A

Project Report

On

EMPLOYEE SATISFACTION

At

Hindustan Zinc Smelter

Debari

For the partial fulfillment of

BACHELOR OF BUSINESS MANAGEMENT

Session : 2010 – 2011

Submitted By: Submitted To:

Mr. Arvind Kumar Patel Mr. Ankit Bhanavat
Vidyapeeth University, BBM Coordinator
Udaipur

Place :

Hindusthan Zinc Smelter,

Debari Udaipur
 CONTENT

S. No. Topic Page No.

1. INTRODUCTION OF HINDUSTAN ZINC

2. CONCEPT FRAMEWORK

3. RESEARCH METHODOLOGY

4. DATA ANALYSIS OF INTERPRETATION

5. SUGGESTION OF RECOMMENDATION

6. BIBLIOGRAPHY
 CHAPTER – 1

HINDUSTAN ZINC LIMITED

AN

INTRODUCTION
1.1 OVERVIEW OF HINDUSTAN ZINC

Hindustan Zinc Ltd. Was created from the erstwhile metal corporation
of India (MCI) on 10th January, 1966 as a Public Sector Undertaking. In April
2002, the Government of India, disinvested its majority stake in HZL, and it
become a part of the fast growing Sterlite group. Since then HZL has been
growing from strength to strength.

 HZL produces Zinc, Lead and by-products viz. Sulphuric Acid, Silver
and Cadmium. HZL achieved an all-time high output of 2,64,924 tonnes
Zinc and 6,66,424 tonnes of record production of Zinc concentrate
during 2004-05.

Today HZL is India’s leading base mental producer.

HZL is vertically integrated Mining & Smelting company, gearing up

to:

 Harnessing mining resource to help India achieve self-sufficiency in

Zinc.

 Become a global leader in Zinc.

 Create value for all entities whether it is Customers, Investors or

Employees.

Constant innovation, meticulous attention to detail, extensive

investments in R&D and technology are the hallmarks of HZL making it a
multi-unit and multi-product company.
HZL Milestone at a glance:

2005 Chanderiya hydrometallurgical zinc plant begins

production Chanderriya Ausmelt land plant begins
production.

2003-2004 Sterlite acquires additional shares of 18.92% from

Government of India under call option.

2002-2003 Sterlite acquires 26% and management control in HZL

from the Government of India in privatization. A future
20% is bought from market through open offer.

1991 Chanderiya pyrometallurgical lead-zinc smelter and

Rampura Agucha mine begin production.

1977 Vizag Zinc Smelter and second set of Zawar mine

facilities commissioned.

1971 First expansion of Zawar mine commissioned.

1968 Debari smelter commissioned.

1942 Commencement of mining at Zawar.

 HZL has broad based operation. Its spectrum of activities ranges from

 Exploration

 Mining

 Ore processing

 Smelter

 Refining of lead, Zinc, Cadmium, Cobalt, Copper and precious metals.

 Sales and marketing.

KEY OBJECTIVES OF THE COMPANY

1. To conduct exploration, Mining, Beneficiation, Smelting and Marketing

of Zinc, Lead and Other Non Ferrous metals and minerals.

2. To increase production and production and productivity, maximize

market share and generate surpluses for extent.

3. To diversity in related and unrelated fields.

4. To take appropriate environmental measures and to improve upon the

minimum standards.

5. To continue to develop human Resources with a view to bring change in

work ethics and to foster participative management.

6. To achieve maximum customer satisfaction.

 ACHIEVE HERITAGE:

HZL the proud inheritor of India’s ancient rich and sophisticated zinc
and lead technology and is continuing this tradition by gearing up to recapture
and slot of being one among the prime producers in the world.
Areheometallurgical studies conducted by a team of British and Indian
scientists at Zawar in Rajasthan, have revealed that India was centuries a head
of Western Europe in industrial production of zinc, using a consideration
process. Radio carbon dating of wood and charcoal specimens available in
ancient mines coupled with discovery of old in situ furnaces suggest that zinc
smelting technology existed there more than 2000 years ago. Thus, it has been
established that the earliest dated zinc mines in the world are located at Zawar.
Even as late as the 17th century, the zinc that was used in Europe was mostly
imported from India.

 BACKGROUND:

The mining operation at Zawar came back to life in 1945, when MCI
started regular mining operations on a modest scale and also established a lead
smelting plant at tundoo in Bihar in the early 1960’s.

MCI embarked on ambitious schemes to expanded Zawar mining

facility to 2000 TAP and established and electrolytic zinc smelter of 18000
TPA capacities at Debari, Udaipur in October 1965, HZL was nationalize and
since then it has been solely responsible for the development of modern mining
and smelting industry in the country, HZL grew in to a vibrant organization
within 25 years of its history.

Today, it has enviable record of accounting for 90% of the country’s

smelting capacity in zinc and 100% for primary lead based on indigenous
mines. HZL has over 13000 employees including 1500 executives in its 12
operating units states of Rajasthan, Andhra Pradesh and Orissa etc.
 COMPANY’S ROLE IN ENVIRONMENT PROTECTION:

Being concerned with upkeep of environmental safety and ecological

balance. HZL installed appropriate pollution control and environmental
monitoring system at its mining and smelting operations. Incorporation of
following plants i.e. Dust extraction plants, tailing ponds for solid waste
disposal reclamation of waste water at mining units. Effluent treatment plants,
gas clearing, mercury removal, tail gas, sulphur-di-oxide treatment plant at its
smelting units, which ensure consideration of natural resources afforestation,
stabilization of liquid and gaseous effluent and management of solid waste are
example of pollution control measures.

 SOCIAL ECONOMIC ROLE:

The concern for mankind of HZL is not limited within its boundaries but
splits IVRR to the country, pervading and tribal population in and around its
units based in Orissa, Andhra Pradesh, Bihar and Rajasthan. The concern
manifests itself in true form of numerous rural health campaigns, family
welfare.

Activities, adult education programmes, water supply, installation of

hand pumps, providing grains and fodder etc.

 QUALITY POLICIES AND QUALITY OBJECTIVES:

HZL and its various units strongly lay emphasis on quality. ZSD, A unit
of HZL, is also committed to produce high zinc i.e. pure as 99.95% well as
cadmium and sulphuric and safe environment. It aims at continuous increment
in product quality and productivity to achieve excellence.

 To produce zinc ingots of minimum 99.95% purity, cadmium of 99.95%

purity and sulphuric acid of 97% concentration (min.).
 Consistent improvement in zinc recovery beyond 96% and in cadmium
recovery beyond 75%.

 To improve productivity with technology up gradation.

 Capacity utilization.

Skill of available human resources in Eco friendly and safe environment.

The company has received ISO (14001) certification for quality system and
quality assurance. In a nut shell we can say that the company aspires to
improve productivity, safety, automation and environment control keeping in
mind its quality policy and objective.
OPERATION UNITS HINDUSTAN ZINC LTD.

Mines:

1. Zawar Mines

Zawar group of mines, located about 42 km south of Udaipur Rajasthan

comprises three operating underground mines viz. Mochia, Balaria and
Zawarmala, The lead zinc ore mineralization, extending over a strike
length of 20 km, is hosted by sheared metamorphosed dolomite in
country rockes of greywackees, shales and quartzies of proterozoic age.
These mines have combined ore production installed capacity of 4000
tonnes per day (tpd) employing sub-level open stopping mining method
with matching state-of-the-art beneficiation and infrastructural facilities.

2. Rajpura Dariba Mines

Rajpura Dariba lead-zinc mine is located about 75 m northeast of

Udaipur, Rajasthan. The ore mineralization hosted by clacsilicate and
graphite mica schist of proterozoic age occurs in two distinct lodes viz
the main lode and the east lode. This underground mines has ore
production capacity of 2400 PTD employing vertical retreat and blast
hole stopping with post fill mining methods. The concentrator plant
employs the state-of-the-art technique.

3. Rampura Agucha Mines

Rampura Agucha, located about 225 km north northeast of Udaipur,

Rajasthan, is the richest (About 15% lead + zinc) and the largest (About
61.3 mt) lead-zinc deposit in India. The ore deposit hosted by graphite-
mica-sillmanite of proterozoic age, is lens shaped and has strike length
of 1.6 km. The open cast mine has a capacity of 4500 tpd ore with
 matching state-of-the-art beneficiation plant and other infrastructural
facilities.

4. Agnigundala Mines

Agnigundala underground lead mine is located about 22 km from

Vinukonda and about 265 km south-east of Hyderabad in Andhra
Prades. The ore mineralization is hosted by calcareous quartzite and
dolomite of pre Cambrian age. The production capacity of the mine is
240 tdp ore and has matching beneficiation facility. Nowadays this
mines is no more in operation that is it has been closed.

Smelter:

1. Debari Zinc Smelter

Debari Zinc Smelter is about 14 km from Udaipur, Rajasthan

Electrolytic extraction process is adopted to produce zinc, cadmium and
sulphuric acid.

2. Zinc Smelter Vishakhapatnam

In the Zinc Smelter at Vishakhapatnam in Andhra State, electrolytic

extraction process is adopted to produce zinc, cadmium and sulphuric
acid.

3. Tundoo Lead Smelter

Tundoo Lead Smelter is located 36 km from Dhanbad in Jharkhand

State. Conventional blast furnance technique is adopted from lead &
silver.
4. Chanderiya Lead Zinc Smelter

It is located 12 km from Chittorgarh in Rajasthan. Imperial Smelting

Process (ISP) technology is adopted for extraction of lead, zinc, silver,
cadmium, copper and sulphuric acid.
Products & Annual Capacity

S. Annual
Smelter Products
No. Capacity (MT)

1. Debari Zinc Smelter, Rajasthan NINC-HG 59,000

Sulphuric Acid 87,000

Cadmium 250

2. Vizag Zinc Smelter, ZINC-HG 40,000

Visakhapatnam, Andhra Pradesh

Sulphuric Acid 60,000

Cadmium 115

3. Tundoo Lead Smelter, Jharkhand Lead 8,000

Silver 12

4. Chanderiya Lead Zinc Smelter, Zinc-SHW PW 35,000

Rajasthan

Lead 35,000

Cadmium 375

Sulphuric Acid 1,76,000

Silver 74

Copper Cathode 2100

VISION AND MISSION OF HZL

VISION:

Be a world-class zinc company, creating value, leveraging mineral

resources and related core competencies.

MISSION:

 Be a lowest cost zinc producer on a global scale, maintaining market

leadership.

 Produce one million tone\year of zinc and lead by 2010.

 Be innovative, customer oriented and eco-friendly, maximizing stake-

holder value.

KEY OBJECTIVES:

 To increase smelting capacity so as to maintain and enhance market.

 To locate world – class lead and zinc deposits by grass root exploration
either independently or through joint venture.

 To diversify, into other mineral based industries and precious metals and
important infrastructure sectors like power.

 To attain international levels of productivity and quality standard

through HRD efforts and intense R&D.
CORPORATE PHILOSOPHY OF HZL

A) QUALITY POLICY

HZL, Zinc Smelter, Debari commits to produce high quality Zinc,

Cadmium and Sulphuric Acid with total customer satisfaction in eco-friendly
and safe environment. It further aims at continuous improvement in product
quality and achieves excellence.

B) QUALITY OBJECTIVE

a) To produce zinc ingots of minimum 99.95% purity, cadmium of 99.95%

purity and sulphuric acid with 97% concerntration (min.)

b) Consistent improvement in Zinc recovery beyond 93% and in cadmium

recovery beyond 75%.

c) To improve

(i) Productivity with technology up gradation.

(ii) Capacity utilization.

(iii) Skills of available human resources in eco-friendly and safe

environment.
ISO 9002 certification for quality system and quality assurance:

The basic thrust remains towards improved productivity, safety,

automation and environmental control.

HZL is the major producer of the following products.

1. Zinc:

(SHG) Special High Grade = 99.99%

HG – High Grade = 99.95%

PW – Prime Western Zinc = 98.50%

2. Lead

3. Cadmium
INTRODUCTION OF STERLITE GROUP

Sterlite Industries India Ltd. (SIIL), a part of Anil Agrawal group is one
of the major players in copper industry. Twin Star Holding Ltd., Mauritius is
the parent company of SIIL by holding 51% equity is the later. SIIL in turn
controls Bharat Aluminium Company Ltd. (Balco) and Hindustan Zinc Limited
(HZL).

The company has in its Rs. 551.5 cr. Bid for 51% stake of Balco. It
plans to make Balco the lowest cost aluminum producer over the next three
years. The company will make substantial investment to make Balco a world
class benchmark producer. Company’s vision to acquire Balco is to convert it
into a platform to move and take on the international market. The company
took a 26% stake in Hindustan Zinc from Government of India at a price of Rs.
445 crore acquired through Sterlite Opportunities and Venture Ltd., a special
purpose vehicle set up for the same. SIIL is also planning to restructure its
business under the scheme of arrangement by which, the company would
separate the copper business and the carry the same business in a separate
company. For this a 100% subsidiary company was incorporated viz Sterlite
Copper Ltd. The shareholders have approved the scheme of arrangement and
the same has been filed in the High Court of Mumbai and Chennai.

During 2001-2002 the company embarked on a capital restructuring

exercise whereby the company will purchase from its existing shareholders
upto 50% of its existing equity share capital at a consideration of Rs. 150 per
fully paid up equity share. The same was approved by the board and Hon’ble
High Court of Mumbai and accordingly the company has purchased
2,00,68,004 equity shares and the same has been cancelled on 26 th August,
2002.
1.2 ZINC SMELTER, DEBARI – A PROFILE

Zinc Smelter, Debari is one of the smelting units of M/s Hindustan Zinc
Limited. It was installed in 1967 with a rated capacity of 18,000 MP PA of
Zinc. Over a span of 25 years, this smelter has grown up in various fields
including production, productivity, commercial activates, transportation and
health and medical care. The plant capacity was increased to 45,000 MT PA of
Zinc in 1976 by the installation of a new electrolysis plant with a technical
know how from M/s Krebs CIA Panaroya, Paris. A residue treatment plant was
set up in 1983, which increased the plant capacity to 49,000 MTPA of Zinc. In
the year 2000 by making some technological modification the plant capacity
was further increased to 59,000 MTPA of Zinc. In the current financial year
2003-2004 ZDS has set a target of producing 75,000 MT of Zinc.

In this way ZSD has achieved many milestone during its long and
adventurous journey in the field of production. Zinc Smelter is stretched over
an area of 100 hectare of which about 25% has been developed as green belt. It
is situated at 12 km. Distance from Udaipur. Geographically it is located at
Latitude of 24O 36’-10” North and longitude of 73o049’30” East. Udaisagar
Lake, major water resource of ZSD is situated in its southeast direction at 3 km
distance.

Zinc Smelter, Debari, a premier smelter of Hindustan Zinc Limited, is

engaged in the production of high – grade Zinc metal and other by-products
Cadmium & Sulphuric Acid Since 1968, by adopting hydrometallurgical
technology.
 Basically Hindustan Zinc Smelter is divided into different S.B.U.’s
“(Strategic Business Unit)” with their own CM. Each S.B.U. has their own area
of work and responsibility so each S.B.U. is responsible for their departments
given under them.

SBU I

 R&A

 ETP

 MCTP

CM – Mr. A.K. Jain

SBU II

 Leaching Plant

 R.T.P.

 CD

CM – Munindra Singh
SBU III

 ZE

 ZM

 ZD

SBU ENERGY

CM – PC Gupta

SBU – CENTRAL SERVICES

CM – S.P. Saxena
PERFORMANCE

Debari Zinc Smelter has achieved and impressive growth pattern and
continuous endeaors & are being made to improve the production as well as
productivity, emphasis is laid an energy conservation, improvement in
recovery, efficiency and production in process chemicals consumption which
are prime factor in controlling the cost of production.

In order to sustain above achievement, total quality management and

workmen’s participation through suggestion schemes is in vogue at ZSD. It is a
now ISO 9002 OHSAS 18001 certified unit for quality management system
from November 5th, 1998.

BRIEF ABOUT THE PROCESS

Zinc Smelter, Debari one of the smelting units of Hindustan Zinc Ltd., is
mainly engaged in Hydro Metallurgical production of Zinc, Cadmium
Sulphuric Acid.

The Hydro Metallurgical production of Zinc involves the following

steps:

1. Roasting

2. Leaching & Purification

3. Electrolysis & Melting

PRODUCTION DEPARTMENT

The production of Zinc Ingot is the main product of production process

Zinc Ingot is obtained after the completion of the process through various
departments:

1. Roaster and Acid Plant

2. Leaching and Purification

3. Cadmium

4. Zinc Electrolysis

5. Melting and Casting

6. ETP

7. Zinc Dust Plant

SMELTING OPERATION

Roaster and Acid Plant I:

Roaster Plant

1. The Zn concentrate having Zn in the form of Zinc Sulphide is roasted in

a fluo solid Roaster to convert in soluble Zinc Sulphide into oxide from
which is easily soluble in dilute sulphuric acid. The roasting reaction is
exothermic and heat generated is sufficient to sustain the roasting
reaction at 900-950oC.

2 ZnS + 302 = 2 ZnO + 2 So2 + 223.6 Kcal/kg

2. The So2 & dust laden gases are freed from calcite & cooled by passing
through gas cleaning system sat hat the gases leaving the roaster plant
are suitable for production of H2So4. The equipment used in gas
clearing section server dual purpose of process requirement as well as
pollution control.

Acid Plant

The roaster gases with about 6-8% So2 from gas cleaning are dried in
the drying tower & passed through converter where So2 is converted to So3.
The Converter qutlet gas is absorbed in 98%. H2So4 in Absorption tower to
produce H2So4 with a concentration of 98.5%. The reaction involved are

2 So2 + O2 = 2 So 3

So3 + H2O = H2So4

The Caline from roaster is collected by conveyer system and conveyed

to calcine silo for starage.

SMELTING OPERATION - LEACHING AND RTP- I

Leaching Plant:

1. Calcine from silo is conveyed in leaching plant.

2. The leaching section consists of the following steps

 Neutral leaching

 Weak acid leaching

 Jorosite Precipitation and filtration (RTP)

 Neutralization
3. In the neutral leaching stage colcine is leached with spent electrolyte
from electrolysis plant. The Zn oxide in calcine is readily leached but
Zinc ferrite remains in the solid slurry from this stage is thickened and
clear solution is premked for purification.

Smelting Operation Leaching and RTP- II Weak acid leaching and

Jorosite:

The thickened residue from the neutral leach is further treated in weak
acid leaching with spent electrolyte. The underflow from the weak acid
leaching is treated in RTP for Jarosite precipitation with NH4So4. The Clear
solution from Jarostie stage is further treated in neutralization section and
recycled to neutral leaching stage.

Jarosite cake from filter after repulsing is sent to ETP where it is

neutralized with lime slurry is pumped to jarosite pond for its storage.

Smelting Operation – Purification

Neutral overflow from leaching contains impurities like copper,

cadmium, cobalt, nickel etc NOF is purified by addition of Zinc dust. Initially
in the bust stage Zn duct is added to precipitate copper the solution is filtered in
filter presses. The resultant Cu-cd cake is treated in cadmium plant. The filtered
is pumped through spiral heat exchange to hat purification tanks solution is
heated to 80O C & purified by addition of Zn dust and potassium antimony
tartarate. In these stage impurities likes Cd, Cobalt, Nickel etc are removed.
Purified solution is treated in potishing stage filtered to someone any traces of
impurities purified Zn sulphate solution is sent to Electrolysis plant.
Smelting Operation Cadmium

Cu-Cd cake generated from purification is treated in Cd plant the

impurities are separated during process and oponge generated is leached.
Purified and filtered. The Cd neutral solution obtained is bed to cd cells sheets
are stripped every 24 hours dried melted cost into pencil.

Smelting Operation Zinc Electrolysis

In has 592 electrolytic cells wherein acidic ZnSo4 electrolyte is

electrolyzed by passing DC current. In cells aluminum sheet is the cathode &
high silver lead alloy is Anode. Te Zn gets deposits on the aluminum cathode
are stripped after 24 hours of deposition. The Zn cathodes thus obtained are
shifted to melting section. The Zn content in the electrolyte gets depleted the
Zn content is maintained by mixing neutrai ZnSo4 solution supplied by
leaching plant. The spent from cells is cooled in atmospheric coolers to reduce
temperature before mixing with fresh neutral solution.

Smelting Operation Melting & Casting

Zn cathodes from cell host are changed into induction furnaces & the
molten metal free of dress is pumped to an auto casting machine for casting
into Zn slabs of 26 kg. NH4Cl is used as a flux to prevent excess format in of
dross.

Smelting Operation ETP

 Jorosite cake generated from RTP is neutralized with lime in ETP 7 sent
to Jorisite ponds 4 storage.

 Acid circuit from roaster is treated with lime & alum. & settled in Dorr
thickener, overflow water is sent to lagoon & recycled.
 Zn circuit Zn electrolysis & leaching is treated with acid circuit.

Smelting Operation Zinc Dust Plan

Zinc bricks are melted here which come from Zinc electrolysis plant. In
this plant Zinc dust is prepared. Zinc dust is used for internal purposes. In every
15 days this plant is checked for maintenance. There are 30-35 employees
working in this plant.

SERVICE DEPARTMENT

The department which indirecting engaged in the production of Zinc

Ingot by providing some sort of services of the production departments, they
are categorized as under:

 Personal and Administration Department

 Industrial Engineering Cell

 Safety Department

 Stores Department

 Sales and dispatch Department

 Finance Department
PERSONNEL AND ADMINISTRATION DEPARTMENT

Personnel department is the heart and soul of any organization where it

helps the management in securing, using and developing appropriate manpower
to achieve the organizational objectives.

The main objectives of personnel department at Zinc Smelter, Debari are

the following:

1) Responsibility for the maintenance of industrial peace, good labour

management relations, of industrial strikes.

2) Recruitment and selection of the right person for the right job.

3) Implementation of Training programme.

4) Proper maintenance of service records of employees.

5) Implementation of agreements, awards and agreed discussion.

6) Organizing welfare activities for general health and welfare of the

workmen and the vicinity.

7) Proper implementation and co-ordination of management’s personnel

policies.

The functions of personnel and administration department are:

TIME OFFICE

Its function is to keep a record of the timing of the workmen’s entry into
and exit from the company. The wages are fixed on the basis of work of
workmen. Record about absenteeism and leave are maintained. All financial
matters related to workers like compensation, overtime etc. are also dealt with
by time office.
ADMINISTRATION

Providing stationary to all the offices within the company. Keep liaison
with outside agencies, Tele-communication maintenance, giving contracts and
issuing tenders for bus, postal service etc. are the function of this section of
personnel department.

WELFARE

Funds are contributed by all the three agencies-management, workers and the
union for the welfare activities. School and Balsadans are maintained to
provide primary education to children. HZL also supplies water to the nearby
villages. Donations are given to the cardiology section in the General Hospital.
Besides, different functions, games and tournaments are also organized
regularly by the sports committee.

TRANSPORT

There are separate colony buses specially run for the convenience of the
people. The medical and transport expenses are born by the company. The
employees are also given HTC and LTC facilities.

ESTABLISHMENT

All order relating to the workers are dealt with and send from this
section. Besides, this section is held responsible for promotions, transfers,
recruitment, performance appraisal etc. Loans cannot by sanctioned without the
approval of the establishment section.
HRD – AN OVER VIEW

It is a common fact that without a continuous development of employees

competencies on organization can survive today, let alone grow or compete. To
be effective every manufacturing organization needs competent people in all
areas whether they be cost reduction, reduction in delays, increased customer
satisfaction, better quality, prompt service, improved earnings, improved
market image and so on. All type of organization, which wants to grow,
diversifies, renew, change, improve or stabilize need competent employees.
Human Resource Development meets this need.

HRD – DEFINITION

1. HRD is the process of helping people to acquire competencies. It is that

dynamic process by which employees of an organization are helped and
supported in continuous and planned way to:

(a) Acquire and sharpen capabilities required to perform various functions

associated with their present and future expected roles.

(b) Develop their general capabilities as individuals and discover as well as

exploit their inner potentials for individual and organizational
development.

(c) Develop an organizational culture in which nurturing relationships, team

work, professional well being, motivation, pride and commitment and
loyalty is enhanced in multiple manners.

T.V. Rao

Udai Pareek
2. HRD is a system of developing in a continuous and planned way the
competence of individual employees, dyadic groups, team and the total
organization to achieve organizational goals.

Keith Davis

GOALS OF HRD

1. Develop the skills of individual.

2. Develop the individual to realize his potential as an individual to the

maximum extent.

3. Develop the individual’s capabilities to perform his present job better.

4. Develop the capabilities to handle future likely roles.

5. Strengthen superiors – subordinate relationship.

6. Strengthen team spirits among different teams.

7. Promote inter – team collaboration and

8. Promote climate development and organizational health development.

NEED FOR HRD

 HRD is needed to develop competencies.

 To mitigate some of the evil consequences of industrialization.

 To bring about system wide changes.

 To develop a proper climate in the organization.

HUMAN RESOURCE DEPARTMENT

The progressive HRD programs are designed in Debari Smelter to fill

the gaps in the knowledge and skills of the employees. The mechanisms and
techniques adopted by the human resource department are as follows:

 Training and development programs and courses (both in house or

through outside exports where ever necessary)

 Performance appraisal.

 Counseling

 Organizational development interventions are used to initiate, facilitate

and promote this process in a continuous way.

The basic thrust remains towards improved productivity, safety,

automation and environment control with a HRD philosophy that values human
being and promotes their development.
PERSONAL & ADMINISTRATION

Personal Department is mainly concerned with two functions:

1. ESTABLISHMENT

In this two factors are to be considered.

A. WORKMEN ESTABLISHMENT

1. Recruitment

2. Promotion/daily action/probation clearance

3. Maintenance of personnel files

4. Release of annual files

5. LTC

6. Loans/advance/HRA

7. Transfers

8. Permission for higher education/cash award

9. Deployment of surplus labour

10. Policy verification/Reverification

11. Rules and regulation

12. Maintenance of registers

13. Pension/PF loan

B. EXECUTIVE ESTABLISHMENT

1. Joining formalities

2. Maintenance of shadow file

3. Salary

4. Leave records of executive

5. Release of annual increment

6. Annual appraisal report

7. All the works related to festive

Advance/LTC/leave encashment/loans and advance/RLTE/calculation

of gratuity etc. are looked after by this sectioning the same manner as of
workmen, only difference is that it is being done for executive only.

2. WELFARE FACILITIES

In this the two main factors to be considered are

A. STATUTORY

1. Canteen

2. Hospital

3. Wash house

4. Rest shelter

5. Facility for storing and drying clothes

B. NON-STATUTORY

1. Scholarship

2. Cash awards

3. Bal sadan/sewing center/coop stores/school/sports complex/clubs

4. Library

5. Sports and culture activities

6. Gift to employees (On retirement and after 20 yrs of service)

7. Rural medical service

8. Subsidized water/electricity/transport office

TIME OFFICE

1. Keeping record of attendance

2. Salary preparation

3. Overtime record

4. Daily acting allowance

5. Night ship allowance

6. Attendance incentive

7. Pay fixation on promotion, reversion to lower category on pay reversion.

8. Daily temporary mazdoor (DTM) pool

9. Bonusex gratia

10. Terminal benefits

4. ADMINISTRATION

1. Leave encashment

2. License procurement

3. Communication system

4. Furniture and fixtures

5. Printing of forms and performs

6. Stationary procurement

7. Transport

a. Company owned buses

b. Contractor buses

8. Estate

a. Allotment of quarters

b. Record of equipment installed in

c. Quarters

d. Recovery of rent, electricity charges

e. Colony security

f. Guest house

g. Land acquisition

h. Lease rent collection

 CHAPTER – 2

CONCEPTUAL FRAMEWORK
2.1 EMPLOYEES SATISFACTION

The importance of job satisfaction is fairly evident from a description of

the importance of maintaining moral in any industry. If a worker is not satisfied
with his work, then both the quantity and quality of his output will suffer. If hi
job satisfaction increase then there is an improvement in both the quality and
quantity of production. Factories in which the workers are satisfied with their
work are also characterized by a high morale. The following things are
generally important for creating job satisfaction.

1. Attending and Solving Problem

It is desirable that the complaints of the worker be hearted patiently and

the problems solved as far as possible. Factories in which the worker’s
demands are not needs suffer because the workers loss confidence in the
management and become frustrated.

2. Satisfactory Future

Every worker is definitely concerned about his future prospects. In the

factory rules clearly lay down the condition of promotion and advancement,
and if the worker gets the expected promoted and improvement in pay scales at
the right time. He feels satisfied and becomes confident of the further. If on the
other hand the workers feel that even good work will not rewarded he become
frustrated and slack in his work.

3. Testing the Worker’s Ability and Progress

Every worker, whether in a factory or in office, desires that he should be

paid according to ability. If he has undergone some new training or has
increased his ability to work in some way, he should be compensated for his
better ability through a rise in salary. It is necessary that the management
should give the worker some opportunity of progressing higher and higher.
4. Respect for Creative Suggestion:

Generally, speaking the worker working under a particular set of

conditions is best qualified to say how and where improvements can be made.
If worker are encouraged to suggest ways and means of improving the
condition of work. They often come with very valuable ideas. This helps in
increasing job satisfaction because when the worker is praised for giving a
good practical idea he tends to pay more attention to his work in order to win
more praise. If suggestions are neglected then the workers feel dissatisfied
since apparently there can be no improvement in conditions in which he works.

5. Cordial Analysis or Evaluation of the Work:

In every organization the manager or the supervisor has to offer

criticism of the work performed by the worker because he must point out the
worker’s mistakes and try to eliminate them. If this criticism if offered in a
cordial and friendly way more as suggestions than to it. His job satisfaction is
also thereby maintained. But if the worker is abused or bitterly criticized for his
mistake, he loses his peace of mind.

6. Increase in Wage:

Rules governing increases in salary should clear and explicit and should
be acted upon impartially and regularly.

7. Praise for Good Performance:

If worker are not praised for exceptional performance in their work they
lose interest in it and as a result, the organization suffers. Even if they don good
work they still remain dissatisfied and disgruntled.
8. Promotion According to Ability:

In every organization some people are always being retired after

completion of their promotion is based upon the ability of the worker then the
worker’s mental satisfaction in maintained. If, on the other hand, promotion
depends upon other factors such as casteism, personal favour, etc. than the
workers interest in his work declines.

9. Proper Quantum of Work:

If job satisfaction is to be maintained it is essential that the quality of

work does not exceed the individuals’ ability to complete it. If he has to work
more than the comfortably can bear a long time, the worker is bound to become
disgusted, depressed and tired.

10. Equal Wages for Equal Work:

Labour unions in almost every industry are demanding that there should
be equal pay for equal work. In any factory of office a worker must be paid as
much as other workers are being paid in other organizations of similar work.

11. Freedom to Seed Help in Solving Problem:

Very often the worker is faced by problem in this work that he cannot
solve alone. In such a case he should be free to seek help and guidance from
other workers are even from the mangers.

12. Absence of Unnecessary Intervention and Criticism:

No individual wants to sacrifice his self-respect. If the worker is

unnecessarily shown disrespect or abused he quickly becomes dissatisfied.
Hence he should be protected from useless interruption and criticism.
Employees Satisfaction

The primary task of a manager is that of maintaining an organization

that functions effectively. To do so, he must see that his subordinates work
efficiently and produce result that is beneficial to the organization.
Organizational goals can never by achieved without subordinate’s willingness
to but their best efforts. Here arises the problem of motivation. The capacity of
work’ and ‘willingness to work’ is two different things. A man can be
physically, mentally and technically fit to work but he may not be willing to
work. Hence, the need of motivation, arised. Motivating a worker is to create a
need and a desire on the part of a worker to butter his present performance.
Thus, performance is determined by two factors, viz; level of ability to do
certain work; and level of motivation. This can be expressed as following:

Performance = Ability x Motivation

Thus, motivation one of the main problem of personnel management.

2.2 MEANING OF MOTIVATION

‘Motivation’ is a term derived from the word ‘motive’. It can be

explained as ‘motive’ as which makes person active in a particular way. It is an
inner impulse causing man to action. A person works to satisfy his needs. So
the human needs are the cause of action and motivation is a process of causing
the mean realized these need. Below some important definitions of motivation
have been presented:

According to Michel J. Jucius, “Motivation is the act of simulating

someone of oneself to get a desired course of action, to push the right button to
get desired results.”
CHARACTERISTICS OF MOTIVATION

1. Motivation is an internal feeling:

Motivation is a psychological phenomenon which generates within an

individual. Needs are feelings in the mind a person that he lacks certain thing.
Such feelings affect the behavior of the person.

2. Person in Totality not in part, is motivated:

Each individual in the organization is a self-contained and inseparable

unit and his all needs are inter-related. These affect the behavior in different
ways. Moreover, feeling of needs is a continuous process; as such these create
continuity in human behavior.

3. Motivation Cause Good-Directed Behaviour:

Feeling of needs by the person causes him to behave in such a way that
he tries to satisfy himself so that he does not feel the lack of that particular
thing.

Need that is the feeling that something is required, creates tension in the
mind and transforms itself depending on environment.

This tension is released when this particular need is satisfied by certain

behavior again in the environment, i.e., incentives exist to satisfy the needs.
Behaviour ends the moment tension is released. However, satisfaction of one
need leads to feeling of another and the process goes on.

4. Product of Anticipated Value:

Motivation is the product of anticipated values from an action and she

perceived probability and these values will be achieved by the action. The
anticipated value is called ‘value’ and it is defined as the strength of a person’s
preference for one outcome in relation to others. The perceived probability is
called ‘expectancy’ and n is defined as the strength of belief that a particular
act will be followed by a particular outcome. Thus, motivational relationship
can be expressed in the formula:

Motivation = Valence x Expectancy Types of Motivation

IMPORTANCE OF MOTIVATION

The importance of motivation in an organization can be summed up as

follows:

1. High performance level: Motivated employees put higher performance

as compared to other employees. The high performance is a must for a
organization and motivation is a vital requirement for high performance.
A number of researches have proved the relationship between high
performance and high motivation.

2. Low Employee Turnover and Absenteeism: A motivated employee

says in the organization more and their absenteeism is quite low. High
turnover and absenteeism create many problems in the organization.
Recruiting training and development of large number of new personnel
does not take long time but it is extensive too. In a competitive
economy, this is almost an impossible taks. Moreover, this also affects
the reputation of the firm adversely. Motivation brings these rates lower.

3. Acceptance of Organizational Changes: The changes in organization

are a usual phenomenon due to various reasons such as changes in
technology, value system, etc. Organization has to cope with these
changes with the requirement of time. When the changes are introduced
in the organization there is a tendency to resist them by the employees.
However, if they are properly motivated they accept those changes with
zeal and enthusiasm and support in their proper implementation too.
2.3 TECHNIQUES OR METHODS FOR MOTIVATION

Since human motives governing human behavior and attitude towards

work, management can employ a variety of techniques to motivate his staff.
Some important techniques are as follow:

1. Monetary Techniques:

These techniques are based on this popular belief that a man work for
money. Hence, an attraction of getting more money will prove to be the most
powerful motivator. Incentives like more pay (through various premium plans),
fringe, benefits, security of tenure, conditions of service, etc are some examples
of the monetary techniques motivation.

2. Job Based Techniques:

These techniques are based on social human and psychological beliefs.

Job simplification, job rotation, job enlargement, job enrichment, freedom in
planning for work, sense of recognition, responsibility and achievements; are
some examples of such technique.

3. MBO Technique:

Pater Drucker. A well-known author of management has developed this

technique which emphasizes on self control and self-motivation. U is a
participatory technique of motivation whereby managers and their subordinates
jointly participate in achieving the common goals. It requires an emphasis on
management by objectives policy in the concern.

4. Leadership Styles:

Leadership styles or supervisory techniques have also a great role in

motivation of employees. Autocratic, democratic, and free rain techniques of
leadership are important styles and they have their own implications for
employee motivation, morale and productivity. The management must try
different supervisory styles in different circumstances for different employees.

5. Group Based Techniques:

Herber Bonner a well known author has advocated group based

techniques for motivating the employees. According to him. Motivation is not
wholly, nor even primarily, an individual variable. Certainly its force and
direction are functions of the social situation in which it arises and is exercised.
Hence, management should foster group consciousness and cohesiveness
among individual, employees by laying down general norms and guideline of
work for the group as a whole.

6. Sensitivity Training:

This is a technique of training given to group of managers (known as T-

groups) themselves so that they behave with and motivate their subordinates
better. The sensitivity training is impaled to make the managers understand
themselves better, becoming more open minded, developing insight into group
process, and cultivating a systematic approach towards the problem of
motivation. A manager thus trained is supposed to be more consistently able
and willing to communicate with his subordinates and inspire them to
contribute their best to the common goals and objectives.

Precautions in Motivation

Though motivation is an important task of management, but it is a part

of process of management. It should not be over looked by the management.
Management should have a balanced approach in this respect. Future, there
cannot be a single source of motivation, a system of motivation, a system of
motivation is required a co-ordinate set of incentives, position as well as
negative, available for selective application to elicit the best efforts of
individuals. Hence, a co-ordinate approach is required in this direction.
 The primary task of a manager is that of maintaining an organization
that functions effectively. To do so he must see that his subordinates work
efficiently and produce results that is beneficial to the organization.
Organizational goals can never attain without subordinate’s willingness to put
their best efforts. Here arises the problem of motivation. A man can be
physically, mentally and technically fit to work but he may not be willing to
work at all. Hence, the need of motivation, as the art of management is
concerned with getting the thing done through and with the people: motivation
is an essential part of the process of management. There should be positive
motivation through the organization.

IMPORTANT ELEMENTS OF A SOUND MOTIVATIONAL SYSTEM

A critical analysis of the various motivational modules reveals that there

is wide scope of variability in the factors of motivation. As such management
will be in dilemma as to how to motivate their employees to get best results.
Moreover, these models have been given by foreign contributory which are
more applicable to their industrial system. In India, because of different social-
economic conditions, those models are application with certain reservations.
Thus, while adopting a motivational model, some important considerations
should be kept in mind. These can be summarized as follows:

1. Adequate Motivation:

The motivation system should be adequate covering the entire human

force in the organization and it should cover entire activities of the working
force. Sometimes, the presence of a motivational factor fails to produce any
effective result, particularly when it amount is too small. In such a case, its
energetic force should be increased so that it motivates strongly.
2. Analysis of Motives:

A good motivation system also attempts at analysis the factors which

motivate the employees in the prevailing organizational environment. Study of
the various needs of the employees in the prevailing organizational
environment. Study of the various needs of the employees, degree of intensity
and the prospective consequences of satisfying them or continuing them
dissatisfied on output should be conducted.

3. Simplicity in Motivational System:

The system should be simple both in terms of its understanding by the

employees and its applicability in the organization. Employees’ efforts are
directed to goal only when they perceive that a particular goal exists and this
requires a particular type of efforts. The system should be simple to be adopted
by the organization at various levels.

4. Uneven Motivation:

In the organization all the employees are not of same type. They differ
in education, attitude, ambition, etc. Thus more educated, ambitions persons
can be motivated up to very high level while other cannot be. If such
employees are motivated beyond a certain limit, this may create frustration in
them as overloaded or unachievable goals create frustration.
 CHAPTER – 3

RESEARCH

METHODOLOGY
 RESEARCH METHODOLOGY

 To study the effect of “Employees Satisfaction” on productivity and

efficiency of an organization.

3.1 EXPLANATION OF STUDY

The study is a sample survey. It consists of small size sample to

facilitate.

Employees satisfaction is major part in any Industry. Because it directly

or indirectly effects the working of any employee. Therefore it is necessary to
know the satisfaction level or needs of any employee to give an industry a
sound picture.

3.2 OBJECTIVES OF THE STUDY

 To study the perception of employees.

 To know the effects of employees satisfaction on executives, workers,

industries, economic development.

 To study executors & AFM’s attitude and expectations.

 To suggest measures, if any.

3.3 SCOPE OF THE STUDY

The scope of this study has been limited to Hindustan Zinc Limited
Debari (A unit to HZL) to study Employees Satisfaction on Executive &
AFM’s. Zinc smelter is located at village Debari on the state Highway No. 8,
which is 13 km. from Udaipur, on way from Udaipur to Chittorgarh. It was
established in January 1968.
 Zinc limited is engaged in the production of high grade zinc metal and
other by products. The basic thrust remains towards improved productivity
safety automation and environment control.

At present there are 1130 employees out of which 1029 are workers and
101 are executives there are several other workers employed on contractual
basis.

SIZE OF SAMPLE:

The universe of the study is 101 executives & 1130 employees are other
workers employed on contractual basis but they will not be included in
universe. The sample size taken for study is of 42 respondents which are
executives & AFM’s

All the executive and AFM’s are from almost each and every
department of Hindustan Zinc Factory.

SOURCES OF DATA COLLECTION:

The researcher gathered data from primary sources and secondary

sources.

1. Questionnaire

2. Observation

3. Informal interview

Questionnaire was prepared taking an account objective of the study

they include personal, educational welfare and satisfaction related question.
Observation method was used to know weather the workers are really
satisfaction with working condition in organization, other facilities available to
workers, like safety and preventive measures. Informal interview method is
used to know in depth felling and to gather the views about hidden points.
Secondary data was collected from formulas, relevant books and company
files.
 CHAPTER – 4

DATA ANALYSIS

AND

INTERPRETATION
1. I AM PROUD AND HAPPY TO BE WORKING FOR THIS
COMPANY.

This part of analysis represents that 23% of employees are happy to

work for this company.
2. I AM SATISFIED WITH THE SOCIAL WORK ENVIRONMENT
AVAILABLE IN THE ORGANISATION.

This part of analysis represents that 35% of employees are happy to

work for this company.
3. THE POLICIES AND RULES OF THE COMPANY ARE
EMPLOYEE FRIENDLY

This part of analysis represents that 32% of employees are happy to

work for this company.
4. MY OPINION IS DULY CONSIDERED WHILE TAKING
DECISION

This part of analysis represents that 32% of employees are happy to

work for this company.
5. EMPLOYEES ARE RESPECTED IN MY WORKPLACE

This part of analysis represents that 35% of employees are happy to

work for this company.
6. THE COMPANY OFFERS SUFFICIENT SCOPE FOR ME TO
LEARN AND GROW.

This part of analysis represents that 35% of employees are happy to

work for this company.
7. I FIND MY WORK INTERESTING AND FULFILLING

This part of analysis represents that 21% of employees are happy to

work for this company.
8. MY CO-WORKERS AND BOSS ARE HELPFUL AND
SUPPORTIVE

This part of analysis represents that 33% of employees are happy to

work for this company.
9. I AM PROVIDED AMPLE SCOPE & ENCOURAGED TO TRY
OUT NEW IDEAS

This part of analysis represents that 37% of employees are happy to

work for this company.
10. THE COMPANY LEADERS PROVIDE PROPER DIRECTION
FOR GROWTH

This part of analysis represents that 33% of employees are happy to

work for this company.
 CHAPTER – 5

SUGGESTIONS

AND

RECOMMENDATION
SUGGESTIONS

1. Performance expectation should be communicated at the beginning of

the review period and reinforced periodically during that period.
Additionally it is encouraged that the supervision review the
performance indicators used in the appraisal process and the ways in
which they relate to job expectations. In this way, the employees will
have an ongoing perception of the level of performance he is delivering
and the basis upon which that performance will be rated. This will avoid
the “surprise” factor often associated with a performance appraisal.

2. The objectives should be decided after the proper discussion between

management and the employees. So that the employees will motivate
and try to achieve them.

3. Reward should be based on competencies and performance of

employees. So that can give there best to the organization.

4. Trained the employees so that they can participate in setting objective

and it will also help in making the position attitude of employees
towards performance appraisal.

5. In case of subjective evaluation the parameters of appraisal should be

enlarged and defined in a quantify manner and should be different fog
different department according to its working.

6. Tasks should be very specific and proper empowerment should be given

to employees to achieve the targets.
RECOMMENDATION

In my view the company’s effort for its employees is remarkable where

a few areas have to be in check VIZ.

1. Pension plan should be set for the employees since it will given them
security at their retirement.

2. Some effort can be done to protect the employee in terms of more safety
facilities or minimize of risks during their operation.

3. Snack and canteen facilities can be improved to give them proper

refreshment during their operation period.

4. A request of an improvement in the employee’s rest room i.e. proper

wash facilities, (Elmira’s) and mirrors can be checked.

Commendable job for the company and a good example to be emulated

by other.
CONCLUSION

Hindustan Zinc Ltd. Has done a remarkable job in employee satisfaction

as per my research. During my survey, there were an impressive number of
positive responses to my three areas of my research i.e.

1. Working Environment

2. Incentives and compensation

3. Motivation

There were a minimal number of negative responses or otherwise

satisfaction was imminent in both areas. During my study I had an indication of
employee satisfaction and an urge for better but over all in the three areas of
research; it was evident that a company has taken enormous responsibility
towards its employees.

Areas of improvement according to my research included Canteen

Facility where most employees felt that it needed improvement and provision
of better quality of snacks without massive increase in price. The other
highlight of my research considered on pension plan where there were a large
number of dissatisfied responses.

It was notified then that working environment needed improvement

especially in effect of employee’s health and their safety as area of
specification of dissatisfaction.
 BIBLIOGRAPHY

Mathis and Jackson : Personal

Contemporary Perspective and

Application

Philip Kotler Keller : Human Resources Management

K. K. Ahuja : Personnel Management

C. R. Kothari : Research Methodology

Internet:

www.google.com

www.yahoo.com

www.vadanta.com

www.hzl.com