Welfare Faacilities

Project of welfare facilities and employee satisfaction surveyH L L
EXECUTIVE SUMMARY
Project consists of welfare facilities and employee satisfaction survey:It provides a channel for employees to communicate their views on wide range of issues in total confidence. Employee satisfaction survey is conducted to find out the satisfaction level of the employees towards welfare facilities at HLL. The other o jective is to find out the areas of low satisfaction level where corrective actions can e ta!en to improve employee satisfaction. "or this purpose a sample of #$ employees was selected % survey was done with the help of &uestionnaire and the results are analy'ed for all the employees using percentage method. (ased on this analysis) o servations) given H* will e ta!ing corrective actions to improve satisfaction level of the employees.
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INTRODUCTION
,f all the factors of production - -apital) land) la our. la our or man is undou tly the crucial factor that ma!es or mars an organi'ation. Employees are now a days seen as usiness partners of the organi'ation. They
empower the organi'ation to succeed. /t the threshold of this transformation) human assets need to e chosen carefully) developed) nurtured) utili'ed and their
competencies multiplied. High employee sa is!a" io# le$els "a# %e&'"e '%#o$e% a#& a %i io# %a e i# he i#&'s %ies( People are the !ey to success in the new economy. -ompanies are attaching greater importance to human performance today than ever efore. /nd while corporations have presuma ly always valued their employees) in today0s fast-moving new economy) people have gained even greater stature and are now seen as possi ly the most important factor in a company0s success or failure. -ompanies are giving due importance to recogni'e and the e1traordinary efforts related to retain the people in industry) some are ma!ing efforts to attract and retain top talent) represent fundamental shifts in employer-employee relationships. /nd nowhere has this een truer than in the high-tech sector) with its insatia le demand for !nowledge wor!ers. (ut the focus on human performance now stretches across all industries and all levels) from the front lines of customer service to the highest e1ecutive ran!s. /lmost industries are putting their est efforts to the !eep employees happy and engaged.
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,ne reason -E,s have egun investing in human performance improvement is that they now have &uantifia le proof of a si'a le return. H* is fast changing from an internal service department to a strategic partner in improving a company0s competitive position. In this era of competition) if internal customers) i.e. employees are not happy then the organi'ation will e out of competitive mar!et.
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LITERATURE REVIE)
4eaning and 5efinition: Loc!e gives a comprehensive definition of Employee 6atisfaction 7/ pleasura le positive emotional state resulting from appraisal of ones perception of how well their jo provides those things which are viewed as important. It is generally recogni'ed in the organi'ational (ehavior field that employee0s satisfaction is the most important and fre&uently studied attitude8.
5efinitions of the concepts: To understand the concept clearly) it is etter to understand the literal meaning of them. Therefore to understand the term 8Employee 6atisfaction8 it is very much important to !now the words 8Employee8 /nd 86atisfaction8 separately.
Employee: /ccording to the ,1ford 5ictionary the meaning of the 8Employee is a Person employed for 9ages8. / person who wor!s for another) in return) for financial or other compensation.
/ccording to Employees 6tate Insurance /ct) +:;<) /n Employee is defined as the one who is directly employed y the principal employee or whose services are
temporarily lent to y another with whom the employee has a contract of service. The act also says that employee also includes any person employed for the wages or any
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wor! connected with the administration of the factory or esta lishment or any department or ranch there of or with the purchase of raw materials for or the
distri ution of scales of the products of the factory or esta lishment. The act also covers any person engaged as in apprentice) not eing an apprentice under the /pprefltice /ct) +:=+ or under The 6tanding ,rders of the esta lishment) ut does not include any mem er of the Indian >aval) 4ilitary or /ir-forces8. 6atisfaction: /ccording to the ,1ford 5ictionary the meaning of the satisfaction means 8atonement or compensation or a situation where the e1pectations have een met8. /ccording to the 5ictionary of Psychology y ?. /!inson) E. (erne % *.6.
9oodworth) 6atisfaction means 8/ 6tate of pleasant % well eing conse&uent upon having gratified an appetite or motive8. 9elfare means fairing or doing well. It is a comprehensive term) and refers to the physical) mental % emotional well eing of an individual.
The IL, at its /sian *egional -onference defined 7La ours welfare as a term which is understood to include such services) facilities and /menities and may e
esta lished or in the vicinity in them with amenities conducive to good health % high morale. The ,1ford dictionary defines la ours welfare as 7efforts to ma!e life worth living for wor!men@. -ham ers dictionary defines as 7a state of fairing on doing well) freedom from calamity) enjoyment of health) prosperity etc.
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Need for Labour welfare in India

The need for la ours welfare was strongly felt y the committee of the royal commitment to industrial wor! among the factory wor! and also the harsh treatment receives from the employees since the developing country li!e India. This need was emphasi'ed y the constitution of India in the chapter on the directive principle of state policy in the following articles. Impo% a#"e o! Employee Sa is!a" io#: +. Trac!ing the attitudes and opinions of employees can identify pro lems areas and solutions related to management and leadership) corporate policy) recruitment) enefits) diversity) training) and professional development. 2. / comprehensive employee satisfaction study can e the !ey to a more a motivated and loyal wor!force. 3. The first step is to understand e1actly which issues have the greatest impact on employee satisfaction. ;. The findings of the employee satisfaction survey will tell you e1actly ow much more important one issue is over another so that you can focus your performance improvement initiatives appropriately. #. In analy'ing the data) we can define and refine issues that need addressed) such as overall jo satisfaction) professional fulfillment) employee motivation and
commitment) li!elihood to stay with the organi'ation) pay level) corporate goals and , jectives. =. 6urvey results can e segmented y employee position) length of employment) fulltime vs. part-time) etc.
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"/-T,*6 /""E-TI>A E4PL,BEE 6/TI6"/-TI,>. +. /chievement 2. *ecognition 3. 9or! itself ;. *esponsi ility #. /dvancement =. Personal growth C. -ompany policy and administration <. 6upervision :. *elationship with supervisor +$. 9or! conditions ++. 6alary +2. *elationship with peers +3. Personal life +;. *elationship with su ordinates +#. 6tatus +=. 6ecurity
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THE,*IE6 ," E4PL,BEE 6/TI6"/-TI,>.
5/DI5- 4--LELL/>506 4,TI/TI,>/L >EE56 THE,*B
5avid 4c-lelland is most noted for descri ing three types of motivational need) which he identified in his +:<< oo!) Human 4otivation: /chievement motivation En-achF) /uthority or power motivation En-powF) /ffiliation motivation En-affilF.
5avidic 4c-lellandGs needs- ased motivational model These needs are found to varying degrees in all wor!ers and managers) and this mi1 of motivational needs characteri'es a person0s or manager0s style and ehavior) oth in terms of eing motivated and in the management and motivation others.
The #ee& !o% a"hie$eme# *#+a"h, The n-ach person is 0achievement motivated0 and therefore see!s achievement) attainment of realistic ut challenging goals) and advancement in the jo . There is a strong need for feed ac! as to achievement and progress) and a need for a sense of accomplishment.
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The #ee& !o% a' ho%i y a#& po-e% *#+po-, The n-pow person is 0authority motivated0. This driver produces a need to e
influential) effective and to ma!e an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige. The #ee& !o% a!!ilia io# *#+a!!il, The n-affil person is 0affiliation motivated0) and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to e li!ed and held in popular regard. These people are team players. 4c-lelland said that most people possess and e1hi it a com ination of these characteristics. 6ome people e1hi it a strong ias to a particular motivational need and this motivational or needs 0mi10 conse&uently affects their ehavior and
wor!ingHmanaging style. 4c-lelland suggested that a strong n-affil 0affiliationmotivation0 undermines a manager0s o jectivity) ecause of their need to e li!ed) and that this affects a manager0s decision-ma!ing capa ility. / strong n-pow 0authoritymotivation0 will produce a determined wor! ethic and commitment to the organi'ation) and while n-pow people are attracted to the leadership role. they may not possess the re&uired fle1i ility and people-centered s!ills. 4c-lelland argues that n-ach people with strong 0achievement motivation0 ma!e the est leaders) although there can e a tendency to demand too much of their staff in the elief that they are all similarly and highly achievement-focused and results driven) which of course most people are not.
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4c-lellandGs particular fascination was for achievement motivation) and this la oratory e1periment illustrates one aspect of his theory a out the affect of achievement on people0s motivation. 4c-lelland asserted via this e1periment that while most people do not possess a strong achievement- ased motivation) those who do) display a consistent ehavior in setting goals: Dolunteers were as!ed to throw rings over pegs rather li!e the "air ground game. no distance was stipulated) and most people seemed to throw from ar itrary) random distances) sometimes close) 6ometimes farther away. However a small group of volunteers) whom 4c-lelland suggested were strongly achievement-motivated) too! 6ome care to measure and test distances to produce an ideal challenge- not too easy) and not impossi le. Interestingly a parallel e1ists in iology) !nown as the 0overload principle0) which is commonly applied to fitness and e1ercising) i.e.) in order to develop fitness andHor strength the e1ercise must e sufficiently demanding to increase e1isting levels) ut not so demanding as to cause damage or strain.
4c-lelland identified the same need for a 0 alanced challenge0 the approach of achievement-motivated people. 4c-lelland contrasted achievement-motivated people with gam lers) and dispelled a common pre-conception that n-ach 0achievement motivated0 people are ig ris! ta!ers. ,n the contrary - typically) achievement-motivate din individuals set goals which they can influence with their effort and a ility) and as such the goal is considered to e /chieva le. This determined results-driven approach is almost invaria le present in the character ma!e-up of all successful usiness people and entrepreneurs.
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4c-lelland suggested other characteristics and achievement-motivate people: attitudes of /chievement is more important than material or financial reward. /chieving the aim or tas! gives greater personal satisfaction than receiving praise or recognition. "inancial reward is regarded as a measurement of success) not an end in itself. 6ecurityGs not not prime motivator) nor is status. "eed ac! is essential) ecause it ena les measurement of success) not for reasons of praise or recognition Ethe implication here is that feed ac! must e relia le) &uantifia le and factualF. /chievement-motivated people constantly see! improvements and ways of doing things etter. /chievement-motivated people will logically favor jo s and responsi ilities that naturally satisfy their needs) i.e. offer fle1i ility and opportunity to set and achieve goals) e.g.) sales and usiness management) and entrepreneurial roles.
4c-lelland firmly
elieved that achievement-motivated people are Aenerally the
ones who ma!e things happen and get results) and that This e1tends to getting results through the organi'ation of other People and resources) although as stated earlier) they often demand Too much of their staff ecause they priorities achieving the goal a ove the many varied interests and needs of their people. Interesting comparisons and relationships can e drawn etween 4c-lelland0s
motivation types) and the characteristics defined in ,ther ehavioral models) e.g.
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Be#.ige%/s hi#0i#g a#& -o%0i#g s yles1 /chievement-motivation is / dou le-frontal rain mode style. affiliation-motivation is right asal ErearF.authority-motivations argua ly left asal ErearF. A&ai%/s a" io#+"e# e%e& lea&e%ship mo&el1 /chievement-motivated 4anagers are firmly focused on the Tas!) often to the detriment of The Individual and the Team. /ffiliation-motivation people are Team /nd Individual centered. Thomas I# e%#a io#al *Pe%!o%m a2, DISC sys em: /chievement motivated people are 050 profiles - results-driven) decisive) dominant) etc. /ffiliation-motivated people are I EproactiveF and 6 EreactiveFprofile /uthority-motivated people are 6and profiles. E4ore detail on the (en'iger page.F He%sey3Bla#"ha%&/s Si 'a io#al Lea&e%ship mo&el: /chievement motivated people tend to favor the styles of the first and second modesE0telling0 an 0selling0F. affiliationmotivated people tend to favors the third mode E0participating0F. and the authoritymotivated people tend to favor the style of mode four E0delegating0F. E4ore detail on the Tuc!manpage.F M"4%ego% XY Theo%y: /chievement-motivated people tend towards I-Theory style) due to their high tas! focus. there is plenty of E1ception however) and training definitely helps the n-ach manager to seethe value of employing Theory B style. n-pow managers are 5efinitely Theory I. n-affil are typically Theory B and if not can relatively easily e trained to e so.
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He% .5e%g mo i$a o%s a#& hygie#e !a" o%s: n-ach people are more *esponsive to the Hert' erg motivators Eespecially achievement o viouslyF an n-affil and n-pow people.
ADAM6s( E7UITY THEORY 8oh# S a"ey A&ams +e9'i y heo%y o# :o5 mo i$a io# ?ohn 6tacey /dams) wor!place and ehavioral psychologist) put "orward his E&uity Theory on jo motivation in +:=3. There are 6imilarities with -harles Handy0s
e1tension and interpretation of Previous simpler theories of 4aslow) Her' erg and other pioneers of 9or! place psychology) in that the theory ac!nowledges that su tle and varia le factors affect each individual0s assessment and perception of their relationship with their wor!) and there y their employer. /wareness and cogni'ance feature more strongly than in earlier models) as does the influence of colleagues and friends) etc) in forming cogni'ance) and in this particular model) 0a sense of what is fair and reasona le0. A&ams/ e9'i y heo%y 9e each see! a fair alance etween what we put into our jo and what we get out of it. /dams calls these inputs and outputs. 9e form perceptions of what constitutes a fair alance or trade of inputs and outputs y comparing our own situation with other 0referents0Ereference points or e1amplesF in the mar!et place. 9e are also influenced y colleagues) friends) partners in esta lishing these enchmar!s and our own
responses to them in relation to our own ratio of inputs to outputs. If we feel are that inputs are fairly and ade&uately rewarded y outputs Ethe fairness enchmar! eing su jectively perceived from mar!et norms and other compara les
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referencesF then we are happy in our wor! and motivated to continue inputting at the same level.
I#p' s a%e ypi"ally1 Effort) loyalty) hard s!ill) wor!) People a ility) need
O' p' s a%e ypi"ally "inancial rewards - pay) salary) to e1penses) per!s) enefits) pension that arrangements) onus and commission plus intangi les -recognition)
commitment) adapta ility)
fle1i ility) feel
tolerance) determination) heart there is a J and soul) enthusiasm) trust in fair our oss and superiors) support of colleagues and su ordinates) personal sacrifice) etc. alance etween inputs and outputs.
reputation) praise and than!s) interest) responsi ility) stimulus) travel) training) development) sense of
achievement and advancement) promotion) etc.
If we feel that our inputs out-weigh the outputs then we ecome demotivated in relation to our jo and employer. People respond to this feeling in different ways: generally the e1tent of demotivation is proportional to the perceived disparity etween inputs and e1pected outputs. 6ome people reduce effort and application and ecome inwardly disgruntled) or outwardly difficult) recalcitrant or even disruptive. ,ther people see! to improve the outputs y ma!ing claims or demands for more reward) or see!ing an alternative jo .
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/(*/H/4 4/6L,906HIE*/*-HB ," >EE56 4,TIB/TI,>/L.4,5EL / raham 4aslow developed the Hierarchy of >eeds model in +:;$-#$0s K6/) and the Hierarchy of >eeds theory remains valid today for understanding human motivation) management training) and personal development. Indeed) 4aslow0s ideas surrounding the Hierarchy of >eeds concerning the responsi ility of employers to provide a wor!place environment that encourages and ena les employees to fulfill their own uni&ue potential Eself-actuali'ationF are today more relevant than ever. / raham 4aslow0s oo! 4otivation and Personality) pu lished in +:#; Esecond
edition +:C$F introduced the Hierarchy of >eeds) and 4aslow e1tended his ideas in other wor!) nota ly his later oo! Toward / Psychology ,f (eing) a significant and relevant commentary) which has een revised in recent times y *ichard Lowry) who is in his own right a leading academic in the field of motivational psychology.
/ raham 4aslow was orn in >ew Bor! in +:$< and died in +:C$)although various pu lications appear in 4aslow0s name in later years. 4aslow0s Ph5 in psychology in +:3; at the Kniversity of 9isconsin formed the asis of his motivational research) initially studying rhesus mon!eys. 4aslow later moved to >ew Bor!0s (roo!lyn -ollege.
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4aslow0s original five-stage Hierarchy of >eeds model is clearly and directly attri uta le to 4aslow. later versions with added motivational stages are not so clearly attri uta le. 4aslow0s Hierarchy of >eeds has een e1tended through
interpretation of 4aslow0s wor! y other people) and these augmented models and diagrams are shown as the adapted seven and eight-stage Hierarchy of >eeds models elow. There is some uncertainty as to how and when these additional three stages Esi1) seventh and eighth - 0-ognitive0) 0/esthetical0) and 0Transcendence0F came to e added) and y whom) to The Hierarchy of >eeds model) and many people consider 4aslow0s 0original five-stage Hierarchy ,f >eeds model to e the definitive Eand perfectly ade&uateF concept.
Maslo-/s hie%a%"hy o! #ee&s
Each of us is motivated y needs. ,ur most asic needs are in orn)Having evolved over tens of thousands of years. / raham 4aslow0s Hierarchy of >eeds helps to e1plain how these needs motivate us all. 4aslow0s Hierarchy of >eeds states that we must satisfy each need In turn )starting with the first) which deals with the most o vious needs for survival itself. ,nly when the lower order needs of physical and emotional well eing are satisfied are we concerned with the higher order needs of Influence and personal development.
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-onversely) the things that satisfy our lower order needs are swept away) we are no longer concerned a out the maintenance of our higher order needs. 4aslow0s original Hierarchy of >eeds model was developed etween+:;3-+:#;.
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;%e&e%i"0 He% .5e%g6s mo i$a io# a#& hygie#e !a" o%s "rederic! Hert' ergGs oo! 0The 4otivation to 9or!0) written with research
colleagues ( 4ausner and ( 6nyderman in +:#:) first esta lished his theories a out motivation in the wor!place. Her' erg0s wor!) originally on 2$$ Pitts urgh engineers and accountants) has wor!place psychology. ecome one of the most replicated studies in the field of
Her' erg was the first to show that satisfaction and dissatisfaction at 9or! nearly always arose from different factors) and were not simply ,pposing reactions to the same factors) as had always previously eenEand still now y the unenlightenedF elieved. He showed that certain factors truly motivate E0motivators0F) whereas others tendedto lead to dissatisfaction E0hygiene factors0F. /ccordintog Her' erg) 4an has two sets of needs. one as an animal To avoid pain) and two as a human eing to grow psychologically. He illustrated this also through (i lical e1ample: /dam after his E1pulsion from Eden having the need for food) warmth) shelter)safety) etc.) - the 0hygiene0 needs. and
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/ raham) capa le and achieving great things through self-development - the 0motivational0 needs. Her' erg0s research proved that people will strive to achieve hygiene >eeds ecause they they are unhappy without them) ut once 6atisfied the effect soon wears off satisfaction is temporary.
STATEMENT O; THE PROBLEM
<A S '&y o# )el!a%e !a"ili ies A#& i s Impa" o# :o5 Sa is!a" io#=
This particular topic is selected ecause jo satisfaction is a very important element necessary for the smooth functioning of an organi'ation .Employee surveys provide a channel for employee to communicate their views on a wide range of issues in total confidence .They help management to uild up an accurate picture of how employees perceive the organi'ation and highlight the causes of employee dissatisfaction.
PURPOSE O; THE STUDY:
The study has een conducted for gaining practical !nowledge a out H* practices and fulfillment of 4asters of 5egree in (usiness /dministration(
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SCOPE O; THE STUDY1
The survey was conducted on ,perative Level of HLL. The &uestionnaire for this survey was framed considering those factors where corrective action can e ta!en at HLL. "rom the result of the survey the H* department can ta!e the corrective action to increase employee satisfaction and there y increase productivity.
SURVEY OB8ECTIVES:
To understand the impact of welfare facilities on jo satisfaction. To measure employee satisfaction level from different perspectives. To identify the perceived importance of satisfaction factors and the issues causing dissatisfaction.
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To propose recommendations for enhancing employee satisfaction to improve usiness performance.
To !now the welfare facilities provided y HLL.
COMPANY PRO;ILE -orporate Profile
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Hindustan Late1 Limited EHLLF is a Aovernment of India -ompany) under the 4inistry of Health and "amily 9elfare. HLL was incorporated on 4arch +) +:== with the o jective of producing and providing good &uality condoms for the >ational "amily Planning Program. The foundation stone for the plant to e set up with ?apanese Technology) in the natural ru er rich state of Lerala was laid y the then Knion 4inister for Health and "amily
9elfare) 5r. 6ushila >ayyar at peroor!ada in Thiruvananthapuram on ?anuary +;) +:=C. -ommercial production at the plant commenced on /pril #) +:=:. HLL today is one of the worldGs largest manufacturers of condoms with an annual production capacity of <$$ million pieces. Today over three decades and five years hence) HLL has developed an impressive production infrastructure for a range of -ontraceptives and Health -are Products. 4anufacturing facilities of HLL have the prestigious I6, :$$2 and the I6, +;$$+ -ertifications) the -E 4ar! for HLLGs (lood (ags and -ondoms) and the #+$E!F
-ertification for its -ondoms from the K6 "5/. HLL rands are eing e1ported to over C$ countries today. HLL has set up a trust - Hindustan Late1 "amily Planning Promotion Trust EHL"PPTF) which is implementing various 6ocial Projects with an o jective of ringing a out planned ehavioral change in some of the most ac!ward areas in India. HL"PPT has developed the e1pertise and has rich e1perience in successfully carrying out various social projects in the field of *eproductive Health) 6afe 6e1 and /I56 Prevention.
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U#i9'e#ess o! HLL - ,ur wide range of products for -ontraceptive and Health -are segments) which possi ly no organi'ation the world ever could offer. Today HLL product range include: Co# %a"ep i$e Ai&s1 -ondoms -opper Ts ,ral -ontraceptive Pills - N6aheliG the ,nce-a-9ee! Pill) 4ala 5) and the Preventol Emergency -ontraceptive Pills Heal h Ca%e Ai&s1 (lood Transfusion (ags Hydrocephalus 6hunts 6urgical 6utures 6urgical and E1amination Aloves
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So"ial Ma%0e i#g P%o&'" s1 "erro Plus-Iron and "olic /cid Ta lets ?al ?eevan ,ral *e-hydration salts Plast aid 4edicated Plasters
His o%y To %a"e 5%ie!ly> HLL6s la#&ma%0s i# he ?@ h yea% si#"e i s "omme#"eme# o! ope%a io#s1 ABCB + -ommences on /pril #) commercial production of -ondoms at its plant at Thiruvananthapuram. Production capacity at +;; million pieces a year. AB@C - Production capacity dou led with the addition of two more lines in the molding section. Production capacity dou les to 2<< million pieces. ABDE - The addition of the plants at (elgaum and Thiruvananthapuram with the latest state-of-art ?apanese Technology) raises HLLGs total -ondom production capacity to <$$ million pieces a year. ABBA - HLL recogni'ed as a 4,K signing organi'ation y the Aovernment of India. HLL granted the #+$E!F -ertification y "ood and 5rug /dministration E"5/F of the K6) needed for e1port of its -ondoms to the K6/. ABBF - 5iversifies into manufacture of 6urgical % E1amination Aloves. -ommences formulation and ta letting of 6aheli once-a-wee! pill at (elgaum. ABB? - Plant for formulation and ta letting of 4ala-5 ,ral pills) commissioned at (elgaum. ABBG - -ommences production of -opper-T Intra-Kterine device at its /a!!ulam plant. -ommences commercial production of -eredrain Hydrocephalus 6hunts.
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ABBG+ABBE - Introduces 6urgical) 6ynthetic and -atgut 6utures.
ABBE+ABBC - Introduces HL-Haemopac! (lood Transfusion (ags. HLL awarded the >" mar! y the La oratoire >ational 5iseases) "rance) which is the certification re&uired for e1port of its -ondoms to the European >ations. ABBC - HLL granted I6, :$$2 - for its efficient Ouality 4anagement 6ystems - for its Peroor!ada plant manufacturing -ondoms) and /a!!ulam plant manufacturing (lood (ags) -opper-T and Hydrocephalus 6hunt. ABB@ - HLL) the only -ompany from India selected y 9H, for o taining their re&uirements of -ondoms-for reaching countries worldwide. ABBD - HLL Peroor!ada plant granted the prestigious -E mar!- the prime re&uisite for e1port of -ondoms to the European Economic -ommunity Efrom ?une +::<F - y A4E5) "rance) the official "rench -ertification /gency. HLLGs /a!!ulam plant also receives the -E mar! from 6A6 Barsley International -ertification 6ervices) KL for its (lood (ags.
Hindustan Late1 "amily Planning Promotion Trust EHL"PPTF commences several social mar!eting projects and services all over the country. ABBB+FHHH - *eceives 4,K award and -ertificate of merit from the Dice President of India) for e1cellence in the achievement of 4,K targets. HLLGs /a!!ulam plant receives I6, +;$$+ certification. This "e% i!i"a io# sig#i!ies 1 Commi me# o Protect environment and prevent pollution. -ompliance with all Environment laws and regulations.
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Health and 6afety of Employees and) -onservation of energy and natural resources.
FHHF - HLLGs Peroor!ada plant and (elgaum plant awarded the I6, +;$$+ certifications. HLLGs Lanagala E(elgaumF plant awarded the -E mar! for its -ondoms. /warded the -ertificate of 4erit y -/PEIIL for e1port achievements for 2$$+-2$$2. Introduces HL H/E4,6/"E Instant >eedle and 6yringe 5estroyer) a fool proof system for destroying used needles. FHH? - HLL received on /pril #) 2$$3) the 4,K award of the Aovernment of India) from His E1cellency the President of India 5r. /. P. ?. / dul Lalamji) for e1cellence in the achievement of 4,K targets for 2$$+-2$$2. /chieves highest turnover of *s. +#$ -rores. *ecords highest profits EP(5ITF of *s. 2$.3$ -rores. Paid dividend of *s.2.#$ -rores to the Aovernment of India. Introduces of Preventola Emergency -ontraceptive Pills. Introduces for (lood (an! automation) two specially designed products - Hi-are (lood -ollection 4onitor and Hi-are Tu e 6ealer for sealing (lood (ags. HLL commences trial production of 6urgical 6utures and Tissue E1panders at its plant at /a!!ulam in Thiruvananthapuram. D'%i#g FHHF+FHH? - HLL e1ported *s.+3 -rores worth of its -ondoms) (lood (ags) Hydrocephalus 6hunts) and Late1 Aloves to over =$ countries around the world. HLL attains top position in the area of social mar!eting) with added thrust from the Hindustan Late1 "amily Planning Promotion Trust EHL"PPTF. production of 6urgical 6utures launched on 6eptem er 2C) 2$$3 4inister for Health and "amily 9elfare 6mt. 6ushma 6waraj. -ommercial y the Knion
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FHHG+ Launched 4oods condoms in the 4iddle East on ?anuary 22. HLLGs "emale -ondom launched on "e ruary +3) 2$$;) y the 6ecretary) 5ept. of "amily 9elfare 6ri P.L. Hota) I/6 at >ew 5elhi. HLL 6anitary >ap!ins 6a!hia launched at a special function in Indore on "e ruary 2:. HLL new Knit at -ochin 6pecial Economic Mone
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inaugurated
the
-hairman
on
4arch
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2$$;.
*ecords the highest turnover yet of *s. +=2.#; crores and profits Eafter ta1F of *s.+<.<+ crores. -,>6/P -ontraceptive -ream for women) launched at -hennai in ?une 2$$;. *eceived from the Prime 4inister of India on 6eptem er ;) 2$$;) the Aovernment of India 4,K /ward on eing adjudged amongst the top ten ,f the -entral Pu lic 6ector Knitsm) on the asis of 4,K targets achieved. Paid a 5ividend of 2;.2+P to the Aovernment of India) amounting to *s.3<= la!hs on >ovem er 2#) 2$$;. Launched in colla oration with 4Hs (ecton and 5ic!inson) /utolo!a /uto destructive syringes) a special function at >ew 5elhi on 5ecem er +=)2$$;. HLLGs Peroor!ada Plant at Thiruvananthapuram awarded the Aolden Peacoc! >ational Ouality /ward y the Institute of 5irectors) on the occasion of the +#th 9orld -ongress on Total Ouality organised at 4um ai on ?anuary +;) 2$$#. Paid Interim 5ividend of 2$P amounting to *s. 2;2.# la!hs for the period /pril >ovem er 2$$;) to the Knion 4inister for Health and "amily 9elfare 6ri /n umani *amdoss at >ew 5elhi on ?anuary +:) 2$$;. /lso contri uted *s 2$ la!hs to Prime 4inisters *elief "und. 2$$#-HLL have received est safety award from national safety council from state la our minister. HLL also announced the launched of auto loc! syringes % made alliance with female health company) -hicago.
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HLL has started mar!eting through it /ny Time -ondomE/T-F vending machine at most all pu lic places.
Lanagala plant
E1ecutive 5irectorE,perationsF Hindustan Late1 Limited Lanagala ) (elgaum - #:+22# Larnata!a ) India Ph: Q:+-<333- 2C:2;;) 2C:2$C "a1: Q:+-<333-2C:2;#) 2C:2$= E 4ail: hllnf!Rsancharnet.in Lanagala Plant of HLL has een set up in such a place where 6evere unemployment pro lems were prevailed. Lanagala is small village in Hu!!eri Talu!a of (elgaum
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5istrict. It is on the >ational Highway >o.; and it is a out ## !m form (elgaum and +# !ms from >ippani. The population of Lanagala village is a out +#$$$ and majority of the villagers are engaged in agriculture. The Lanagala area a is industrially and economically ac!ward. In order to provide the employment to the native people and to improve the
standard of living of the village people) 6hri. (. 6hna!arananda) the "ormer 4inister of Health and "amily 9elfare) Aovt. of India) who has from the village) too! the Initiative in esta lishment of Lanagala unit of HLL. HLL unit of Lanagala plant is having an area of a out 2< /cres of land) a out 3H;th of the total area is occupied y "actory uilding which consists of administrative uilding) main factory uilding. HLL was incorporated as a company under the
ministry of Health and "amily welfare of Aovernment of India on 4arch) +:=:. HLL has een assisting nations massive family planning program y providing
indigenously loco priced) high &uality contraceptive namely -,>5,46. HLL is today the largest manufacturer of condoms in the country with its two plants at (elgaum in Larnata!a state and one at Thiruvananthapuram in Lerala 6tate) set up in colla oration with 4Hs. ,L/4,T, I>5K6T*IE6 I>-. ?/P/> having installed capacity of =$< 4illion pieces of condoms annually. HLL has moved on from the status of single product manufacturer to a multi product one) stepping into the reaction of health aids. The product range of HLL includes condom) copper- T) (lood (ags) Hydro cephalous shunts)>on-steroidal oral contraceptive pills and ta ulating of 6teroidal contraceptive pills 84/L/ J5H>8. HLL is also Engaged in the trading of premium &uality surgical sutures.
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Lanagala plant in (elgaum) Larnata!a commenced ,peration )with the production of condoms in +:<# using ?apanese technology. It was e1panded with the ta ulating facility for (irth control pills) 4ala-5H> and 6aheli commenced in +::2. The ta letting of Emergency -ontraceptive pills was started in 2$$3. 4anufacturing "acility for -entchroman (ul! drug was added in 2$$;.
Electrical and maintenance department) oiler room) effluent plant) uilding) stores) ammonia storage loc!er room) office)canteen) assistance aid room) and within that area) there is a hostel for unmarried employees. The factory premises also include two &uarters for A4H5A4 E,perations and ProductionF.There is separate constructed for the Production of 4ala -5I>. -oral contraceptive pills as the 5iversification project of HLL at Lanagala unit. The Esta lished Lanagala unit of HLL is to manufacture the Thinnest condoms and hence it is called condom factory and also it provides contraceptive pills 4/L/ 5H>. the main o ject of this is to provide employment opportunity to those people) who are coming form rural areas. The Lanagala unit of its industrial ac!ground o ject is to develop the area and improving the standard of living of the people. The manufacturing unit has I6, :$$2 certification. The production facility for (irth control pills has een set up in line with 9H, good manufacturing practice. List of Ouality -ertifications I6,:$$+-2$$$ -ertificate A4P -ertificate -E 4ar! -ertificate uilding
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I6,+;$$+: 2$$; -ertificate I6, +3;<#: 2$$3
MANA4EMENTSTRUCTURE The 4anagement of HLL Lanagala plant is similar to that of 4anagement of HLL unit at Thiruvananthapuram of Lerala 6tate. The -hief E1ecutive of the Lanagala Knit is the 5eputy Aenera 4anager EParma F is 6hri Padmana han.
HLL VISION "Innovating for Healthy Generations" HLL MISSION FHAH The vision statement is further crystallised through a mission statement focused on the # identified drivers to achieve this vision) vi'.) customer) employees) usiness) industry and social initiatives.
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S %e#g hs a#& Capa5ili ies ,ver thirty years e1perience in the manufacture of late1 ased products and voer the past decade of Polymer ased products. Highly proficient e1pert team of Technical and other personnel to envision and implement any tas!. Hands of e1perience of having implemented three e1pansion projects. Thoroughly modernised its e1isting manufacturing units indigenously) utilising the e1pertise of its own technical personnel. Technical e1pertise in the area of Technology Transfer. 6etup indigenously world class production facilities for the manufacture of (lood Transfusion (ags) Hydrocephalus 6hunt and -opper-TGs. Providing -onsultancy 6ervices for the setting up of a (lood (ag Knit in 9est (engal. 4/>K"/-TK*I>A P*,-E66 The manufacturing process of condoms can e roadly
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-lassified into 3 main operating vi'+F -ompounding of late1. 2F 4olding of compounded late1. 3F Dulcani'ation of molded project. ;FInspection Process #FPac!ing
P%o&'" s o! HLL Ia#agala Co#&oms ha$i#g $a%io's 5%a#& #ames1 +.>irodh-"ree supply 2.>irodh->ew Lu ricated 3.5elu1e ;.6uper 5elu1e #.4oods =.*a!sha! C.6hare <.4asti :.>ymph +$.Kstad ++.6parsh +2.Pic! me
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+3.Maroor *angeela O%al Co# %a"ep i$e Pills !o% !emales $+.4ala-5 $2.4ala-> $3.6aheli $;./psara $#.Preventol $=./rpan $C.-hoice
$<.4u!ti $:.?ulie +$.Lhushi Heal h "a%e Ai&s $+.(lood Transfussion (ags $2.6urgical 6uteires $3.6urgical % E1amination gloves $;.Hand Aloves H'ma# Reso'%"es Visio#
"ostering employee e1cellence in support of uilding the >ationalGs est Health -are -ompany.
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Missio# To provide company wide leadership in formulating human resource policies and programmers that enhance the &uality of employee services and encouraging employee contri utions towards sustaining HLLGs continued e1cellence. To colla orate with all other departments in supporting effective recruitment) development and maintenance of a highly competent wor!force. To e a strategic partner in creating a wor! environment which fosters individual achievements) teamwor!) integrity) professionalism and accounta ility. To foster a meaningful) environmental friendly and productive wor! environment and ensure positive contri ution to the community around us.
O5:e" i$es E1ercise leadership in modeling and implementing successful human resource policies and practices that help unleash employee potential. -reate an organi'ational am ience where talents can loom and support the
managementGs efforts to foster a high performance wor!force. 6upport local efforts to recruit) develop and retain a highly &ualified wor! force y uilding mar!et practices and effective employer practices into human resource methodologies. Encourage) support) reward and recogni'e creativity) innovation) individual and team performance.
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Provide competitive terms and conditions of employment to the wor! force through uilding up a reward and recognition mechanism that provides value for people.
HR Philosophy 9e) S (elieve in the potential of our most valua le assets- ,ur employees. S (elieve and trust our employees. S 6trive for e1cellence. S E1hi it the values of honesty) integrity and respect among our employees and the pu lic in our wor! and conduct.
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OR4ANIJATION CHART
The Lanagala is divided into the following 5epartments: +. 2. 3. ;. #. =. C. <. 3C ,perations and production (oiler house 4achine shop H* /ccounts Purchase 6tores 5ispatch
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6ystems 6afety Electrical
SAMPLE K SAMPLIN4 TECHNI7UES 9hen the filed of en&uiry is large) a small representation of The larger whole is ta!en. The selected respondents are ethnically called the sample and the selection process is -alled 86ampling Techni&ue8. In this study the investigator Has selected fifty respondents comprising a out +;.3P of the universe. RESEARCH METHODOL4Y: aFThe %esea%"h &esig# &es"%ip i$e: The primary information collected through &uestionnaire. The &uestionnaire were personally given to each other. FDa a Colle" io# Me ho&: The information necessary for this survey is collected y trapping primary and secondary sources.
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Primary 6ources. 6econdary sources Previous reports on employee satisfaction *elated information from internet. (oo!s and pu lication Ouestionnaire Personal Interaction
TOOL O; DATA COLLECTION / tool is an aid with which necessary and relevant Information can systematically to the su ject matter. The interview method was the tool of data collection) which 9as used y e fetched
investigator. The schedule contains several Ouestion resulting to different aspects of the pro lems under analysis. ,pen and closed - ended &uestions were used for the interview.
RESEARCH DESI4N
The research design is the conceptual structure within which research is conducted. The preparation of such a design facilitates research to e as efficient as possi le yielding ma1imal information with minimal e1penditure of time)effort and money. The present study is e1ploratory in nature) in the sense that /n attempt has een made to e1plore the minds of the 9or!ers with respect to various parameters that affect the Level of satisfaction. the interview method was chosen primarily ecause:
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It is more personal in nature. This facilitates
etter response and thus effective
information can e gathered from the respondents It ma!es easier for the respondents to understand the o jectives of the investigator and the study. There is a certain amount of fle1i ility) which can e helpful in gathering information in greater depth. Pro a ility of securing spontaneous reactions is high. LIMITATIONS O; THE STUDY +. It applied to only permanent employees of the HLL. 2. ,nly #$ respondents were ta!en out of 3;<) so it may not resem le the total. 3. 6ome of the &uestions in the interview schedule were not responded since the employee found it too sensitive to e answered. Da a a#alysis1 5ata analysis was made ased on &uestionnaire. Araphs have een used to !now the level of satisfaction of the employees towards welfare measures. This analysis is helpful in recommending improvements in welfare measures
ANALYSIS AND INTERPRETATION O; DATA

/nalysis and interpretation are central steps in the research process. /nalysis of data means studying the ta ulated material in order to 5etermine inherent facts or meanings. It involves rea!ing down E1isting comple1 factors in to simpler parts and putting the parts Together in new arrangements for the purposes of interpretation. Thus The glo al of analysis is to su mit summari'e the collected data in 6uch a way that they provide answers to the &uestions that triggered
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the research. Interpretation is the search for the roader meaning of research findings. Through interpretation) the meaning s and implications of the study ecome clear. /n analysis is not complete without interpretation. and interpretation cannot proceed without analysis. This chapter aims at presenting the resulted of the study in a logical and convenient form through simple ta les) graphs and charts and e1plaining simple descriptive measures. It also aims at pic!ing out the crucial results of the study. The entire chapter has een ro!en down into several .su -chapters so as to facilitate easy understanding of facts and figures.
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A( I !eel I am 5ei#g pai& a !ai% amo'# !o% he -o%0 I &o i# HLL( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s # 3 + 2 33 = #$ Pe%"e# age +$ = 2 ; == +2 +$$
Respondents 35 30 25 20 15 10 5 0
od er at Di el y sa gr ee sli gh tly Ag re e sl ig Ag ht ly re e m od er at Ag el y re e ve ry m uc h m uc h
Percentage
Respondents
ve ry ag re e Di s
84oney@ as they say) 8Is the Life and (lood of Every (usiness8. Large part of money of the profile or e it loss ma!es the part of the salaries to the employees and this is ,ne of the important reasons as to why an employee would do wor!.
In
elow mentioned ta le) the investigator has tried to gauge the employee0s
satisfaction towards the salary and reasons in it. 4ore <2P of employee say that they agree that eing paid a fair amount for the wor! they do in HLL
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Di s
ag re e
F( The%e is %eally oo li le "ha#"e !o% p%omo io# o# my :o5( S% NH + 2 3 ; # = Respo#&e# s + ; + # # 3; #$
Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total
Pe%"e# age 2 < 2 +$ +$ =< +$$
Respondents 40 35 30 25 20 15 10 5 0
Percentage
Respondents
ve ry ag re e Di s
/s they say 7Arowth is Life@ employee are also will to grow ahead what they are today in order to meet future challenges. "rom the a ove graph and ta le we can see that C< Pemployee of HLL see that there is too little -hance of growth and small amount of employee say that <P say they have moderate chance of promotion.
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Di s
ag re e
?( My s'pe%$iso% is 9'i e "ompe e# i# &oi#g his3he% :o5( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ $ ; +2 2+ +3 #$ Pe%"e# age $ $ < 2; ;2 2= +$$
Respondents 25 Percentage 20 15 10 5 0
od er at Di el y sa gr ee sli gh t ly Ag re e sl ig Ag ht ly re e m od er at Ag el y re e ve ry m uc h m uc h
Respondents
ve ry ag re e Di s
4ore than =< P of employee say that there supervisor is &uite competent in doing hisHher jo were as only 2;P employee say that they are slightly agree with the statement and <P say do not agree.
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Di s
ag re e
G( I am #o sa is!ie& -i h he 5e#e!i s I %e"ei$e i# HLL( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s ; 2C ; + +; $ #$ Pe%"e# age < #; < 2 2< $ +$$
Respondents 30 25 20 15 10 5 0
uc h y m od er at Ag el y re e ve ry m uc h sli gh tly od er at el sl ig ht ly m
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
4ore the #;P of employee say that they are satisfied with the enefits I receive in HLL only 2<P of the employee say that they are not satisfied with the enefits I receive from the HLL
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Di s
Ag re e
Di s
E( )he# I &o a goo& :o5> I %e"ei$e he %e"og#i io# !o% i ha I sho'l& %e"ei$e( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s # $ # +: = +# #$ Pe%"e# age +$ $ +$ 3< +2 3$ +$$
Respondents 20 18 16 14 12 10 8 6 4 2 0
od er at Di el y sa gr ee sli gh tl y Ag re e sl ig Ag ht ly re e m od er at Ag el y re e ve ry m uc h m uc h
Percentage
Respondents
ve ry ag re e Di s
The a ove graph show the relation with supervisor with the wor!er ;2P of employee say that the receive the recognition for it that they should receive when they do good jo . ,nly 2$ P employee say that they not receive the recognition for their jo .
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Di s
ag re e
C( Ma#y o! o'% %'les a#& p%o"e&'%es i# HLL ma0e &oi#g a goo& :o5 &i!!i"'l ( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s +3 + +2 +$ 2 +2 #$ Pe%"e# age 2= 2 2; 2$ ; 2; +$$
Respondents 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry ag re e Di s
*ules and procedures in HLL ma!e good jo difficult for some employee a out ;;P of employee thin! that it ma!e the effect were as 2<P say it do not effect the jo
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Di s
ag re e
@( I li0e he people I -o%0 -i h i# HLL( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ 2 $ # +< 2# #$ Pe%"e# age $ ; $ +$ 3= #$ +$$
Respondents 30 25 20 15 10 5 0
uc h y od er at el y sli gh tl y od er at el ig ht ly m uc h m
Percentage
Respondents
ve ry
sl
ag re e
Ag re e
ag re e
ag re e
Di s
the a ove graph and ta le show that the employee li!e the people who wor! with them in HLL a out <=P of the employee say they li!e the people in HLL.
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Di s
Ag re e
Ag re e
Di s
ve ry
D( I some imes !eel my :o5 is mea#i#gless( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s 23 +< C + + $ #$ Pe%"e# age ;= 3= +; 2 2 $ +$$
Respondents
ve ry ag re e Di s
the employee say that the wor! they do in the HLL is 4eaningful and a out <2P of the employee support the statement. In the other hand +;P say that they have some less meaning.
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Di s
ag re e
B( Comm'#i"a io#s seem goo& -i hi# HLL( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s 3 $ 2 +3 ++ 2+ #$ Pe%"e# age = $ ; 2= 22 ;2 +$$
Respondents
ve ry ag re e Di s
/ good and healthy -ommunications is needed to a good smooth running of the origination =;P and a ove say that communication is good in HLL were as 2=P say it is at satisfaction level.
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Di s
ag re e
AH( Raises a%e oo !e- a#& !a% 5e -ee#. S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ ; 2+ ++ +; $ #$ Pe%"e# age $ < ;2 22 2< $ +$$
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
*aises in the HLL are at a periodical period of time so some employee thin! it is too far or ta!e more time were as other say that it is will ta!e the corrects time./ out ;2P say rases are few and #$P say
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Di s
Ag re e
Di s
AA( Those -ho &o -ell o# he :o5 s a#& a !ai% "ha#"e o! 5ei#g p%omo e&( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ 3 # 22 += ; #$ Pe%"e# age $ = +$ ;; 32 < +$$
Respondents
ve ry ag re e Di s
Those who do good jo they will get fair chance for promotion in HLL a out #$P of employees say that this statement is true.
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Di s
ag re e
AF( My s'pe%$iso% is '#!ai% o me( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s 2= = + # 2 +$ #$ Pe%"e# age #2 +2 2 +$ ; 2$ +$$
Respondents 30 25 20 15 10 5 0
Percentage
Respondents
ve ry ag re e Di s
The a ove mentioned ta le reveals that) the e1tent to which the employees are satisfied with their supervisors) at HLL. / out #2P employees says that supervisors act fair with them.
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Di s
ag re e
A?( The 5e#e!i s -e %e"ei$e i# HLL a%e as goo& as mos o he% o%ga#i.a io#s o!!e%( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ $ # = += 23 #$ Pe%"e# age $ $ +$ +2 32 ;= +$$
uc h y m od er at Ag el y re e ve ry m uc h sli gh t ly od er at el ig ht ly m
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
The enefits we receive in HLL are as good as most other organi'ations offer this is supported y the ma1imum employees are in HLL a out C<P.
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Di s
Ag re e
Di s
sl
AG( I &o #o !eel ha he -o%0 I &o is app%e"ia e&( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s ; +3 = $ 2$ C #$ Pe%"e# age < 2= +2 $ ;$ +; +$$
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
The large num er of employees feel that they are not appreciate y the good wor! which they have done more then ;$P is are not happy with the appreciated done y supervisor.
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Di s
Ag re e
Di s
sl
AE( I am sa is!ie& 5y he -el!a%e ;a"ili ies p%o$i&e& o yo' 5y HLL S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s ; 3 $ C +2 2; #$ Pe%"e# age < = $ +; 2; ;< +$$
Respondents 30 25 20 15 10 5 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
/lmost all the employees are satisfied with the welfare facility provided company) ;<P are completely satisfied with the welfare facilities.
Di s
Ag re e
Di s
sl
y the
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AC( I !i#& I ha$e o -o%0 ha%&e% a my :o5 5e"a'se o! he i#"ompe e#"e o! people I -o%0 -i h( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s ++ : $ +; ++ # #$ Pe%"e# age 22 +< $ 2< 22 +$ +$$
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry ag re e Di s Di s
Employees do not have to wor! harder at my jo
ag re e
ecause of the incompetence of
people I wor! with more then ;$P says that it does not have any effect
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+C. I li0e &oi#g he hi#gs I &o a -o%0(
S% NH + 2 3 ; # =
Respo#&e# s # : $ +; : +3 #$
Pe%"e# age +$ +< $ 2< +< 2= +$$
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
Employees li!e doing the things they do at wor! more then =$P li!e the place where they wor!.
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Di s
Ag re e
Di s
AD( The goals o! his HLL a%e #o "lea% o me( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s 3$ +$ $ ; + # #$ Pe%"e# age =$ 2$ $ < 2 +$ +$$
Respondents 35 30 25 20 15 10 5 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
4any employees of HLL have not communicated goals of company more then =$P donGt !now the correct goals of company
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Di s
Ag re e
Di s
sl
AB( I !eel '#app%e"ia e& 5y he HLL -he# I hi#0 a5o' -ha hey pay me( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ ; ++ +# +# # #$ Pe%"e# age $ < 22 3$ 3$ +$ +$$
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
/ll the employees are agree that they have een paid right amount of salary with reference to their scale C$P of employees are satisfied with their pay.
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Di s
Ag re e
Di s
sl
FH( People ge ahea& as !as he%e as hey &o i# o he% pla"es S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s ; = # +# +# # #$ Pe%"e# age < +2 +$ 3$ 3$ +$ +$$
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
People get ahead as fast here as they do in other places more then C$P of employees agree with this statement.
BABASABPATIL
=+
Di s
Ag re e
Di s
sl
FA( My s'pe%$iso% sho-s oo li le i# e%es i# he !eeli#gs o! s'5o%&i#a es. S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s # ++ = ; : +# #$ Pe%"e# age +$ 22 +2 < +< 3$ +$$
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
Emplyees of HLL says that supervisor shows interest in the feelings of su ordinates more ;<P says that supervisor do not shows interest in the feelings of su ordinates
BABASABPATIL
=2
Di s
Ag re e
Di s
sl
FF( The 5e#e!i pa"0age -e ha$e is e9'i a5le( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ ; # = 2+ +; #$ Pe%"e# age $ < +$ +2 ;2 2< +$$
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
/lmost all the employees thin! that the enefits are sufficient which are given y the HLL more then C$P employees are satisfied.
BABASABPATIL
=3
Di s
Ag re e
Di s
sl
F?( The%e a%e !e- %e-a%&s !o% hose -ho -o%0 he%e( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ +; ++ $ +$ +# #$ Pe%"e# age $ 2< 22 $ 2$ 3$ +$$
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
There are few rewards for those who wor! here more then #$P that this statement is true and the rewards and awards should e increased.
BABASABPATIL
=;
Di s
Ag re e
Di s
sl
FG(I ha$e oo m'"h o &o a -o%0( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s ; $ $ : 2+ += #$ Pe%"e# age < $ $ +< ;2 32 +$$
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
4ore then C$P employees thin! that the wor! load is not too much
BABASABPATIL
=#
Di s
Ag re e
Di s
sl
FE( I e#:oy my "o-o%0e%s( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s ; $ $ = +: 2# #; Pe%"e# age < $ $ +2 3< #$ +$<
30 25 20 15 10 5 0
Di sa gr ee ve Di ry sa m gr uc ee h m od er Di at sa el y gr ee sl ig ht Ag ly re e sl Ag ig ht re ly e m od er Ag at el re y e ve ry m uc h
Respondents
This is one of the factors which the investigator thin!s would affect the satisfaction level of employees at wor!. / person might e happy or might not e happy relating with people a this wor! place) such as relations with- his 6upervisors)% his cowor!ers
BABASABPATIL
==
FC( I o! e# !eel ha I &o #o 0#o- -ha is goi#g o# -i h he o%ga#i.a io#( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s ; : < # +# : #$ Pe%"e# age < +< += +$ 3$ +< +$$
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
Employees often feel that they !now what is going on with the organi'ation a out ;$P employees support the statement .
BABASABPATIL
=C
Di s
Ag re e
Di s
sl
2C. I !eel a se#se o! p%i&e i# &oi#g my :o5( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s 2 = 3 ; +# 2$ #$ Pe%"e# age ; +2 = < 3$ ;$ +$$
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
Employees feel a sense of pride in doing my jo more then C$P feel pride wor!ing in HLL.
BABASABPATIL
=<
Di s
Ag re e
Di s
sl
FD( I !eel sa is!ie& -i h my "ha#"es !o% sala%y i#"%eases( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s ; : $ ++ +$ += #$ Pe%"e# age < +< $ 22 2$ 32 +$$
Respondents 18 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
4ore then C;P employees feel satisfied with my chances for salary increases in future
BABASABPATIL
=:
Di s
Ag re e
Di s
sl
FD( The%e a%e 5e#e!i s -e &o #o ha$e -hi"h -e sho'l& ha$e( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ : = = 2# ; #$ Pe%"e# age $ +< +2 +2 #$ < +$$
Respondents 30 25 20 15 10 5 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
4ore then #$P feel that there are enefits we do not have which we should have.
BABASABPATIL
C$
Di s
Ag re e
Di s
sl
FB( I li0e my s'pe%$iso%( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ $ : ++ +# +# #$ Pe%"e# age $ $ +< 22 3$ 3$ +$$
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
/ll the employees of HLL li!e their supervisor more then =$P supervisor
BABASABPATIL
C+
Di s
Ag re e
Di s
sl
?H( I &o#/ !eel my e!!o% s a%e %e-a%&e& he -ay hey sho'l& 5e( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ +: $ += +$ # #$ Pe%"e# age $ 3< $ 32 2$ +$ +$$
Respondents 20 18 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
4ore then =2P of HLL employees don0t feel my efforts are rewarded the way they should e.
BABASABPATIL
C2
Di s
Ag re e
Di s
sl
?A( I am sa is!ie& -i h my "ha#"es !o% p%omo io# i# HLL. S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s 2+ $ : = ; +$ #$ Pe%"e# age ;2 $ +< +2 < 2$ +$$
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
;2P of employees are not satisfied with my chances for promotion in HLL.
BABASABPATIL
C3
Di s
Ag re e
Di s
sl
?F( The%e is oo m'"h 5i"0e%i#g a#& !igh i#g a -o%0( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s += +; = ++ 3 $ #$ Pe%"e# age 32 2< +2 22 = $ +$$
Respondents 18 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
4ajority of the employees say there is too much ic!ering and fighting at wor!.=$P says that there is no fighting in HLL.
BABASABPATIL
C;
Di s
Ag re e
Di s
sl
??( My :o5 is e#:oya5le( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s ; = $ : 2= # #$ Pe%"e# age < +2 $ +< #2 +$ +$$
Respondents 30 25 20 15 10 5 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
<$P employees says that jo is enjoya le.
BABASABPATIL
C#
Di s
Ag re e
Di s
sl
?G( )o%0 assig#me# s a%e #o !'lly e2plai#e&( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ += $ ++ +3 +$ #$ Pe%"e# age $ 32 $ 22 2= 2$ +$$
Respondents 18 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
;<P of employees says that 9or! assignments are not fully e1plained
BABASABPATIL
C=
Di s
Ag re e
Di s
sl
?E( I am sa is!ie& -i h Res %oom K Si i#g ;a"ili ies p%o$i&e&( S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s : $ $ +$ +# += #$ Pe%"e# age +< $ $ 2$ 3$ 32 +$$
Respondents 18 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
<2P of employees are satisfied with *est room % 6itting "acilities provided.
BABASABPATIL
CC
Di s
Ag re e
Di s
sl
?C( I am sa is!ie& -i h A%%a#geme# !o% D%i#0i#g )a e% S% NH + 2 3 ; # = Respo#&e# s : $ $ $ 2: +2 #$
Pe%"e# age +< $ $ $ #< 2; +$$
Respondents 35 30 25 20 15 10 5 0
od er at el y od er at el y uc h sli gh tly ig ht ly m uc h m
Respondents
ve ry
sl
Ag re e
ag re e
ag re e
ag re e
Di s
<2P of employees are satisfied with /rrangement for 5rin!ing 9ater
BABASABPATIL
C<
Di s
Ag re e
Ag re e
Di s
ve ry
?@( I am sa is!ie& -i h U#i!o%m P%o e" o% K Sa!e y E9'ipme# S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ # $ $ ;+ ; #$ Pe%"e# age $ +$ $ $ <2 < +$$
Respondents 45 40 35 30 25 20 15 10 5 0
y od er at el y m uc h od er at el sli gh t ly ig ht ly m uc h
Respondents
ve ry
sl
Ag re e
ag re e
ag re e
ag re e
Di s
:$P of employees are satisfied with Kniform Protector % 6afety E&uipment
BABASABPATIL
C:
Di s
Ag re e
Ag re e
Di s
ve ry
?D( I am sa is!ie& -i h Ca# ee# ;a"ili ies S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ +; # $ 2+ +$ #$ Pe%"e# age $ 2< +$ $ ;2 2$ +$$
Respondents 25 20 15 10 5 0
Respondents
ve ry
sl
Ag re e
ag re e
ag re e
ag re e
Di s
=2P of employees are satisfied with -anteen "acilities
BABASABPATIL
<$
Di s
Ag re e
Ag re e
Di s
ve ry
?B( I am sa is!ie& -i h E&'"a io#al Loa# K Allo-a#"e !o% E&'"a io# S% NH + 2 3 ; # = Op io# 5isagree very much 5isagree moderately 5isagree slightly /gree slightly /gree moderately /gree very much Total Respo#&e# s $ ; = +$ += +; #$ Pe%"e# age $ < +2 2$ 32 2< +$$
Respondents 18 16 14 12 10 8 6 4 2 0
Respondents
ve ry
sl
Ag re e
ag re e
ag re e
ag re e
Di s
<$P of employees are satisfied with Educational Loan % /llowance for Education
BABASABPATIL
<+
Di s
Ag re e
Ag re e
Di s
ve ry
GH( I am sa is!ie& -i h A""ommo&a io# ;a"ili ies K T%a#spo% ;a"ili ies S% NH + 2 3 ; # = Respo#&e# s $ # $ $ 2= +: #$
Pe%"e# age $ +$ $ $ #2 3< +$$
Respondents 30 25 20 15 10 5 0
od er at el y od er at el y m uc h sli gh t ly ig ht ly m uc h
Respondents
ve ry
sl
Ag re e
ag re e
ag re e
ag re e
Di s
:$P of employees are satisfied with /ccommodation "acilities % Transport "acilities
BABASABPATIL
<2
Di s
Ag re e
Ag re e
Di s
ve ry
;INDIN4S
<2P of the employees say that they satisfied with the salary C<P of the employees say that there are no growth opportunities. =<P of the employees say that their supervisor does his wor! competently. #;P of the employees say that they are satisfied with the enefits received from HLL.
;2P of the employees say that they receive recognition for doing a good jo . #2P of the employees say that the policies of the company do not affect their jo performance.
<=P of the employees say that they li!e their su ordinates in HLL. ==P of the employees say that their supervisor ehaves fairly with them. :$P of the employees say that they receive very good enefits from HLL. <2P of the employees are satisfied with the rest room and sitting facilities. :$P of the employees are satisfied with uniform) protector and safety e&uipments.
=2P of the employees are satisfied with canteen facilities <$P of the employees are satisfied with education loan and allowances for education.
:$P of the employees are satisfied with the accommodation facilities and transport facilities.
BABASABPATIL
<3
SU44ESTIONS The investigator has discussed with the sample respondents covered regarding their satisfaction level focusing on five major aspects namely: Place of wor! and wor! itself) *elation of people you wor! with) amenities provided) *ewards received and ,pportunities for growth in oneself. 6ince The -ompany has not started in late +:<$0s) the management has ta!en proper care to create a conducive atmosphere for the employees wor!ing in all sections of the organi'ation. Employees wor!ing in the administration are housed in a separate uilding) where all the amenities are made availa le to the employees. 6imilarly the company has also a technically drawn H* policy which as consolidated manpower management issues) such as reward system) suggestion scheme) promotion policy and facilities etc. Bet certain amount of discontent has een noticed in the employees regarding certain aspects of their wor! life) which in-turn influence on their jo satisfaction. .. +.-/>TEE>: -anteen is a statutory re&uirement as per "actories /ct of) +:;<. HLL) Lanagala has put up a nice canteen to cater the re&uirements of the wor!force. Employees have a say a out the style of management of the canteen) lot of dissatisfaction is eing e1pressed on the &uality of food served y the canteen on the price fi1ed. Though there is a canteen committee consisting of oth the management and employees) which monitor and supervise the general administration of the canteen) the food stuff prepared and served seems to lac! in &uality. The canteen committee may e directed to loo! into these aspects as to see that the menu and the &uality of food is maintained up to the satisfaction of employees.
BABASABPATIL
<;
There are other issues pertaining to facility of drin!ing water on which) some of the employees have e1pressed their dissatisfaction. However the &uality of dissatisfaction do not seems to e very high. 3.,n relationship etween the su -ordinates % top management) the employees seem to have positive opinion. 6uch relationship need to fostered and maintained for the future growth of the company.
BABASABPATIL
<#
7UESTIONNAIRE ;OR EMPLOYEE SATIS;ACTION SURVEY

This survey is eing conducted to !now employees satisfaction. your are re&uested to please spare some time to complete the &uestioner % help this survey. Please tic! the correct answer E.g.: /re you employee of HLL E+ F Bes or E2F >o Personal Profile: A( Name F( Se2 ?( Age LLL G( E&'"a io#al S a 's1LLLLLLLLLLLLL E( Ma%i al s a 's: E+F 4arried E2F Knmarried C( Religio#: E+FHindu E2F 4uslim E3F-hristian E;F,therTTTTTTTTTTTTTT @( P%ese# Desig#a io#1LLLLLLLLLL D( Yea% o! e2pe%ie#"e1 E+F4ale or E2F"emale
BABASABPATIL
<=
8OB SATIS;ACTION SURVEY
Agree very much Agree moderately Agree slightly Disagree slightly Disagree moderately Disagree very much
PLE/6E -I*-LE THE ,>E >K4(E* ",* E/-H OKE6TI,> TH/T -,4E6 -L,6E6T T, *E"LE-TI>A B,K* ,PI>I,> /(,KT IT.
I feel I am eing paid a fair amount for the wor! I do in HLL. There is really too little chance for promotion on my jo . 4y supervisor is &uite competent in doing hisHher jo . I am not satisfied with the enefits I receive in HLL. 9hen I do a good jo ) I receive the recognition for it that I should receive. 4any of our rules and procedures in HLL ma!e doing a
+$ ++ +2 +3
+ + + +
2 2 2 2
3 3 3 3
; ; ; ;
# # # #
= = = =
+;
3 ;
BABASABPATIL
<C
good jo difficult.
+# += +C +< +:
I li!e the people I wor! with in HLL. I sometimes feel my jo is meaningless. -ommunications seem good within HLL. *aises are too few and far etween. Those who do well on the jo stand a fair chance of eing promoted. 4y supervisor is unfair to me. The enefits we receive in HLL are as good as most other organi'ations offer. I do not feel that the wor! I do is appreciated. I am satisfied y the welfare "acilities provided to you y HLL I find I have to wor! harder at my jo incompetence of people I wor! with. I li!e doing the things I do at wor!. The goals of this HLL are not clear to me. ecause of the
+ + + + +
2 2 2 2 2
; # #
= = = = =
3 ; 3
; # #
3 ; 3
; #
2$ 2+
+ +
2 2
3 ; 3
= =
; #
22 23
+ +
2 2
3 ; 3
= =
; #
2;
3 ;
2# 2=
+ +
2 2
; # #
= =
3 ;
BABASABPATIL
<<
Ag%ee $e%y m'"h Ag%ee mo&e%a ely Ag%ee sligh ly Disag%ee sligh ly Disag%ee mo&e%a ely Disag%ee $e%y m'"h
PLE/6E -I*-LE THE ,>E >K4(E* ",* E/-H OKE6TI,> TH/T -,4E6 -L,6E6T T, *E"LE-TI>A B,K* ,PI>I,> /(,KT IT.
2C
I feel unappreciated y the HLL when I thin! a out what they pay me. People get ahead as fast here as they do in other places. 4y supervisor shows too little interest in the feelings of su ordinates. The enefit pac!age we have is e&uita le. There are few rewards for those who wor! here. I have too much to do at wor!. I enjoy my cowor!ers. I often feel that I do not !now what is going on with the organi'ation. I feel a sense of pride in doing my jo . I feel satisfied with my chances for salary increases.
2< 2:
+ +
2 2
3 3
; ;
# #
= =
3$ 3+ 32 33 3;
+ + + + +
2 2 2 2 2
3 3 3 3 3
; ; ;
# # #
= = = = =
; # ; #
3# 3=
+ +
2 2
3 3
; # ; #
= =
BABASABPATIL
<:
3C 3< 3:
There are enefits we do not have which we should have. I li!e my supervisor. I don0t feel my efforts are rewarded the way they should e. I am satisfied with my chances for promotion in HLL. There is too much ic!ering and fighting at wor!. 4y jo is enjoya le. 9or! assignments are not fully e1plained. I am satisfied with *est room % 6itting "acilities provided. I am satisfied with /rrangement for 5rin!ing 9ater I am satisfied with Kniform Protector % 6afety E&uipment I am satisfied with -anteen "acilities I am satisfied with Educational Loan % /llowance for Education I am satisfied with /ccommodation "acilities % Transport "acilities
+ + +
2 2 2
3 ; 3
= = =
; # #
3 ;
;$ ;+ ;2 ;3 ;; ;# ;=
+ + + + + + + + + +
2 2 2 2 2 2 2 2 2 2
; # #
= = = = = = = = = =
3 ; 3
; # # # # # # # #
3 ; 3 ; 3 ; 3 ; 3 ; 3 ; 3 ;
;C ;< ;:
CONCLUSION
Employees at Hindustan Late1 Ltd. are satisfied with the present welfare facilities provided to them) yet they need some improvements li!e clean drin!ing water and lunch room
The management should provide canteen facility to employees. The welfare facility provided y the HLL are good) and company should try to maintain same. The transport facility provided y HLL should e improved. 4anagement should ma!e arrangements for water filter E/&ua guardF to provide clean drin!ing water to the employees.
BABASABPATIL
:$
BIBILOGRAPHY
+F 4otivation to wor!
Her' erg "rederic!
2F 8*esearch 4ethodology8 2nd Edition) 2$$;) Lothari -* 3F ,1ford 5ictionary)
;F /pplied Human *elations8) ?ac! Hollran)
BABASABPATIL
:+

Welfare Faacilities

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Welfare Faacilities

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Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Need for Labour welfare in India

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

THE,*IE6 ," E4PL,BEE 6/TI6"/-TI,>.

5/DI5- 4--LELL/>506 4,TI/TI,>/L >EE56 THE,*B

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

elieved that achievement-motivated people are Aenerally the

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

commitment) adapta ility)

fle1i ility) feel

achievement and advancement) promotion) etc.

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Maslo-/s hie%a%"hy o! #ee&s

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

STATEMENT O; THE PROBLEM

PURPOSE O; THE STUDY:

Project of welfare facilities and employee satisfaction surveyH L L

SCOPE O; THE STUDY1

Project of welfare facilities and employee satisfaction surveyH L L

To propose recommendations for enhancing employee satisfaction to improve usiness performance.

To !now the welfare facilities provided y HLL.

COMPANY PRO;ILE -orporate Profile

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

ABBG+ABBE - Introduces 6urgical) 6ynthetic and -atgut 6utures.

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

I6,+;$$+: 2$$; -ertificate I6, +3;<#: 2$$3

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

6ystems 6afety Electrical

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

It is more personal in nature. This facilitates

etter response and thus effective

ANALYSIS AND INTERPRETATION O; DATA

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

2F 8esearch 4ethodology8 2nd Edition) 2$$;) Lothari - 3F ,1ford 5ictionary)