1.

1 INTRODUCTION
During the past decade, employee turnover has become a very serious problem for organizations. Managing retention & keeping the turnover rate below target & including norms is one of the most challenging issues facing business. All indications point toward the issue compounding in the future and even as economic time change, turnover will continue to be an important issue for most job groups. The causes of turnover are not adequately identified & solutions are often not matched with the causes, so the fail. Preventive measures are either not in place or do not target the issue properly, and therefore have little or no effect, and a method for measuring progress & identifying a monetary value (ROI) on retention does not exists in most organizations. Managing employee retention is a practical guide for manager to retain their talented employees. It shows how to manage & monitor turnover and how to develop the ROI of keeping your talent using innovative retention program. Employee are the most important and valuable asset of an organization. Organizations today are doing their best to hold on to their employees. Retaining them is as important as hiring them in the first place. Retention is the next challenge after hiring the employees. Retention is important because to make good people stick in the organization. Employees today are different. They are not the ones who don’t have good opportunities in hand. As soon as they feel dissatisfied with the current employer or the job, they switch over to the next job. It is the responsibility of the employer to retain their best employees. Definition “Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project. Employee retention is beneficial for the organization as well as the employee”. “Employee retention refers to policies and practices companies use to prevent valuable employees from leaving their jobs”

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FACTORS THAT AFFECTS RETENTION :
 Shifting markets  Demands for specific skills  Business conditions  Demographics  Lifestyle changes  Technology issues  Trends in work life decision as employees needs change

WHAT MAKES EMPLOYEE LEAVES?
Employees do not leave an organization without any significant reason. There are certain circumstances that lead to their leaving the organization. The most common reasons can be: Job is not what the employee expected to be: Sometimes the job responsibilities don’t come out to be same as expected by the candidates. Unexpected job responsibilities lead to job dissatisfaction. No growth opportunities: No or less learning and growth opportunities in the current job will make candidate’s job and career stagnant. Lack of appreciation: If the work is not appreciated by the supervisor, the employee feels de-motivated and loses interest in job. Lack of trust and support in coworkers, seniors and management: Trust is the most important factor that is required for an individual to stay in the job Non-supportive coworkers, seniors and management can make office environment unfriendly and difficult to work in. Stress from overwork and work life imbalances: Job stress can lead to work life imbalances which ultimately many times lead to employee leaving the organization. Compensation: Better compensation packages being offered by other companies may attract employees towards themselves. New job offer: As attractive job offer which an employee thinks is good for him with respect to job responsibility, compensation, growth and learning etc., can lead an employee to leave the organization.

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IMPORTANCE OF EMPLOYEE RETENTION
Now that so much is being done by organizations to retain its employees why is retention so important? Is it just to reduce the turnover costs? Well, the answer is a definite no. it’s not only the cost incurred by a company that emphasizes the need of retaining employees but also the need to retain talented employees from getting poached.The process of retention will benefit an organization in the following ways: 1. The Cost of Turnover: The cost of employee turnover adds hundreds of thousands of money to a company’s expenses. While it is difficult to fully calculate the cost of turnover , industry experts often quote 25% of the average employee salary as a conservative estimate. 2. Loss of Company Knowledge: When an employee leaves, he takes with him valuable knowledge about the company, customers, current projects and past history. Often much time and money has been spent on the employee is expectation of a future return. 3. Interruption of Customer Service: Customers and clients do business with a company in part because of the people. Relationships are developed that encourage continued sponsorship of the business. When an employee leaves, the relationships that employee built for the company are severed, which could lead to potential customer loss. 4. Turnover leads to more turnovers: When an employee terminates, the effect is felt throughout the organizations. Co-workers are often required to pick up the slack. The unspoken negativity often intensifies for the remaining staff. 5. Goodwill of the Company: The goodwill of a company is maintained when the attrition rates are low. Higher retention rates motivate potential employees to join the organization. 6. Regaining efficiency: If an employee resigns, then good amount of time is lost in hiring a new employee and then training him/her and this goes to the loss of the company directly which many a times goes unnoticed and

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even after this you cannot assure us of the same efficiency from the new employee.

HOW TO INCREASE EMPLOYEE RETENTION?
Companies have now realized the importance of retaining their quality workforce. Retaining quality performance contributes to productivity of the organization and increase morale among employees. Four basic factors that play an important role in increasing employee retention include salary and remuneration, providing recognition, benefits and opportunities for individual growth. But are they really positively contributing to the retention rates of a company? Basic salary, these days, hardly reduces turnover. Today, employees look beyond the money factor.

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EMPLOYEE RETENTION CAN BE INCREASES BY UNCALCULATING THE FOLLOWING PRACTICES:
1. Open Communication: A culture of open communication enforces loyalty among employees. Open communication tends to keep employees informed on key issues. Most importantly, they need to know that their opinions matter and that management is100% interested in their input. 2. Employee Reward Program: A positive recognition for work boosts the motivational levels of employees. Recognition can be made explicit by providing awards like best employee of the month or punctually award. Project based re recognition also has great significance. The award can be in terms of gifts or money. 3. Career Development Program: Every individual is worried about his/her career. He is always keen to know his career path in the company organizations can offer various technical certification courses which will help employee in enhancing his knowledge. 4. Performance Based Bonus: A provision of performance linked bonus can be made wherein an employee is bale to relate his performance with the company profits and hence will work hard. This bonus should strictly be productivity based. 5. Recreation facilities: Recreation facilities help in keeping

employees away from recreational programs should be arranged. They may include taking employees to trips annually or bi-annually, celebrating anniversaries, sports activities, etc., 6. Gifts at Some Occasions: giving out some gifts at the time of one or Two festivals to the employees making them feel good.

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EMPLOYEE RETENTIONS STRATEGIES
The basic practices which should be kept in mind in the employee retention strategies are: Creating a Motivating Environment: Team leaders who create motivating environments are likely to keep their members together for a longer period of time. Motivation does not necessarily have to come through fun events such as parties, celebrations, team outings etc. they can also come through serious events e.g. arranging a talk by the VP of Quality on career opportunities in the field of quality. Employees who look forward to these events and are likely to remain more engaged. Standing up for the Team: Team leaders are closest to their team members. While they need to ensure smooth functioning of their team by implementing management decisions, they also need to educate their managers about the realities on the ground. When agents see the team leader standing up for them, they will have one more reason to stay in the team. Providing coaching: Everyone wants to be successful in his or her current job. However, not everyone knows how. Therefore, one of the key responsibilities will be providing coaching that is intended to improve the performance of employees. Managers often tend to escape this role by just coaching their employees. However, coaching is followed by monitoring performance and providing feedback on the same. Delegation: Many team leaders and managers feel that they are the only people who can do a particular task or job. Therefore, they do not delegate their jobs as much as they should. Delegation is a great way to develop competencies. Extra Responsibility: giving extra responsibility to employees is another way to get them engaged with the company. However, just giving the extra responsibility does not help. The manager must spend good time teaching the

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employees of how to manage responsibilities given to them so that they don’t feel over burdened. Focus on Future career: Employees are always concerned about their future career. A manager should focus on showing employees his career leader. If an employee sees that is current job offers a path towards their future career likely to stay longer in the company. Therefore, managers should play the role of career counselors as well.

MANAGER ROLE IN RETENTION
When asked about why employees leave, low salary comes out to be a common excuse. However, research has shown that people join companies, but leave because of what their manager’s do or don’t do. It is seen that managers who respect and value employees’ competency, pay attention to their aspirations, assure challenging work, value the quality of work life and when asked about why employees leave, low salary comes out to be a common excuse. However, researcher when asked about why employees leave, low salary comes out to be a common excuse. However, research has shown that people join companies, but leave because of what their manager’s do or don’t do. It is seen that managers who respect and value employees’ competency, pay attention to their aspirations, assure challenging work, value the quality of work life and provided chances fro learning have loyal and engaged employees. Therefore, managers and team leader play an active and vital role in employee retention. Managers and team leaders can reduce the attrition levels considerably by creating a motivating team culture and improving the relationships with team members. This can be done in a following way: 1. Hire the right people in the first place. 2. Empower the employees: Give the employees the authority to get things done. 3. Make employees realize that they are the most valuable asset of the organization. 4. Have faith in them, trust them and respect them. 5. Provide them information and knowledge. 6. Keep providing them feedback on their performance.

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7. Recognize and appreciate their achievements. 8. Keep their morale high. 9. Create an environment where the employees want to work an have fun. These practices can be categorized in 3 levels: Low, medium ad high level.

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TIPS FOR EMPLOYEE RETENTION
 The ability of the employee to speak his or her mind freely within the organization is another key factor in employee retention.  Involve employees in decisions that affect their jobs and the overall direction of the company.  Recognize excellent performance, and especially link pay to performance.  Provide the opportunities within the company for cross training and career progression.  Provide opportunity for career and personal growth through training and educations challenging assignments.  The quality of the supervisor an employee receives is critical to employee retention  The ability of the employee to speak his or her mind freely within the organization.  Talent & skill utilization is a key factor to seek employees in workplace.  Select right people  Offer an attractive, Competitive, Benefits package  Provide opportunities for people to share their knowledge via training sessions, present actions, mentioning others & flexible house Retention tips

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1.2 THE ADITYA BIRLA GROUP

Vision: To be a premium global conglomerate with a clear focus on each business. Mission: To deliver superior value to our customers, shareholders, employees and society at large. Values:  Integrity  Commitment  Passion  Seamlessness  Speed ABG is a 24 billion dollars corporation; the Aditya Birla Group is anchored by an extraordinary force of 100,000 employees, belonging to 25 different nationalities. The diversity of location, language and culture blends seamlessly into a common work ethos, which hinges on fostering excellence, recognizing and rewarding entrepreneurship. ABG believes in empowerment, delegation and calculated risk taking. ABG’s ongoing endeavor is to create an organizational ambience where talent can bloom. To do so, ABG strives to make the workplace a source of creativity, innovation and one that makes work meaningful. ABG ensures that all the Group’s polices, forward – looking initiatives and goals are fully communicated to all employees and that they understand and relate to these. ABG’s commitment to their people is reflected in the sense of belonging and pride every employee feels towards the Group and the passion and commitment they bring to their work.

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The Aditya Birla Group is India’s first truly multinational corporation. Global in vision, rooted in Indian values, the group is driven by a performance ethic pegged on value creation for its multiple stakeholders. Over 50 per cent of its revenues flow from its operations across the world. The Aditya Birla Group’s products and services offer distinctive customer solutions worldwide. The Group has operations in 20 countries - India, Thailand, Laos, Indonesia, Philippines, Egypt, China, Canada, Australia, USA, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and Korea. In India, the Group has been adjudged “The Best Employer in India and among the top 20 in Asia” by the Hewitt-Economic Times and Wall Street Journal Study 2007. This has been announced recently.

Globally the Aditya Birla Group is:
A metals powerhouse, among the world’s most cost-efficient aluminum and copper producers. Hindalco, (Plant: Howrah) from its fold, is a Fortune 500 Company. It is also the largest aluminium rolling company and one of the 3 biggest producers of primary aluminium in Asia, with the largest single location copper smelter. • • • • No. 1 in viscose staple fiber The 3rd largest producer of insulators The 4th largest producer of carbon black The 11th largest cement producer globally and the 2nd largest in India With some more units which are under construction now, ABG will become the largest cement producer in India by 2008. • • Among the world’s top 15 BPO (Business Process Outsourcing) companies and among India’s top 3 Among the best energy efficient fertilizers plants.

In India: • • A premier branded garments player – Grasim Suitings The 2nd largest player in viscose filament yarn

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• • •

The 2nd largest in the Chlor-alkali sector Among the top 5 mobile telephone companies A leading player in Life Insurance and Asset Management – Birla Sun Life.

Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success does not come in the way of the need to keep learning afresh, to keep experimenting.

Beyond Business: A value – based, caring corporate citizen, the Aditya Birla Group inherently believes in the trusteeship concept of management. Part of the Group’s profits is ploughed back into meaningful welfare – driven initiatives that make a qualitative difference to the lives of marginalized people. These activities are carried out under the aegis of the Aditya Birla Centre for Community Initiatives and Rural Development, which is spearheaded by Mrs. Rajashree Birla. • • • • • Working in 3700 villages. Reaching out to 7 million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development, lead by Mrs. Rajashree Birla. Focus areas are: health care, education, sustainable livelihood, infrastructure and promoting social causes. Run 45 Schools and 18 Hospitals. Transcending the conventional barriers of business to send out a message that “We Care”.

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PLANT PROFILE UltraTech Cement Limited A. P. Cement Works
Introduction: UltraTech Cement Limited was formed effective July 2004, with the demerger of Cement Division from Larsen & Toubro Limited, and was taken over by the Aditya Birla Group and got merged into A.V.Birla Group of Industries. UltraTech Cement Limited is a technology driven company with leading edge capabilities in fields related to infrastructure and basic industries. In terms of main stream criteria viz., sales, profit, assets and market capitalization, UltraTech Cement Limited ranks among top ten in India's private sector. The company is also ranked high by less tangible yardsticks such as intellectual capital and brand-worth. UltraTech Cement Limited & its subsidiaries, has manufacturing facilities at 10 locations in India and 3 Terminals including one at Srilanka. Almost all the factories have secured ISO-9001, 14001, 18001 (OHSAS) and other certificates of the highest order. UltraTech Cement Limited's distribution and services out-reach underlines its strong customer orientation. The network extends to virtually every district in the country. A concern for the environment is an integral part of the company's vision. UltraTech Cement Limited is committed to growth in consonance with the ecology and the needs of the communities it serves. UltraTech Cement Limited is India's largest cement producer, with a manufacturing capacity of over 17 million tones per year. UltraTech Cement Limited manufactures and markets. • • • Ordinary Portland Cement – 43 grade / 53 grade Portland Blast Furnace Slag Cement Portland Pozzolana Cement

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• •

Rapid hardening Portland cement Sulphate resistant cement

UltraTech Cement plants are located at: 1. Awarpur cement works. 2. Hirmi cement works. 3. Gujarat cement works. 4. Andhra Pradesh cement works. Awarpur, Maharashtra Hirmi , Madhya Pradesh Kovaya, Gujarat Tadpatri, Andhra Pradesh

UltraTech Cement grinding units are located at: 1. Jarsuguda 2. Arakkonam 3. Durgapur Orissa Tamilnadu West Bengal

UltraTech Cement Limited Subsidiaries: Cement Plants: Narmada Cement Company Limited Grinding Units: Magdalla Ratnagiri Gujarat Maharashtra Gujarat

UltraTech Cement Terminals are located at: 1. Navi Mumbai 2. Mangalore Terminal 3. UltraTech-Ceylinco Mumbai Karnataka Srilanka

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ANDHRA PRADESH CEMENT WORKS
The UltraTech Cement Limited, Andhra Pradesh Cement Works is located at 360 kms. South of Hyderabad in the state of Andhra Pradesh in South India. Along with the grinding unit at Arakkonam it has a capacity of 3.6 million tones of cement per annum. APCW project started with a prospecting license in March 1992 followed by a mining lease in June 1993. When various formalities were completed, action shifted from the drawing board to the project site with the first association commencing in November, 1995. Due to excellent co-operation from the Government of AP. APCW did not face much problems while setting up the plant. In June 1995, Mr. N.T. Rama Rao laid foundation stone and the project was completed in a span of 1 year 10 months and was inaugurated on August 1998. Even the acute shortage of power in the state did not hamper the construction activities. The construction was completed totally with the help of diesel generating sets. In view of the expected power shortage, APCW is provided with two diesel generator sets of 24.6 MW (i.e., 2x12.3 MW) which is around 60% of total power requirement of the plant. Now it also introduced Waste Heat Recovery Plant (4 MW) and Thermal Power Plant (50 MW). This Plant has been set up with the coordinated efforts of all its business groups, which minimized the problems during the execution stage. The plant now started its Second Phase Construction. Plant Capacity: Even though the plant has started with an installed capacity of 6,000 TPD, later- on the capacity has been enhanced to 8,000 TPD. The cement plant's installed capacity is 2 million tones per annum (MTPA). APCW caters to the cement users in the southern part of India. It is ideally located as far as the market is concerned.

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Unique features of APCW:

A peculiarity of UltraTech Cement Limited's APCW is that its mines fall in Kurnool district while the plant is in Anantapur District.  Only cement plant in UltraTech Cement Limited, with a split location of entire main plant on top of a hillock and the packing plant down the hill.  One of the plants using minimum energy for cement manufacturing.  Only plant where the entire cement-loading rake of 40 wagons can be placed on one stretch constructed on engine on load concept.  The RCC chimney at the plant is the tallest in the Indian cement Industry.  It has two vertical raw mills (Atox 50) having a roller diameter of 5 M these are the biggest mills in the country.  First unit to implement computerized billing for cement loading. Cement Machinery: Complete range – from crushing to packing plants are supplied by Larsen & Toubro’s Machinery Division, in Collaboration with F.L.Smitdth & co., Denmark.  Presently the largest capacity of 8000 TPD in a single line production in India.  Vertical roller mills for raw materials and cement grinding  Fuel-efficient pyro-processing systems  High pressure roller presses for cement mill for cement grinding  Modern Duoflex burner for efficient flame control.  Hydraulic drive coolax cooler with new generation CIS cooler inlet.

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 Efficient Pollution control equipments like ESPs, Bag Houses and Reverse air Bag house at appropriate locations  CEM scanner for kiln refractory management  QCX for meal blending and quality control  Fuzzy logic system for plant optimization  Cool scanner for monitoring coolax cooler The plant is certified by DNV of Netherlands as an ISO 9001, ISO 14001 and OHSAS 18001 company. APCW manufactures Ordinary Portland Cement, Portland Pozzolana Cement and Portland Blast Furnace Slag Cement, which is distributed through a wide network of Authorized Stockiest. Process of Cement Manufacturing: Limestone is the major raw material in cement and is mined from captive mines and crushed to the desired size fraction at a rated output of 1200 TPH. APCW is having two vertical roller mills of rated capacity 265 tph @20% residue on 90micron sieve, each for raw material grinding. The raw meal is transported by bucket elevator system to 22.4 m dia C.F.(Control flow)Silo with a capacity of 2100m3. The coal used at APCW is either imported from South Africa / Australia / Indonesia / China or procured indigenously. The coal required for burning into the rotary kiln and calciner is pulverized in a vertical coal-mill with a capacity 71 tph at a fineness of 15 % on 90 micron sieve. The coal-meal is stored in two fine coal bins, one for kiln firing and the other for calciner firing. The coal meal is dedusted through a bag filter. The raw meal is taken to the top of the six stage preheater by bucket elevators and fed into the kiln and calciner strings where heat transfer is done by counter current method upto 95 - 99% degree of calcination is achieved before being fed into the rotary kiln for further processing. The output of kiln is called clinker, which is then cooled, in a cooler. The air cooled clinker is then transported through a deep pan conveyor to the two clinker silos which each having capacity to store 1,50,000 tons and 57,000 tons of clinker respectively. The raw mills and the rotary kiln system exhaust gases are dedusted through Reverse Air Bag House. 17

The final stage is grinding of clinker and other additives into cement. There are two cement mills with Roller Press of capacity 161 tph (on OPC basis) at a specific surface of 3000 cm2/gm each. The cement mills are dedusted /vented through ESP’s (Electrostatic Precipitators). APCW manufactures OPC, PPC & PSC. At APCW there are six silos of 4600 m3 storage capacity for storing the cement. The cement is packed in bags with the help of six electronic packers operating round the clock. The packed cement is dispatched to various destinations by road and rail. Dedusting of the packing machines is done by jet pulse filters. The material handling conveyors at transfer points in the plant are vented /dedusted through dust collectors. Some of the clinker is transported to Arakkonam grinding unit by railway wagons as per the requirement at their end.

HUMAN

RESOURCE

SYSTEM

IN

ULTRATECH

CEMENT LIMITED:
Human Resource policy is managed at corporate level and unit levels. Major policy and strategies in certain areas are formulated at Corporate HR. APCW formulates the local level strategies and policies in line with the Corporate HR. HR SET at UltraTech, APCW, implements both local level and corporate level HR polices and strategies. Unit Head, Operations Head, Functional Heads and Unit Personnel Manager are involved in formulating APCW polices and strategies. The Corporate HR regularly conducts HR conclaves in order to bring about greater cohesion of OD level HR polices, so as to align these systems with individual units requirements and also keeping in view overall business goals. Unit’s head and HR heads attend these meets. Man power: Based on requirement of individual departments, Head of that department is asked to give information to man power planning department regarding the number of persons required. The departmental heads assess their requirements based on the

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available departmental job description to ensure role clarity and to avoid role ambiguity. The Central Personnel Dept. carries out the recruitment process. The total employees in APCW are 444 covering all departments as on 26.06.2007, out of which 225 are in Officers and Supervisor Cadre, 44 are Monthly rated employees and 175 are Daily rated employees. There are nearly 500 contract labors working every day on casual basis. People Management at UltraTech Cement Limited: "Employee Delight is the key to Customer Delight" is the conviction of UltraTech Cement Limited. UltraTech Cement Limited's residential management development center offers employees the opportunities for Knowledge enhancement and learning through self-study and introspection. The faculty is drawn from India's premier management institutes. UltraTech Cement Limited has also found a place for itself as the only "Asian member of benchmarking forum for American Society for Training & Development (ASTD). Self-learning facility comprising of programs on CD-ROMS enables employees to work at their own place. Recruitment & Selection: Recruitment sources include, advertisements given in newspapers and data banks, depending upon the manpower requirements as stated by departmental heads, depending upon the number of applications received, the qualification may be generalized (in case of very few applications). Then, the persons with required qualification are interviewed. The interviewing panel comprises of personnel officials in the department. If the applications are in large number they will be short-listed according to the norms of the organization. The wage board employees are assessed on factors like: • • • Technical Aptitude English and Critical Reasoning

All employees are kept under probation for a period of 6 months after joining and before their services are confirmed on rolls. The O&S cadre employees will be assessed on factors like:

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• •

Management Aptitude Leadership Behavior

The recruitment of Diploma Engineering Trainees (DET) and Graduate Engineering Trainees (GET) are done at Central Personnel Department once in a year through Campus Selections / advertisements in famous newspapers. The recruited candidates are kept under probation for a period of 2 years and then are absorbed to suitable cadre in the organization. During the probation period the absorbed candidates are sent to each department to get acquainted with the departmental activities and then they are sent to the other units of UltraTech Cement Limited for proper orientation in the respective fields.

Performance Appraisal System: UltraTech Cement Limited probably is the first organization in India to introduce an integrated HRD system in the year 1975 with the introduction of "Performance Appraisal Feedback & Counseling System". PA includes sub-systems like: ‫٭‬ ‫٭‬ ‫٭‬ ‫٭‬ Potential appraisal Training & Development Employee counseling and Career Planning and Development.

In order to provide avenues of growth, among the Wage Board cadre, Merit Rating procedure is in place. The performance of the employee evaluated through a two – stage process by immediate superior and Facilitator/Champion of AET/SET. Further, in order to encourage more career opportunities to wage board employees, company has a detailed Non – Supervisor to Supervisor Scheme in place. The new initiatives in Performance Appraisal System in APCW are ‘Online Performance Appraisal’ linked with POORNATA module. It is implemented by Group’s Corporate Office at Mumbai. It was started in last year. This form of Performance Appraisal is mainly for Officers and Supervisors only.

Innovative Working Methodologies:
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A. Survey – A Feedback Mechanism: UltraTech, APCW believes that feedback is a major tool and an opportunity to improve the organizational effectiveness. The annual feedback from surveys conducted by B – School students helps us to get to know the employees’ feelings and perceptions on various issues concerning the organization. Based on the analysis, HR SET will submit a report to Unit Head for further review and necessary actions, Issues, which require Corporate HR attention, will be given as a input for reviewing policies and strategies. B. Participatory Mechanisms: UltraTech strongly supports participatory work culture. Employee

participatory mechanisms such as Suggestion Scheme, Seva Committee, AETs, are in place. These forums are an opportunity to the employees to discuss and arrive at a decision resulting in efficiency, productivity, cost saving, safety cleanliness, orderliness etc. This aspect was reflected positively in OCS – 04. C. Change Management Initiatives: In APCW Endeavor to achieve excellence and become world – class organization, Project Parivarthan was launched. This initiative has facilitated total employee involvement. Benchmarking, Six Sigma are the other initiatives launched with the objective of excelling further and to help the organization produce services better faster and cheaper. This initiative has facilitated total employee involvement. D. Cross Functional Perspective: UltraTech, APCW primarily focuses on imparting cross – functional knowledge on the basis of PBO. For e.g., A PACT leader is owner of a particular PACT zone irrespective of core competency. E. Harmonious Work Culture:

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One of the success stories of UltraTech APCW is the existence of harmonious work culture. Though the plant is situated in a volatile region, yet, not a single day is lost due to industrial disturbances. The unit has witnessed continuously low rate of absenteeism over the years. This was attained through sustained intervention such as continuous training with wage board and contract workmen.

Training Setup: In line with the organization vision of continuous and vibrant learning, UltraTech Cement Limited has in the right earnest has adopted the organizational virtues of continuous learning through a set of initiatives. UltraTech firmly believes that learned employees are an invaluable asset to the organization. Employment Avenue: The employment potential of the company is about 3000 (both direct and indirect). There were about 300 quarters in the township for employees and the population was about 2000 including employees, contractors and others. IR Scenario: One of the success stories of APCW is the existence of harmonious work culture and a sense of camaraderie, though the plant is situated in a politically vulnerable region, not a single day is lost due to industrial relation problem. Pro – active approach, participatory culture, continuous interaction by HR personnel, handling grievances promptly, sound disciplinary management coupled with continuous dose of behavioral programmes were some of the IR initiatives. The result is that the company totally functions in a non – unionized environment. Corporate Social Responsibility: The company is rendering significant social services to the surrounding villages of the factory limits. After the company is established there is tremendous progress in the surrounding villages economically and socially. The company is

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rendering various welfare measures and community development activities in the surrounding villages of the factory under various government schemes.

1.3 INDUSTRY PROFILE
Indian Cement Industry: The Indian Cement Industry is a unique combination of very large to very small capacity and modern to very older technology plants. The share of installed capacity of energy inefficient process plant had slowly decreased from 94% to 61% in 1960 till 1980 and there after as a result of quantum jump n production capacities through modern dry process plants as well as conversion of wet process has been reduced to just 5% today. India is the second largest cement producer in the world after China. The present installed capacity of 119 million tones per annum is distributed over 113 large size plant and over 300 mini cement plants. The cement production raised from a mere 22.54 million tones per annum in 1982 to 95 million tones per annum by 2001, registered more than 200% growth. “Economy builds the nation and industry builds the Economy” Of the many industries influencing the growth of the economy, cement industry has occupied a relevant position, which it deserves. Cement industry in India is 8 decades old and yet it is in its youth as one can see the use of the cement anytime and anywhere in cities or towns in the form of buildings or industries. Keeping in view the importance of cement in the current economy, it can be said that no other industry exits in the absence of cement industry. History Of Cement:

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The search for men made bonding materials began with human endeavor to mimic the habits gifted by nature. Situations changed with growth in population during Paleolithic Age men used to enjoy adequate shelter provided by nature. The Bronze Age also witnessed the age of building materials from clay based mixture. The Bronze Age also witnessed the use of air hardening lime. This obviously linked with the discovery of fire and chanced calcinations of limestone in some forest tracts. In the evolutionary process the Phoenicians perfected the practice of mortar preparation with the burnt lime and volcanic ash. The use of lime and its preparation was handed over from generation to generation to present times. Modern Portland Cement was invented by JOSEPH ASPDIA of LEEDS in the year 1824 and this was patented as PORTLAND because of its hardening, this used to look like stone from Isle of PortLand. In modern terminology cement can be defined as follows: “The word cement means BOND and material possessing binding. This cementing property is called as Cement.” Cement as used in the construction industry is a fine inorganic powder inherent, cohesive and adhesive properties. It is hydraulic material, which sets and hardens on addition of water and imparts strength to the structure. Evolution of Cement in India: The attempt to produce Cement in India dates back to 1889 when a Calcutta based firm attempted to produce Agrillaceauskankar. The first organized attempt tko produce Cement on a mass scale was attempted in 1904 by South Indian Industries Limited. The growth continued and in 1936 eleven companies emerged to form Associated Cement Companies (ACC). The formation of concrete association in India in 1927, helped to popularize the use of indigenous cement. By 1947, India has 23 cement plants with a capacity of 2.2 million tones per annum to the ever increasing demand of cement.

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RESEARCH METHODOLOGY
2.1 TITLE “A STUDY ON EMPLOYEE RETENTION “ 2.2 INTRODUCTION This methodology includes need of the study, objectives of the study, research design, collection of data and the limitations of the study. 2.3 OBJECTIVES OF THE STUDY The objectives of the study are  To study the present retention strategies adopted by the company.  To assess the satisfaction level of employee with existing retention strategies. 2.4 STATEMENT OF THE PROBLEM Employees are the most important and valuable asset of an organization. Employees are the foundation of an organization. Retaining them is an important as hiring them in the first place. Hence it is necessary to know the strategies used to retain the employees in the organization. 2.5 NEED FOR THE STUDY The present study is focus on the existing retention strategies in ultratech cement Ltd and findout the satisfaction level of an employere regarding the strategies.

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2.6 RESEARCH DESIGN
Descriptive research procedure is used for describing the resent situations in the organization and analytical research to analyze the results by using research tools. Descriptive Research: This research includes surveys and facts finding enquires of different kinds. The major purpose of descriptive research is that the research can only describe the state of affairs existing at present in the organization. The main feature of this method is that the researcher has no control over the extraneous variables called the respondents as they are going to interview the employees of the organization in order to perform study.They can only report what happened or what is happening. In social science and business research, we quiet often use the terms “ex-post facto research” for descriptive research studies, the researcher can discover and describe the causes for various situations but they cannot control the situations.

2.7 RESEARC TOOLS
 Data Source : Primary & Secondary Data Survey method Questionnaire Simple random sampling Personal / Direct 114

 Research Approach :  Research Instrument:  Sampling scheme  Contact method  Sample size : : :

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2.8 DATA METHODS

SOURCES

AND

COLLECTION

There are tow type for collecting data 1. Primary data 2. Secondary data PRIMARY DATA Primary data are those which are colleted a fresh and for the first time & thus happen to be original in character.Primary data is obtained by the study specially designed to fulfill the data needs to problem hand. Such data are original in characters generated by the way of conducting survey.

SECONDARY DATA Secondary data are those which have already been collected by someone else and which have already been passed through the statistical process.The Secondary data consist of reality available compendices already complied statistical statements. Secondary data consists of not only published records and reports but also unpublished records.

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3 ANALYSIS AND INTERPRETATION
3.1 Employees are familiar with their Duties and Responsibilities assigned by the company. Introduction: This question is incorporated in the questionnaire for the purpose of identifying the duties and responsibilities of employees in Ultratech Cements Ltd. Table 3.1 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 59 46 5 1 3 114 Graph 3.1
DUTIES AND RESPONSIBILITIES
NO.OF RESPONDENTS 60 50 40 30 20 10 0 Strongly agree Agree Disagree DIMENSIONS Strongly disagree Neither agree nor disagree 4 1 3 52 40 PERCENTAGE

PERCENTAGE 52 40 4 1 3 100.0

Inference: From the above graph, it is observed that 92% of the respondents (51.8%strongly agreed, 40.4%agreed) have accepted that they know about their duties and responsibilities and 5% of respondents are not aware of their duties and responsibilities.

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3.2 Company provides proper Authority, Responsibility, and Accountability to employees. Introduction: Every employee is assigned a job with Authority, Responsibility and Accountability. In this question it is to identify whether these activities are performing well or not. Table3.2 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 40 52 15 4 4 114 Graph 3.2
AUTHORITY,RESPONSIBILITY,ACCOUNTIBILITY NO.OF RESPONDENTS 50 40 30 20 10 0 Strongly agree Agree Disagree DIMENSIONS Strongly disagree Neither agree nor disagree 13 3 3 35 PERCENTAGE 46

PERCENTAGE 35 46 13 3 3 100

Inference: From the above graph, it is observed that 81% of the respondents have accepted that they are assigned the job with authority responsibilities and accountability to perform well. Around 16% of the respondents have not accepted the statement.

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3.3 Identified for new assignments organized by the company. Introduction: Employees are given new assignments based on their consultation and by training and in this question it is to identify whether the employees are identified for new jobs or not. Table 3.3 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 30 50 15 11 8 114 Graph 3.3
IDENTIFIED FOR NEW ASSIGNMENTS 50 45 40 35 30 25 20 15 10 5 0 44

PERCENTAGE 26 44 13 10 7 100.0

NO.F RESPONDENTS

26 PERCENTAGE 13 10 7

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph, it is observed that 70% of respondents strongly have accepted that they are identified for new assignments especially after providing training to them. Around 23% of respondents have not accepted the statement

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3.4 Stress on employees converts into positive manner. Introduction: Employees face some sort of stress while performing assignments and in this question it is to identify how stress is converted into a positive manner to complete the assignments. Table 3.4 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 30 50 12 10 12 114 Graph 3.4
CONVERT STRESS IN POSITIVE MANNER 50 45 40 35 30 25 20 15 10 5 0 44

PERCENTAGE 26 44 11 9 10 100.0

NO.OF RESPONDENTS

26 PERCENTAGE 11 9 10

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph it is observed that 70% of respondents have accepted that they convert stress into positive manner and 20% of the respondents have not accepted the same.

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3.5 Job rotation leads to the individual improvement. Introduction: Job rotation refers employee moving from one job to another job and in this it is to identify whether job rotation leads to the individual improvement and to organizational benefit or not. Table 3.5 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 35 40 17 12 3 114 Graph 3.5
JOB IS ROTATED 40 35 30 25 20 15 10 5 0 35 31

PERCENTAGE 31 35 15 10 9 100.0

NO.OF RESPONDENTS

15 10 9

PERCENTAGE

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph, it is observed that 66% of the respondents have accepted that their job is rotated and led to both individual improvements and organizational benefits around 25% of respondents have not accepted the statement.

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3.6. Superior identifies employee’s skills and potentials Introduction: Skills and potentials are required to perform a job effectively. This question is to identify whether the superior identifies their skills are not and how the training is impacted. Table 3.6 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 30 50 23 5 6 114 Graph 3.6
HOD IDENTIFIES MY PRESENT SKILLSE 50 45 40 35 30 25 20 15 10 5 0 NO.OF RESPONDENTS 44

PERCENTAGE 26 44 20 5 5 100.0

26 20 5 5 PERCENTAGE

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph, it is observed that 70% of the respondents have accepted that the concerned in charge identifies their present skills and potentials in performing the job and training is imparted to them accordingly. Around 25% of respondents have not accepted the statement.

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3.7. Company provides new opportunities apart from regular assignments Introduction: New opportunities are identified based on the performance so training is required to improve the performance and this question is to identify whether the new opportunities are provided after training or not. Table3.7 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 33 50 22 7 2 114 Graph 3.7
PROVIDING NEW OPPORTUNITIES 50 45 40 35 30 25 20 15 10 5 0 44 29 19 6 PERCENTAGE

PERCENTAGE 29 44 19 6 2 100.0

NO.OF RESPONDENTS

2

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph, it is observed that 73% of the respondents have accepted that the concerned in charge identifies their present skills and potentials in performing the job and training is imparted to them accordingly. Around 25% of respondents have not accepted the statement.

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3.8 Superior guides to their subordinates as and when required. Introduction: Decision making is critical and essential to every employee and this question is to identify whether the employees are allowed to take decisions or not and superior provide guidance to them or not. Table 3.8 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 35 50 14 7 8 114 Graph 3.8
SUPERIOR GUIDES ME AS AND WHEN REQUIRED 50 45 40 35 30 25 20 15 10 5 0 44 31 PERCENTAGE 12 6 7

PERCENTAGE 31 44 12 6 7 100.0

NO.OF RESPONDENTS

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph, it is observed that 75% of the respondents have accepted that they are asked to take decisions in job and their superior guides them as and when required. Around 18% of respondents have not accepted the statement.

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3.9 HOD addresses grievances Introduction: A grievance can be defined as any discontent or dissatisfaction with any aspect of the organization. This question is to know the grievance procedure existed in the organization. Table 3.9 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 30 45 12 11 16 114 Graph 3.9
HOD ADDRESS GRIEVANCE 45 40 35 30 25 20 15 10 5 0 NO.OF RESPONDENTS 39 26 14 PERCENTAGE

PERCENTAGE 26 39 11 10 14 100.0

11

10

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph, it is observed that 65% of the respondents have accepted that their immediate in charge or HOD addresses their grievances and gives them feedback on the same. Around 21% of respondents have not accepted the statement.

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3.10 Organization utilizes employee services effectively and efficiently. Introduction: This question is to identify whether the organization utilizes their services effectively and efficiently. Table3.10 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 30 40 19 14 11 114 Graph 3.10
ORGANIZATION UTILIZES EMPLOYEE SERVICES EFFECTIVELY 40 35 30 25 20 15 10 5 0 NO.OF RESPONDENTS 35 26 17 12 10 PERCENTAGE

PERCENTAGE 26 35 17 12 10 100.0

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph, it is observed that 61% of the respondents have accepted that the organization utilizes their services effectively and efficiently. Around 29% of respondents have not accepted the statement.

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3.11. Present job leads satisfaction to the employees. Introduction: Job satisfaction is required to perform a job efficiently without a job satisfaction the employee cannot perform a job efficiently.This question is to identify whether the employees are satisfied with their job or not. Table 3.11 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 37 53 13 7 4 114 Graph 3.11
SATISFACTION IN PERFORMING JOB 50 45 40 35 30 25 20 15 10 5 0 46 33 PERCENTAGE 11 6 4

PERCENTAGE 33 46 11 6 4 100.0

NO.OF RESPONDENTS

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph, it is observed that 79% of the respondents have accepted that they derive satisfaction in performing the job. Around 17% of respondents have not accepted the statement.

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3.12. Seniors, colleagues and subordinates are very cooperative in the organization Introduction: Co-operation of the seniors, colleagues and subordinates is required to complete the assignments in time. This question is to identify whether they are co-operative or not. Table 3.12 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 40 52 16 3 3 114 Graph 3.12
SENIORS,COLLEAGUES AND SUBORDINATES ARE VERY COOPERATIVE

PERCENTAGE 35 46 14 3 2 100.0

50 45 40 35 30 25 20 15 10 5 0

NO.OF RESPONDENTS

46 35 PERCENTAGE 14 3 Strongly agree Agree Disagree DIMENSIONS 2

Strongly disagree Neither agree nor disagree

Inference: From the above graph, it is observed that 81% of the respondents have accepted that their seniors, colleagues and subordinates are very cooperative and they work as a team. Around 17% of respondents have not accepted the statement.

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3.13. Employees are recognized and rewarded suitably by the organization. Introduction: The employee recognition and rewarding plays an important role in motivating the employees. So proper recognition should be given to the employees according to their performance. This question is to identify whether they are recognized or not. Table3.13 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 26 40 22 12 14 114 Graph 3.13
RECOGNITION AND REWARDS SUITABLY BY THE ORGANIZATION 40 35 30 25 20 15 10 5 0 35 23 19 11 12 PERCENTAGE

PERCENTAGE 23 35 19 11 12 100.0

NO,OF RESPONDENTS

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph, it is observed that 58% of the respondents have accepted that they have been recognized and rewarded suitably by the organization for their performance as per the policy. Around 30% of respondents have not accepted the statement.

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3.14. Organization provides compensation based on qualification, experience. Introduction: Compensation refers to giving an additional pay to the employees if any loss occurs. This question is to identifying whether compensation commensurate with qualification. DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL Table 3.14 NO.OF RESPONDENTS 27 64 17 3 3 114 Graph 3.14
COMPENSATION COMMENSURATE WITH QUALIFICATION 60 50 40 30 20 10 0 Strongly agree Agree Disagree DIMENSIONS Strongly disagree Neither agree nor disagree 24 15 3 2 PERCENTAGE 56

PERCENTAGE 24 56 15 3 2 100.0

Inference: From the above graph, it is observed that 80% of the respondents have accepted that they know that the compensation commensurate with the qualification, experience exposure and especially with their job performance during the period in delivering results in time. Around 18% of respondents have not accepted the statement.

NO.OF RESPONDENTS

42

3.15. Organization provides job security to the employees. Introduction: Job security and social belongingness is important to any organization. Job security refers to the protection of the job from different consequences. This question is to identify whether they feel job security or not. Table3.15 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 40 55 9 6 4 114 Graph 3.15
SENSE OF JOB SECURITY AND SENSE OF SOCIAL BELONGINGNESS 60 50 40 30 20 10 0 Strongly agree Agree Disagree DIMENSIONS Strongly disagree Neither agree nor disagree 8 5 4 35 PERCENTAGE 48

PERCENTAGE 35 48 8 5 4 100.0

Inference: From the above graph, it is observed that 83% of the respondents strongly have accepted statement. that they feel a sense of job security and sense of social belongings in the organization. Around 13% of respondents have not accepted the

NO.OF RESPONDENTS

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3.16. Proud of working with ABG Group Introduction: ABG group is one of the major cement industries. It occupied third place in all cement industries and this question is to identify how they feel working with ABG group. Table 3.16 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 60 34 5 10 5 114 Graph 3.16
PROUD OF WORKING WITH ABG GROUP NO.OF RESPONDENTS 60 50 40 30 20 10 0 Strongly agree Agree Disagree DIMENSIONS Strongly disagree Neither agree nor disagree 4 30 53

PERCENTAGE 53 30 4 9 4 100.0

PERCENTAGE 9

4

Inference From the above graph, it is observed that 83% of the respondents have accepted that they have feel proud of working with ABG group. Around 13% of respondents have not accepted the statement.

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3. 17 ABG group provides career opportunities Introduction: Career is essential to every employee. They more concentrate on their career growth. This question is to identify whether ABG group provides career opportunities and how many employees agree with this statement. Table 3.17 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 40 30 15 10 19 114 Graph 3.17
ABG GROUP PROVIDES CAREER OPPORTUNITIES 40 35 30 25 20 15 10 5 0 35 26 17 13 9 PERCENTAGE

PERCENTAGE 35 26 13 9 17 100.0

NO.OF RESPONDENTS

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference From the above graph, it is observed that 71% of the respondents have accepted that the ABG group provides carrier opportunities to the employees. Around 22% of respondents have not accepted the statement.

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3.18 Organization provides health, accident and insurance policy to the employees Introduction: The life is not guaranteed to anyone. So every employee needs the Insurance policies. This question is to identify whether the employees are provided with health, accident and insurance policy. Table 3.18 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 50 40 9 4 11 114 Graph 3.18
HEALTH, ACCIDENTS AND INSURENCE POLICY 50 45 40 35 30 25 20 15 10 5 0 44 35 PERCENTAGE 8 3 Strongly agree Agree Disagree DIMENSIONS Strongly disagree Neither agree nor disagree 10

PERCENTAGE 44 35 8 3 10 100.0

Inference: From the above graph, it is observed that 79% of the respondents have accepted that they have been covered under the health and accident insurance policy by the organization or by other insurance company. Around 11% of respondents have not accepted the statement.

NO.OF RESPONDENTS

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3.19 Organization is concerned about the health of the employees Introduction: Employee safety and health influence the productivity of the organization. Some welfare facilities should provide to the employees. This question is to identify whether the organization is concerned about the health of the employees or not. Table 3.19 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 45 40 12 11 6 114 Graph 3.19
ORGANIZATION IS CONCERNED ABOUT THE HEALTH OF THE EMPLOYEES 45 40 35 30 25 20 15 10 5 0 39

PERCENTAGE 39 35 11 10 5 100.0

NO.OF RESPONDENTS

35

PERCENTAGE 11 10 5

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph, it is observed that 74% of the respondents have accepted that the organization is concerned about the health of the employees and their dependents in providing good health awareness programmers like Pulse Polio heart checkups and eye checkups etc at regular intervals. Around 21% of respondents have not accepted the statement.

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3.20. Organization extended transportation facilities to the township. Introduction: Transportation refers to getting the employees from one place to another .This question is to identify that whether the transportation facilities provided to township residents are at specified time or not. Table 3.20 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 45 40 10 11 8 114 Graph 3.20
TRANSPORTATION FACILITIES ARE EXTENDED TI THE TOWNSHIP 45 40 35 30 25 20 15 10 5 0 39

PERCENTAGE 39 35 9 10 7 100.0

NO.OF RESPONDENTS

35

PERCENTAGE 9 10 7

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph, it is observed that 74% of the respondents have accepted that they feel that the transportation facilities are extended to the township residents in at specified timings by the organization and the transport cell is arranging need based vehicles to the employees. Around 19% of the respondents have not accepted the statement.

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3.21. Organization provides accommodation facility to the employees based on availability of the quarter. Introduction: Accommodation refers to giving quarters and other facilities to employees. This question is to identify that whether the accommodation facilities provide to employees are based on the availability of quarters or not. Table 3.21 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 50 40 8 8 8 114 Graph 3.21
ACCOMMODATION FACILITY 50 45 40 35 30 25 20 15 10 5 0 NO.OF RESPONDENTS 44 35 PERCENTAGE 7 7 7

PERCENTAGE 44 35 7 7 7 100.0

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph,it is observed that 79% of the respondents have accepted that they accommodation facility is provided to the employees based on the availability of the quarter as per the policy. Around 14% of respondents have not accepted the statement.

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3.22. Organization provides good education and the amenities to the students. Introduction: Providing good education to children makes them to achieve the success in their lives. This question is to identify whether the school provides good education and amenities or not. Table 3.22 DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL NO.OF RESPONDENTS 40 40 15 10 9 114 Graph 3.22 PERCENTAGE 35 35 13 9 8 100.0

SCHOOL PROVIDES GOOD EDUCATION AND EMINITIES 40 35 30 25 20 15 10 5 0 35 35

NO.OF RESPONDENTS

13

PERCENTAGE 9 8

Strongly agree

Agree

Disagree DIMENSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph, it is observed that 70% of the respondents have accepted that school provides good education and the amenities like library, labs to the students the township by the organization. Around 22% of respondents have not accepted the statement.

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3.23. Employees are familiar and satisfied about the recreation activities facilitated by the organization. Introduction: Employees require some recreation activities to feel free and to reduce stress from work. This question is to identify that whether the employees are satisfied with recreation facilities provided by the organization. DIMENSIONS Strongly agree Agree Disagree Strongly disagree Neither agree nor disagree TOTAL Table 3.23 NO.OF RESPONDENTS 40 40 13 5 16 114 Graph 3.23
RECREATION ACTIVITIES 40 35 30 25 20 15 10 5 0 35 35

PERCENTAGE 35 35 12 4 14 100.0

NO.OF RESPONDENTS

12 4

14

PERCENTAGE

Strongly agree

Agree

Disagree DIMSNSIONS

Strongly disagree Neither agree nor disagree

Inference: From the above graph it is observed that 70% of the respondents that are familiar and satisfied about the recreation activities like Gym, Tennis, Court shuttle course, library, TV room etc in both the recreation club and O&S club by the organization. Around 16% of the respondents have not accepted the statements.

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FINDINGS
(1) It is observed that 92% of the respondents are aware of their duties and responsibilities and only 5% of the respondents are not aware of their duties and responsibilities. (2) 81% of the respondents are assigned their job with Authority, Responsibility and Accountability and only 16% of the employees have not accepted the same. (3) 70% of the respondents are identified for new assignments and 23% of the employees have not accepted the same. (4) It is observed that 70% of the respondents converted their stress into a positive manner while performing a task but 20% of the employees are unable to convert their stress into a positive manner. (5) 66 % of the respondents are satisfied about their job rotation and 25% of the respondents are not satisfied about their job rotation. (6) 70% of the respondents are accepted that their HOD identified their present skills and potentials in performing the job and 25% of the respondents have not specified this. (7) It is observed that 73% of the respondents are provided new opportunities and 25% of the respondents are not provided new opportunities. (8) 75% of the respondents are specified that they are asked to take decisions and their superior guides the when required but 18% of the respondents have not specified this. (9) It is observed that 65% of the respondents are accepted that superior addresses their grievances and 21 % of the respondents have not accepted the same. (10) 61% of the respondents have accepted that the organization utilizes their services effectively and efficiently and 29% of the respondents have not accepted the same. (11) It is found that 79% of the respondents are satisfied with their job and 17% of the respondents are not satisfied with their job. (12) 81% of respondents agreed that their seniors colleagues and subordinates are very cooperative but 17% have not agreed the same. (13) It is observed that 58% of respondents have been recognized and rewarded suitably but 30% of the respondents have not recognized suitably. (14) 80% of the respondents are known that the compensation commensurate with their qualification but 18% of the respondents are not aware of this.

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(15) It is found that 83% of the respondents feel a sense of job security and social belongingness and 13% did not feel a sense of job security and social belongingness. (16) It is found that 83% felt proud of working with ABG group and 13% have not accepted the same. (17) 71% have accepted ABG group provides career opportunities but 22% of the respondents have not accepted the same. (18) It is found that 79% of the respondents are covered under health and accident insurance policy and 11% of the respondents are not covered under health and accident insurance policy. (19) 74% of the respondents specified that the organization is concerned about the health of employees and their dependents but 21% have not specified this. (20)It is observed that 74% of the respondents are satisfied about the transportation facilities and 19% are not satisfied about the transportation facilities. (21) 79% felt that accommodation facility is provided based on the availability at the quarter and 14% have not accepted the same. (22) It is observed that 70% of the respondents have accepted that school provides good education and the amenities and 22% of the respondents have not accepted the same. (23) It is observed that 70% of the respondents are satisfied about the recreation activities and 16% of the respondents have not satisfied with the recreation activities.

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SUGGESTIONS
(1) 30% of the respondents are not identified for new assignments so extend their assignments by providing proper training to the employees. (2) 30% of the respondents are dissatisfied due to lack of recognition and rewards. A positive recognition for work boosts the motivational level of employees. Recognition can be made explicit by providing awards like best employee of the month. (3) Provide opportunities for career personal growth through training and education, challenging assignments and more. (4 Identify the key performance areas of the individuals and conduct training programmes to develop their skills and knowledge. (5) Immediate resolution of the grievance is necessary otherwise it will effects the productivity of the organization so immediate actions should be taken to resolve the grievance of the employees.

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BIBLIOGRAPHY
SITES : WWW.HR.COM WWW.GOOGLE.COM WWW.QUESTIONNARIE.COM BOOKS : 1. Human Resource Management and Personnel Management ---- By Ashwathappa --2. Human Resource Management and Industrial Relations --- By P. Subba Rao ---

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