CONTENT

1) Introduction of Organization..... 2) Organization Structure... 3) Financial Performance... 4) Personnel: recruitment process, personnel policies, Training & Development, Welfare activities 5) Production/Operations: products/services offered, Quality control, material planning, future plans... 6) Marketing: areas of operation, competitors, Market share, advertising and sales promotion 7) Strength & Weakness of Organization.. 8) Suggestions 9) Board of directors.. 10) Topic 11) Methodology of the project 12) Data analysis and Interpretation 13) Finding 14) Limitation 15) Suggestion 16) Conclusion 17) Questionnaire 18) Bibliography

COMPANY PROFILE A US$ 30 billion corporation, the Aditya Birla Group is in the League of Fortune 500. It is anchored by an extraordinary force of 130,600 employees, belonging to 40 different nationalities. In the year 2009, the Group was ranked among the top six great places for leaders in the Asia-Pacific region, in a study conducted by Hewitt Associates, RBL Group and Fortune magazine. 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. Over 60 per cent of the Group's revenues flow from its overseas operations. The Group operates in 27 countries Australia, Bahrain, Bangladesh, Brazil, Canada, China, Egypt, France, Germany, Hungary, India, Indonesia, Italy, Korea, Laos, Luxembourg, Malaysia, Myanmar, Philippines, Singapore, Sri Lanka, Switzerland, Thailand, UAE, UK, USA and Vietnam. Globally the Aditya Birla Group is:

A metals powerhouse, among the worlds most cost-efficient aluminum and copper producers. Hindalco-Novelis is the largest aluminum rolling company. It is one of the 3 biggest producers of primary aluminum in Asia, with the largest single location copper smelter

No. 1 in viscose staple fiber The 4th largest producer of insulators The 4th largest producer of carbon black The 11th largest cement producer Among the worlds top 15 BPO companies and among Indias top 4 Among the best energy efficient fertilizer plants

In India:

A premier branded garments player The 2nd largest player in viscose filament yarn The 2nd largest in the Chlor-alkali sector
2

Among the top 5 mobile telephony companies A leading player in Life Insurance and Asset Management Among the top 3 super-market chains in the Retail business

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 The Aditya Birla Group is: Transcending business for over 50 years now, the Group has been and continues to be involved in meaningful welfare-driven initiatives that distinctly impact the quality of life of the weaker sections of society in India, South-East Asia and Egypt. In India, the Group's social projects span 3,000 villages. It reaches out to seven million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla. Its focus is healthcare, education, sustainable livelihood, infrastructure and espousing social causes. The Group runs 42 schools, which provide quality education to over 45,000 children in India's interiors. Of these, over 18,000 children receive free education. An additional 8,000 students receive merit scholarships. Likewise at its 18 hospitals in India, more than a million patients are given extremely subsidized medical care. To embed corporate social responsibility as a way of life in organizations, the Group has set up the FICCI Aditya Birla CSR Centre for Excellence, in Delhi. The Group transcends the conventional barriers of business and reaches out to the marginalized because of its conviction of bringing in a more equitable society.

in Working 3700 villages Reaching out to 7 million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla
3

Focusing on : health care, education, sustainable livelihood, infrastructure and espousing social causes

Running 41 Schools and 18 Hospitals

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

ABOUT UNIT VIKRAM WOOLLENS (VW) is a unit of highly diversified industrial conglomerate, Grasim Industries Limited, which forms part of Asias major commercial & industrial empire - The Aditya Birla Group. VW is worsted Spinning Plant set up with a State-of-the-Art Technology in the year 1995 with the production capacity of 1440 tons/annum. Unit is catering the demand of high end worsted consumers both internationally as well as in domestic market. Product quality is well accepted in international market and now unit is expanding its business with the clear vision TO BEAT THE BEST. The unit commenced production on November 1995. The unit has modern spinning and dyeing equipments with an installed capacity of 8832 spindles. The machines are imported from various countries like France, Germany, Switzerland etc. the unit is manufacturing and marketing 100.00tons yarn per month Unit is accredited with

DIN EN ISO 9001:2000 (Quality Management System), DIN EN ISO 14001 (Environmental Management System)

OHSAS 18001:1999 (Occupational Health & Safety Management System

BEST PRACTICES IN VIKRAM WOOLLENSS Work Environment (5s) JIT (just in Time)/ Supply Chain Management Customer Driven: Internal & External Equipment Effectiveness Waste (MUDA) elimination Liaison Team Force & Skill Development Quality First Six Sigma/ SQM & Best development Information system/ BPR technology & cash flow

MANAGEMENT PHILOSOPHY

VISION

To achieve and sustain the World Class Status in all areas.

MISSION

Establish ourselves as the first choice of our employees, customers and stakeholders.

GOALS

Zero Defects Zero Waste Zero Equipment Losses Zero Accidents Zero Pollution

MANAGEMENT PROFILE

UNIT HEAD H.R. HEAD COMMERCIAL HEAD DYE HOUSE HEAD SPINNING HOUSE ENGINEERING HEAD BANKERS

: : : : : : :

Mr. Kanval Gandhi Mr. S.P. Hans Mr. P.C. Kesharwani Mr. O.P. Ojha Mr. S. Aher Mr. H.K. Fandot Central Bank of India State Bank of India Axis Bank

REGISTERED OFFICE

Grasim Industries Ltd. Stable, Fiber, Division Birla Gram Nagda (M.P.) 456331

ORGANISATION STRUCTURE Mr. Kanval Gandhi (UNIT HEAD)

Mr. S.P.Hans DGM (P&A)

Mr.Shekhar Aher G.M (tech)

Mr. O.P.Ojha Jt.G.M(Dyeing)

Mr.H. Fandot Mgr.(ENGG.)

Asst.Mgr.Spinning

Asst. Mgr Post Spinning

Dyeing Mgr

Dyeing Officer

Deputy Mgr

Deputy Mgr.

Asst. D.M. Sr. Foreman Foreman (elec.)

Shift Officer

Shift Officer

Shift Officer

(mech.)

Operator

Operator

Operator

Electrician

Fitter

D.G Operator

Boiler Operator

FINANCIAL PERFORMANCE
P&L A/C Particulars INCOME sales Less excise duty Other income Increase or decrease in stocks 9 10 388,918,575.00 12,39,038.00 387,679,537.00 42,197,536.00 65,69,056.00 423,308,017.00 EXPENDITURE Raw material consumed Purchase of finished goods Manufacturing expenses Payments provisions for employees Selling distribution Administration other expenses Interest Depreciation (schedule) 11,048,639.00 10,522,013
8

schedule

31st march 2010

31st march 2009

302,618,656.00 37,56,103.00 298,862,553.00 47,091,007.00 19,747,129.00 365,700,689.00

11

231,174,966.00

194,766,261.00

18,879,638.00

12

93,549,406.00

86,315,130.00

13 14

40,195,588.00 19,854,610.00

37,318,138.00 19,837,751.00

15

1,755,415.00

4,916,278.00

397,578,624 Profit before tax fringe benefit tax Profit/loss (carries to ) 25,729,393.00 BALANCE SHEET Particulars SOURCES OF FUNDS Head office Loan funds Secured loan Total loans APPLICATIONS OF FUNDS FIXED ASSETS Gross block Depreciation Net block Add; CWIP Current assets, loan and Inventories Sundry debtors 4 5 6 93,060,131.00 44,825,509.00 111,301.00 86,770,380.00 39,771,874.00 182,015.00 3 585,473,249.00 456,520,487.00 128,952,762.00 0.00 128,952,762.00 582,074,417.00 446,113,976.00 135,960,441.00 0.00 1 2 68,73,559.00 254,793,287.00 247,919,728.00 Schedule 31st march 2010 25,729,393.00

372,555,209 6,854,520 192,000.00 71,051,520.00

31st march2009

181,623,476.00

55,037,054.00 236,660,530.00

135,960,441.00

Loans and advances

18,497,893.00 156,494,834.00

16.194,938.00 142,919,207.00 125,840,525.00 254,793,287.00 42,219,118.00 100,700,089.00 236,660,530.00

Less current liabilities Total ACC. POLICIES & NOTES ON ACCONTS

30,654,309.00

16

10

RECRUITMENT PROCESS Recruitment refers to the process of attracting, screening, and selecting qualified people for a job. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies. The stages in recruitment include sourcing candidates by advertising or other methods, screening potential candidates using tests and/or interviews, selecting candidates based on the results of the tests and/or interviews, and on-boarding to ensure the candidate is able to fulfill their new role effectively. The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows:

1. Identifying the vacancy:

The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: Posts to be filled Number of persons Duties to be performed Qualifications required

2. Preparing the job description and person specification. 3. Locating and developing the sources of required number and type of employees
(Advertising etc).

4. Short-listing and identifying the prospective employee with required characteristics. 5. Arranging the interviews with the selected candidates. 6. Conducting the interview and decision making
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The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities. RECENT TREND IN RECRUITMENTOUTSOURCINGIn India, the HR processes are being outsourced from more than a decade now. A company may draw required personnel from outsourcing firms. The outsourcing firms help the organization by the initial screening of the candidates according to the needs of the organization and creating a suitable pool of talent for the final selection by the organization. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organizations for their services. Advantages of outsourcing are: 1. Company need not plan for human resources much in advance. 2. Value creation, operational flexibility and competitive advantage 3. Turning the management's focus to strategic level processes of HRM 4. Company is free from salary negotiations, weeding the unsuitable resumes/candidates. 5. Company can save a lot of its resources and time Therefore, Vikram Woollens done recruitment and selection through refrences.

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PERSONNEL POLICIES Personnel policies define the treatment, rights, obligations, and relations of people in an organization. They are the blueprints by which the organization runs--the rules and procedures that protect workers (and the organization) from being abused, put them in control of their jobs, and keep them from making errors that will hurt the organization or one another. A policy then mayi. ii. iii. iv. Be specific or general in its institution Deal with one or many, aspect of a problem Place limits within which action is to be taken Specify the stops to be taken

There are essentially three types of personnel policies that our organization have General Policies have to do with the basic structure, philosophy, and rules of the organization. They deal with issues ranging from equal opportunity in hiring and advancement to conflicts of interest, sexual harassment, alcohol in the workplace, and Internet usage. Hiring and Employment Status Policies involve the worker's employment relationship with the organization -- hiring, firing, and everything in between. Here is where pay scale, title, promotions, and performance reviews are laid out. These policies also cover benefits, employees' rights, and reasons for termination. Everyday Procedural Policies deal with issues that affect the everyday life of the worker (or volunteer), and the day to day operation of the organization. They generally include the hours employees are required to be at work, how workers should dress, when they get paid, and issues of security, as well as guidelines for how things are done in the organization. Personnel policies may include Introductory Materials Personnel policies often begin with a welcome, a brief history of the business, a statement of the company's values and a description of its organizational structure.
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Policies The policies should include comprehensive information about workplace rules; for example, hours, attendance, pay, benefits, supervision and discipline.

Legal Issues Personnel policies should also include discussion of sensitive legal issues like sexual harassment and employee safety regulations.

Effectiveness To be effective, the policies must be distributed to every employee. The policies should be reviewed during employee orientation and during periodic training sessions.

Warning Employers should avoid making unconditional promises in their personnel policies. Implying that an employee who follows the rules will never is fired.

Vikram Woollens follows following policies Ensure availability of skilled manpower Continuous harness human resources and develop their potential for organization and self development Ensure cordial relation among employees Add value to society. Timely statutory compliance.

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TRAINING & DEVELOPMENT The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If we hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity. Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements. Therefore, Vikram Woollens provide training to their employees every month once or twice as per needed for their and companys development. Purpose of Training and Development

Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization.

Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff.

Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale.

Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training and developing its workers, including:

Increased productivity. Reduced employee turnover. Increased efficiency resulting in financial gains. Decreased need for supervision.

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TRAINING METHODS On-the-job training is delivered to employees while they perform their regular jobs. In this way, they do not lose time while they are learning. After a plan is developed for what should be taught, employees should be informed of the details. A timetable should be established with periodic evaluations to inform employees about their progress. On-thejob techniques include orientations, job instruction training, apprenticeships, internships and assistantships, job rotation and coaching. Off-the-job techniques include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training. Most of these techniques can be used by small businesses although, some may be too costly.

Evaluation of training:

Training is to be evaluated several times during the process. Determine these milestones when we develop the training. Employees are evaluated by comparing their newly acquired skills with the skills defined by the goals of the training program. Any discrepancies should be noted and adjustments made to the training program to enable it to meet specified goals. Many training programs fall short of their expectations simply because the administrator failed to evaluate its progress until it was too late. Timely evaluation will prevent the training from straying from its goals. If it is found that there no noticeable improvement after a training session in the employees, then we again conduct the training for there development.

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WELFARE ACTIVITIES Employee or labour welfare is comprehensive term including various services, benefits and facilities offered to employee by the employer. Through such fringe benefits the employer makes life worth living for employees. The welfare amenities are extended in addition to normal wages and other economic rewards available to employees as per the legal provisions. CANTEENA canteen has contracted for the convenience of the employees. Its the common canteen for all the employees (at subsidized rates). It works in all the three shifts as per the timings. The canteen services are available for those employees who need to take meals on staggered basis due to continuous run of some departments/equipments. VIKRAM STAFF CLUBIn order to have a recreation time to time, they have formed a Vikram Woollens staff club which organizes number of activities on different number of occasions. The activities include both cultural and sports and a picnic is arranged once in a year. CONVEYANCEA staff bus is provided for all the employees and workers as this unit are far away from the city, this facility is available for all the shifts.

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PRODUCTION / OPERATIONS

PRODUCTS AND SERVICES OFFERED IN VIKRAM WOOLLENS VIKRAM WOOLLENS offer wide variety of Dyed Spun Yarn in pure Wool and its Blends with Polyester, Angora, Kid Mohair, Camel Hair and other specialty Fiber A) BLENDS

Wool 100% Wool / Polyester Wool / Silk Wool / Alpaca Wool 100% Alpaca Wool / Cashmere Wool / Fine Animal Hairs Wool Nylon Wool Viscose

B) RANGE

Conventional Dyed solids, Mlange & Vigro Printed Single and Multifold Crepe (High Twist) Siro Spun

C) COUNT RANGE

Conventional Spun Yarn : NM 16 to 120 Siro Spun: NM 2/48 to 2/76 Siro Lycra: NM 2/40 to 2/76
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Wool Nylon: NM 2/28 to 2/48 Wool Silk: NM 2/30 to 2/120

D) APPLICATIONS

Apparel Furnishing Socks Shawls, Stoles & Scarves

QUALITY CONTROL

To produce globally Competitive Quality Yarn. Total Customer Satisfaction, both Internal and External. Create and Maintain Clean, Safe and Pleasant Working Environment. Follow a System leading to continuous Improvement in Technology and Human Potential.

MATERIAL PLANNING To produce a wide variety of dyed spun yarn in pure wool. To produce more range of siro spun and siro lycra

FUTURE PLANS To enhance the plant capacity To increase the production To produce wide range of variety To serve the best to the customers To adopt the new technology

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MARKETING
Marketing is the process whereby society, to supply its consumption needs, evolves distributive systems composed of participants, who, interacting under constraints - technical (economic) and ethical (social) - create the transactions or flows which resolve market separations and result in exchange and consumption.

AREA OF OPERATION Apparel Furnishing Socks Shawls, stoles & scarfs Knitting

This product range is well known for its branded suiting. Its brand has differentiated itself as a power of fashion with several innovative fabrics.

COMPETITORS OF VIKRAM WOOLLENS Jindal woollens industries K.D.R woollens industries Brahma woollens industries Imperial woollens industries Rajasthan woollens industries Asian woollens industries

MARKET SHARE OF VIKRAM WOOLLENS Grasim, which enjoyed second largest share of the over the counter (OTC) segment with a nearly 20 per cent market share, targeted a 20 per cent growth in the coming years. Grasim earned 30 per cent from export and 70 per cent from retail sales.

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ADVERTISING & SALES PROMOTION

Advertising is the dissemination of information by non-personal means through paid media where the source is the sponsoring organization. Sales promotion is the dissemination of information through a wide variety of activities other than personal selling, advertising and publicity which stimulate consumer purchasing and dealer effectiveness. Vikram Woollens advertise through following Newspapers and magazines; Television broadcasts; Through press releases; Novelties bearing advertising messages and Signature of the advertiser. Circular of all kinds, (whether distributed by mail, by person, thorough tradesmen, or by inserts in packages); Vikram Woollens supplies in Bhilwada Chilwada( M.P.) Mumbai Gujarat Kanpur Ludhiana Chandigarh Mysore

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STRENGTH AND WEAKNESSES OF VIKRAM WOOLLENS

STRENGTH Medical facility as & when required. Scholarships to meritorious children of employees. Internal and external customer survey through standard formats. Organizational health study. Best attendance award annual basis. Innovation activity. Performance appraisal of staff and workers.

WEAKNESS Workers are less educated. Limited production.

SUGGESTIONS There should be weekly sessions on employees education. Unit should be expanding in order to increase the production capacity.

SPECIAL POINTS Staff is very co-operative. Training module provided to workers. Provide various Welfare schemes for workers.

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Board of Directors Mr. Kumar Mangalam Birla, Chairman Mrs. Rajashree Birla Mr. M. L. Apte Mr. B. V. Bhargava Mr. R. C. Bhargava Mr. A. K. Dasgupta Mr. Shailendra K. Jain Mr. D. D. Rathi Mr. Cyril Shroff Dr. Thomas M. Connelly Mr. Adesh Gupta (Whole-Time Director) Mr. K. K. Maheshwari (Whole-Time Director)

Business Heads Mr. K. K. Maheshwari, Viscose Staple Fibre Mr. O. P. Puranmalka, Cement Mr. Lalit Naik, Chemicals

Mr. Pranab Barua, Textiles

Manager & Chief Financial Officer Mr. Adesh Gupta

Company Secretary Mr. Ashok Malu

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DEPARTMENT HEADMr. Satya Pal Hans (DGM, P&A, HR at VIKRAM WOOLLENS, MALANPUR Unit Grasim Inds Ltd) E-Mail ID- satya.hans@adityabirla.com

CONTACT DETAILSAddress Telephone No. Fax No. : : : Plot GH - I to IV Ghironghi, Malanpur 91-1681-3602 91-1681-3339

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3.1 RESEARCH DESIGN A research design is purely and simply the framework or plan for a study that guides the collection and analysis of the data. The function of research design is to ensure that the required data are collected accurately and economically.

The Research design used in the study was descriptive research design. The descriptive study portrays the characteristics of a group or an individual or situation.

3.2 SAMPLING TECHNIQUE The sampling technique used in this study is Stratified sampling.

3.3 SAMPLE SIZE The sample size used in this study is 50. The universe of the study includes employees in HR admin. In HMIL the total number of employee in HR admin are 89. Out of them 50 are selected for the study.

3.4 DATA COLLECTION METHOD

Based on the nature and purpose of study there are various modes of data collection. Data sources can be classified into two categories namely primary and secondary sources. Primary data: The primary data are collected from structured form of questionnaire. The questionnaire consists of multiple choices, dichotomous and ranking type of questions. 25

Secondary data: The secondary data are collected through company records and journals

3.5 STATISTICAL TOOLS USED The statistical tools used in this study are 1. chi- square analysis 2. Weighted average method

26

CHI - SQUARE TEST Chi square test is an important non parametric test and as such no test is necessary in respect of the type of population. We required only the degree of freedom (implicit of course the size of the sample) for using this test. As a non parametric test, Chi square can be used (i) as a test of goodness of fit and (ii) as a test of independence. Since the researcher used test of independence only the details about test of independence is given below.

TEST OF INDEPENDENCE test enables us to explain whether or not two attributes are associated. In order be may apply the chi square test either as a test to judge the significance of association between attributes, it is necessary that the observe as well as theoritical or expected frequencies must be grouped in the same way and theoritical distribution must be adjusted to give the same total frequency as we find in case of observe distribution. Karl Pearson developed a test for testing the significance of discrepancy between experimental values and the theoritical values obtained under some theory or hypothesis. This test is known as of goodness of fit. Karl Pearson proved that statistic = /E test

O Observed frequency E Expected frequency is used to test whether difference between observed and expected frequencies are frequent.

To find

table value degree of freedom should be calculated. Degree of freedom is calculated using

the formula (r 1) (c -1). The table value for this degree of freedom is seen using 5% or 1% of significant level.

27

If

table value is greater than

calculated value, Null hypothesis is accepted or null hypothesis is

rejected. In this study the chi-square test the table value has taken @ 5% level of significance.

WEIGHTED AVERAGE METHOD Weighted average can be defined as an average whose components aggregate of the products are divided by the total of weights. One of the imitations of simple arithmetic mean is that it gives equal importance to all the items of the distribution. In certain cases relative importance of all the items in the distribution is not the same where the importance of the items varies. It is essential to allocate weight applied but may vary in different cases. Thus weight age is a number standing for the relative importance of items.

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4. DATA ANALYSIS TABLE 4.1.1 CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE S.NO 1 2 3 4 5 Respondents Less than 1 year 1-2 year 2-3 year 3-4 year Above 4 year Total Response 10 14 10 7 9 50 Percentage 20 28 20 14 18 100

CLASSIFICATION OF EMPLOYEES BASED ON THEIR EXPERIENCE

16 14 12 10 8 6 4 2 0 less than 1 year 1 1-2 year 2 2-3 year 3 3-4 year 4 above 4 year 5 7 10 10 9

14

Interpretation: It is infered that 20% of employees has experience less than 1 year, 28% of employees has experience of 1-2 year, 20% of employees has experience of 2-3 year,and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years.

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TABLE 4.1.2 POSITION CATEGORY

S.No 1 2

Position category Middle Level Managerial Level Total

No. of Respondents 28 22 50

Percentage 56 44 100

CHART 4.1.2 POSITION CATEGORY

28 30 20 10 0 managerial level 1 middle level 2 22

Interpretation: It is infered that 56% of employee belongs to Middle level and 44% of employees belongs to Managerial level.

30

TABLE 4.1.3 SATISFACTION TOWARDS THE WORK ENVIRONMENT

S.no 1 2 3 4 5

Response Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

Respondents 10 22 11 4 3 50

Percentage 20 44 22 8 6 100

CHART 4.1.3 SATISFACTION TOWARDS THE WORK ENVIRONMENT

25 20 15 10 10 5 0 Highly satisfied 1 Satisfied 2 Neutral 3 Dissatisfied 4 Highly dissatisfied 5 4 3 11 22

31

Interpretation: From the table it is infered that 20% of employees are highly satisfied with the work environmnent,44% of employees are satisfied with the work environmnent,22% of employees are neutral in satisfaction with the work environmnent,8% of employees are dissatisfied with the work environmnent and 6% of employees are highly dissatisfied with the work environmnent.

TABLE 4.1.4 OPINION ABOUT THE INCENTIVES PROVIDED

S.no 1 2 3 4 5

Response Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

Respondents 24 16 7 3 50

Percentage 48 32 14 6 100

CHART 4.1.4 OPINION ABOUT THE INCENTIVES PROVIDED

32

30 25 20 16 15 10 5 0 Highly satisfied 1 Satisfied 2 Neutral 3 Dissatisfied 4 Highly dissatisfied 5 7 3 24

Interpretation: From the table it is seen that 48% of employees are highly satisfied 32% of employees are satisfied 14% or employees are neutral and 6% of employees are dissatisfied with the incentives provided in the organisation. TABLE 4.1.5 THE MANAGEMENTS INTEREST IN MOTIVATING EMPLOYEES

S.no 1 2 3 4

Response Strongly agree Agree Neutral Disagree Total

Respondents 20 11 14 5 50

Percentage 40 22 28 10 100

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CHART 4.1.5 THE MANAGEMENTS INTEREST IN MOTIVATING EMPLOYEES

20 18 16 14 12 10 8 6 4 2 0

20

14 11

Strongly agree 1

Agree 2

Neutral 3

Disagree 4

Interpretation:

From the table it is infered that

40% of employees strongly agree,22% of

employeesagree,28% of employees are neutral and 10% of employees disagree with the managements interest in motivating employees. TABLE 4.1.6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION S.no 1 2 3 4 Response Highly satisfied Satisfied Dissatisfied Highly dissatisfied Total Respondents 15 28 5 2 50 Percentage 30 56 10 4 100

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CHART 4.1.6 OPINION ABOUT THE OPPORTUNITIES FOR PROMOTION

30 25 20 15 10 5 0 Highly satisfied 1 15

28

5 2 Satisfied 2 Dissatisfied 3

Highly dissatisfied 4

Interpretation:

It is clear that

30% of employees are highly satisfied,56% of employees are and 4% of employees are highly dissatisfied with

satisfied,10% of employees are dissatisfied opportunities for growth and promotion.

35

TABLE 4.1.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT S.no 1 2 3 4 5 Response Strongly agree Agree Neutral Disagree Strongly disagree Total CHART 4.1.7 SATISFACTION REGARDING THE CAREER DEVELOPMENT
20 18 16 14 12 10 8 6 4 2 0 20 15 10

Respondents 10 20 15 2 3 50

Percentage 20 40 30 4 6 100

2 Strongly agree 1 Agree 2 Neutral 3

Disagree 4

Strongly disagree 5

Interpretation: It is infered that 20% of employees strongly agree,40% of employees agree,30% of employees are neutral 4% of employees are disagree and 6% of employees strongly disagree with the career development in the organisation.

36

TABLE 4.1.8 RESPONSE ABOUT THE WELFARE POLICIES PROVIDED

S.no 1 2 3 4 5

Response Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

Respondents 24 17 9 50 CHART 4.1.8

Percentage 48 34 18 100

RESPONSE ABOUT THE WELFARE POLICIES PROVIDED

24 25 20 15 9 10 5 0 Highly satisfied 1 Satisfied 2 Neutral 3 Dissatisfied 4 Highly dissatisfied 5 17

Interpretation: 48% of employees are highly satisfied,34% of employees are satisfied and 18% of employees are neutral with the welfare policies provided in the company. 37

TABLE 4.1.9 FACTORS MOTIVATING THE EMPLOYEES S.no 1 2 3 4 Factors Increase in salary Promotion Leave Power Total Respondents 8 20 7 15 50 Percentage 16 40 14 30 100

CHART 4.1.9 FACTORS MOTIVATING THE EMPLOYEES

20 15 20 10 5 0 Increasevin Promotion salary 1 2 Leave 3 8 7 15

Power 4

Interpretation:It is infered that 16% of employees are motivated by the increase in salary,40% of
employees are motivated by the promotion,14% of employees are motivated by the leave and 30% of employees are motivated by the power. 38

TABLE 4.1.10 STRESS DUE TO OVERWORK

S.No 1 2

Response Yes No Total

No. of Respondents 38 12 50

Percentage 76 24 100

CHART 4.1.10 STRESS DUE TO OVERWORK

38 40 35 30 25 20 15 10 5 0 Yes 1 No 2

12

Interpretation: It is infered that 76% of employees accepted the fact of stress due to over work in the
company and 24% of employees doesnt accepted the fact of stress due to over work.

39

TABLE 4.1.11 WHAT DID YOU LIKE MORE ABOUT THE COMPANY

S.no 1 2 3 4

Factors Compensation Rewards & Recognition Job security Relationship Total

Respondents 12 8 5 25 50

Percentage 24 16 10 50 100

CHART 4.1.11 WHAT DID YOU LIKE MORE ABOUT THE COMPANY

1 1 Compenstion 4 2 3 2 Rewards&Recognition 3 Job security 4 Relationship

Interpretation:It is infered that 24% of employees like compensation,16% of employees like

rewards&recognition,10% of employees like job security and 50% of employees like relationship in the company. 40

TABLE 4.1.12 MEDICAL FACILITIES PROVIDED IN THE ORGANISATION S.No 1 2 Response Yes No Total No. of Respondents 50 50 Percentage 100 100

CHART 4.1.12 MEDICAL FACILITIES PROVIDED IN THE ORGANISATION

100% 80% 60% 40% 20% 0% Yes 1 No 2 50

Interpretation: It is infered that all the respondents are satisfied with the medical facilities offered by
the organisation.

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TABLE 4.1.13 RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM S.No 1 2 Response Yes No Total No. of Respondents 35 15 50 Percentage 70 30 100

CHART 4.1.13 RESPONSE TOWARDS THE PERFORMANCE APPRAISAL SYSTEM

1 Yes 2 No

Interpretation: It is infered that 70% of employees are satisfied with the performance appraisal
system and 30% of employees are not satisfied with the performance appraisal system followed in the organisation.

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TABLE 4.1.14 OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE S.No 1 2 Response Yes No Total No. of Respondents 38 12 50 Percentage 76 24 100

CHART 4.1.14 OPINION ABOUT BALANCING WORK LIFE AND PERSONAL LIFE

38 40 20 0 Yes 1 No 2 12

Interpretation: It is infered that 76% of employees are satisfied about balancing work life with the
personal life and 24% of employees are nt satisfied in balancing the work life with the personal life

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TABLE 4.1.15 OPINION ABOUT GREIVANCE HANDLING SYSTEM S.no 1 2 3 4 5 Factors Highly efficient Efficient Inefficient Highly inefficient Neither efficient nor inefficient Total CHART 4.1.15 OPINION ABOUT GREIVANCE HANDLING SYSTEM
25 20 15 10 5 5 0 Highly efficient Efficient Inefficient Highly inefficient 4 Neither efficient nor inefficient 5 3 12 7 23

Respondents 12 23 5 3 7 50

Percentage 24 46 10 6 14 100

Interpretation: It is infered that 24% of employees accepts highly efficient,46% of employees

accepts efficient,10% of employees accepts inefficient,6% of employees accepts highly inefficient and 14% of employees given the opinion of neither efficient nor inefficient for Greivance handling system in the company. 44

TABLE 4.1.16 COMPANY WELCOMES NEW IDEAS AND INNOVATION

S.No 1 2

Response Yes No Total

No. of Respondents 40 10 50

Percentage 80 20 100

CHART 4.1.16 COMPANY WELCOMES NEW IDEAS AND INNOVATION

40 35 30 25 20 15 10 5 0

40

10

Yes 1 No 2

Interpretation: It is infered that 80% of employees responded yes and 20% of employees responded
no for companys interest in entertaining new ideas and innovation from employees.

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TABLE 4.1.17 OPINION ABOUT SUPERIOR SUBORDINATE RELATIONSHIP S.no 1 2 3 4 Factors Highly satisfied Satisfied Neutral Dissatisfied Total Respondents 12 22 11 5 50 Percentage 24 44 22 10 100

CHART 4.1.17 OPINION ABOUT SUPERIOR SUBORDINATE RELATIONSHIP

25 22 20 15 12 10 5 0 Highly satisfied 1 Satisfied 2 Neutral 3 Dissatisfied 4 11

Interpretation: It is infered that 24% of employees are highly satisfied,44% of employees are
satisfied,22% of employees are neutral and 10% of employees are dissatisfied with superior subordinate relationship. 46

STATISTICAL TOOLS 4.2 CHI - SQUARE TEST

4.2.1. SATISFACTION WITH THE WORK ENVIRONMENT

To determine whether there is significant difference between the nature of work environment and the employee retention H0 : There is no significant difference between the nature of work environment and the employee retention

H1 : there is significant difference between the the nature of work environment and the employee retention

S. NO 1 2 3 4 5

Options Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

No of respondents 10 22 11 4 3 50

Percentage (%) 20 44 22 8 6 100

Expected Frequency = 50/5 = 10 47

Calculation of

: Frequency /E

Observed Frequency Expected (O) 10 22 11 4 3 (E) 10 10 10 10 10

0 144 1 36 49 TOTAL

0 14.4 0.1 3.6 4.9 23

Calculated ^2 = 0 Observed Frequency E Expected Frequency Calculated =23

Degree of freedom = (5-1) = 4 d.f at 5 % level of significance Therefore, Tabulated Since Calculated =9.488

> Tabulated

Therefore, we reject the hypothesis. i.e, there is significant difference between the nature of work environment and the employee retention

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4.2.2. CAREER DEVELOPMENT IN THE ORGANISATION

To determine whether there is significant difference between the career development of employees and the employee retention H0 : There is no significant difference between the career development of employees and the employee retention H1 : there is significant difference between the career development of employees and the employee retention S. NO 1 2 3 4 5 Options Strongly agree Agree Neutral Disagree Strongly disagree Total Expected Frequency = 50/5 = 10 Calculation of : Frequency /E No of respondents 10 20 15 2 3 50 Percentage (%) 20 40 30 4 6 100

Observed Frequency Expected (0) 10 20 15 (E) 10 10 10

0 100 25

0 10 2.5

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2 3

10 10

64 49 TOTAL

6.4 4.9 23.8

Calculated ^2 = 0 Observed Frequency E Expected Frequency

Calculated

=23

Degree of freedom = (5-1) = 4 d.f at 5 % level of significance

Therefore, Tabulated

=9.488

Since Calculated

> Tabulated

Therefore, we reject the hypothesis.

i.e, there is significant difference between the career development of employees and the employee retention

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WEIGHTED AVERAGE METHOD

4.3.1 FACTORS MOTIVATING THE EMPLOYEES Factors Respondents (Xi) Weightage (Wi) (Wi*Xi)/ Wi Rank

Increase salary Promotion

in

1.6

III

20

Leave

0.7

IV

Power

15

4.5

II

Total

50

10

14.8

Inference: From the table it is seen that most of the respondents have given first preference to promotion, second preference to power, third preference to increase in salary and fourth preference to leave with respect to the factors motivating them.

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4.3.2. GREIVANCE HANDLING SYSTEM IN THE ORGANISATION Options Highly efficient Efficient 23 4 6.1 I Respondents (Xi) 12 Weightage (Wi) 5 (Wi*Xi)/ Wi 4 Rank II

Inefficient Highly inefficient Neither efficient inefficient Total nor

5 3

2 1

0.66 0.2

IV V

1.4

III

40

15

12

Inference: From the table it is seen that most of the respondents have rated first for Efficient, secondly Highly efficient, third rank is for Neither efficient nor inefficient, Inefficient stands fourth, whereas Highly inefficient stands the last that has been improved.

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FINDINGS
It is infered that 20% of employees has experience less than 1 year, 28% of employees has

experience of 1-2 year, 20% of employees has experience of 2-3 year,and 14% of employees has experience of 3-4 year and 18% of employees has experience above 4 years.

It is infered that 56% of employee belongs to Middle level and 44% of employees belongs to Managerial level From the table it is infered that 20% of employees are highly satisfied with the work environmnent,44% are satisfied with the work environmnent,22% are neutral in satisfaction with the work environmnent,8% are dissatisfied with the work environmnent and 6% are highly dissatisfied with the work environmnent. From the table it is seen that 48% of employees are highly satisfied 32% are satisfied 14% are neutral and 6% are dissatisfied with the incentives provided in the organisation. From the table it is infered that 40% of employees strongly agree,22% managements interest in motivating employees.

of

employees agree,28% of employees are neutral and 10% of employees disagree with the

It is clear that 30% of employees are highly satisfied,56% of employees are satisfied,10% of employees are dissatisfied and 4% of employees are highly dissatisfied with

opportunities for growth and promotion.

It is infered that 20% of employees strongly agree,40% of employees agree,

30% of employees are neutral 4% of employees are disagree and 6% strongly disagree with the career development in the organisation

It is clear that 48% of employees are highly satisfied, 34% are satisfied and
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18% of employees are neutral with the welfare policies provided in the company.

It is infered that 16% of employees are motivated by the increase in salary,40% of employees are motivated by the promotion,14% of employees are motivated by the leave and 30% of employees are motivated by the power. It is infered that 76% of employees accepted the fact of stress due to over work in the company and 24% of employees doesnt accepted the fact of stress due to over work. It is infered that 24% of employees like compensation,16% of employees like rewards&recognition,10% of employees like job security and 50% of employees like relationship in the company. It is infered that all the respondents are satisfied with the medical facilities offered by the organisation. It is infered that 70% of employees are satisfied with the performance appraisal system and 30% of employees are not satisfied with the performance appraisal system followed in the organisation.

It is infered that 76% of employees are satisfied about balancing work life with the personal life and 24% of employees are not satisfied in balancing the work life with the personal life

It is infered that 24% of employees accepts highly efficient,46% of employees accepts efficient,10% of employees accepts inefficient,6% of employees accepts highly inefficient and 14% of employees given the opinion of neither efficient nor inefficient for Greivance handling system in the company.

54

 It is infered that 80% of employees responded yes and 20% of employees responded no for companys interest in entertaining new ideas and innovation from employees. It is infered that 24% of employees are highly satisfied,44% of employees are satisfied,22% of employees are neutral and 10% of employees are dissatisfied with superior subordinate relationship

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SUGGESTIONS

The Management should take efforts in motivating the employees working in the organization. The Organization should concentrate on the career development of the employees The job stress experienced by the employees can be reduced by increasing the manpower in the organization. The management should create growth opportunities for the employees Grievance handling system can be made more efficient which results in increased level of satisfaction among the employees. Employees should be recognized for their work. This enables a better superior
Sub ordinate relationship within the organization.

The management should provide a better work environment which results in job satisfaction to the employees.

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CONCLUSION

In order to retain the employees within the organization, their complaints should be resolved immediately. Many complaints can become grievances if unnoticed. The Grievance Handling system should be made more efficient in the organization. The employees are valuable assets to the organization retaining them is considered to be more essential.. The organization has to motivate the employees. Motivation increases performance level, it lowers employee turnover. Motivation ensures stability of workforce and hence the stability of the organization. The organization has to concentrate in career development of their employees. The increased attention to and concern for individual careers generate more organizational loyalty and therefore lower employee turnover. Organizations should proactively recognize the benefits of understanding, managing and improving employee loyalty.

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QUESTIONNAIRE 1. Name: (Optional)

2. Years of experience: a) Less than 1 year b) 1-2 year c) 2-3 year d) 3-4 year e) Above 4 year

3. Position category:

a) Middle level

b) Managerial level

4. Are you satisfied with the work environment? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied

5. Are you satisfied with the incentive provided by the organization? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied

6. Management is really interested in motivating people a) Strongly agree b) Agree c) Neutral d) Disagree e)Strongly disagre

7. Give your opinion about the opportunities for growth and promotion a) Highly satisfied b) Satisfied c) Dissatisfied d) Highly dissatisfied

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8. Employees are satisfied with career development at the organization a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

9. Are you satisfied with the companys welfare policies towards the employee? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied

10. Rank the following factors which motivate you the most a) Increase in salary b) Promotion c) Leave d) Power

11. Stress due to overwork

a) Yes

b) No

12. What did you like more about the company? a) Compensation b) Rewards Recognition c) Job security d) Relationship

13. Does the Organization provide medical facilities as and when needed? a) Yes b) No

14. Are you happy with the performance appraisal system? a) Yes b) No

15. Are you able to balance work life and personal life? a) Yes b) No 59

16. How effective is the Grievance Handling system? a) Highly efficient b) Efficient c) Inefficient d) Highly inefficient e)

neither efficient nor inefficient

17. Whether the company welcomes new ideas and innovations?

a) Yes

b) No

18. Your level of satisfaction regarding superior subordinate relationship a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied

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BIBLIOGRAPHY 1. Managing Human Resources, Tata McGraw - Bohlander, Snell, 2005

2. Personnel Management by C B Mamoria.

3. Research Methodology C.R Kothari

4. Statistical Method by S.P Gupta

5. Human Resource Management - K. Ashwathapa WEBSITES:

www.about.com www.scribd.com www.hyundai-motor.com www.askforhrd.com

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