EXECUTIVE SUMMARY

Enterprises driven by market pressures need to include in their goals improved quality and productivity, greater flexibility, continuous innovation, and the ability to change to respond rapidly to market needs and demands. Effective HRM is vital for the attainment of these goals. Improved quality and productivity linked to motivation can be achieved through training, employee involvement and extrinsic and intrinsic re ards. Reali!ing management goals and managing change need employee involvement, commitment and training, employee participation, cooperation and team" ork " all important HRM initiatives and activities. In an enterprise ith effective HRM policies and practices, the decisions on HRM are also strategic decisions influenced by strategy and structure, and by external factors such as trade unions, the labor market situation and the legal system. In reality most firms do not have such a ell thought"out sequential model. #here are several ays in hich HRM has changed earlier attitudes and assumptions of personnel management about managing people. #he ne maintaining competitiveness. $irst, HRM earlier reacted piece"meal to problems as they arose. %rgani!ations ith the most effective HRM policies and practices seek to integrate such policies in corporate strategies and to reinforce or change an organi!ation&s culture. 'econd, building strong cultures is a ay of promoting particular organi!ational goals, in that (a &strong culture& is aimed at uniting employees through a shared set of managerially sanctioned values that assume an identification of employee and employer interests.( #hird, the attitude that people are a variable cost is, in effective HRM, replaced by the vie that people are a resource and that as social capital can be developed and can contribute to competitive advantage. $ourth, the vie that the interests of employees and management or shareholders are divergent and confliction " though substantially true in the past " is giving ay to the vie that this need not necessarily be so. 1 model of HRM includes many elements vital to the basic management goal of achieving and

 $ifth, top"do n communication coupled po er

ith controlled information flo to keep ay to a

ithin the control of management categories is gradually giving

sharing of information and kno ledge. #his change facilitates the creation of trust and commitment and makes kno ledge more productive. HRM as a means of achieving management ob)ectives " at least in enterprises hich have recogni!ed, or have been compelled to recogni!e, the utili!ation of the human resource in achieving competitive edge " becomes clear from an examination of four important goals of effective HRM.HRM is closely linked to motivation, leadership and ork behavior. *n enterprise&s policies and practices in these areas have an impact on hether HRM contributes to achieving management goals. #he first goal of HRM is integration, hich in itself has four aspects. #he second is the goal of commitment. +#he theoretical proposition is therefore that organi!ational commitment, combined commitment tenure and illingness to accept change., #he third is the goal of flexibility and adaptability, demands and changes. #he fourth goal of HRM is the goal of quality. #his assumes the existence of policies and practices to recruit develop and retain skilled and adaptable staff, and the formulation of agreed performance goals and performance measures. #o these goals could be added t o broader goals " building a unified organi!ational culture and achieving competitive advantage through the productive use of human resources. Importance of the Study: - #o gain more practical - theoretical kno ledge about the study as ell as in the organi!ation. Hence one becomes more efficient - effective by about the employer acquiring more practical kno ledge in the mind. It helps in getting a critical look into the personnel practices of the organi!ation. $rom this one can kno employee relationship in the organi!ation. .esides these things, it gives a broad idea 2 hich in essence means the ability to manage change and innovation and to respond rapidly to market ith )ob related behavioral ill result in high employee satisfaction, high performance, longer

about the

orking condition, decision making process - ho

to handle the different

critical situation in the organi!ation. Scope !"m"tat"on#: - #he study is confined to the office of /alco, *ngul. *ll the ithin the time limit of 0"

employees i.e. both the executives - non"executives are selected under this study. *ll the activities in the organi!ation also included for this study eeks. $%&ect"'e: - +HR 1ractices in /alco, a frame ork of different HRM practices on organi!ations pay particular attention to employee turnover. #his is because the ob)ective to allocate right people for right )ob thus by increasing the production hours terms increase the productivity. The three fundamenta( o%&ect"'e# of th"# pro&ect )"(( %e: hich in

#o develop a broad practical kno ledge about personnel management by

kno ing the different HR practices, training - development, recruitment schemes, etc adopted by the organi!ation.

#he main ob)ective of the study is to assess the extent of success of /alco in
regard of its employees.

#o gain more kno ledge about the organi!ation culture - style..

Re'"e) of !"terature
Intro to mean"n* of +R po("c"e# and pract"ce# *n appealing result from one stream of research in the human resource management 2HRM3 and labor economics literatures is the notion that business firms can achieve significant performance enhancements from implementing enlightened HRM practices. * combination of programs entailing intensive applicant screening, training, orkers no orker self"management and effective participation in teams, information ork organi!ation innovations designed to empo er ork ork forms the basis for identifying the presence of a high"performance sharing, profit and gain"sharing and

system. 4hile many scholars and practitioners refer to these high"performance

systems as +best practice, HRM systems 25e in 67783, the empirical basis for this conclusion is not as firm as one might desire. Most empirical studies of the impact of different HRM practices on organi!ations pay particular attention to employee turnover. #his is because the ob)ective nature of turnover data in comparison performance effective voice mechanism. #his ith responses to attitude surveys. High" orkers ith grievances in ork systems can have a positive effect on firm outcomes by providing an ill deter exit by skilled orker kno ledge in evaluating process orker

addition to allo ing the firm to tap into

improvements. #here are no guiding principles for the practices that should be included in an HR index. Empirical findings on the relationship bet een HR practices and number of industries and located in eastern 1ennsylvania. $irst, hile restricting the scope of the sample might limit the general applicability of our results, it also has the advantage of yielding data on a relatively homogeneous group of business firms. 'econd, the survey of HR practices employed by these firms covers a ide array of practices linked in the literature to high"performance systems. 4e are missing data only for the hiring, screening and selection practices of the sample firms. #hird, e can control for the relative importance of cost"containment managerial ob)ectives for the sampled establishments. Method# of data co((ect"on:#he data has collected in t o ays as follo s9 1rimary 'ource 'econdary 'ource -r"mary .ata9 *ctually these data are collected for the first time - original in character. I have collected the primary data in the follo ing ays #hrough :uestionnaire #hrough asking questions to different employees Secondary .ata9 #hese data are those data ;ifferent books of /alco ;ifferent files ;ifferent handouts Internet / hich have already been collected by someone. I have collected the secondary data in the follo ing ays quit rates in a sample of small to medium manufacturing firms operating in a limited

A%out the company-$'er'"e)

I0TR$.UCTI$0 A1$UT 0A!C$
/ational *luminum <ompany 5td. 2/*5<%3 is one of the largest integrated aluminum complexes in *sia ith activities of operations spanning from orld"class aluminum metal. It as mining, refining, po er generation to production of

set up by the =overnment of India in 8>08.'ince commencement of commercial operations in 8>0?"00@ /alcoAs 'melter Bnit has constantly produced high quality products at competitive prices for both domestic and overseas customers and established itself in national and international market. /*5<% has not only addressed to the need for self"sufficiency in aluminum, but also given the country the technological edge in producing this strategic metal to the best of orld standards. 'melter Bnit has no sales turnover of 6C8C crore and has increased its capacity to D, CE,777 #1*. /alcoAs 'melter unit received :uality Management 'ystem 2:M'3 certificate I'% >776, 8>>C from R4#BF, =ermany from 8>>E to 677D and subsequently received I'% >778, 6777 2Revision3 certificate by R4#BF, =ermany, since 677D. It has also received Environment Management 'ystem 2EM'3 certificate I'%9 8C778, 8>>G from R4#BF, =ermany, since MayA8>>0. 'melter unit has made constant efforts to implement #otal :uality Management by employee involvement through :uality <ircles, :I1 etc. 'melter BnitAs :uality <ircles have participated in various /ational and Internal level :< competitions and received many a ards. /alcoAs 'melter Bnit is also recipient of many more a ards such as9 83 .est Exporter * ard for the year >0">>, >>"77 - 77" 78, 63 $IMI environment a ard 6777"78, D3 'tate 1ollution <ontrol Excellence * ard H 6776, C3 Indira =andhi 1aryavaran * ard, 6777. The mana*ement It is under the administrative control of the Ministry of <oal Mines. It is managed by a .oard of ;irectors appointed by the 1resident of India. #he 2

board consists of maximum 80 ;irectors including the <hairman"cum"Managing ;irector of the company *part from <M;, there are E functional or full time ;irectors heading 1ro)ect - #echnical, 1ersonnel - *dministration, <ommercial, $inance 1roduction disciplines. #here are t o senior =ovt. officials nominated to the .oard as ;irectors by the =overnment of India. .esides there are non"official ;irectors in the .oard. #he .oard of the company is pool of highly experienced - out standing professionals dra n from various fields of speciali!ation. #he management control system based on the delegation of authority - individual accountability for results. #he responsibility - authority to take decisions on various matters are delegated by the <hairman"cum"Managing ;irector to different levels in the management hierarchy. $or personnel matters such as appointments, confirmations, promotions, discipline, transfer, grant of various benefits, leave etc. 1o ers have been delegated to different levels of executives, in conformity ith the principles - polices of the management. #he schedule of delegation of po ers is a published document available for reference, sub)ected to revie , from time to time, to incorporate necessary changes. V"#"on #o be a <ompany of global repute in *luminum 'ector M"##"on #o achieve gro th in business Mantra %rdinary people, extraordinary attitude. $%&ect"'e# #o maximi!e capacity utili!ation. #o optimi!e operational efficiency - productivity. #o maintain highest international standards of excellence in product quality, cost efficiency - customer service. #o have global presence - earn foreign exchange. 3 ith global competitive edge providing satisfaction to the customers, employees, share holders - community at large. hich is

 #o maintain leadership in domestic market. #o provide a steady gro th in business by technology up gradation, expansion -diversification. #o maximi!e return on investment. #o maximi!e internal customer satisfaction. #o develop strong R- ; base - increase business development activities. #o foster high standards of health, safety - environment friendly products. #o participate in peripheral development of the area. #o promote result oriented organi!ational ethos - ork culture that empo ers employees - helps reali!ation of individual - organi!ational goals. #o instill financial discipline at all levels for achieving cost - budgetary controls, optimi!e utili!ation of management. orking capital - effective cash flo

Ra) Mater"a(#444455to44444$utput

S( 0o5 8

.e#cr"pt"on /on"$erric *lum #echnical =rade 'oda *sh Hydrochloric *cid #echnical grade Hydra!ine Hydrate

Spec"f"cat"on I'"6G7I 8>G>

App5 Re65 7MT8 8C77

I'"6EI8>062Drd Rev3

D77

I'"6GEI8>?G

G77

Min 07J conc.

7G

1a#"c -roduct# 9

A!UMI0A Ca(c"ned A(um"na A(um"na +ydrate Spec"a("ty A(um"na +ydrate# .eter*ent <rade =eo("te

A!UMI0IUM META! Standard In*ot#: So) In*ot# ;"re rod# 1"((et#: Ca#t Str"p# Co(d Ro((ed Sheet#

$perat"on# /alco has different stages ;aman)odi and at *ngul /alco. hen processing to finished product both at

CONDUCT, DISCIPLINE & APPEAL RULES

Conduct <onduct constitutes the image of your company. <onduct is a dynamic concept. Its example can be exhaustive. 'ome conducts are follo s Kou shall at all times maintain absolute integrity - devotion to duty - also ensure these t o valuable qualities in the employees supervision, control - authority. Kou shall not take part in politics or assist any political movement or activity. Kou shall not give evidence ithout permission of the authority - hile deposing evidence@ you shall not critici!e your company or the =overnment Kou shall not accept gifts directly or indirectly. Kou shall not give or take do ry. Kou shall avoid habitual indebtedness. Kou shall not borro have official dealings. Kou shall not contract another marriage hile your ife or husband is still living. > money from or lend money to any persons ith hom you orking under your

M"#conduct #he term misconduct does connote a vast number of actions. 'ome of the misconducts are as follo s. Habitual late attendance or irregular attendance or illful absence. ;runkenness, riotous - indecent behavior. *cceptance of gifts, lending - borro ing money. #aking or giving bribes or any illegal gratification. .reach of any la relating to orks - other rules or orders of the company. #heft, fraud or dishonesty in connection company. 1ossession of pecuniary resources or property disproportionate to the kno n sources of income. <ommission of any act amounting to sexual harassment of a oman -Ior omen. ."#c"p("nary -rocedure <onduct, discipline - appeal rules of the company deal procedure in respect of the executives. /on"executive employees are guided in the matters by the certified standing orders. #he penalties that can be imposed on an employee for an act of misconduct may be minor or ma)or. <r"e'ance procedure #his company continuously strives to create - sustain a grievance free climate in the organi!ation. $or any act of omission - commission causes a grievance, readily accessible machinery is available for prompt redressed of the same. ?or E@ecut"'e Emp(oyee# Executives up to - including EC level can invoke the formal grievance procedure for redressed of individual grievances- EE - above levels should approach the Head of the Bnit for resolving the grievance. ith the disciplinary ith the business or property of the

 If not satisfied the reply of the H%;, he may submit his grievance to the =M ithin D7 days through riting format. #hen the =M ill communicate the decision to the aggrieved executive days. . ithin 8E

If the executive is still not satisfied, he may appeal to the <hairman"cum" Managing ;irector in riting. #he decision ill communicate ithin D7 days. ?or 0on-E@ecut"'e Emp(oyee# *n aggrieved employee should present his grievance to his immediate superior through verbally days. If not satisfied, the employee may submit his grievance to the H%; days in riting format. #he H%; ill give a formal reply ithin ? days of the receipt grievance. 'ometimes H%; may also give a personal hearing to the employee. If the employee is not satisfied he may take the matter to the =rievance <ommittee through its 'ecretary. #his <ommittee must give their decision Representatives. If necessary the concerned employee may also be allo ed to be assisted by a co"employee in presenting his case to the <ommittee. ithin D7 days of the receipt of grievance by comprising the Management, Bnion - HR; ;epartment ithin G7 ho ould try to resolve the problem ithin D

LEAVE
!ea'e 5eave is not claimed as a matter of right 5eave application should be made in the standardi!ed 1erforma available in respective department. Kou may leave the Head quarters only if it is sanctioned. /o leave shall be granted beyond the date on superannuation. hich an employee must retire on

1B

 5eave includes casual leave, earned leave, half"pay leave, sick leave, extraordinary leave, quarantine leave, paternity - maternity leave. !ea'e -ro'"#"on# for tra"nee# #rainees including =raduate Engineer #rainees are entitled to 67 days of paid leave in a year. #he unutili!ed part of this leave can be carried for ard as earned leave on confirmationIregulari!ation. !ea'e enca#hment #he company offers the facility of enchasing every year the leave your earn during the course of your service. #he follo ing conditions apply during avail this facility. Encashment is admissible to you only once in a calendar year. Executive may encash E5 after leaving a minimum leave balance of D7 days in E5 account. #hey may also encash H15 once in five years sub)ect to a maximum of 877 days - H15 credit of D7 days in their account after encashment. /on"executive employees may encash E5 out of the encashable E5 account in respect of Bnits. In respect of <orporate, Regional, .ranch - 1ort facilities offices, the non"executives may encash E5 after leaving a minimum leave balance of D7 days in E5 account. #hey may also encash sick leave once in five years sub)ect to having D7 days balance at the credit after availing encashment. Money value for encashment includes .asic pay, ;* - /1*, personal pay, special pay - special personal pay. !ea'e tra'e( conce##"on #he company pays for you - your family the concession for traveling to any place in India ithout any restriction on distance on furnishing the proof of )ourney, mode - class of travel once in a period of C years. #his is limited up to 8077 k.m. each ay on certification, for all employees. Ad'ance 11

Kou can dra

07J of the estimated fare as advance both for ithin >7 days. If you are availing ithin one

out ard - return )ourney is planned to be completed month completion of return )ourney supported

5#< under 8777LMsI8077LMs schemes. 5#< claim must be submitted

ith proofs of )ourney to the satisfaction

of competent authority. In case of 5#< under 8777LMI8077LM schemes you are only required to declare the place of visit - date of visit in the prescribed forms.

ALLOWANCE
Tra'e("n* a((o)ance #raveling *llo ance shall be eligible, if the )ourney is undertaken for the follo ing purpose9 #our on duty #ransfer at the instance of the company. $or medical examination or treatment referred to by the company. #o appear in the departmental ExaminationIIntervie or selection test. #o participate in sports events representing the company #o attend training, seminar or conference sponsored by the company. #o receive /ational * ards I 'tate * ards. #o appear in the court on companyAs ork %n superannuation or voluntary retirement. %n )oining the first appointment in the company in case of executives coming from =ovt I 1ublic sector undertaking. #he company also pays to ards the )ourney expenses of the family in the event of death of an employee. Con'eyance a((o)ance Kou may be entitled to claim conveyance expenses necessarily incurred in your running - maintenance of your vehicle in connection of your official duties sub)ect to prescribed rules. #he follo ing table sho s the <onveyance allo ance for executives - non"executives. ?or E@ecut"'e# TY-ES $? VE+IC!E 12 AM$U0T -ER

'cooterIMotor <ycle ith engine capacity of 877 cc or more Moped - po er driven t o" heelers ith engine capacity less than 877 cc Motor car 2E8 - above3 ?or non-e@ecut"'e#

M$0T+ Rs.>E7I" Rs.EDEI" Rs.D7C7I"

'<%%#ERI M%#%R <K<5E 4I#H E/=I/E <*1*<I#K %$ 877 << %R M%RE 24CIM8I#8I18 - *.%FE3 Moped - po er driven t o" heelers ith engine capacity less than 877 cc 24DIM7I#7I17 - belo 3

R'.>E7I" R'.D7C7I"

Kou must notify to the HR; ;epartment on the changes of your vehicle or its registration number , since you are sanctioned the above facility taking into cogni!ance the particular vehicle o ned by you at the time of granting you the <onveyance *llo ance.

1,

Con'eyance A((o)ance to 1("nd <RA.E E7 - above '7I#DI1DIMD - above but belo E7 grade 4EI#6I16IM6 grade - belo

$rthopaed"ca((y +and"capped emp(oyee#5 RATE $? A-1 A C!ASS $T+ER -!ACES 7RS58 077 C77 8E7

CITIES 7RS58 8G77 077 677

0"*ht #h"ft a((o)ance .oth executive - non"executive employees orking in sight shift i.e. during 87p.m. to Ga.m. shall be paid an allo ance M Rs.C7I" per night shift ork. Sp("t #h"ft a((o)ance 4here a non"executive employee is required to perform duties in spilt shift ith a spread over of not less than 87 hrs., he ill be paid split shift allo ance M Rs.68I" per day of spilt duty attended. T"ff"n a((o)ance 4here the company hasnAt provided subsidi!ed canteen, the employees are entitled to tiffin allo ance MRs.C>I" per day of actual attendance. Spec"a( ad'ance

.oth executive - non"executive employees are granted interest free advance to

one monthAs basic pay plus ;* in a calendar year for meeting expenditure on special occasions.

#he advance is recoverable in 86 equal monthly installments.

Con'eyance #u%#"dy .oth Executive - /on"executive employees of <onveyance *llo ance ho are not in receipt ill be eligible for conveyance subsidy M Rs.8EI" per day of

actual attendance at the respective ork place sub)ect to minimum of Rs.867I" per month.

1/

Ca#h hand("n* a((o)ance Employees handling cash in finance department are eligible to get Rs.6E7I" per month, sub)ect to number of such employees as stipulated in 11<"EE. Con'eyance #u%#"dy for phy#"ca((y hand"capped 1hysically Handicapped employees ho are not in receipt of <onveyance *llo ance are ork eligible for <onveyance MRs.8EI" per day of actual attendance at the respective place sub)ect to minimum of Rs.867I" per month. !"'er"e# *ll employees are entitled for the follo ing items for liveries at the follo ing scale@ MA!E EM-!$YEES # o full sleeve cotton shirts t o cotton pants %ne pair of nylon socks 'hoes ?EMA!E EM-!$YEES # o cotton sarees - t o blouses or t o cotton sal ar kurta sets - dupattas %ne pair of nylon socks 'hoes Every year Every year %nce in 6 years 0atura( ca(am"ty ad'ance In case of natural calamities like floods, all non"executive employees are granted interest free advance of one monthAs .asic N;* for meeting the unforeseen expenditure, sub)ect to certification by concerned Revenue %fficer not belo monthly installments. ?unera( e@pen#e# #he $uneral Expenses of Rs.C777I" is given by the company to the nearest kith - kin of the deceased employee on the day of $uneral <eremony. the rank of #ahasildar, at the locality here the employees property is situated. #he advance is recoverable in 86 equal

12

E(ectr"c"ty #u%#"dy Employees dra ing HR* - not in occupation of company accommodation etc. are eligible to Electricity 'ubsidy at the follo ing rates. i3 ii3 iii3 /on"executive employees in the scale codes 4EI#6I16IM6 - belo %ther /on"executive employees Executives E7 to EG EE - above ;ater char*e# Executives - /on"executives ?urn"ture ad'ance #he /on"executive employees are eligible for grant of $urnitureIHousehold items. *dvance limited to one monthAs salary 2.asic N;*3 once in E years annum. Mu(t"- purpo#e ad'ance .oth executive - /on"executive employees of the company are eligible for Multi" 1urpose *dvance limited to Rs. C7,777I"once in five year per annum to be recovered in C7 equal monthly installments. 4hile /on"executive employees are eligible for purchase of need based items like 1ersonal <omputer for childrenAs education, #elevision, 'cooter - similar domestic articles required for 'onI;aughterI'elf marriage etc. #he executives are only eligible for purchase of 1ersonal <omputer - computer peripherals. Spec"a( compen#atory a((o)ance #he /on"executive employees orking inside the plant of 'melter, <11 *lumina Refinery - placed in group *,.-< as per productivity linked incentive scheme as ell as Medical #echnician in O"ray, 1athology - 'terili!ation Bnit of Hospitals are paid Rs.8E7I"p.m. %ther /on"executive employees of the aforesaid plant is paid Rs.86EI"p.m. #he /on"executive employees of Mines are paid Rs.8?7I"p.m. 13 ith GJ interest ith GJ interest per Rs.8EI" Rs.D8GI"p.m. Rs.C6EI"p.m. Rs.0?7I"p.m. Rs.807I"p.m.

Re"m%ur#ement for the co#t of ne)#paperCma*aD"ne#Cprofe##"ona( ("terature#5 83 Executives #he executives E7 ED"EE EG E? E0 E> 63 /on"executives #he employees at all levels are eligible for reimbursement of cost of /e s 1aperIMaga!inesI1rofessional 5iteratures limited to an amount of Rs.G7I"p.m. Re"m%ur#ement of p t te(ephone mo%"(e phone are eligible for reimbursement of cost of /e s 1aperIMaga!inesI1eriodicalsI1rofessional 5iteratures at the follo ing rate per annum Rs.077I" Rs.8677I" Rs.8E77I" Rs.6777I" Rs.6E77I" Rs.D777I"

83 /on"executive 63 Employees having 1- # 2.'/5 - M#/53 telephone connections in their o n name - installed at their residence in the place of posting are reimbursed minimum of rental charges. D3 Executives E7 to EC EE - above Rs.E77I" *s per ;%1

ADVANCES
+ou#e %u"(d"n* ad'ance Employees of the company ho have completed three years of continuous service are eligible for house building advance for the follo ing purposes. 1urchase of land - construction of a house thereon. <onstruction of a house on a land already o ned by the employee. 1urchase of a already built house or o nership flat. Enlarging living accommodation in an existing house o ned by the employee. 19

Repayment 1rinciple amount should be repaid ithin a period not exceeding 67 years - the number of monthly installments should not exceed 6C7days. Interest should be repaid after payment of the principal - in suitable installments in such a ay that the principal interest is rapid fully before the date of retirement. $ther Cond"t"on# *n employee ho o ned a house in his name or in the name of his ife or children is not entitled to the advance. If the husband ife both are employees of the company, the advance shall be admissible only to one of them at their option. #he advance is admissible only t ice during the service career of an employee. Ho ever, the 6nd H.* for maximum amount of Rs.6.E lakhs.#his ill be allo ed only after 87 years from the date of dra al of 8 st installment of 8st H.* sub)ect to condition that the 8st H.* ith interest is fully repaid. #he company charges at present a simple interest at the rate of EJ for advance up to Rs. 6.C lakh, 0J up to Rs. E.7 lakhs - 88J up to Rs.?.E lakhs. <rant of con'eyance ad'ance *fter completion of the probation period, the company may extend a lump sum advance for purchase of a car or a t o heeler any time during the service period. Kou may be eligible for 6nd - Drd advance only after a period of E years from the date of dra al of the8st - 6nd respective advance for carIt o years in case of bicycle. Kou may make an application in the prescribed 1erforma to the appropriate authority for grant of advance. #he amount of advance for purchase of conveyance carries a simple interest of EJ in respect of t o" heelerIbicycle - ?.EJ for car at present rates. #he interest is calculated on the balance outstanding on the last day of each month. heeler - D

1>

MOTIVATIONAL SCHEMES
$n ac6u"r"n* profe##"ona( 6ua("f"cat"on # o important pre"conditions of granting incentive under the scheme are that the Institute from hich the ne qualification is obtained is a recogni!ed one - that prior permission has been obtained from the competent authority to pursue the studies hich is relevant to the )ob - career of the concerned employee. 0on-E("*"%"("ty Kou shall not be eligible to such incentives if you have acquired the specific qualifications on being sponsored by the company. Kou shall not be eligible to such incentive under the scheme in case you have appeared the final examination for the specified qualification before )oining. -rocedure 4hen eligible for incentive under the scheme, you may apply under the scheme@ you may apply in the prescribed 1erforma to the HR; ;epartment through proper channel ithin G7 days from the date of announcement of the result of the examination. -romot"on of fam"(y )e(fare *n Special Casual Leave 8C days - G days respectively for female - male employees undergoing non"puerperal sterili!ation operation. ? days to the male employee hose ife undergoes sterili!ation operation. 8 day for female employee undergoing IB<; insertion. Cash Incentive Rs.6,777I" after 8st child Rs.8,E77I" after 6nd child Rs. 8777I" after Drd child 1A employee ho or hose spouse undergoes vasectomyItubectomy operation is eligible for the follo ing benefits.

 Rs.E77I" after Cth - thereafter

2B

Increment *n employee is also entitled to grant of increment 2s3 as sho n in the table in next page provided the employee does not have more than three living children.

CATE<$RIES $? EM-!$YEES 0UM1ER $? I0CREME0TS Employees in '7I#DIMD pay scale - belo #hree2D3 Employees in #CI1CIMC - above, '8,'6, 'D - 'C # o263 Employees in the executive pay scales %ne283 Interest Concession In HBA /ot more than t o living children H 7.EJ less than normal One Time Cash Award RsE7.77 is a arded to a female employee undergoing IB<; insertion.

A)ard#

re)ard#

Sarjana Reward Scheme #his scheme intends to encourage involvement - creative thinking amongst employees - recogni!e - re ard them for their ideas Ponal committees at unit level hich result in hich are improving productivity, quality of products or services - reduction in costs. ill re ard such creative ideas accepted as implement able ith token gifts of Rs.877I" *fter implementation of the suggestion, the !onal committee can recommend a cash a ard sub)ect to minimum of Rs.E77I" per individual or Rs.6777I" per group - a maximum of Rs.6777I" per individual - Rs.87,777I" per group. If the !onal committee feels that the re ard amount should be more, then the suggestion may be absent to the central a ard committee at corporate office. #he central committee can recommend an a ard up to Rs.87,777I" per individual - Rs.6E,777I" in case of group. * motivator is also eligible for 67J of the re ard amount in case of individual suggestion - EJ in case of group suggestion. Problem Solvin Reward Scheme #his scheme seeks to recogni!e - re ard employees for their positive contribution to ards solving identified problems. 21

 #he committee can recommend cash a ard up to R.87,777I"in case of individual - Rs. 6E,777I" in case of group sub)ect to maximum Rs.E777I" per person in the group. 4hile cash a ards are to be distributed by the Bnit head once in a month, the certificate of merit signed by <M; employee on $oundation ;ay of the company. House !eepin Reward Scheme #his is to encourage participation of the employees in creating better environment, - for making the place of orking ork safe - environment" friendly ill be a arded to the concerned

increase productivity of individuals as ell as overall productivity of the plant. #he committee meets at the end of each calendar year - decides annual cash a ards comprising Rs.E777I" 28st pri!e3, Rs.D777I" 26nd pri!e3 - Rs.6777I" 2Drd pri!e3. Incentive scheme #he company has a 1roductivity 5inked Monthly Incentive 'cheme hose ob)ectives are9 18 #o increase 1roduction - 1roductivity. 28 #o increase availability - utili!ation of equipments. ,8 #o minimi!e input cost /8 #o discourage *bsenteeism - %vertime. Co'era*e *ll regular employees of the company up to level of <M; including regular trainees are sub)ected to coverage. C(a##"f"cat"on #hree groups depending on direct - indirect contribution 877J,0EJ,and ?7J. $or the purpose of Incentive 'cheme the follo ing has been considered as separate units9 2a3 .auxite, Mines 2b3 *lumina, Refinery 2c3 *luminum, 'melter 2d3 <aptive 1o er 1lant, <11 2e3 1ort $acilities, Fi!ag 22 ith eight ages

Mea#urement 1erformance of each unit is in terms of production - various key parameters like quality, input cost, efficiency, availability utili!ation etc. #his is to ensure that the unit cost of production is norms. #he measurement is in terms of $11 -ayment Incentive earnings are directly proportioned to #otal $11 earned, absenteeism, units age, %# factor sub)ect to minimum achievement level of age ithin a broad ceiling of Rs.60E7I" .r.t. their respective hich is limited to 67J of ith maximum points Q877 2C7 points for production - G7 points for cost reduction, quality efficiency etc.3 ell ithin the prescribed

2%# - absenteeism are negative factors3. #he employees of plants are paid incentive performance, the employees of <orporate, Regional, - .ranch %ffices are eligible for incentive on the basis of eighted average of all the units.

RETIREMENT BENEFITS
-ro'"dent fund 1rovident fund provides a lump sum financial support at the time of retirement apart from various loans - ithdra al during the period of the service. Contr"%ut"on# <ompulsory contribution shall be 86J of your emoluments i.e. pay plus ;*. 1ay includes special pay, personal pay, deputation - non practicing allo ance. Kour voluntary contribution - compulsory contribution taken together does not exceed 67J of emoluments. #he company does not contribute during the period hen you are not in a position to contribute. Intere#t 0.EJ of interest per annum on the contributions both in voluntary - compulsory - on companyAs contributions. 2,

;"thdra)a( Kou may be permitted to ith dra in the follo ing kinds of expenditure. #he expenses incurred on you - your familyAs illness. Expenses for marriage, funeral - other religious occasions. ;uring purchase of lands - building of a d elling house. Expenses due to damage of property during natural calamities. 1urchase of equipment to minimi!e hardship on account of physical handicap. 'econd ithdra al is not allo ed unless - until the first loan from fund is repaid. Tran#fer In case of transfer to another organi!ation, the amount of your credit can be transferred to your credit in the provident fund of the organi!ation here you ould be orking. 0om"nat"on# Kou may nominate a member of your family to receive the amount in your credit in the event of your death. Kou may nominate any person in case you donAt have a family. Kou can change the nominees by filling a fresh nomination. $n ret"rement Retirement is a relative term hich means leaving the services of the company on attaining the age of superannuation - entering into a interest. Bnder the existing service conditions of the company you reaching the age of G7 years. *fter being formally intimated of the date of retirement you may avail leave accumulated to your credit - start filing in prescribed forms for timely settlement of dues. Ret"rement 1enef"t# $n #uperannuat"on Encashment of the earned leave at credit, plus H15 up to C07 days in case of executives. $ull provident fund contribution in the company along contributions - interests accrued on the hole. ith matching ill superannuate on ider field of life - human

2/

 =ratuity up to a maximum limit of Rs. D,E7,777I" calculated M 8E days salary for each completed year of service. 1ermission to retain the companyAs quarters for a period of 6 months from the date of retirement on normal year. #raveling allo ance self - family for proceeding to home to n or any other place of settlement limited to the distance to home to n entitled class. Reimbursement of actual expenses incurred on transportation of personal assets is also admissible as on transfer including packing charges. Sett("n*-"n-A((o)ance Kou - your spouse can avail guest house facilities in different locations of the company at par ith the existing employees. *fter retirement you - your spouse continue to receive medical benefits from the company under contributory Medical .enefits scheme of the company. <roup *ratu"ty #cheme It is paid by the company to you for your efficient, faithful - long service. It provides social security - better benefits. $or this purpose it is required to fill in a nomination form at the time of )oining the service. #he benefits are basically divided into three parts as follo s.9"

$n ret"rement *fter attending age of superannuation - also in case of 1re" matureIvoluntary retirement. $n Re#"*nat"on a3 .efore completion of E years. 8E days salary for each completed year of service can be transferred if the employee )oins another public sector enterprise, other ise nil. b3 %n or after completion 22 8E days salary for each completed 8E days salary for each completed year of service, limited to Rs.D, E7,777I"

of E years. $n term"nat"on of #er'"ce a3 $or reasons other than fraud, before completion of E years.

year of service limited Rs D,E7,777I". 8E days salary for each completed year of service can be transferred if the employee )oins another public sector enterprise after apply in through proper channel, other ise nil.

b3 $or reasons other than fraud, after completion of E years . c3 %n termination of service in case of permanent disablement.

8E days salary for each completed year of service limited to Rs.D, E7,777I". 8E days salary for each completed year of service limited to Rs.D,E7,777I".

d3 %n account of illful negligence causing damage to the companyAs property on or after completion of E years.

8E days salary for each completed year of service limited to Rs.D,E7,777I" sub)ect to deduction of the amount of lossI damage.

It may be noted that benefits of the schemes may be partially forfeited

holly or

hen the services of an employee is terminated on account of riotous

or disorderly behavior, act of moral turpitude or for reasons of fraud or misconduct. $n re#"*nat"on Resignation is al ays a concern. #he employee ho intends to resign from the services of the company, the follo ing conditions ould apply. 23 astage factor for the company - could be a matter of

 #he employee has to give notice of three months before the proposed date of release. #he employee shall not be granted any leave except casual leave during notice period. %n acceptance of resignation, the employee certificates from all concerned departments. #he employee has to fill up the gratuity - provident fund forms before his release, for expeditious settlement of dues. #he HR; department may arrange an exit intervie ith you after acceptance of your resignation ith a vie to getting your frank opinion. Kou are also presented a service certificate on the date of your release. $n 'o(untary ret"rement #he scheme of your company applies to regular employees have completed 87 years of service in the company or have completed C7 years of age. *n employee, ho has been declared medically unfit for ork or has been disabled due to an accident or unfit to discharge his duties for any other reason may also seek voluntary retirement even though he does not satisfy the service - Ior age criteria. ho ill be required to collect the no dues

1enef"t# $ull provident fund accumulation along ith companyAs contribution . <ash equivalent of accumulated earned leave as per leave encashment rules. #hree months emoluments in lieu of notice period as per the conditions of service. #ransfer expenses of the employee - his family from the headquarters to any place in India, here he intends to settle do n by the entitled class as applicable ho opts FR after the age of in case of transfer hile in service. 1ost"retirement medical benefits to the employees EE years - the benefit is admissible after the employee attains the age of G7 years. Eua("ty C"rc(e9 29

 In the present scenario the industries are facing stiff competition organi!ation. /o more qualitative people as ell as qualitative products.

ith other

to overcome this competition the organi!ations are requiring

:uality <ircle 2:<3 is one of the tools in #otal :uality Management 2#:M3, hich is a Rapanese concept. *ctually :< is a small group of employees are orking together in the same area to resolve the enhancing the ork life. In /alco the #:M department as established in 8>>D.*fter that the quality movement of /alco is going on. 'melter 1lant is certified as I'%">776 certification by #BF, =ermany in $eb 8>>E.It is also certified as I'%">778 in year 6777 for product quality. $%&ect"'e# of 6ua("ty c"rc(e: #o provide better orking environment to employees. #o re ard the group of employees for their complete pro)ect through quality circle. #o increase the sense of belonging, commitment, team ork - good ork culture. #o respect the group of employees - their abilities. #o solve different ork related problems. #o obtain the above ob)ectives, at executive level, there are quality improvement pro)ect - at non"executive level there are quality circles belo . Eua("ty Impro'ement -ro&ect#: It consists of people from different departments. It is a non"voluntary groups formed by the management. #he main ork is to solve the problems. Eua("ty C"rc(e: It consists of maximum eight voluntary members - one facilitator executive - doesnAt participate in circle. 2> ho is an hich are explained ork related problems -

 #hey find the problems - also solutions - they are generally made on the permanent basis. Recently there are 6?quality circles in this unit - five quality circles from production area. -rocedure: #he quality circle group shall identify the pro)ects - presents it to the head of the department for registration. #he members are to be trained by the #:M department. #hey are meeting inside the department - have a brainstorming - creative thinking. *fter completion of each pro)ect the same should be presented to departmental head - functional ;=M for implementation. #he process of quality circle activities- the role of senior executives shall be revie ed through different councils hich are as follo s9 2i3 ;epartmental quality council9 In each department '-1 complex, there exit one quality council in hich, H%; acts as a chairman. #he executives up to E"E2'r.mgr3 are the members. It meets once in every month. 2ii3 :uality *pex <ouncil9 It as first formed in May 8>>D.#he <M acts as itAs member convener. *ll functional directors, =Ms, executive directors are the members of the council@ chief executive is the chair man. It meets once in every three months. 2iii3 'ub *pex <ouncil9 '-1 complex has quality sub"apex council headed by executives directors as its chairman - the =MAs deputy managers are its member .It meets once in every month. Bnit head selected the pro)ect for inter unit competition - for arded to #:M in charge at corporate office. $or participation in /ational or 'tate level competition the committee consisting of <hairman, ;irector 2production3, members of respective complex head, E;I=M at corporate office - #:M in charge.

2A

5andmarks of quality circle9 In order to ensure the success of the movement - motivate the employees +:uality Re ard 'cheme, is formulated, those ho are selected as the best in ill be a arded in /alco ere inter - intra unit corporation is being a arded - also implemented their pro)ects. #he re ards on completed - implemented pro)ects $oundation day function. $our quality circles +Hill Ling,, +.lack ;iamond,, +*ctive,- +;ynamic, selected at /ational <ompetition - participated in the International <onvention of :uality <ircle in #ai an during %ctober 6778 .:uality <ircle +*luminium, of 'melter plant as as the best quality circle in super service category. :uality as the a arded one of the t o pri!es for <ircle +;igvi)oy, of 'melter plant

distinguished performance in the visual presentation category of /ational <onvention of :uality <ircle conducted by :<$I at Hyderabad. #he all %rissa :uality <ircle convention the quality circle movement in the 'tate. Co((ect"'e 1ar*a"n"n*: Introduct"on: * computer terminal can be positioned in the conference room - linked to the main database. #his ill expedite negotiations by readily providing up"to"date data - also facilitating S hat ifA analysis. #his ill provide the means for discussions based on facts - figures - not feelings - fictions. #he system can also be made accessible through telephone lines - modems to all employees to fire personnel queries. Essential $eatures in /alco It is a continuous process in the employees participate in it. hich the representatives of both the management as organi!ed by /alco, hich is the first - only 'tate 5evel 1rogramme - has significantly contributed to spreading

,B

 .argaining is a day"to"day process. It involves not only the negotiation of the contract but also the administration or application of the contract .It establishes the regular - stable relationship bet een the parties involved. It is a flexible - dynamic process - the parties have to adopt a flexible attitude through out the process of bargaining. It is based on give - takes approach- not takes or leaves approach. It is an effective step in promoting industrial )urisprudence. .enefits9 It develops a sense of self"respect - responsibility among the employees. It increases the strength of the increases. It increases the morale - productivity of employees. It restricts managementAs freedom for arbitrary action against employees unilateral actions by the management are discouraged. Effective collective bargaining strengthens the trade union movement. -rocedure of ne*ot"at"on on co((ect"'e %ar*a"n"n*: orkers, their bargaining capacity as a group

It is a process through hich attempts are made to arrive at on agreement ages - other economic benefits - other terms - conditions of service. It naturally involves proposals - suggestions made by the management - the unions follo ed by discussions@ counter proposals follo ed by arguments come up. $rank discussions, mutual beliefs - attempts to appreciate the other partyAs point of vie are essential for any fruitful negotiations. It should be noted that there is no legal compulsion on either employer or employee to negotiate in the event of a dispute. If the t o parties are mentally prepared - have a desire to meet - settle an issue, the desire result can be achieved. In /alco, relations manager hen the union raises some issue or demand, the industrial ork on it - have preliminary discussions ith ould do preliminary

the representations of the union - initiate necessary actions - convey the results of such discussion to the top management. In this ay, sometimes minor issues are defined - the matter is settled - both the parties come prepared to put forth their points of vie to make a dignified settlement. It is usually thought that from the management side, ,1

negotiations shouldnAt be left in the hands of only the industrial relations officer but a team of senior managers, since more than one unions representatives normally sit in the discussion. #he IR officer, as one of the team, maynAt have the authority to take decisions but he may be in a better strategic position then other members of the negotiating team. He usually has good liaison groups. ith union members - can act as a bridge bet een t o

Indu#tr"a( Re(at"on#
0ame# of re*"#tered trade un"on# funct"on"n* "n #me(ter p(ant
S!5 0$5 8 6 D C E G ? 0 > 0AME A..RESS $? T+E U0I$0 A??I!IATE. T$ HM' I/#B< .M' *I#B< <I#B I/#B<. .M' HM'. /alco 1rogressive EmployeesA Bnion, /alco /agar, *ngul /alco Larmachari 'angh, /alco /agar, *ngul *luminum Ma!door 'angha, /alco /agar, *ngul /alco 'melter 4orkersA Bnion, /alco /agar, *ngul /alco 'melter 'hramik 'angha, /alco /agar, *ngul /alco EmployeesA 'angha, /alco /agar, *ngul /alco #hika Ma!door 'angh /alco 'hramik 'abha /alco /irman Ma!door 'abha

'l.no. 8 to G are orking for /alco employees - ? to > are orking for contract labor. Scheme for meet"n* )"th reco*n"Ded un"on# $%&ect"'e: #o understand respective vie points, share the perceptions - enhance mutual ork culture, openness, enhancing the ell as building the image of the communication bet een recogni!ed union - management. #he main ob)ective is to make a healthy company. Un"on mana*ement meet"n* at d"fferent (e'e(#: #here recogni!ed unions. 2I3 Un"t (e'e(: ould be four levels of interactions ith the representatives of the productivity - performance of the company as

,2

 #his is a monthly meetings ould be held every month.

ith the representatives of the recogni!ed union

'ix representatives as nominated by the recogni!ed union. #he management team ould constitute the unit head, hrd chief of the unit, HR; of unit finance department, the head of operation - maintenance department. Mainly the issues like up keep of machinery tools - equipment, aste prevention, reduction of expenditure, cost control, house keeping, technical improvement, improvement of production, skill development - employee development activities - other unit related issues of importance level meetings. 2II3 Comp(e@ (e'e(: It is held on every second month in place of the monthly unit level meeting. $ive representatives from each recogni!ed unions of complex ould participate in the meeting. #he management team ould constitute the head of the complex, HR; chief of the complex, finance chief of the complex, unit heads of the complex -HR; chiefs of the units. .roadly the issues such as productionIproductivity related matters, uniform approach relating to level meetings. 2III3 Corporate (e'e(: It ould be held separately for the complexes once in every four ould be nominated by the respective unions for ould be represented by director 2p- a3, months. $our representatives such meeting. #he management side director 2production3, HR;chief of corporate, hrd chief of the complex - chief finance of corporate office. ork culture, discipline, health, safety, employees ould be taken up in the complex elfare - common complex level issues ould be taken up in the unit

,,

 .roadly the issues such as targets - achievement analysis, organi!ational thrust areas including business strategy - future plans, commitment to industrial harmony, common parameters for productivity norms - any issues of functioning of the company meetings. importance pertaining to the

ould be taken up in the corporate level

,/

2IF3 Ch"ef-e@ecut"'e (e'e( It ill be conducted once in every six months. # o representatives ould be nominated by the respective unions. .roadly the issues such as targets - achievement analysis, organi!ational thrust areas including business strategy - future plans of the company be taken up in the chief"executive level meetings. <enera( procedure for the meet"n*# #he unions advance. #he nomination of the representatives of the unions the units to hich the representatives belong. #he visit of the representatives to attend the meeting official tour. Each meeting ould be preceded by giving attendance by all the members in the register kept for the purpose. ;uring the course of meeting no personal accusation against any members or any personIemployee ould be entertained. Members ouldnAt have any right to discuss on the issues hich have not been included in the agenda for discussion. #he minutes of the discussions are to be kept on record - should normally be indicative of the outcome of the meetings. #he form of bi"partite meetings ouldnAt be used for collective bargaining. Scheme for meet"n* )"th off"cer# a##oc"at"on# #o have a better regulated - structured interaction officers association participative management, openness, healthy ith the representative of the ith an ob)ective for provide a forum for expression of various ideas, ork culture, enhancing the productivity ould be treated as an ould be intimated to the concerned co"coordinating officialsA in advance due approval of the head of ould give agenda item for the discussion at the meetings in ould

performance of the company as ell as building the image of the company.

,2

Un"on mana*ement meet"n* at d"fferent (e'e(#: #here union. Comple" level It ould be quarterly meetings ith six representatives of the officerAs association of the complex. #he management team the units. .roadly the issues such as productionIproductivity related matters, uniform approach relating to Corporate level It ould be a meeting ith the representatives of the officers association of all the unit IcomplexIoffice at corporate level once in four months. $our representatives ould be nominated by the respective officerAs association. ould be represented by director 2p- a3, director #he management side of corporate office. .roadly the issues such as targets - achievement analysis, organi!ational thrust areas including business strategy - future plans, commitment to industrial harmony, common parameters for productivity norms - any issues of importance pertaining to the functioning of the company level meetings. <enera( procedure for the meet"n*# #he associations ould give the agenda item for the discussion at the complex level, corporate level meetings in advance. the nomination of the representatives of the association ould be intimated to the concerned co"coordinating officialsA in advance due approval of the head of the units to hich the representatives belong. #he visit of the representatives to attend the meeting official tour. ,3 ould be treated as an ould be taken up in the corporate ork culture, discipline, health, safety, employees elfare common complex level issues ould be taken up in the complex level meetings. ould constitute the head of the complex, hrd chief of the complex, finance chief of the complex, unit heads of the complex -hrd chiefs of ould be t o levels of interactions ith the representatives of the recogni!ed

2production3, hrd chief of the corporate, hrd chief of the complex - chief finance

 Each meeting

ould be preceded by giving attendance by all the members in the

register kept for the purpose. ;uring the course of meeting no personal accusation against any members or any personIemployee ould be entertained. Members ouldnAt have any right to discuss on the issues hich have not been included in the agenda for discussion. #he minutes of the discussions are to be kept on record - should normally be indicative of the outcome of the meetings. Scheme for meet"n* )"th #cC#t emp(oyeeF# )e(fare a##oc"at"on $%&ect"'e: * part from the meetings of the scIst, all the representatives of the scIst employees better regulated - structured interaction hich is to be conducted by the respective liaison officers of the units regularly once in t o months, meetings ith elfare association are to be held to have a ith an ob)ective for providing an forum for elfare of scIst ell

expression of vie s, ideas, participative management, openness, general healthy

employees - implementation of =ovt directives on reservation matter in particular ork culture, enhancing the productivity - performance of the company as as building the image of the company. Un"on mana*ement meet"n* at d"fferent (e'e(# #here union. Comple" level #he representatives of the scIst employeeAs elfare association ould have meetings once in four months of the complex level. $rom the management side chief of the complex, HR; chiefs of the units - the respective liaison officers of the units Maximum six representatives Corporate level * meeting once in six months ould be held at corporate level ,9 ith maximum four representatives from each of the scIst employeeAs elfare association. ould represent in the said meeting. ould be nominated by the association for such ould be t o levels of interactions ith the representatives of the recogni!ed

meetings. #he meeting ould be coordinated by the respective liaison officers.

 ;irector 2p-a3, chiefs of the complexes, hrd chiefs of the complexes, the chief liaison officer - the concerned liaison officers of the units co"ordinate the meetings. #he issues are to be taken up exclusively for directives in reservation. -rocedure for conduct"n* meet"n*#: #he associations ould give the agenda item for the discussion at the complex level, corporate level meetings in advance. the nomination of the representatives of the association ould be intimated to the concerned co"coordinating officialsA in advance due approval of the head of the units to hich the representatives belong. #he visit of the representatives to attend the meeting official tour. Each meeting ould be preceded by giving attendance by all the members in the register kept for the purpose. ;uring the course of meeting no personal accusation against any members or any personIemployee ould be entertained. Members ouldnAt have any right to discuss on the issues hich have not been included in the agenda for discussion. #he minutes of the discussions are to be kept on record - should normally be indicative of the outcome of the meetings. Scheme of the &o"nt comm"ttee# #he schemes of the )oint committees are enumerated belo . I3 Canteen mana ement committee #he canteen management is an advisory body consisting of the representatives of the employees - the management. #he committee ill have a close observation on the canteen facilities extended at present, the cleanliness of the canteen building, quality of the food supplied - other arrangements. #he committee ill meet once in a month to discuss about the canteen facilities suggest improvement - offer its recommendations. ,> ould be treated as an ith the association ould only include the sub)ect elfare of scIst employees - implementation of presidential ould participate in the meetings from management side. #he liaison officer at corporate office ould

 #he convener

ill for ard the committee recommendations to the general ill be generally for one year ill also continue

manager through the deputy personnel manager for necessary action. #he terms of the committee after one year till it is reconstituted. II# Sa$et% mana ement committee #he constitution of the safety committee is one of the forums to accomplish the companyAs policy on safety - accident prevention - to achieve the target !ero accidents. #he safety committee is an advisory body ill examine the quality, suitability - the extent case of use of the safety appliances. #he committee ill meet once in a month to discuss about safety matters - give its recommendations. #he convener ill for ard the committee recommendation to the general manager through deputy personnel manager for necessary actions. #he term of the committee is one year - the ne on every Cth march i.e. /ational safe day. I&# #he 'el$are committee elfare committee is to promote the physical - mental ill meet once in a month ellbeing of the employees by introducing various elfare measures. #he committee statutory ill suggest methods to improve the elfare measures elfare measures, elfare provisions - recommend various voluntary committee ill be constituted

such as sports - socio cultural activities, celebration of national festival occasions, recreation facilities, social security - family community development, etc. #he convener ill for ard the recommendations of the committees to the general ill also continue after one year till it is manager through deputy personnel manager for necessary action. #he term of the committee is one year reconstituted.

,A

C$0TRACT !A1$UR It as enacted in 8>?7 - covered under Employees 'tate Insurance *ct. #he practice of employing contract labor is an old age practice - this is still prevalent in varying degree in almost all industries - services. Employment of contract labor through the contractors for some industries"be it public or private sector. #he necessary - main ob)ective of employment of contract labor9" #he contract labor to the specifications. #he employment contract labor ould relieve the principal employer from the ould be comparatively cheaper ith lesser burden of looking after the non"essential things. #he employment of contract labor liability for supervision - control. $%&ect"'e# #o regulate the employment of contract labor in certain establishments. #o provide for its abolition in certain circumstances. Scope Co'era*e #his act applies to every establishment in orkmen are or labor - to every contractor months more than 67 Su hich 67 or more ere employed on any day during the preceding 86 months as contract ho employees or employed on any day of the preceding 86 hole of India. #his act does not apply orkmen. It extends to the ill ensure speedy completion of the assigned ork according ork hich may be casual, temporary or even regular, is very common scene in almost all

to establishment here ork is of casual in nature. estions $or en a in contract labor #he establishment must ensure that they issue certificate in form F to the contractor for obtaining license as provided under section 86 of the act. It must be ensured that the contractor ho is employing more than 67 persons has a valid license issued in his name by the competent authority as provided under the act. /B

 #he payment of

ages to the employees employed by the contractor as disbursed

to his employees by the contractor himself or his nominee - principal employer has to depute his representative to be present - sign the payment register in token of having disbursed the salary in his presence by the contractor. Maintenance of all types of record in respect of the employees employed by the contractor should be his o n responsibility - principal employer should not intervene in such matters. If the establishment is covered by the employeesA provident funds miscellaneous provisions act - the Employees 'tate Insurance *ct, then preference should be given to those contractors under these acts. #he establishment must ensure the submission of annual return to the prescribed authority in the prescribed form under the act. Contract !a%or "n 0a(co: $irst the <ontractor got labor license from 5icensing *uthority i,e ;5%, *ngul if he is engaging for more than 67 #hose contractors ho orkers. #hen contractor obtain gate passes for ill make a license his orkers. Required safety materials ere issued to them. ill bring labor from outside, they from Inter 'tate Migrant 5abor 2I'M53. #here are three registered labor unions for contract labors /alco #ikha Ma!door 'angh /alco 'hramika <ongress Bnion. /alco /irman Ma!door 'abha -ayment procedure# of contract (a%or 1ayment is given to the contract labor in front of the authori!ed representative of 1rincipal Employer. /alco also ensures the 4ages *ct 8>C0. Every G months the rate is revised as per *ll India <onsumer 1rice Index 2*I<1I3. /1 age rate according to the <entral =ovt. Minimum ho have their o n code number

 1enef"t#

/alco is giving extra to the contract labor.

ages. Rs.67I" plus <anteen subsidy amount of Rs.CI"

$ollo ing benefits are provided to the contract labor in /alco *nnual Medical check up is done every year for contract labors. ;ifferent <"ft: =ifts are also given at times to the contract labor, because of their contribution to the production of the plant. Indu#tr"a( Re(at"on Report: Industrial Relation Report means the report of the activities that have done surrounding i.e. the external as ell as internal activities Industrial Relation Reports of /alco of last three years are as follo s9 Indu#tr"a( Re(at"on Report of the f"nanc"a( year 2BB2-2BB3 #he year 677E"6777G as celebrated as the 'ilver Rubilee Kear of the company. Leeping ith the habit of excelling in the production target each year, the 'melter collective has also achieved beyond the targeted production in the financial year. ;uring the year lot of motivational incentives ere passed on to the employees in the form of s eet distribution, family get"together, issue of gold coin, bla!er, mixture grinder, etc. .esides Farious activities in the to nship have been taken up for overall improvement of the social - community life in the to nship as periphery villages. In spite of all the positive activities the employeesI unions have raised their grievances from time to time at different foraI different authorities in the follo ing issues. 18 4age ;isparity 28 <areer =ro th of '"DI'"C employees. ell as in the ithin the ithin this year .'ome of the elfare measures like canteens, first"aid facilities - other facilities as required under statue are given to the contract labor.

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Indu#tr"a( Re(at"on Report of the f"nanc"a( year 2BB/-2BB2 #he financial year began ith demonstration by some of the members of /alco orkers Bnion, /alco non"executive employees Bnion, /alco 'melter

Larmachari 'angha, *luminum Ma!door 'angh, /alco 'melter 'ramik 'angh, and /alco Employees 'angha - /alco '<I'# Employees 4elfare *ssociation on the issue of transfer of t o non"executive employees from 'melter 1lant to M-R complex. %n Cth *ug 677C, a large group of member employees of both Recogni!ed Bnions 'melter -<11 had been to corporate office to sho of age anomaly. #he recogni!ed unions of both the units raised the issue of 'ilver Rubilee =ift item before the corporate management in the 'ilver Rubilee year of /alco the pressure continued till mid March 677E until some assurance management. Indu#tr"a( Re(at"on Report of f"nanc"a( year 2BB,-2BB/: #he 'melter #eam combined surpassed the M%B target fixed in respect of Hot metal - <ast metal during the fiscal. #he public hearing scheduled on 66nd March 677C on environment clearance for expansion of 'melter - <11 ent up smoothly ithout any ma)or opposition. Indu#tr"a( Re(at"on Report for the f"nanc"a( year 2BB2-2BB, #he man days loss in respect of 'melter 1lant during the year in the contract labor front as ell as regular employees as CC>6.7 - CEE0.7 respectively mainly on account of the issue of privati!ation of /alco. *ll"round achievements in production, discipline, ork culture, etc. Implementation Cth long term improvement in production - productivity. #he re"deployment of existing manpo er pot lines, cast house - carbon area. /, ith the co"operation of the recogni!ed union as a ma)or contribution in the start up activities in the expansion areas like age settlement, reduction in overtime, ork culture - motivation amongst the employees for better as given by the corporate their resentment on the issue

 #he second half of the year, issue of privati!ation of /alco as raised. Indu#tr"a( Re(at"on Report for the f"nanc"a( year 2BB1-2BB2: In *ugust 6778 during the age negotiation t o more unions got registered because of Intra"Bnion rivalry. #he changes ere elcomed by one - all - the result as near +Pero man hoursA loss both in the regular employeeAs front as %ccasional Rail Rokos have also been local people. +*ll is ell that ends ell, the financial year 6778"6776 closed ith record breaking performance in the field of production of hot metal, cost metal dispatch of finished products. ell as contract labor front - record itnessed during this period by the production - productivity at the end of financial year. members of /alco Lshyatigrasta 1ra)a 'angh on the demand of recruitment of

WELFARE SCHEMES
The wel$are schemes provided b% (alco are as $ollows) Scho(ar#h"p for the emp(oyee#F ch"(dren #he company a ard up to 86E scholarships during each academic year admission into recogni!ed courses. #he a ard scholarship given point of time. 67J of the scholarships are reserved for '<I't students. #he student should have secured at least G7J marks or equivalent grade point in the qualifying examination. *pplications ith supporting documents are invited by <orporate HR; ;epartment during RulyI*ugust every year. ill be limited to t o children of an employee at a

$ther #oc"a( #ecur"ty #cheme#:<roup "n#urance #cheme It provides life assurance benefits to the employees of the company.

//

 #he employees ho on the entry date aged not less than 80 years - not more than G7 years are eligible to become the members of the scheme.

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1ene'o(ent fund #cheme #his is a voluntary scheme for all employees the company. #he fund provides financial assistance to the families of the members the scheme. #he benevolent grant ill be disbursed to the nominee ithin a period of >7 days after death of a member. If there is no surviving nominee or an employee has failed to nominate the beneficially, the benevolent grant ill be disbursed a family in order preference as follo s. 'pouse of deceased member ;ependent children of the deceased member 1arents of the deceased member Minor brother - sister of deceased member in equal share. Ch"(drenF# educat"on a##"#tance ho die hile in employment in the company, a sum calculated M RsC7I" per member of ho are continuing in the service of

#he tuition fees - transport subsidy are restricted up to t o children in case of

both executive - non"executives in each academic session.

.oth executive - non"executive employees are entitled to reimburse the

educational expenses M Rs.6EI" p.m. in respect of their o n dependant school going children up to 6 children reading the company aided school.

#ransport subsidy is given to school going children M Rs. G?I" per month per
child to the employees not availing companyAs bus facility for their children for attending school at *ngul - ;aman)odi - Rs.>7I"p.m. per child at other locationIoffices of the company.

.oth executive - non"executives not availing educational facility for their

children in company aided schools ill be entitled for reimbursement of tuition orking at *ngul fees up to t o children pursuing regular studies up to N6 level studies to a maximum of Rs.8GEI"p.m. per child of the employees /3

;aman)odi - Rs.DD7I"p.m. per child at other locationsIoffices of the company on production of documentary evidence.

.oth executive - non"executives

ill also be entitled for reimbursement of

tuition fees up to t o children pursuing regular studies in graduation level sub)ect to a maximum of Rs.DD7I" per month per child irrespective of their place posting. +ou#e Rent A((o)ance 4hen accommodation is not provided by the company, you are entitled to House Rent *llo ance It ill be paid as per =overnment guidelines issued from time to time as applicable to 1'Bs on the sub)ect. .esides these facilities the follo ing facilities are also provided by /alco $irst aid facilities Hospital facilities <anteen facilities 'toring facilities Rest room facilities

RECRUITME0T
I0TR$.UCTI$0: *n essential function of any personnel department is recruitment. Recording details of recruitment activity such as the cost - method of recruitment, - the time taken to fill the position can be used to provide a picture of the cost of recruitment in terms of time as ell as rupee value.

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.ef"n"t"on: Recruitment is a process of searching for prospective - stimulating them to apply for the )ob in the organi!ation. $ollo ing figure sho s the recruitment - selection process in general.

Recruitment *dv.

%rgani!ational =oals 4ork 5oad *nalysis

Rob *nalysis Rob ;escription

*pplicants

Man 1o er Requisitions

Rob 'pecifications

Se(ect"on -roce## *pplication $orms #ests Intervie Reference <hecks Medical Examination

Se(ected Cand"date#

?rame)orG: - Recru"tment

Se(ect"on

/>

Recru"tment -rocedure "n 0a(co

18 -rocedure for E@ecut"'e# ;epartment 1ersonnel Bnit head <orporate %ffice

Receives Intimation

."fferent
Step# "n recru"t5

Receives Intimation

a3 'anction Initiate b3 Recruitment *ction *pproves a3 Examine b3 ;epartment sends their recruitment. 28 -rocedure for 0on-E@ecut"'e# *pproves ."ff5 Step#

a3 Examine b3 ;epartment sends

/A

their recruitment

<ompany should conduct a programme for developing the present situation - status.

ork

Conc(u#"on:
$irms have increasingly recogni!ed the potential for their people to be a source of competitive advantage 21feffer, 8>>C3. <reating competitive advantage through people requires careful attention to the practices that best leverage these assets. #his change in the mindset of executive decision"makers has spurred an increasing body of academic research attempting to reveal a relationship bet een a firmAs HR 1ractices and its performance. Much of this research has demonstrated statistically significant relationships bet een measures of HR practices and firm profitability. #hus, the purpose of this study is to examine the relationship bet een HR practices and firm performance in a be dra n. $inally, having open communications and participatory systems enables employees to both understand the organi!ationAs competitive position and be able 2B ay that improves the causal inferences that can

to participate in processes to help improve it. #his creates a positive here people feel they are listened to and respected.

ork environment

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Bibliography:.is a)eet 1attanayak 2677G3, Human Resource Management, 1rentice Hall of India, /e ;elhi. <.R.Lothari 2'econd Revised Edition9 677C3, Research Methodology, /e International 1ublishers. ;ifferent .ooks of /alco9 Handout Internet #he <ompany Kou Leep /alco Bpdate * saga of success .nalcoindia.com *ge

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