Beruflich Dokumente
Kultur Dokumente
WORKPLACE
AT AIRPORT AUTHORITY OF INDIA, CHENNAI”
SUBMITTED BY
ARCHANA DAMODARAN [Reg.
No. 8W0059]
K. MITOO
[Reg. No. 8W0061]
M. SUGANTHA
[Reg. No. 8W0050]
A PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT STUDIES
In partial fulfillment of the requirements for the
award of the degree
OF
BACHELOR OF BUSINESS
ADMINISTRATION
PLACE: CHENNAI
DATE: Signature
DECLARATION
PLACE: CHENNAI
DATE: Signature
ABSTRACT
We use this opportunity to extend our cheerful thanks to the people behind
the success of the project.
We deem it a great pleasure to thank our beloved Principle Dr. [Tmt] T.
Sumitra, M.Com, M. Phil, Ph.D., for having permitted us to undertake this
project work and for giving us necessary facilities and timely help in carrying
out this successfully.
We express deep and whole hearted gratitude and sincere thanks to our
Head of Department Mrs. D. Lalitha, M.Com, M. Phil, for her invaluable
guidance and effort taken to bring out the project successfully.
Firstly we would like to thank Management of Airport Authority of India,
Chennai for providing us an opportunity to do our Internship Project.
We express our gratitude and heartiest thanks to Mr. R. Prabhu, DGM [Pers],
Mr. K. Jebakumar, Sr. Manager [Pers] and Mrs. S. Chitralekha, Manager [Pers]
of AAI, Chennai who have helped us in finalizing this internship training.
Our special thanks to Mrs. G. Shanthi, Sr. Superintendent, who has given us
a tremendous support and helped us to complete the internship training. We
also thank Mr. E. Manimozhiyan, Assistant [Office], who has shown
enthusiasm throughout the project and gave full assistance for the
completion of this project.
We would also like to express our heartfelt gratitude and sincere thanks to
parents and friends, who have inspired a lot for doing this project.
Date:
Place:
Signature
TABLE OF CONTENTS
MANAGEMENT
It is necessary to understand the term ‘Management’ before starting our
discussion on ‘Human Resource Management’.
Management is basically concerned with the performance of planning,
organizing, directing, co-ordination and controlling, which, in fact, are its
main functions. Management is also regarded as the art of getting things
done through others. It is not possible for any individual to do all the work
himself. The work is always shared with others. In a household, for
example, the head of the house-the father, earns for the family
maintenance. The lady of the house manages the kitchen and so on.
Similarly, in a bank there are different individuals to look after cash, savings
bank account, fixed deposit, current account, recurring deposit account and
so on. The overall control lies with the Bank Manager. Thus, it becomes
clear that the work is assigned to many in any work place and
responsibilities are fixed on them. The person assigning the work, i.e., the
manager, knows how to get things done through others, i.e., subordinates. A
manager who is unable to make his subordinates work cannot be a
successful manager.
• •
Importance of Human Resource Management [HRM]
The importance of HRM to any particular organisation may be explained as
follows:
1. It helps the organisation to identify correctly its manpower
needs: The manpower needs of an organisation will have to be correctly
determined. As amount spent on human resource is deemed an investment,
it is necessary to determine the number of men required for doing the
various jobs in the enterprise accurately so that investment in human
resource will be at the optimum level.
2. It ensures that the organisation does not suffer from either
surplus or shortage of manpower: It is further important that the
number of persons employed in the organisation at any given point of time
should neither be more nor less than what is actually required. HRM helps to
do away with the problem of both surplus and shortage of labour.
3. It facilitates the selection of the right man for the right job:
HRM ensures selection of the right man for the right job. It recognises the
fact that if a candidate is overqualified for the job, he will not have a positive
attitude towards work and on the other hand, if he is under qualified, he
cannot carry out the task assigned.
4. It focuses attention on the development on the skill of every
individual in order to make him up-to-date: Every person in the
workplace has to update his knowledge and skill in tune with the
development in work methods. HRM takes note of the fact that a person
who does not update himself will become outdated.
5. It recognises the need for the appraisal of the employee’
Performance: Performance appraisal is an integral part of human resource
management. Unless the performance of the employees is periodically
reviewed, it will not be possible for the employer to know their level of
efficiency.
6. It considers the need to provide incentives to the employees
performing well: Employees who are very good in their work, need
inducement in the form of incentives. These incentives may be financial as
well as non-financial. HRM does recognise the fact that if good workers are
not suitably rewarded, they may lose interest in their work.
7. It gives utmost importance to securing a favorable employee
attitude: The attitude of the employees towards work is a crucial factor
determining performance. HRM makes an earnest attempt to secure a
favorable employee attitude. This is done by providing the employees with
proper working environment. Counseling is provided to those employees
who undergo stress.
8. It emphasises the need for good human relations in every
workplace: HRM places emphasis on cordial human relations. Conflicts are
unavoidable in a workplace. But such conflicts shall not be allowed to
damage inter-personal relationships.
9. It provides scope for collective bargaining: The employer shall
encourage the employees to form a union in the workplace. This will give
the employees the benefit of collective bargaining. In the absence of such a
union, if any individual has certain grievances, he may find it difficult to
represent the same to the management in his personal capacity.
Objectives of Human Resource Management
The main objectives of HRM are as follows:
1. TO make an optimum utilisation of the human resource of
the organisation: By this we mean that every individual in the
enterprise shall work to his potentials. Only then the amount spent on
human resource will be justified.
2. To ensure that the organisation has the required number of
staff: The objective here is ti do away with the problem of both
surplus and shortage of labour. Surplus labour would mean higher
labour cost and inefficiency. Shortage of labour would mean that the
organisation is ill-equipped to cope with the volume of work.
3. To establish and maintain a sound organisation structure:
HRM aims at dividing the organisational tasks into different functions,
jobs and positions. The authority and responsibility associated with
each such position is clearly defined.
4. To reconcile personal and organisational goals: There is often a
clash between individual goaland organisational goal. HRM aims at
integrating personal and organisational and goals by guiding the
employees to work with a sense of involvement, commitment and
loyalty towards the enterprise.
5. To provide scope for the development of personnel: HRM
provides scope for the employees to enrich their job knowledge and
skill by undergoing relevant training programmes. Employees need to
update themselves in tune with the requirements.
6. To ensure that the employees have higher job satisfaction:
HRM ensures a higher level of job satisfaction among employees by
providing them the kind of work environment that is really conducive.
The employees are assured of equitable remuneration and social
security benefits like provident fund, gratuity, insurance etc.
7. To provide scope for participation in decision-making: Under
HRM, employees are involved in the process of decision-making. The
decisions binding on employees are made with their participation. In
other words, the management does not take unilateral decisions. As
employees are involved in decision-making, they extend their support
to the implementation of any decision and do not show resistance.
Good Understanding
Once you learn about the characteristics of each dominant personality style,
you can quickly learn to read the person with whom you are dealing, and
make minor adjustments to your own behaviour to relate better with that
person. For example, a Director style is very direct and to the point in their
communication. Their key desire is results. So if we approach a Director in a
conversation to request money for our budget, we should use a strategy of
being direct and showing them how giving us the money would benefit the
bottom line results. I.e. "Bob, I need another $5,000 by Friday to ensure that
we have the infrastructure in place to accommodate the large volume of
sales projected by our sales department." Short, sweet, and to the point,
indicating the results with the request - just as a Director wants to hear it.
We are in a much better opportunity of being successful with our request if
we meet our audience on their personality style turf, even though we may be
of a different personality style. This is more positive, more productive and
much more profitable. Try it! First you will need to learn more about
personality styles, however as you learn to listen for clues from other people,
the better trained you will become at reading people before engaging in
conversation. This leads us into the next step to good relations - Empathic
Listening.
Empathetic Listening
Positive Communication
INDUSTRY PROFILE
AAI is partner in joint venture companies for the development of Delhi and
Mumbai airports where its stake is 26%, AAI’s stake in each of the two green
field airports recently developed at Bangalore and Hyderabad is 13%. At
these airports, AAI is providing CNS-ATM services. AAI has also drawn plans
for the development of modern CNS-ATM and airport infrastructure in the
country. The 11th plan period outlay amounts to Rs. 12434.34crores. The
outlay for financial year 2008-2009 is Rs.3433crores.
GAGAN PROJECT
In order to further improve the CNS/ATM services and to be at par with the
world, AAI and ISRO have jointly undertaken GPS Aided Geo Augmented
Navigation (GAGAN) system. GAGAN is an augmentation system to enhance
the accuracy and integrity of GPS signals to meet precision approach
requirements in Civil Aviation and is been developed/implemented jointly be
AAI and ISRO in three phases. Technology Demonstration System will be
upgraded to a full operational capability system in the second and third
phase. GSAT IV being fabricated by ISRO will carry GAGAN payload. The
footprint of the satellite will cover a vast geographical area from Africa to
Australia and would, therefore, facilitate expansion of the service area of
GAGAN far beyond the Indian air space. When implemented, this would
replace most of the ground based navigational aids and it wound be possible
to provide precision approach and landing guidance upto Category-I to
aircraft hitherto not available due to terrain conditions precluding the
provision of Instrument Ianding System. The GAGAN system is a project of
national pride and India will be the fourth country in the world to have such a
system. The Technology Demonstration system phase of the project has
been successfully completed and action has been initiated for the Final
Operation Phase (FOP).
AAI has its own flight calibration unit which is equipped with ground
laboratory for testing and calibration of on-board flight inspection equipment
and a fleet of aircraft i.e. King Air (Beechcraft- B350 and two Dornier DO-
228). The aircraft are fitted with the fully automatic Flight Inspection Unit.
AAI has also undertaken the development of 13 other Non Metro Airports.
These airports are Akola, Belgaum, Calicut, Cooch Behar, Dibrugarh
(Mohanbari), Gondia, Hubli, Kullu(Bhuntar), Mysore, Rajahmundry, Surat,
Srinagar and Vijayawada airports.
OPERATIONALIZATION OF 32 NON-OPERATIONAL
AIRPORTS
AAI has appointed a consultant to study and submit its report for the
operationalization of 32 non-operational airports. These airports are Akola,
Asansol, Balurghat, Behala, Bilaspur, Charkulia, Cuddapah, Deesa, Dona
Kondi, Hadapasar, Hassan, Jhansi, Jharsuguda, Jogvani, Kailashahar,
Kamalpur, Khandwa, Khowai, Lalitpur, Maldah, Muzaffarpur, Mysore, Panna,
Passighat, Rasaul, Rupsi, Satna, Shella, Sholapur, Turial(Aizwal), Vellore,
Warangal.
TRAINING
AAI imparts training through its own dedicated training institutions i.e. Civil
Aviation Training College, Allahabad for various operational areas such as Air
Traffic Control, Radars, Communication etc. and National Institute of Aviation
Management and Research (NIAMAR) at Delhi for imparting various aviation
management training programmes and refresher courses. In addition, there
are two dedicated institutes for training of fire personnel i.e. Fire Service
Training School at Narayanpur near Kolkata and the Fire Training Centre at
New Delhi.
AAI is a member of the global bodies i.e. ACI (Airport Council International)
and CANSO (Civil Air Navigation Services Organization). AAI has also signed
international cooperation MOUs with a number of international organizations
such as FFA (USA), Air Services Australia, NATS (UK), CAAS (Singapore),
Aerothai (Thailand), USTDA, EU. AAI envisages taking up consultancy work
abroad. AAI has a full-fledged Consultancy and Coordination Wing and has
signed MOU for technology cooperation for taking up turkey consultancy
projects abroad.
KALYANMAYEE
AAI IN SPORTS
Sports activities in the Airports Authority of India are conducted under the
aegis of the AAI Sports Control Board. The Sports Policy of AAI, introduced in
2006, is being implemented in a phased manner. Action on all the four
major components of AAI’s Sports Policy i.e.
• Sponsorship of leading national tournaments in the games promoted
by the Authority;
• AAI Sports Scholarship Scheme;
• AAI Sports Talent Search and Training Scheme and
• Recruitment of outstanding sportspersons initially on contract basis, is
in progress.
Inter-AAI tournaments are conducted annually in the games viz., Cricket,
Football, Badminton, Table Tennis and Volleyball and once in two years in
Athletics, Chess, Carom and Women’s Throwball. AAI is actively involved in
organizing All India Public Sector Tournament every year.
AAI is also affiliated with the All India Public Sector Sports Promotion Board
(AISPSSPB), Table Tennis Federation of India (TTFI) and Badminton
Association of India (BAI) and participated in the tournaments conducted by
these Bodies.
The Integrity Pact has been implemented in AAI w.e.f. 1st April 2008. The
Integrity Pact has been signed between AAI and Transparency International,
India. The IP has been made mandatory for all tenders and contracts of
values
• Civil/electrical/composite projects more than Rs.50crores
• CNS/electronic projects more than Rs.25crores
• Land/electronic projects more than Rs.25crores (annual rental).
ACTIVITIES:
PASSENGER FACILITIES:
Improvement of passenger facilities is a continuous process. AAI has to cater
to very demanding customers who in the wake of globalization have the
exposure to the best of facilities are available at other international airports
in the world over and the airlines operators who by virtue of their nature of
operation are exposed to the best f facilities and services available at other
International Airport.
AAI has been continuously striving to meet these challenges. Customer
satisfaction surveys conducted periodically by outside agencies has been a
vital source of feedback on the deficiencies of the system as also the
expectations of the traveling public. It ahs been our endeavor in AAI to
address these issues on priority.
AIRPORT SECURITY
The continuing security environment has brought into focus the need for
strengthening security of vital installations. There was thus an urgent need
to revamp the security at airports not only to throughout any misadventure
but also to restore confidence of the traveling public in the security of air
travel as a whole, which was shaken after the 9/11 tragedy. With this in
view, a number of steps were taken including induction of CISF for airport
security, CCTV surveillance system at sensitive airport, latest and state-of-
the-art X-Ray baggage inspection systems. Perimeter security and
surveillance systems, smart cards for access control to vital installations at
airports are also being considered for introduction to supplement efforts of
security personnel at sensitive airports.
AERODROME FACILITIES
HRD TRAINING
A large pool of trained and highly skilled manpower is one of the major
assets of Airports Authority of India. AAI has a number of training
establishments, viz, NIAMAR in Delhi, CATC in Allahabad, Fire Training
Centres at Delhi and Kolkata for in-house training of its engineers, Air Traffic
Controllers, Rescue and Fire fighting personnel, etc. Both CATC and NIAMAR
has contributed a number of STPs to the Central pool under ICAO TRAINAIR
program. Foreign students have also been participating in the training
programs being conducted by these instructions.
IT IMPLEMENTATION
COMPANY PROFILE
• Personnel
• Administration
• Public Relations
• National Institute
of Aviations
further near Pallavaram to which passenger operations were shifted. The old
terminal building is now used as cargo terminal.
Chennai international airport consist of three terminals. Meenambakkam is
used for cargo while the new passenger terminals consist of the domestic
and international terminal is interconnected by link building, which houses
administrative offices and a restaurant. Although the complex is one
continuous structure it was built at different periods, the airport has the
honor of being the first ISO 9001-2000 certified airports into country which it
received in 2001.
MODERN AIRPORTS
AAI has identified 12 important domestic airports which developed as model
airports based on the traffic potential and important of the city potential and
coverage of all the regions in the country. The runways at these airports are
designed to cater for A-320 operation is with standard approach and landing
aids, modern communication and also navigation facilities. The modern
airports are jaipur, lucknow, nagpur, vadodara, Calicut, Coimbatore, Patna,
Hyderabad and Impal. Apart from this AAI is developing some of the cardinal
airports which generate tourist traffic. These include Goa, Bangalore,
Varanasi and Agra.
MODERNISATION
Developing world class navigation, infrastructure to effectively manage air
traffic is an identified thrust area. As a part of this drive:
The AAI has signed an agreement with FFA of USA for exchange of
technical information as well as training of personnel of AAI in USA.
The authority is in the process of implementing a VSAT based satellite
communication network to connect 80 airports in the country.
Satellite navigation is also been of the initiatives for enhancing the
accuracy and reliability of GPS signal which could be gainfully used by
other transport sectors.
A phase induction of ATC automation systems and also induction of the
new facilities to improve standards of safety at airports.
The government of India has also conveyed its approval of the
development of Chennai international airport at an estimated cost of
Rs.1808crores.
The Chennai airport has been stated for modernization and expansion. The
works are to be carried out by the airports authority of India and include the
creation of parallel runway, taxiways, aprons and the new passengers’
terminal buildings. The expansion works will involve the acquisition of land
in nearby areas. The expansion of the existing airport would be taken up at
manapakkam, kolapakkam, Gerumbakkam and tharapakkam in
Sriperumbudurtaluk after a resolution of this effect was adopted by the
government. The government would provide suitable compensation to 947
households in these areas and also rehabilitation of them. The rehabilitation
of the households would be done in the first phase of the expansion work
itself.
The modernization and restructuring is expected to cost around
Rs.2350crore of the which the cost of construction of the terminal building,
car park and face uplift would be Rs.1250crore.
As per the modernization plan, the secondary runway will be built over the
Adayarriver. A bridge will be built over the runway to accommodate the
runway and the taxiway. This makes Chennai airport the only international
airport in India to have runway across the river. In Mumbai, only one end of
the runway is over Mithi River. The second runway extension will cost
around Rs.430crore and will be completed in 2010. The proposed Chennai
metro rail project will connect the Chennai international airport to various
parts of the city. Tentatively, the project is programmed for completion in
the financial year 2013-2014.
GREENFIELD AIRPORTS:
Leading by Feel:
Harvard Business Review
January 2004
While Butler and Waldroop's article gives practical advice to managers on
how to capitalize on employees' varied interpersonal skills, "Leading by Feel"
takes a more philosophical approach. HBR asked 18 leaders and scholars
(including business executives, leadership researchers, psychologists, and a
cult expert) where emotional intelligence comes from and how leaders learn
to use it. Their responses differed dramatically, but there were some
common themes: the importance of consciously--and conscientiously--honing
one's emotional skills and the danger of letting any one emotional
intelligence skill dominate.
About the Authors
Timothy Butler is a research fellow and the director of career development
programs at Harvard Business School in Boston.
James Waldroop is a founding principal of Peregrine Partners, a consulting
firm in Brookline, Massachusetts, that specializes in executive development
and employee retention.
RESEARCH METHODOLOGY
Research methodology is a systematic approach to solve the research
problem. It can be considered as a science, as new researches done
scientifically. Research methodology has many dimensions and research
methods are a part of it. For conducting a research both primary and
secondary data are required. Primary data is that which is collected for the
first time and thus are original in character. Secondary data is that which is
collected by some and which already have been passed through to the
statistical process.
Research Objectives
The culmination of problems/opportunity formulation process is a statement
of research objectives. These objectives are stated in terms of the precise
information necessary and desired to solve marketing management problem.
Research Design
A research design is an arrangement of conditions of collection and analysis
of data in a manner that aims to combine relevants to the research purpose
with economy in procedure. Fundamental to the success of any research
project is sound research design. The research design took for the study was
descriptive research design.
Descriptive research is also called explanatory design. It means that it
simply describes something such as demographic characteristics of
employees who work in the company. The descriptive study is typically
concerned with determining frequency with which something occurs or how
two variables are together. This study is typically guided by an initial
hypothesis.
Research Instrument
The research instrument used in this study is a "structured questionnaire"
and "historical data". Structured questionnaires are those questionnaires in
which there are definite, concrete and predetermined questions relating to
the aspects for which the researcher collects data.
Sampling Design
Sampling Plan
Sampling is a procedure to draw conclusions about large group of
respondents by studying a small part of the total consumer population. A
sample is a segment of the population selected to present the population as
a whole. Ideally the sample should be representative so that the researcher
can make accurate estimate of the thoughts and behaviors of the large
populations.
Sample Size
Since the total population for the survey is very large due to time limitations
a sample size of 50 is taken for the survey with the help of interview
schedule.
Random Sampling
The researcher himself decides to interview the respondents as he has
limited time and resources available to him. This is called convenient
sampling.
Tools Used
The following are some of the tools which are used for this analysis part :
Percentage method
Percentage refers to the special kind of ratio, used in making
comparison between two or more series of data. Percentages are used to
describe relationship.
Required percentage= No. of respondents/50 x 100
Diagrams and charts
Diagrams and charts are used to represent the data in the graphical manner.
It will be helpful to understand the information very easily.
• Primary data were collected during leisure hours which is not sufficient
to sharing their views.
• Some employees were not giving full information because of the fear
of identity being released.
Inference: The above chart shows 96% have a positive attitude while 4%
have negative.
50
50
45
40
35
30
25 20
18 Series1
20
12
15
10
5 0
0
Strongly Agree Satisfy Disagree Strongly
Agree Disagree
Inference: The above chart shows 88% of positive attitude and 12%
of negative.
4.Table showing that the training needs of employees are recognised
well
40
40
35
30 26
25
20 16 16 Series1
15
10
5 2
0
Strongly Agree Satisfy Disagree Strongly
Agree Disagree
Inference: The above chart shows 82% of positive attitude and 18% of
negative attitude towards the recognition of their training needs by the
management.
5.Table showing that the instructions given by the superior are clear
60
52
50
40
32
30
Series1
20 12
10 4
0
0
Strongly Agree Satisfy Disagree Strongly
Agree Disagree
30
30 26
25
20
20 18
15
Series1
10 6
5
0
Strongly Agree Satisfy Disagree Strongly
Agree Disagree
Inference: The above chart shows 74% of employees feel that their
performance is appraised justifiably while 26% don’t feel so.
40
40
34
35
30
25
20
Series1
15 12
10
10
4
5
0
Strongly Agree Satisfy Disagree Strongly
Agree Disagree
Inference: The above chart shows that 84% of employees are happy
with the availability of the correct information at the right time while
16% are unhappy.
20
15 12 Series1
10
5 2
0
Strongly Agree Satisfy Disagree Strongly
Agree Disagree
Inference: The above chart shows that 74% of employees agree that
the work they are doing is according to their interest, while 26%
disagree.
Strongly Disagree 8
Disagree 12
Satisfy 28
Series1
Agree 34
Strongly Agree 18
0 5 10 15 20 25 30 35 40
Inference: The above chat shows that 80% agree that they are involved in
decision making while 20% disagree.
Strongly Disagree 10
Disagree 58
Satisfy 20 Series1
Agree 8
Strongly Agree 4
0 10 20 30 40 50 60
Inference: The above chart shows a minor percentage of 32% agree while
68% disagree.
Yes
No
94
Inference: The above chart shows that 94% agree that they get time to
update their skills and knowledge while 6% say they don’t have time.
13.Table showing whether important people are honored or not
Yes
No
92
Inference: The above chart shows that 92% of employees agree that
important people are honored in the organization while 8% say it is not so.
Chart showing whether the employees are flexible to arrange the work sche
to meet personal or family responsibilities or not
22
Yes
No
78
Inference: The above chart shows that 78% get time to arrange their work
schedule to meet their personal responsibilities while 22% don’t get time.
Yes
No
92
Inference: The above chart shows that 92% of employees agree that they
converse politely with customers and 8% say they don’t do so.
Chart 100
showing whether the employees are given equal
90
opportunities
80
to express their views with the colleagues or not
70
60
50 Yes
94
40 No
30
20
10
0 6
Yes No
Inference: The above chart shows that 94% of employees say that they get
the opportunity to express their views equally while conversing, while 6%
say they don’t.
24
Yes
No
76
Inference: The above chart shows that 76% of employees are fine in
working with opposite gender as their team mate while 24% feel more
comfortable in working with the same gender.
Bad 2
Good
Satisfactory 34 Satisfactory
Bad
Good 64
0 20 40 60 80
Inference: The above chart shows that 94% have a positive attitude
towards their respectable image while only 2% say it is bad.
19.Table showing that the employees are adjustable and flexible to
their environment
24
Good
Satisfactory
Bad
72
Inference: The above chart shows that 98% of employees say that they are
fair enough in adjusting with their environment and only a minor percentage
of 4 say they are bad in doing so.
20.Table showing whether the employees are different person in
workplace than in their society
42
58 Yes
No
Inference: The above chart shows that 58% of employees are different
person in workplace than in their society and 42% remain the same inside
and outside the workplace.
42
Yes
No
58
4. It is arrived at the conclusion that 82% agree that the training needs of
employees are recognized well while 18% disagree. This is a good rate
but can be improved further.
5. It is analysed that 96% agree that the instructions given by the
superiors are clear while only 4% disagree This rate declares that there
is no confusion regarding the work to be performed thus enhancing
efficient performance.
8. 74% of employees agree that the work they are doing is according to
their interest, while 26% disagree. The interest of employees should
always be considered to keep them efficient in their work. Thus this
rate should be kept good in an organization.
10. An organization runs with the help of various employees and thus all
decisions must be taken keeping in mind their interest and satisfaction.
When analysed it was found that 80% agree that they are involved in
decision making while 20% disagree.
11. When asked if there are criticisms of policies and procedures a minor
percentage of 32% agree while 68% disagree. This good rate shows
that there is smooth flow of operations and employees are in comfort
with the rules and policies framed.
12. Experience in an organization is just as important as updation of
skills and knowledge for the development of an individual. 94% agree
that they get time to do so while 6% say they don’t have time. This
good rate should be maintained to keep up the productivity of every
individual in the organization.
14. The work schedule should be made such that the employees have
flexibility to arrange it, to meet their personal or family
responsibilities. Upon analyzing it was found that 78% get time to do
so while 22% don’t get time.
15. An organization functions not only for itself but also for its customers,
since maintenance of goodwill is as important as the existence of the
company. 92% of employees agree that they converse politely with
customers and 8% say they don’t do so. Care should be taken that
customers are treated with honour and met with their satisfaction.
17. There should not exist a gap between the opposite genders in an
organization. 76% of employees said that they are fine in working with
opposite gender as their team mate while 24% feel more comfortable
in working with the same gender. This is a fairly good rate but can be
improved further.
Although there is probably an endless list of opinions as to what employees want today, here are
a few that are important for building an employee relations program :
Employees want to be comfortable with what their employer stands for. Social psychology
research indicates the chances of success are much greater for your organization if you have a
clearly defined vision that all your people can follow. In some organizations, this is also referred
to as a mission statement. Does your organization, department or division have one? Use it as a
part of your employee relations strategy to ensure that your employees are comfortable with what
your business is about.
• Employees want to identify with corporate principles. Today employees are very opinionated
about the moral and ethical issues in business today. They care about such things as employee
privacy and employee rights. By having a set of guiding principles, and following these
principles, your organization creates a framework within which to develop principle-centered
policies and procedures or make principle-centered decisions regarding difficult employment
related issues.
Employees want to know their employer cares about their opinions and concerns. If you're going
to create a good employee relations program, you need to have a mechanism for finding out what
your employees care about, what they are concerned about, what they think of you as an
employer. Conduct employee opinion surveys.
Employees want to be productive and involved. Create employee participation teams. The more
the employee interacts with other members of the team, the greater the employee will be linked
with the organization. Getting as many people as possible strategizing on how to make your
business a success is another very viable part of a good employee relations program.
Employees want to be appreciated and recognized for a job well done. Link performance with
rewards. These are all different kinds of strategies that can be used to link performance with
rewards. From the very basic incentive programs to the use of equity, stocks or royalties. Linking
performance with rewards also promotes the entrepreneurial spirit and encourages people to
work as a team.
• Employees want to have challenging work. People like to be challenged, particularly when they
feel that they are supported in taking on new challenges. Presenting an organizational challenge
to your employees stimulates thinking and creates excitement within the organization.
• Employees want to achieve the greatest possible results professionally and personally during
their career. One of the measures of your effectiveness is how well your people perform, right?
However, it's amazing how many organizations only provide training for their employees if
there's money left over in the budget, rather than budgeting for it. People inherently want to do
well, and by providing management training or skill-based training, you send the message to
your people that you are interested in their success.
• Employees today want to be knowledgeable about the company's effectiveness and its
activities.
When employers fail to communicate with their employees about what's going on, it doesn't just
leave a void of information, it creates dissent, rumor and ill-will as your employees come to
believe that you must not see them as important enough to communicate with them. By
communicating your company's effectiveness and its activities, you pull the employee further
into the family, so to speak, of your organization.
• Employees want to receive assistance in balancing their work and family needs. This element
of establishing a good employee relations program has to do with understanding that your people
have lives outside of your business. By supporting their lives and providing assistance to balance
their lives' you are building a relationship with your employees that tells them you care and you
recognize the need for that balance.
Keeping the job interesting is another important factor in improving employee relations. First, it
makes time go faster. It also keeps the employees challenged. If the employees get bored, they
will pay less attention to their duties. There are many ways to keep the job interesting. It could be
cross training the employee or giving more responsibility.
Communicating with employees is one thing many managers could do a better job. Informed
employees make better decisions. This information will lead to better customer service, morale,
productivity and ultimately increased sales.
To summarize, building a strong employee relations program means that you create an
environment which delivers what people want today. They want to feel good about who they are,
what they do and where they work. These top 10 points should give you a starting point to begin
thinking about an employee relations strategy for your organization. In creating that strategy, you
will find the answers to some of your organization's perplexing human resource issues.
CONCLUSION
The ultimate aim of every organization is to earn profit in the long run while
providing quality of service and satisfaction to its customers and most
importantly, its employees. Since, it is the employees who constitute an
organization, their efficient performance is necessary to improve
productivity. Their efficient performance in turn depends on how satisfied
they are with their workplace relationship. An organization is like a home
with various personnel as family members. Just like the happiness of a home
depends on the unity between its various members, in the same way
efficiency of an organization depends on the unity between its various
personnel.
This calls in for a good interpersonal relationship between the various
personnel. Our study was concerned with evaluating and analyzing the
existing interpersonal relationship. And upon survey with the help of
questionnaires and also with the help of personal interview with various
departments, we have come to know that they share a very cordial
relationship with their colleagues as well as the superiors and subordinated.
They share not just their workplace problems but also about family and
friends with their workplace companions.
Thus, this sort of a cordial relationship with their colleagues keeps them
efficient in their work and satisfied towards their organization.
Upon interrogation, it was clear that personnel are comfortable and satisfied
with their workplace relations, assuring an efficient production.
Our study will be useful for us, not only for academic purpose, but also to
understand workplace relationships when we ourselves step into an
organization. This study helped in realizing that cordial workplace
relationship is just as important as cordial relationship with friends and
family members to enhance satisfaction, productivity and success of the
organization in the long run.
WEBLIOGRAPHY
www.flipkart.com
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en.wikipedia.org
www.airportsindia.org.in
www.aai.aero
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