant is certified by DNV of Netherlands as an ISO 9001, ISO 14001 and

OHSAS 18001 company. APCW manufactures Ordinary Portland Cement, Portland

Pozzolana Cement and Portland Blast Furnace Slag Cement, which is distributed

through a wide network of Authorized Stockiest.

Process of Cement Manufacturing:

Limestone is the major raw material in cement and is mined from captive

mines and crushed to the desired size fraction at a rated output of 1200 TPH. APCW

is having two vertical roller mills of rated capacity 265 tph @20% residue on 90-

micron sieve, each for raw material grinding. The raw meal is transported by bucket

elevator system to 22.4 m dia C.F.(Control flow)Silo with a capacity of 2100m3.

The coal used at APCW is either imported from South Africa / Australia /

Indonesia / China or procured indigenously. The coal required for burning into the

rotary kiln and calciner is pulverized in a vertical coal-mill with a capacity 71 tph at a

fineness of 15 % on 90 micron sieve. The coal-meal is stored in two fine coal bins,

one for kiln firing and the other for calciner firing. The coal meal is dedusted through

a bag filter.

The raw meal is taken to the top of the six stage preheater by bucket elevators

and fed into the kiln and calciner strings where heat transfer is done by counter

current method upto 95 - 99% degree of calcination is achieved before being fed into

the rotary kiln for further processing. The output of kiln is called clinker, which is

then cooled, in a cooler. The air cooled clinker is then transported through a deep pan

conveyor to the two clinker silos which each having capacity to store 1,50,000 tons

and 57,000 tons of clinker respectively. The raw mills and the rotary kiln system

exhaust gases are dedusted through Reverse Air Bag House.

The final stage is grinding of clinker and other additives into cement. There are

two cement mills with Roller Press of capacity 161 tph (on OPC basis) at a specific

surface of 3000 cm2/gm each. The cement mills are dedusted /vented through ESP’s

(Electrostatic Precipitators). APCW manufactures OPC, PPC & PSC. At APCW there

are six silos of 4600 m3 storage capacity for storing the cement.

The cement is packed in bags with the help of six electronic packers operating

round the clock. The packed cement is dispatched to various destinations by road and

rail. Dedusting of the packing machines is done by jet pulse filters. The material

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handling conveyors at transfer points in the plant are vented /dedusted through dust

collectors.

Some of the clinker is transported to Arakkonam grinding unit by railway

wagons as per the requirement at their end.

HUMAN RESOURCE SYSTEM IN ULTRATECH CEMENT

LIMITED:

Human Resource policy is managed at corporate level and unit levels. Major

policy and strategies in certain areas are formulated at Corporate HR. APCW

formulates the local level strategies and policies in line with the Corporate HR. HR

SET at UltraTech, APCW, implements both local level and corporate level HR

polices and strategies. Unit Head, Operations Head, Functional Heads and Unit

Personnel Manager are involved in formulating APCW polices and strategies.

The Corporate HR regularly conducts HR conclaves in order to bring about

greater cohesion of OD level HR polices, so as to align these systems with individual

units requirements and also keeping in view overall business goals. Unit’s head and

HR heads attend these meets.

Man power:

Based on requirement of individual departments, Head of that department is

asked to give information to man power planning department regarding the number of

persons required. The departmental heads assess their requirements based on the

available departmental job description to ensure role clarity and to avoid role

ambiguity. The Central Personnel Dept. carries out the recruitment process.

The total employees in APCW are 444 covering all departments as on

26.06.2007, out of which 225 are in Officers and Supervisor Cadre, 44 are Monthly

rated employees and 175 are Daily rated employees. There are nearly 500 contract

labors working every day on casual basis.

People Management at UltraTech Cement Limited:

"Employee Delight is the key to Customer Delight" is the conviction of

UltraTech Cement Limited.

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UltraTech Cement Limited's residential management development center

offers employees the opportunities for Knowledge enhancement and learning through

self-study and introspection. The faculty is drawn from India's premier management

institutes. UltraTech Cement Limited has also found a place for itself as the only

"Asian member of benchmarking forum for American Society for Training &

Development (ASTD). Self-learning facility comprising of programs on CD-ROMS

enables employees to work at their own place.

Recruitment & Selection:

Recruitment sources include, advertisements given in newspapers and data

banks, depending upon the manpower requirements as stated by departmental heads,

depending upon the number of applications received, the qualification may be

generalized (in case of very few applications). Then, the persons with required

qualification are interviewed. The interviewing panel comprises of personnel officials

in the department. If the applications are in large number they will be short-listed

according to the norms of the organization.

The wage board employees are assessed on factors like:

Technical Aptitude

English and

Critical Reasoning

All employees are kept under probation for a period of 6 months after joining and

before their services are confirmed on rolls.

The O&S cadre employees will be assessed on factors like:

Management Aptitude

Leadership Behavior

The recruitment of Diploma Engineering Trainees (DET) and Graduate

Engineering Trainees (GET) are done at Central Personnel Department once in a year

through Campus Selections / advertisements in famous newspapers. The recruited

candidates are kept under probation for a period of 2 years and then are absorbed to

suitable cadre in the organization. During the probation period the absorbed

candidates are sent to each department to get acquainted with the departmental

activities and then they are sent to the other units of UltraTech Cement Limited for

proper orientation in the respective fields.

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Performance Appraisal System:

UltraTech Cement Limited probably is the first organization in India to

introduce an integrated HRD system in the year 1975 with the introduction of

"Performance Appraisal Feedback & Counseling System".

PA includes sub-systems like:

٭ Potential appraisal

٭ Training & Development

٭ Employee counseling and

٭ Career Planning and Development.

In order to provide avenues of growth, among the Wage Board cadre, Merit

Rating procedure is in place. The performance of the employee evaluated through a

two – stage process by immediate superior and Facilitator/Champion of AET/SET.

Further, in order to encourage more career opportunities to wage board employees,

company has a detailed Non – Supervisor to Supervisor Scheme in place.

The new initiatives in Performance Appraisal System in APCW are ‘Online

Performance Appraisal’ linked with POORNATA module. It is implemented by

Group’s Corporate Office at Mumbai. It was started in last year. This form of

Performance Appraisal is mainly for Officers and Supervisors only.

Innovative Working Methodologies:

A. Survey – A Feedback Mechanism:

UltraTech, APCW believes that feedback is a major tool and an opportunity to

improve the organizational effectiveness. The annual feedback from surveys

conducted by B – School students helps us to get to know the employees’ feelings and

perceptions on various issues concerning the organization. Based on the analysis, HR

SET will submit a report to Unit Head for further review and necessary actions,

Issues, which require Corporate HR attention, will be given as a input for reviewing

policies and strategies.

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B. Participatory Mechanisms:

UltraTech strongly supports participatory work culture. Employee

participatory mechanisms such as Suggestion Scheme, Seva Committee, AETs, are in

place. These forums are an opportunity to the employees to discuss and arrive at a

decision resulting in efficiency, productivity, cost saving, safety cleanliness,

orderliness etc. This aspect was reflected positively in OCS – 04.

C. Change Management Initiatives:

In APCW Endeavor to achieve excellence and become world – class

organization, Project Parivarthan was launched. This initiative has facilitated total

employee involvement. Benchmarking, Six Sigma are the other initiatives launched

with the objective of excelling further and to help the organization produce services

better faster and cheaper. This initiative has facilitated total employee involvement.

D. Cross Functional Perspective:

UltraTech, APCW primarily focuses on imparting cross – functional

knowledge on the basis of PBO. For e.g., A PACT leader is owner of a particular

PACT zone irrespective of core competency.

E. Harmonious Work Culture:

One of the success stories of UltraTech APCW is the existence of harmonious

work culture. Though the plant is situated in a volatile region, yet, not a single day is

lost due to industrial disturbances. The unit has witnessed continuously low rate of

absenteeism over the years. This was attained through sustained intervention such as

continuous training with wage board and contract workmen.

Training Setup:

In line with the organization vision of continuous and vibrant learning,

UltraTech Cement Limited has in the right earnest has adopted the organizational

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virtues of continuous learning through a set of initiatives. UltraTech firmly believes

that learned employees are an invaluable asset to the organization.

Employment Avenue:

The employment potential of the company is about 3000 (both direct and

indirect). There were about 300 quarters in the township for employees and the

population was about 2000 including employees, contractors and others.

IR Scenario:

One of the success stories of APCW is the existence of harmonious work

culture and a sense of camaraderie, though the plant is situated in a politically

vulnerable region, not a single day is lost due to industrial relation problem. Pro –

active approach, participatory culture, continuous interaction by HR personnel,

handling grievances promptly, sound disciplinary management coupled with

continuous dose of behavioral programmes were some of the IR initiatives. The result

is that the company totally functions in a non – unionized environment.

Corporate Social Responsibility:

The company is rendering significant social services to the surrounding

villages of the factory limits. After the company is established there is tremendous

progress in the surrounding villages economically and socially. The company is

rendering various welfare measures and community development activities in the

surrounding villages of the factory under various government schemes.

1.3 INDUSTRY PROFILE

Indian Cement Industry:

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The Indian Cement Industry is a unique combination of very large to very

small capacity and modern to very older technology plants. The share of installed

capacity of energy inefficient process plant had slowly decreased from 94% to 61% in

1960 till 1980 and there after as a result of quantum jump n production capacities

through modern dry process plants as well as conversion of wet process has been

reduced to just 5% today.

India is the second largest cement producer in the world after China. The

present installed capacity of 119 million tones per annum is distributed over 113 large

size plant and over 300 mini cement plants.

The cement production raised from a mere 22.54 million tones per annum in

1982 to 95 million tones per annum by 2001, registered more than 200% growth.

“Economy builds the nation and industry builds the Economy”

Of the many industries influencing the growth of the economy, cement

industry has occupied a relevant position, which it deserves. Cement industry in India

is 8 decades old and yet it is in its youth as one can see the use of the cement anytime

and anywhere in cities or towns in the form of buildings or industries. Keeping in

view the importance of cement in the current economy, it can be said that no other

industry exits in the absence of cement industry.

History Of Cement:

The search for men made bonding materials began with human endeavor to

mimic the habits gifted by nature. Situations changed with growth in population

during Paleolithic Age men used to enjoy adequate shelter provided by nature.

The Bronze Age also witnessed the age of building materials from clay based

mixture. The Bronze Age also witnessed the use of air hardening lime. This obviously

linked with the discovery of fire and chanced calcinations of limestone in some forest

tracts.

In the evolutionary process the Phoenicians perfected the practice of mortar

preparation with the burnt lime and volcanic ash. The use of lime and its preparation

was handed over from generation to generation to present times.

23

Modern Portland Cement was invented by JOSEPH ASPDIA of LEEDS in the

year 1824 and this was patented as PORTLAND because of its hardening, this used to

look like stone from Isle of PortLand.

In modern terminology cement can be defined as follows:

“The word cement means BOND and material possessing binding. This

cementing property is called as Cement.” Cement as used in the construction industry

is a fine inorganic powder inherent, cohesive and adhesive properties. It is hydraulic

material, which sets and hardens on addition of water and imparts strength to the

structure.

Evolution of Cement in India:

The attempt to produce Cement in India dates back to 1889 when a Calcutta

based firm attempted to produce Agrillaceauskankar. The first organized attempt tko

produce Cement on a mass scale was attempted in 1904 by South Indian Industries

Limited. The growth continued and in 1936 eleven companies emerged to form

Associated Cement Companies (ACC). The formation of concrete association in India

in 1927, helped to popularize the use of indigenous cement. By 1947, India has 23

cement plants with a capacity of 2.2 million tones per annum to the ever increasing

demand of cement.

RESEARCH METHODOLOGY

2.1 TITLE

“A STUDY ON EMPLOYEE RETENTION “

24

2.2 INTRODUCTION

This methodology includes need of the study, objectives of the study, research

design, collection of data and the limitations of the study.

2.3 OBJECTIVES OF THE STUDY

The objectives of the study are

To study the present retention strategies adopted by the company.

To assess the satisfaction level of employee with existing retention strategies.

2.4 STATEMENT OF THE PROBLEM

Employees are the most important and valuable asset of an organization.

Employees are the foundation of an organization. Retaining them is an important as

hiring them in the first place. Hence it is necessary to know the strategies used to

retain the employees in the organization.

2.5 NEED FOR THE STUDY

The present study is focus on the existing retention strategies in ultratech

cement Ltd and findout the satisfaction level of an employere regarding the strategies.

2.6 RESEARCH DESIGN

Descriptive research procedure is used for describing the resent situations in

the organization and analytical research to analyze the results by using research tools.

25

Descriptive Research:

This research includes surveys and facts finding enquires of different kinds.

The major purpose of descriptive research is that the research can only describe the

state of affairs existing at present in the organization. The main feature of this method

is that the researcher has no control over the extraneous variables called the

respondents as they are going to interview the employees of the organization in order

to perform study.They can only report what happened or what is happening. In social

science and business research, we quiet often use the terms “ex-post facto research”

for descriptive research studies, the researcher can discover and describe the causes

for various situations but they cannot control the situations.

2.7 RESEARC TOOLS

Data Source : Primary & Secondary Data

Research Approach : Survey method

Research Instrument: Questionnaire

Sampling scheme : Simple random sampling

Contact method : Personal / Direct

Sample size : 114

26

2.8 DATA SOURCES AND COLLECTION METHODS

There are tow type for collecting data

1. Primary data

2. Secondary data

PRIMARY DATA

Primary data are those which are colleted a fresh and for the first time

& thus happen to be original in character.Primary data is obtained by the study

specially designed to fulfill the data needs to problem hand. Such data are original

in characters generated by the way of conducting survey.

SECONDARY DATA

Secondary data are those which have already been collected by someone

else and which have already been passed through the statistical process.The

Secondary data consist of reality available compendices already complied statistical

statements. Secondary data consists of not only published records and reports but also

unpublished records.

27

3 ANALYSIS AND INTERPRETATION

3.1 Employees are familiar with their Duties and Responsibilities assigned by the company.

Introduction:

This question is incorporated in the questionnaire for the purpose of identifying the

duties and responsibilities of employees in Ultratech Cements Ltd.

Table 3.1

DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 59 52

Agree 46 40Disagree 5 4

Strongly disagree 1 1Neither agree nor

disagree3 3

TOTAL 114 100.0

Graph 3.1

DUTIES AND RESPONSIBILITIES

52

40

41 3

0

10

20

30

40

50

60

Strongly agree Agree Disagree Stronglydisagree

Neither agreenor disagree

DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:

From the above graph, it is observed that 92% of the respondents

(51.8%strongly agreed, 40.4%agreed) have accepted that they know about their duties

and responsibilities and 5% of respondents are not aware of their duties and

responsibilities.

28

3.2 Company provides proper Authority, Responsibility, and

Accountability to employees.

Introduction:

Every employee is assigned a job with Authority, Responsibility and Accountability.

In this question it is to identify whether these activities are performing well or not.

Table3.2



Strongly disagree 4 3Neither agree nor disagree 4 3

TOTAL 114 100

Graph 3.2

AUTHORITY,RESPONSIBILITY,ACCOUNTIBILITY

35

46

13

3 3

0

10

20

30

40

50

Strongly agree Agree Disagree Strongly disagree Neither agree nordisagree

DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:

From the above graph, it is observed that 81% of the respondents have

accepted that they are assigned the job with authority responsibilities and

accountability to perform well. Around 16% of the respondents have not accepted the

statement.

29

3.3 Identified for new assignments organized by the company.

Introduction:

Employees are given new assignments based on their consultation and by training and

in this question it is to identify whether the employees are identified for new jobs or

not.

Table 3.3




TOTAL 114 100.0

Graph 3.3

IDENTIFIED FOR NEW ASSIGNMENTS

26

44

1310

7

05

101520253035404550


DIMENSIONS

NO

.F R

ES

PO

ND

EN

TS

PERCENTAGE

Inference:

From the above graph, it is observed that 70% of respondents

strongly have accepted that they are identified for new assignments especially after

providing training to them. Around 23% of respondents have not accepted the

statement

30

3.4 Stress on employees converts into positive manner.

Introduction:

Employees face some sort of stress while performing assignments and in this question

it is to identify how stress is converted into a positive manner to complete the

assignments.

Table 3.4




TOTAL 114 100.0

Graph 3.4

CONVERT STRESS IN POSITIVE MANNER

26

44

11 9 10

05

101520253035404550


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:

From the above graph it is observed that 70% of respondents have

accepted that they convert stress into positive manner and 20% of the respondents

have not accepted the same.

31

3.5 Job rotation leads to the individual improvement.

Introduction:

Job rotation refers employee moving from one job to another job and in this it is to

identify whether job rotation leads to the individual improvement and to

organizational benefit or not.

Table 3.5




TOTAL 114 100.0

Graph 3.5

JOB IS ROTATED

3135

15

10 9

0

510

1520

25

3035

40


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:


accepted that their job is rotated and led to both individual improvements and

organizational benefits around 25% of respondents have not accepted the

statement.

32

3.6. Superior identifies employee’s skills and potentials

Introduction:

Skills and potentials are required to perform a job effectively. This question is to

identify whether the superior identifies their skills are not and how the training is

impacted.

Table 3.6




TOTAL 114 100.0

Graph 3.6

HOD IDENTIFIES MY PRESENT SKILLSE

26

44

20

5 5

05

101520253035404550


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:


have accepted that the concerned in charge identifies their present skills and

potentials in performing the job and training is imparted to them accordingly.

Around 25% of respondents have not accepted the statement.

33

3.7. Company provides new opportunities apart from regular

assignments

Introduction:

New opportunities are identified based on the performance so training is required to

improve the performance and this question is to identify whether the new

opportunities are provided after training or not.

Table3.7




TOTAL 114 100.0

Graph 3.7

PROVIDING NEW OPPORTUNITIES

29

44

19

62

05

101520253035404550


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:


have accepted that the concerned in charge identifies their present skills and

potentials in performing the job and training is imparted to them accordingly.

Around 25% of respondents have not accepted the statement.

34

3.8 Superior guides to their subordinates as and when required.

Introduction:

Decision making is critical and essential to every employee and this question is to

identify whether the employees are allowed to take decisions or not and superior

provide guidance to them or not.

Table 3.8




TOTAL 114 100.0

Graph 3.8

SUPERIOR GUIDES ME AS AND WHEN REQUIRED

31

44

126 7

05

101520253035404550


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:

From the above graph, it is observed that 75% of the

respondents have accepted that they are asked to take decisions in job and their

superior guides them as and when required. Around 18% of respondents have not

accepted the statement.

35

3.9 HOD addresses grievances

Introduction:

A grievance can be defined as any discontent or dissatisfaction with any aspect of

the organization. This question is to know the grievance procedure existed in the

organization.

Table 3.9




TOTAL 114 100.0

Graph 3.9

HOD ADDRESS GRIEVANCE

26

39

11 1014

05

1015202530354045


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:


have accepted that their immediate in charge or HOD addresses their grievances

and gives them feedback on the same. Around 21% of respondents have not


36

3.10 Organization utilizes employee services effectively and

efficiently.

Introduction:

This question is to identify whether the organization utilizes their services

effectively and efficiently.

Table3.10




TOTAL 114 100.0

Graph 3.10

ORGANIZATION UTILIZES EMPLOYEE SERVICES EFFECTIVELY

26

35

1712

10

0

510

1520

25

3035

40


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:


respondents have accepted that the organization utilizes their services effectively

and efficiently. Around 29% of respondents have not accepted the statement.

37

3.11. Present job leads satisfaction to the employees.

Introduction:

Job satisfaction is required to perform a job efficiently without a job satisfaction

the employee cannot perform a job efficiently.This question is to identify whether

the employees are satisfied with their job or not.

Table 3.11




TOTAL 114 100.0

Graph 3.11

SATISFACTION IN PERFORMING JOB

33

46

116 4

05

101520253035404550


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:


accepted that they derive satisfaction in performing the job. Around 17% of

respondents have not accepted the statement.

38

3.12. Seniors, colleagues and subordinates are very cooperative in the

organization

Introduction:

Co-operation of the seniors, colleagues and subordinates is required to complete the

assignments in time. This question is to identify whether they are co-operative or not.

Table 3.12




TOTAL 114 100.0

Graph 3.12

SENIORS,COLLEAGUES AND SUBORDINATES ARE VERY COOPERATIVE

35

46

14

3 2

05

101520253035404550


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:


have accepted that their seniors, colleagues and subordinates are very cooperative

and they work as a team. Around 17% of respondents have not accepted the

statement.

39

3.13. Employees are recognized and rewarded suitably by the

organization.

Introduction:

The employee recognition and rewarding plays an important role in motivating the

employees. So proper recognition should be given to the employees according to their

performance. This question is to identify whether they are recognized or not.

Table3.13




TOTAL 114 100.0

Graph 3.13

RECOGNITION AND REWARDS SUITABLY BY THE ORGANIZATION

23

35

19

11 12

0

510

1520

25

3035

40


DIMENSIONS

NO

,OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:


respondents have accepted that they have been recognized and rewarded suitably

by the organization for their performance as per the policy. Around 30% of


40

3.14. Organization provides compensation based on qualification,

experience.

Introduction:

Compensation refers to giving an additional pay to the employees if any loss occurs.

This question is to identifying whether compensation commensurate with

qualification.

Table 3.14DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 27 24



TOTAL 114 100.0

Graph 3.14

COMPENSATION COMMENSURATE WITH QUALIFICATION

24

56

15

3 2

0

10

20

30

40

50

60

Strongly agree Agree Disagree Stronglydisagree

Neither agreenor disagree

DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:


respondents have accepted that they know that the compensation commensurate

with the qualification, experience exposure and especially with their job

performance during the period in delivering results in time. Around 18% of


41

3.15. Organization provides job security to the employees.

Introduction:

Job security and social belongingness is important to any organization. Job

security refers to the protection of the job from different consequences. This

question is to identify whether they feel job security or not.

Table3.15




TOTAL 114 100.0

Graph 3.15

SENSE OF JOB SECURITY AND SENSE OF SOCIAL BELONGINGNESS

35

48

85 4

0

10

20

30

40

50

60


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:


strongly have accepted that they feel a sense of job security and sense of social

belongings in the organization. Around 13% of respondents have not accepted the

statement.

42

3.16. Proud of working with ABG Group

Introduction:

ABG group is one of the major cement industries. It occupied third place in all

cement industries and this question is to identify how they feel working with ABG

group.

Table 3.16




TOTAL 114 100.0

Graph 3.16

PROUD OF WORKING WITH ABG GROUP

53

30

49

4

0

10

20

30

40

50

60


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference


accepted that they have feel proud of working with ABG group. Around 13% of


43

3. 17 ABG group provides career opportunities

Introduction:

Career is essential to every employee. They more concentrate on their career

growth. This question is to identify whether ABG group provides career

opportunities and how many employees agree with this statement.

Table 3.17




TOTAL 114 100.0

Graph 3.17

ABG GROUP PROVIDES CAREER OPPORTUNITIES

35

26

139

17

0

510

1520

25

3035

40


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference


respondents have accepted that the ABG group provides carrier opportunities to

the employees. Around 22% of respondents have not accepted the statement.

44

3.18 Organization provides health, accident and insurance policy to the

employees

Introduction:

The life is not guaranteed to anyone. So every employee needs the Insurance policies.

This question is to identify whether the employees are provided with health, accident

and insurance policy.

Table 3.18




TOTAL 114 100.0

Graph 3.18

HEALTH, ACCIDENTS AND INSURENCE POLICY

44

35

83

10

05

101520253035404550


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:


accepted that they have been covered under the health and accident insurance policy

by the organization or by other insurance company. Around 11% of respondents have

not accepted the statement.

45

3.19 Organization is concerned about the health of the employees

Introduction:

Employee safety and health influence the productivity of the organization. Some

welfare facilities should provide to the employees. This question is to identify

whether the organization is concerned about the health of the employees or not.

Table 3.19




TOTAL 114 100.0

Graph 3.19

ORGANIZATION IS CONCERNED ABOUT THE HEALTH OF THE EMPLOYEES

3935

11 105

05

1015202530354045


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:


accepted that the organization is concerned about the health of the employees

and their dependents in providing good health awareness programmers like

Pulse Polio heart checkups and eye checkups etc at regular intervals. Around

21% of respondents have not accepted the statement.

46

3.20. Organization extended transportation facilities to the township.

Introduction:

Transportation refers to getting the employees from one place to another .This

question is to identify that whether the transportation facilities provided to

township residents are at specified time or not.

Table 3.20




TOTAL 114 100.0

Graph 3.20

TRANSPORTATION FACILITIES ARE EXTENDED TI THE TOWNSHIP

3935

9 107

05

1015202530354045


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:


accepted that they feel that the transportation facilities are extended to the

township residents in at specified timings by the organization and the transport

cell is arranging need based vehicles to the employees. Around 19% of the


47

3.21. Organization provides accommodation facility to the employees

based on availability of the quarter.

Introduction:

Accommodation refers to giving quarters and other facilities to employees. This

question is to identify that whether the accommodation facilities provide to

employees are based on the availability of quarters or not.

Table 3.21




TOTAL 114 100.0

Graph 3.21

ACCOMMODATION FACILITY

44

35

7 7 7

05

101520253035404550


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:

From the above graph,it is observed that 79% of the respondents have

accepted that they accommodation facility is provided to the employees based

on the availability of the quarter as per the policy. Around 14% of respondents

have not accepted the statement.

48

3.22. Organization provides good education and the amenities to the

students.

Introduction:

Providing good education to children makes them to achieve the success in their

lives. This question is to identify whether the school provides good education and

amenities or not.

Table 3.22




TOTAL 114 100.0

Graph 3.22

SCHOOL PROVIDES GOOD EDUCATION AND EMINITIES

35 35

139 8

0

510

1520

25

3035

40


DIMENSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:


have accepted that school provides good education and the amenities like library, labs

to the students the township by the organization. Around 22% of respondents have not


49

3.23. Employees are familiar and satisfied about the recreation activities

facilitated by the organization.

Introduction:

Employees require some recreation activities to feel free and to reduce stress from

work. This question is to identify that whether the employees are satisfied with

recreation facilities provided by the organization.

Table 3.23DIMENSIONS NO.OF RESPONDENTS PERCENTAGEStrongly agree 40 35



TOTAL 114 100.0

Graph 3.23

RECREATION ACTIVITIES

35 35

12

4

14

0

510

1520

25

3035

40


DIMSNSIONS

NO

.OF

RE

SP

ON

DE

NT

S

PERCENTAGE

Inference:

From the above graph it is observed that 70% of the respondents

that are familiar and satisfied about the recreation activities like Gym, Tennis,

Court shuttle course, library, TV room etc in both the recreation club and O&S

club by the organization. Around 16% of the respondents have not accepted the

statements.

50

FINDINGS

(1) It is observed that 92% of the respondents are aware of their duties and

responsibilities and only 5% of the respondents are not aware of their duties and

responsibilities.

(2) 81% of the respondents are assigned their job with Authority, Responsibility and

Accountability and only 16% of the employees have not accepted the same.

(3) 70% of the respondents are identified for new assignments and 23% of the

employees have not accepted the same.

(4) It is observed that 70% of the respondents converted their stress into a positive

manner while performing a task but 20% of the employees are unable to convert their

stress into a positive manner.

(5) 66 % of the respondents are satisfied about their job rotation and 25% of the

respondents are not satisfied about their job rotation.

(6) 70% of the respondents are accepted that their HOD identified their present skills

and potentials in performing the job and 25% of the respondents have not specified

this.

(7) It is observed that 73% of the respondents are provided new opportunities and

25% of the respondents are not provided new opportunities.

(8) 75% of the respondents are specified that they are asked to take decisions and their

superior guides the when required but 18% of the respondents have not specified this.

(9) It is observed that 65% of the respondents are accepted that superior addresses

their grievances and 21 % of the respondents have not accepted the same.

(10) 61% of the respondents have accepted that the organization utilizes their services

effectively and efficiently and 29% of the respondents have not accepted the same.

(11) It is found that 79% of the respondents are satisfied with their job and 17% of the

respondents are not satisfied with their job.

(12) 81% of respondents agreed that their seniors colleagues and subordinates are

very cooperative but 17% have not agreed the same.

(13) It is observed that 58% of respondents have been recognized and rewarded

suitably but 30% of the respondents have not recognized suitably.

(14) 80% of the respondents are known that the compensation commensurate with

their qualification but 18% of the respondents are not aware of this.

51

(15) It is found that 83% of the respondents feel a sense of job security and social

belongingness and 13% did not feel a sense of job security and social belongingness.

(16) It is found that 83% felt proud of working with ABG group and 13% have not

accepted the same.

(17) 71% have accepted ABG group provides career opportunities but 22% of the

respondents have not accepted the same.

(18) It is found that 79% of the respondents are covered under health and accident

insurance policy and 11% of the respondents are not covered under health and

accident insurance policy.

(19) 74% of the respondents specified that the organization is concerned about the

health of employees and their dependents but 21% have not specified this.

(20)It is observed that 74% of the respondents are satisfied about the transportation

facilities and 19% are not satisfied about the transportation facilities.

(21) 79% felt that accommodation facility is provided based on the availability at the

quarter and 14% have not accepted the same.

(22) It is observed that 70% of the respondents have accepted that school provides

good education and the amenities and 22% of the respondents have not accepted the

same.

(23) It is observed that 70% of the respondents are satisfied about the recreation

activities and 16% of the respondents have not satisfied with the recreation activities.

52

SUGGESTIONS

(1) 30% of the respondents are not identified for new assignments so extend their

assignments by providing proper training to the employees.

(2) 30% of the respondents are dissatisfied due to lack of recognition and rewards. A

positive recognition for work boosts the motivational level of employees. Recognition

can be made explicit by providing awards like best employee of the month.

(3) Provide opportunities for career personal growth through training and education,

challenging assignments and more.

(4 Identify the key performance areas of the individuals and conduct training

programmes to develop their skills and knowledge.

(5) Immediate resolution of the grievance is necessary otherwise it will effects the

productivity of the organization so immediate actions should be taken to resolve the

grievance of the employees.

53

BIBLIOGRAPHY

SITES :

WWW.HR.COM

WWW.GOOGLE.COM

WWW.QUESTIONNARIE.COM

BOOKS :

1. Human Resource Management and Personnel Management

---- By Ashwathappa ---

2. Human Resource Management and Industrial Relations

--- By P. Subba Rao ---

54

http://www.questionnarie.com/

http://www.google.com/

http://www.hr.com/

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