(A Unit of Aditya Birla Nuvo Ltd.

)
VERAVAL
PREPARED BY
PATEL SHIVA H.
M.B.A. II
ROLL No.61
ACADEMIC YEAR
2009-2011
GUIDED BY
JANKI THAKKER
NAME OF INSTITUTE
N.R.VEKARIA INSTITUTE OF MANAGEMENT STUDIES
JUNAGADH.
SUBMITTED TO
GUJARAT TECHNOLOGICAL UNIVERSITY
 PREFACE

The golden opportunity for any management student is to know about the actual managerial
work of any industry. “Practice makes man perfect.” In this perspective it is the necessity of
practical training for every MBA student to support and to expand the deep sense of practical
management work.

The aim and purpose behind this industrial training is to lead the students to get more
efficiently skills and the knowledge of real managerial work/practices which may help them
to become a successful manager.

Management field is like a coin. It has two sides one is theoretical and another is practical
management approach. Both are very necessary aspects to learn for management students. As
a part of practical approach, industrial training is very important for the management
students.

In our university, for all the MBA students the industrial training of 45 days and project
report work are compulsory to undergo as a part of study during the summer vacation after
completion of 2nd semester.

As a summer trainee I have visited Indian Rayon (A unit of Aditya Birla Nuvo Ltd.) Veraval
Gujarat. It was great opportunity for me to explore such a big and vibrant company. And I
tried my level best to make this training most successful. I got very cordial support from all
the departments employees who shared their working experience with me, as such a way this
training period has become a precious reminiscence for me.
 ACKNOWLEDGEMENT

I am thankful to the management of “Indian Rayon. (A unit of Aditya Birla Nuvo Ltd.)
Veraval Gujarat.” Who permitted me for doing the summer project training within and
exposure of functioning of big corporate for the period of 45 days.

A project of this nature calls for intellectual nourishment and professional help from many
people. I therefore, deeply express my gratitude to all the professors of my college and
special Dr. Dharmesh S. Raval and Mrs. Vishala Mehta who guided me and even helped me
in completing my project.

I would like to thank Mr. P. Narsimharao, Sr.Vice President (HR), for providing me this
opportunity to learn the basic nitty-gritty’s of management in the prestigious company of
Indian Rayon.

I am also thankful to Miss Shraddha Mehta (Training Manager) who allowed me to carry out
my project and guided whenever required. I am also thankful to Mr.J.V.Dave (Librarian) for
his cooperation to provides relevant books as well as journals that made my task smooth.

I finally express my gratitude to all those who directly or indirectly rendered the assistance,
guidance and support for the project undertaken by me in the company.

Last but not the least, I am greatly indebted to my God, my parents, my family members and
my friends without whose blessing and guidance I think I could not have reached this
moment in my life.
 DECLARATION

I Miss. Shiva H. Patel the student of Master of Business Administration from

N.R.VEKARIYA School of Management, here by declares that the project work presented in
this report entitle “General Organizational Study of Indian Rayon Veraval – Gujarat.”
Submitted in partial fulfillment of the award of the degree of Master of Business
Administration from Gujarat Technological University is a record of original study done by
me. This work has not been undertaken or submitted else where in connection with any other
academic course.

Place : Veraval SHIVA H. PATEL

Date :
 EXECUTIVE SUMMARY

A study on overall organizational work and functioning has been conducted in Indian Rayon,
one of the blue chip units of the Aditya Birla Group of Companies.

Indian Rayon, the VFY unit of Aditya Birla Nuvo, is a major player in the Indian viscose
filament yarn business. The unit enjoys a 30 per cent domestic market share, making it the
second largest producer of viscose filament yarn in India.

The report discusses the brief overview of various organizational departments, its function
and managerial practices. In the changing business environment, organization also considers
factors such as cultural diversity, social responsiveness, quality control, employee welfare
and ethical and moral obligation to lead their organization successfully. The report provides
insight into such issues and also explores business challenges and world class manufacturing.
 TABLE OF CONTENT

Sr. No Particulars Page no

1 Objective of Study
2 Company Profile
 Introduction of Group and Company
 History and Development
 Product of the company
 Plant Location
 Vision, Mission and Values
 Achievements And Future Plans
 Company Policy
 Board Of Director
3 Organization Structure
4 Human Resource Department
 Introduction
 Manpower planning
 Recruitment & selection
 Training & development
 Performance Appraisal
 Trade Union
 Industrial Relation
5 Introduction To Subject
 Introduction Of Employee Engagement
 Models Of Employee Engagement
 Alternate Model
 Categories Of Employee Engagement
 Drivers For Employee Engagement
 Attributes Of Ten C’s Employee Engagement
 Importance Of Employee Engagement
 Barriers To Engagement
 Ten Laws To Make Employee Engagement Effective
 How to Measure Employee Engagement
6 SWOT Analysis
7 Conclusion
8 Bibliography
 OBJECTIVE OF THE STUDY

Today, is the age of globalization, age of science and technology where one will find now
invention and discoveries at every mode of life? It is due to sudden globalization in the
economy now as we go towards the market; we see a changing trend due to particular brand
and selection of it. In the field of education, new courses are introduced with having
practical training, which is needed but the theoretical knowledge is also important, so that we
are aware with practical phase in business dealings and life.

Management is a field, where Managerial & Practical Knowledge is required. With a view to
getting practical knowledge of Industry, We were required to undergo training in the Industry
according to our syllabus for practical study subject because only theoretical knowledge is
not enough to gain knowledge of business. Practical knowledge helps a person to understand
real life problems.

Industrial acquaintance for M.B.A. student is the most important aspect, to enlighten about
the multi facets of ever increasing competition in business ever since globalization. Practical
training has been incorporated in the curriculum of MBA which enables the management
students to get familiarized and equip them with the practical aspects of management. This
benefit as it cultivates habit of business students thinking and sense of professionalism.
Thus, a student knows how theoretical learnt of classroom is actually implemented in
business environment and what is the difference in the theory and practice?

After completing this Project, we are more confident about Practical aspects of business
Management. So, objective to study this summer project is a practical training program
which gives actual practical exposure to organizational working setup.
COMPANY PROFILE
 INTRODUCTION

The Aditya Birla Group is India’s second largest business house with turnover of RS. 200
billion; asset base valued at over as RS. 180 billion and really 65000 employees in 15
countries all over the world. Over 75 units in India an overseas as well and international
trading operations spanning several countries include Singapore, Dubai, Russia, Vietnam,
Myanmar and China make it India’s first truly multinational conglomerate.

Committed to being a global Benchmark Group, all of its accredited with the ISO 9002
Certification and nine of them are certified with ISO 14001.

The Aditya Birla Group reaches out to the core sector in India in industries integral to the
nation’s growth- cement, Aluminum, Fertilizers, Viscose Staple Fiber, Textiles, Petroleum
Refining Power, Telecommunications and industrial chemicals and Financial Services

Globally the Aditya Birla Group is:

 A metals powerhouse, among the world's most cost-efficient aluminium and copper
producers. Hindalco-Novelis is the largest aluminium rolling company. It is one of the
three biggest producers of primary aluminium in Asia, with the largest single location
copper smelter
 No.1 in viscose staple fibre
 The fourth largest producer of insulators
 The fourth largest producer of carbon black
 The 11th largest cement producer globally, the seventh largest in Asia and the second
largest in India
 Among the world's top 15 BPO companies and among India's top four
 Among the best energy efficient fertiliser plants
 Indian Rayon Veraval
(A unit of Aditya Birla Nuvo)

Indian Rayon, the VFY unit of Aditya Birla Nuvo, is a major player in the Indian viscose
filament yarn business. The unit enjoys a 30 per cent domestic market share, making it the
second largest producer of viscose filament yarn in India.

Branded 'Ray One', the viscose filament yarn is available in more than 400 shades. The yarn
comes in a wide array of colours, including natural whites. It ranges from the purest tints,
through medium tones to vibrant deep shades in fine to coarse deniers ranging from 75 to
1200.

With a capacity of 16,400 tonnes per annum (tpa), Indian Rayon is the first in the country to
adopt the most advanced VFY technology with 88 pot spinning machines (PSY) and 17
continuous spinning machines on parallel yarn. It also accounts for 50 per cent of VFY
exports from India.

Located at Veraval in Gujarat, the VFY plant is the first in Aditya Birla Nuvo to be
accredited with the ISO 9001 and the ISO 14001 certification. It also has the OHSAS 18001
and OEKO Tex certification.
 HISTORY AND DEVELOPMENT

The late Prime Minister shree Lal Bahadur Shastri laid the foundation stone of Indian Rayon
and industries Ltd. It was incorporated on the 26th September 1956 under the company act of
1956 and the company was getting the commencement certificate on 13th Feb. 1958.

The inauguration of the company was done by an American ambassador Mr. H.H. Galbreth
on 13th April 1963 and on the same day company took its trial production.

Shree Morarji Vaidya one of the leading industrialist of Gujarat with a view to manufacture
viscose filament yarn (VFY) in collaboration with von-kohorn international of USA started
this organization.

Once a sick company and virtually on the verge of closure was taken over by Shree Aditya
Vikram Birla in 1966. Who believed consolidation, expansion and diversification, because of
his believed and sincerity toward work the company has not only turned around but has also
made up strong market position today. By 1975 the Jayshree Textiles has merged with Indian
Rayon. The Indian Rayon is public Ltd. Company.
 ADITYA VIKRAM BIRLA

(November 14, 1943 – October 1, 1995)

A formidable force in Indian industry, Mr. Aditya Birla dared to dream of setting up a global
business empire at the age of 24. He was the first to put Indian business on the world map, as
far back as 1969, long before globalization became a buzzword in India. The Aditya Birla
Group, Epitomizing the philosophy of its Legendary leader – the late Aditya Vikram Birla –
one man who Made a difference. Rooted in Indian values, yet global in vision.

Rock solid in fundamentals. Nurturing a culture where success does not Come in the way of
the need to keep learning afresh, to keep Innovating, to keep experimenting. Transcending
the conventional Barriers of business to send out the message that it cares.

Transcending the conventional barriers of business to send out a message

that "We care".
 PRODUCTS OF THE COMPANY

There are 11 units working under Indian Rayon division of Birla Group. In every unit various
products are produced. Here we are mainly concerned with Rayon division. It is
manufacturing the following:

 Viscose filament yarn

 Sulfuric acid (H2SO4)
 Carbon-di-sulfite(CS2)
 Ann Hydro sodium sulfate

Vital and essential for Viscose filament Rayon Yarn are wood pulp, Caustic
Soda (Naoh) while that of are sulfer, oxygen gas water for the production of
sulfuric acid and super and cake for the production of carbon-di-sulfite. There is
separate plant for each product. The fourth product sodium sulfate is a by
product.

Uses of Rayon Yarn:

 Mental of gas lanterns

 Dress material and sari
 Elastic types
 Fancy yarn and finishing fabric and fancy laces
 Embroidery work
 Making border design to stick with dress material.
 Uses of sulfuric acid(H2SO4):

 Chemical industry
 Agro-chemical industry
 Paint industries
 Dye industries
 Medicine industries

Uses of carbon-di-sulfites:

 Glass industries
 Pharmaceutical industries
 Rayon industries
 Bases of agro-chemical industries

Uses of sodium sulfate:

 Glass industries
 Paper industries
 Dye industries
 Paint industries
 LOCATION

Location is very essential and important part of the industries. When deciding the location we
should identifies the key factor which is directly affected the industry.

Indian Rayon units is located at veraval, in district junagadh. It is approximately 185 km.
away from Rajkot. 85 km away from Junagadh towards south east and 125 km. away from
Porbandar in west north. The place is 1 meter above sea level. Location is nearest to Railway
Station and state Bus Station. State roadways operate round the clock towards Baroda,
Ahmedabad and Porbandar including its night services.
VISION, MISSION AND VALUES
 FUTURE PLANS

 Development of special yarn

 Eco and energy auditing
 Improvement in intrinsic quality of yarn
 Developing new shades of spun yarn
 Development in the quality of existing range

ACHIEVEMENTS

 Rayon division has bagged “Gold trophy” for highest export from synthetic and
Rayon Textile export promotion council

 The “certificate of merit-2003” of national energy conversation of VFY

 “First price” of national energy conservation award-2003 for Chlor-Alkali sector both
from ministry of power, New Delhi

 The prestigious “greentech Environment Excellence Silver Award 2002-03” in Chlor-

Alkali sector for outstanding achievement in the field of environment from Greentech
foundation, New Delhi.
 COMPANY POLICY

We are committed to be the preferred choice of customers while taking care of the interests
of all stakes holders by.

 Meeting customer’s expectations for quality and services in premium segment.

 Adopting eco-efficient technology to maintain pollution free environment.

 Preventing occupational health and safety hazard by adopting safe work

practices.

 Respecting employees right and providing healthy working environment.

 Compliance of all applicable legal requirements.

 PRESENT MANEGEMENT TEAM

MR.KUMAR MANGLEM BIRLA – Chairman

BOARD OF DIRECTORS:

 Mrs. Rajashree Birla

 Mr. B. L. Shah
 Mr. P. Murari
 Mr. B. R. Gupta
 Ms.Tarjani Vakil
 Mr. S. C. Bhargava
 Mr. G. P. Gupta
 Dr. Rakesh Jain
 Mr. K. K. Maheshwari
 Dr. Bharat K. Singh
 Mr. Arun Maira
 Mr. Pranab Barua
 Mr. H. J. Vaidya

Managing director:

 Dr. Bharat K. Singh

Joint Managing director:

 Dr. Rakesh Jain

 ORGANIZATION STRUCTURE

Executive
President

Administrat Personal &

Production Engineering Commercial
ion HRD
Department Department Department
Department Department

Viscose Maintenance Finance Raw Material Time Office

Spin bath Electrical Share Legal Welfare

Instrumentati Stores and

Spinning Octroi Labor Office
on Purchases

After Internal
Sales Personnel
Treatment Audit

Textile HRD

Chemical Estate

Research & Security

Development

Quality
Control
 INTRODUCTION

Personnel management is a link between the top management and the workers or we can say
that its acts like bridge between the employees and the employers. It is basically concerned
with human relationship within the organization and helps in maintaining smooth relationship
employee and employees. It is the art of getting thing done by other people.

Human resource is the greatest asset of any business enterprise. The workers are the heart of
the organization. It is the manpower that operates the machines, processes the raw materials
into a finished product and makes it possible to sale in the market. Henceforth we can say
that personnel management is the most essential department of and organization in order to
have a proper manpower planning, organization, staffing, directing and controlling in order to
achieve individual social and organization goals.

With reference to Indian Rayon. The personnel department of which is divided into two
division i.e. HR & training and the other one is personnel department.

Personnel department:

It mainly deals in the process of recruitment of manpower and act as a consulting agent
between the officers and the workers.

HR &Training:

It deals with the staff members of and organization and is accountable to the vice president.
 MANPOWER PLANNING

Company uses ‘PURTA’ which is known as the system of control though budgets and
standards in modern cost accounting and management costing. ‘PURTA’ summaries the
objective of the whole organization. All the dept. that is need of additional requirement of
manpower has to contact the personnel dept. which makes the arrangement of the require
manpower. Every month the personnel dept. issues personnel requisition from the dept. and
this forecasts its manpower demand of each dept. accordingly the requirements are made.

In Company the workers and divided into three categories –Permanent, Badli and Temporary.

Importance of Manpower Planning:

 Only people can spread knowledge resource arose the company.
 Individual knowledge is the staffing point for organizational knowledge.
 The executive sources of knowledge for organization and people.
 It is only people who can convert knowledge into efficient action.
 The knowledge of each individual can not be applicated.

Categories No of person
Permanent 2059
Badli 508
Staff 355
Management Employees 234
Total manpower 4205
 RECRUITMENT AND SELECTION

Recruitment:
“Recruitment is process to discover the sources of manpower to meet the requirement of the
staffing schedule and to employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of and efficient working force.”

The recruiting procedure of Company consists of three segments.

 Recruitment of workers
 Recruitment of executives and managerial staff
 Recruitment of technical personnel

So far as Company is concerned the recruitment procedure is directly depend upon human
forces and is relate to the selection of well-qualified personnel’s.

Selection:
The selection procedure is concerned with security relevant information about an application.

Company recruitment and selection procedure for blue-collar force is as per the labor laws.
For the recruitment of labor in the Co. it is essential that he should acquire the certificate of
ITI examination.

The concern supervisor and the labor welfare officer select workers. Physical fitness. Attitude
for work etc. are considered at the time of selection. With reference to the method Company
uses the indirect method more frequently for the recruitment of its employees. Some times
the Company also uses the third Party Method at the time of the selection of high level
personnel like general manager secretary and vice president.
 TRAINING AND DEVELOPMENT

Training for the workers:

The HR department of the Company prepares schedule for training of the workers in order to
make the familiar with their task and to develop the job. The main purpose of the company
behind imparting training is to make the workers well converse with the new technology.

Training for clerk and technical staff

The Company is not imparting any training courses as far as clerical staff is concerned. But
the supervisors are trained for:

 Gaining knowledge to responsibility

 Cost control and cost effectiveness
 Knowledge of all disciplinary action
 Development of leadership quality.

Executive development

Company aims at improving the managerial skills and effectiveness of its every individual
through a planned and deliberate profile and process of learning.

Company adopted the concepts the concepts of Birla Management Center, which aims at
giving new ideas and innovation. The target BMC Center is excellence for everyone. The
management of the Company pays a huge amount to the trainer for imparting training
performs in the organization.
 PERFORMANCE APPRAISAL

It is the process of evaluating the performance and qualifications of the employee in term of
the requirement of the job, for which he is employed.

The main aim of the evaluation system is to identify the performance gap. This gap is the
shortfall that occurs when performance does not meet the standard set by the organization as
acceptable.

Company the management is using three years of service period is studying performance
appraisal system. When a new candidate is recruited, the management examines his
performance for two years that is called as the apprentice period.

In this co. normally three years of service period is considered to be qualified period for
getting promotion. At the meanwhile of these three years the performance of the employee is
continuously observed and is taken into account while giving promotion. During this period
the management prepares the confidential report of the performance and behavior of the
candidate.

The performance appraisal system adopted by Company is traditional one. It conducts the
performance appraisal program in the month of May every year and all the employees are
divided into two categories i.e. staff members and operating workers.
 TRADE UNION

In Company there are more than 4000 employees in the organization and for the state of the
protection of their rights that have formed their trade union. Presently there are three trade
unions.

1) Indian Rayon Employee Union (IREU)

2) Indian Rayon Karmachari Mandal (IRKM)

This is associated with the Hind Mazdoor Sabha Karmachari Mandal.

3) Rayon Mazdoor Sangh (RMS)

This is associated with Bhartiya Mazdoor Sangh

Not only the workers are the members of trade union but the staff employees have also got
the membership of trade union. The strength of IREU is about 60% is of total working force,
the rest of two uses to follow the decision and negotiations made by the IREU.

The advantage of registered trade union is that police can’t arrest any representative of trade
union. Henceforth company has been keeping a good relation with trade union.
 INDUSTRIAL RELATION

It refers to a dynamic and developing concept witch is not limited to “the complex of
relations between trade union and management but also refers to the general web of
relationship. Normally obtained between and employees –a web much more complex than
the simple concept of labor-capital conflict.”

As it is useful for the organization, the Indian Rayon has also developed good and
appreciable industrial relation.

There exist thee Trade Union all over the unit that are:
1. Indian Rayon Employee Union
2. Rayon Mazdoor Sangh
3. Indian Rayon Karmachari Mandal

The last major strike in this unit was in 2001 after that no strike has been occurred till now.
This strike was settled down by the Memorandum of Settlement, which was made by the Co.
along with the Labor Union. The strike was basically in reference to the wage payment of the
worker and bonus.
 INTRODUCTION TO EMPLOYEE ENGAGEMENT

For several years now,’ Employee Engagement’ has been a hot topic in corporate circles. It’s
a buzz phrase that has captured the attention of workplace observers and HR managers, as
well as the executive suite. And it’s a topic that employers and employees alike think they
understand, yet can’t articulate very easily.

Engagement at work was conceptualized by Kahn, (1990) as the ‘harnessing of

Organizational members’ selves to their work roles. In engagement, people employ and
express themselves physically, cognitively, and emotionally during role performances. The
second related construct to engagement in organizational behavior is the notion of flow
advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as the
‘holistic senation’ that people feel when they act with total involvement.. Flow is the state in
which there is little distinction between the self and environment. When individuals are in
Flow State little conscious control is necessary for their actions.

Employee engagement is the thus the level of commitment and involvement an employee
has towards their organizational and its values. An engaged employee is aware of business
context, and works with colleagues to improve performance within the job for the benefit of
the organization. The organization must work to develop and nurture engagement, which
requires a two- way relationship between employer-employee. Thus Employee Engagement
is a barometer that determines the association of a person with the organization.

Engagement is the most closely associated with the existing construction of job involvement
(Brown) and flow (Csikzentmihalyi, 1990). Job involvement is defined as ‘the degree to
which the job situation is central to the person and his or her identity (Lawler & Hall, 1970).
Kananga (1982) maintained that involvement is a ‘Cognitive or belief state of Psychological
identification. Job involvement is thought to depend on both need saliency and the potential
of a job to satisfy these needs. Thus job involvement results form a cognitive judgment about
the needs satisfying abilities of the job. Jobs in this view are tied to one’s self image.
Engagement differs from job in as it is concerned more with how the individual employees
his/her self during the performance of his/her job. Furthermore engagement entails the active
use of emotions. Finally engagement may be thought of as an antecedent to job involvement
in that individual who experience deep engagement in their roles should come to identify
with their jobs.
When Kahn talked about employee engagement he has given important to all three aspects
physically, cognitively side. HR practitioners believe that the engagement challenge has a lot
to do with how employee feels about the work experience and how he or she is treated in the
organization. It has a lot to do with emotions which are fundamentally related to drive bottom
line success in a company. There will always be people who never give their best efforts no
matter how hard HR and line managers try to engage them. “But for the most part employees
want to commit to companies because doing so satisfies a powerful and a basic need in
connect with and contribute to something significant”.

Employee Engagement is loosely defined as the level to which employees are fully involved
in their work, committed to their work, care about their organization and colleagues and are
willing to extend themselves and go the extra mile for their company to ensure its success.
Employee Engagement as the extent to which workforce commitment, both emotional and
intellectual, exists relative to accomplishing the work, mission, and vision of the
organization. Employee engagement was described in the academic literature by Schmidt Et
Al (1993) “an employee’s involvement with, commitment to, and satisfaction with work”.
This integrates the classic constructs of job satisfaction (Smith Et Al, 1969), and
organizational commitment.

Employee Engagement is defined as the degree to which workers feel job satisfaction and an
emotional connection to the success of their businesses, resulting in improved productivity,
innovation and retention. Highly engaged employees use their discretionary efforts to “go the
extra mile” to do whatever it takes to ensure the organization meets its business goals.
Employee engagement is in the simple words the top level or the next level of job satisfaction
when any employee is completely satisfied with his job then only he can be engaged with the
job. When the employee is completely satisfied he will psychologically attached with the job,
he not only work with interest but also think the ways by which he efficiency and quality of
work can be improved. So with passage of time the productivity level of that employee and
ultimately the productivity level of organization will be raised.
 MODELS OF EMPLOYEE ENGAGEMENT

This is the first model that show three basic factors that are having effect on employee
engagement and finally increasing the level of organizational outcomes

Employee Engagement
“An emergent and working condition as a positive cognitive, emotional, and behavioral state
directed toward organizational outcomes.” – Shuck and Wollard, 2009

Emotional Engagement: Emotional Engagement means employee is basically having

emotional attachment like loyalty, commitment, proud feeling about organization is example
of emotional engagement.

Behavioural Engagement: Employee must be behaviourally engaged means not in the

office time but also outside of the organization his behavior should not spoil the image of the
organization or compatible with the organizational image.

Cognitive Engagement: Means taking active interest in what happens in the organization
and also recommend that it is a good organization to work for are the examples of cognitive
engagement.
 ALTERNATE MODEL

This is the second model which is showing employee engagement depend on three factors
satisfaction, motivation, and effectiveness.

Effectiveness: Here in this model, particularly considering the effective policies of the
organization and effectiveness of union or association. When these two factors are effective
then only employee can be engaged properly.

Motivation: The job must be enough to motivate to the employee and employee also given
proper empowerment for doing his/her work so he feel motivated about his/her work. Proper
appreciation will also increase the motivation level in the employees.

Satisfaction: The satisfaction level of employee plays very vital role in the employee
engagement when the employee is totally satisfied by the job then only he can be engage at
his/her works.
 CATEGORIES OF EMPLOYEE ENGAGEMENT

According to the Gallup the consulting organization there are there are different types of
people.

Engaged: “Engagement employees are builders. They want to know the desired
expectations for their role so they can meet and exceed them. They’re naturally curious about
their company and their place in it. They perform at consistently high levels. They want to
use their talents and strengths at work every day. They work with passion and they drive
innovation and move their organization forward.

Not Engaged: Not engaged employees tend to concentrate on tasks rather than the goals
and outcomes they are expected to accomplish. They want to be told what to do just so they
can do it and say they nave finished. They focus on accomplishing tasks vs. achieving an
outcome. Employees who are not-engaged tend to feel their contributions are being
overlooked, and their potential is not being tapped. They often feel this way because they
don’t have productive relationships with their managers of with their coworkers.

Actively Disengaged: The “actively disengaged” employees are the “cave dwellers”
They’re “Consistently against Virtually Everything.” They‘re not just unhappy at work;
they‘re busy acting out their unhappiness. They sow seeds of negativity at every opportunity.
Every day, actively disengaged workers undermine what their engaged coworkers
accomplish. As workers increasingly rely on each other to generate products and services, the
problems and tensions that are fostered by actively disengaged workers can cause great
damage to an organization’s functioning.
According one research of a 2008 employee Engagement report by Blessing White only 29
percent of workers are actively engaged, 17% were actively disengaged and 54% were not
engages at work. Employees with the highest level of engagement perform 20 percent better
and are 87 percent less likely to leave the organization according to a survey by Towers
perrin. A study by the Hay Group found engaged employees were as much as 43 percent
more productive.
 DRIVERS FOR EMPLOYEE ENGAGEMENT

There are different factors that are influencing employee engagement by improving them or
changing them you can have desired results in the level of employee engagement.

 Job Profile: - Job profile is important job profile should be according to the interest
of the person or suitable with the background of that person. It should be enough
challenging so the employee must be self motivated to do his/her job.

 Job Rotation:- Generally employee gets bored by doing single of monotonous work.
By having proper job rotation policies we can develop multiple skills in them and it
will reduce the absenteeism in them.

 Growth Opportunities and Fair Treatment:- Every employee should get equal
opportunities in the organization for growth. Every employee should be trained,
guided for their career development and given proper chance to should be developed
use their skills at workplace. And every employee should be treated well in
organization.

 Work Environment:- Work environment should be neat & clean well aerated, less
noisy, spacious and should have proper lighting arrangements. It should be developed
according to the ergonomics so there should not be any discomfort to employee while
doing their jobs.

 Organizations’ Culture: - Organizations’ culture is playing important role in

engagement restrictive environment is not good for organization. Every employee
should be properly employee so he/she can decision related to their job by doing these
they will be motivated to do their job.

 Pay and Other Financial support:- Every employee in every organization should
get proper remuneration for his/her work. Rather than pay organization should give
other financial support to have good life style. Also give festive advances or loans.

 Relation with Boss and With the Colleagues: - Every employee should have good
relations with his boos. Because for one and for another purpose you have to interact
with your boss and with your colleagues if you don’t have good relation with them it
will have impact on your work and efficiency.

 Support from Union of Association:- Organization should have union or association

for betterment and employee welfare. They are also giving them morale of social
support and for solving their dispute and conflicts.

 Image of the Organization: - How much employee are prepared to endorse the
products and services which their provides its customer depends largely on their
perception of the quality of those goods and services. High levels of employee
engagement ate inextricably linked with high levels of customer engagement.
 ATTRIBUTES OF TEN C’s EMPLOYEE ENGAGEMENT

There are many factors which are attributing in the employee engagement and that can
lead to better employee engagement.

1. Communicate:- Every organization should convey their mission vision to their

employee so they can align their interest with organization need and requirements
and overall communications should be proper and clear.
2. Career: - Management should provide proper guidance for career development
along with growth opportunities.
3. Confidence: - Every organization and its manager should keep confidence and
trust in their employees so it will motivate and induces confidence in them.
4. Control: - The controlling part depends on the organization culture and manager
styles so the level of control can be loose or tight.
5. Clarity: - Every employee should be clearly told or explained about their job
profile and related duties. There should be clarity in operations also.
6. Collaborate: - There should be proper co-ordination and relation between the
employee and their boss so they can help each other and also give the favorable
feedback about their work.
7. Compliment: - Every employee is been given proper feedback about their work
and for every good performance should be appreciated by the manager and the
organization.
8. Connect: - Employee should be told or aware about importance of his/her work
and organization should care for their all employees, so they can be more
committed and loyal to the organization.
9. Contribute: - Every employee should be given proper chance to contribute in the
decision process so he can have the feeling of ownership in him/her. And also
generate newer business ideas and improvement.
10. Credibility: - Manager should set an example for the employee by imbibing and
teaching ethical standards and practices and how to maintain company’s
reputation.
 IMPORTANCE OF EMPLOYEE ENGAGEMENT

 More Productivity:- When employee is completely engaged his attention and

involvement will be high so it will increase the productivity of the employee and for
the organization.
 Better Client servicing and Happier customers:- When employee is engages
actively his/her service of attitude will be very good and that will increase the
customer satisfaction level and help to in improvement in brand image
 Less Absenteeism:- When employee is engaged he knows what are the duties and
tasks have to be performed so actively engaged employee will have very less or no
absenteeism at workplace
 Lower Turnover, More Retention:- Actively Engagement will reduce the employee
turnover and increase the retention and it can be cost effective for the organization
because it can reduces the cost of recruiting of new employee.
 Higher levels of Motivation:- When the employee is Actively Engaged the level of
self motivation can be raised by giving proper empowerment for his/her job.
 Higher levels of Loyalty and Commitment to organization:- Actively engaged
employee’s loyalty and commitment is much more compare to not engaged and
disengaged employees.
 Higher Propensity to take Risk And Innovate:- Actively Engaged employee is
takes then risk and innovate and improve his/her work himself/herself.
 Higher Levels of Energy and Enthusiasm:- Energy level and enthusiasm of actively
engaged employee is very high at work place.
 Makes The Employee Effective Brand Ambassadors For The Company:- Any
employee who is engaged can be a good brand ambassador for his organization
Engaged employees will stay with company, be an advocate of the company and its
products and services, and contribute to bottom line business success.
 Willingness to Take on New challenges”:- they will easily understand the changes
for performance improvement and the changes can be easily acceptable. Fewer
excuses toward change.
 THE BARRIERS TO EMPLOYEE ENGAGEMENT

Despite the compelling case for employee engagement, we know that a significant percentage
of the workforce feel disconnected form the work they do and people they work for. Whilst
accepting that all of us are capable of having a ‘bad bay at work’ we do not accept the
inevitability of work being just one bad day after another.

Britain’s workplaces reflect changing attitudes, norms and expectations in wider society. The
so-called ‘death of deference’ has impacted on the employer-employee relationship. Much
has also been made of generation Y’ who have high expectations about what work will offer
them in terms of self-fulfillment.

However we would argue that these higher expectations are not limited to one particular
demographic. Increasingly employee expect to be treated as human beings with rights and
responsibilities as, for example, the introduction of the right to request flexible working for
those with children or caring responsibilities recognizes.

We have, identified four broad inhibitors to effective engagement by an organization’s

leadership and management; these inhibitors occur across sectors;

 Lack of Awareness

 Uncertainty About starting

 Mangers and organization culture

 Underestimating Engagement
TEN LAWS TO MAKE EMPLOYEE ENGAGEMENT EFFECTIVE

1. REDUCE. The simplest way to achieve simplicity id through thoughtful

reduction. What can you reduce from work and the organization that can enhance
employee engagement? Perhaps you can remove constricting policies or physical
barriers between people.
2. ORGANIZE. Organization makes a system of many appear fewer. There are
many variable influencing employee engagements. Strive to organize them into
effective categories. For example I like to organize employee engagement
interventions into 3 dimensions: organizational, leadership, and employee.
3. TIME. Savings in time feels like simplicity. Where can time be saved to make
work simpler and yet more productive and powerful?
4. LEARN. Learn all you can about employee engagement. Learn what engages you.
Learn what experts offer. Mostly in a leadership position, learn from the people
closest to engagement- yourself and the employees!
5. DIFFERENCES. Simplicity and complexity need each other. Engagement must be
interspersed with periods of disengagement.
6. CONTEXT. What lies in the periphery of simplicity is definitely not peripheral.
If you want to enhance engagement look to change the context of work or the
working environment and watch behavior change because of this “peripheral” change.
7. EMOTION. More emotions are better than less. Emotion is the motion of
engagement. Create emotions of caring and satisfaction and belonging. Let employees
know they matter.
8. TRUST. In simplicity we trust. Employee engagement must be based on trust and
belief effective employee engagement is based on mutual purpose and benefit for all.
9. FSILURE. Some things can never be made simple. As you strive to simplify
employee engagement keep your eyes open for failure and what can be learned from
this.
10. THE ONE. Simplicity is about subtracting the obvious, and adding the
meaningful. What obvious drudgery cab be removed from work so that the most
meaningful of efforts can be added to the employee’s effort and experience?
HOW TO MEASURE EMPLOYEE ENGAGEMENT?
Gallup research consistently confirms that engaged work places compared with least engaged
are much more likely to have lower employee turnover, higher than average customer
loyalty, above average productivity and earnings. These are all good things that prove that
engaging and involving employees make good business sense and building shareholder value.
Negative workplace relationship may be a big part of many employees are not engaged with
their jobs.

Step I: Listen:

The employee must listen to his employee and remember that this is a continuous process.
The information employee’s supply will provide direction. This is the only way to identify
their specific concerns. When leaders listen, employees respond by becoming more engaged.
This results in increased productivity and employee respond. Engaged employee are much
more likely to be satisfied in their positions, remain with the company, be promoted and
strive for higher levels of performance.

Step II: Measure Current Level of Employee Engagement:

Employee engagement needs to be measured at regular intervals in order to track its

contribution to the success of the organization. But measuring the engagement (feedback
through surveys) without planning how to handle the result can lead employee to disengage.
It is therefore not enough to feel the pulse the action plan is just as essential knowing the
degree in which employee are engaged? Employee engagement satisfaction surveys
determine the current level of employee engagement. A well administered satisfaction
survey will let us know at what level of engagement the employees are operating.
Customizable employee surveys will a starting point towards the efforts to optimize
employee engagement. The key to successful employee satisfaction surveys is to pay close
attention to the feedback from the staff. It is important that employee engagement is not
viewed as a onetime action. Employee engagement should be a continuous process of
measuring, analyzing defining and implementing.
Step-III: Identify the problem Areas:

Identify the problem areas to see which are the exact areas, which lead to disengaged
employees.

Step IV: Taking Action to Improve Employee Engagement by Action upon

the Problem Areas:

Nothing is more discouraging to employees than to be asked for their feedback and see no
movement toward resolution of their issues. Even the smallest actions taken to address
concerns will let the staff know how their input is valued. Feeling valued will boost morale,
motivate and encourage future input. Taking action starts with listening to employee
feedback and a definitive action plan will need to be put in place finally.
 DATA ANALYSIS

 Sample Size -50

 Tools Of Data Collection

 Primary –Questionnaire

 Secondary-Literature From The Company, Books, Web Site,(Please check

Bibliography)

 Literature Review

 www.ddiworld.com/pdf/ddi_measuring employee enagagement_wp.pdf

 Measuring Employee Engagement

 Q-1 The purpose of the organization makes you feels that your job is
important.
Choice No of Observation Percentage
Strongly Agree 16 32
Agree 25 50
Neutral 8 16
Disagree 1 2
Strongly Disagree - -

INTERPRETATION: From the above data 50% are agree and 32% are strongly agree
and only 2% are disagree that there job is important.
Q-2 The quantity of your work is enough to keep you busy but not too much to over
burden you.

Choice No of Observation Percentage

Strongly Agree 6 12
Agree 25 50
Neutral 14 28
Disagree 5 10
Strongly Disagree - -

INTERPRETATION: From the above graph 12% strongly Agree, 50% Agree, 28%
Neutral and 10% disagree that the quantity of the work is enough to keep them busy
but not too much to over burden them.
Q-3 Your boss is giving you regular feedback of your performance.

Choice No of Observation Percentage

Strongly Agree 7 14
Agree 17 34
Neutral 16 32
Disagree 8 16
Strongly Disagree 2 4

INTERPRETATION: From the above graph 14% Strongly agree, 34%Agree, 32%
Neutral, 16% Disagree and 4% Strongly disagree that their boss is giving regular
feedback of their performance.
Q-4 I’m free to choose my own method of working.

Choice No of Observation Percentage

Strongly Agree 8 16
Agree 20 40
Neutral 12 24
Disagree 9 18
Strongly Disagree 1 2

INTERPRTATIONS: From the above data 16% are strongly agree, 40% are agree,
24% are neutral, 18% are disagree and 2% are strongly disagree but the benefit is that
40% are agree that they are free to choose their own method of working.
Q5 Training and development programs are effective to improve my knowledge and
skills for doing my work effectively.

Choice No of Observation Percentage

Strongly Agree 10 20
Agree 19 38
Neutral 12 24
Disagree 7 14
Strongly Disagree 2 4

INTERPRETATION: From the above data 20% are strongly agree, 38% are agree,
24% are neutral 14% are disagree and 4% are strongly disagree that training and
development programs are effective to improve my knowledge and skills for doing my
work effectively.
Q6 Housing and Car loans provided by the organization with the liberal terms and
conditions.

Choice No of Observation Percentage

Strongly Agree 13 26
Agree 27 54
Neutral 8 16
Disagree 2 4
Strongly Disagree -

INTERPRETATION: From the above data 26% are strongly agree, 54% are agree,
16% are neutral and 4% are disagree that housing and car loans provided by the
organization with the liberal terms and conditions.
Q7 There is good co-operation between employee and management.

Choice No of Observation Percentage

Strongly Agree 9 18
Agree 23 46
Neutral 13 26
Disagree 4 8
Strongly Disagree 1 2

INTERPRETATION: From the above data 18% are strongly agree, 46% are agree,
26% are neutral, 8% are disagree, and 2% are strongly disagree that there is good co-
operation between employee and management.
Q8 Efficiency and hard work is being encouraged.

Choice No of Observation Percentage

Strongly Agree 13 26
Agree 24 48
Neutral 8 16
Disagree 3 6
Strongly Disagree 2 4

INTERPRETATION: From the above data there are 26% strongly agree, 48% agree,
16% neutral, 6% disagree, and 4% are disagree and 48% is being satisfied that there
efficiency and hard work is being encouraged.
Q9 You are regularly aware about the updated information related to the work.

Choice No of Observation Percentage

Strongly Agree 11 22
Agree 25 50
Neutral 8 16
Disagree 5 10
Strongly Disagree 1 2

INTERPRETATION: From the above data there are 22% strongly agree, 50% agree,
16% neutral, 10% disagree and 2% are strongly disagree that they are regularly aware
about the updated information related to the work.
Q 10 Your participation is formulating specific goals and objectives.

Choice No of Observation Percentage

Strongly Agree 6 12
Agree 28 56
Neutral 10 20
Disagree 5 10
Strongly Disagree 1 2

INTERPRETATION: From the above data there are 12% strongly agree, 56% are
agree, 20% are neutral, 10% are disagree, 2% are strongly disagree and more than
50% are agree that their participation is formulating specific goals and objectives.
Q-11 Organization take pride in the Product Quality and Services.

Choice No of Observation Percentage

Strongly Agree 14 28
Agree 30 60
Neutral 3 6
Disagree 3 6
Strongly Disagree - -

INTERPRETATION: From the above data there are 28% strongly agree, 60% are
agree, 6% are neutral, 6% are disagree and more than 50% believe that organization
take pride in the Product Quality and Services
Q-12 Reward appropriately for high performance employee.

Choice No of Observation Percentage

Strongly Agree 10 20
Agree 16 32
Neutral 16 32
Disagree 6 12
Strongly Disagree 2 4

INTERPRETATION: From the above data there are 20% are strongly agree, 32% are
agree, 32% are neutral, 12% are disagree, and 4% are strongly disagree and believe
that reward appropriately for high performance employees.
Q-13 Facilities are maintained with high standard for safety.

Choice No of Observation Percentage

Strongly Agree 11 22
Agree 30 60
Neutral 7 14
Disagree 2 4
Strongly Disagree - -

INTERPRETATION: From the above data there are 22% strongly agree, 60 % are
agree, 14% are neutral, and 4% are disagree and more than 50% believes that facilities
are maintained with high standard for safety.
Q 14 I feel proud of talking about the organization.

Choice No of Observation Percentage

Strongly Agree 28 54
Agree 17 34
Neutral 5 10
Disagree - -
Strongly Disagree - -

INTERPRETATION: From the above data there are 54% are strongly agree, 34% are
agree, and 10% are neutral and more than 50% believes that they feel proud of talking,
about the organization.
Q 15 Motivation and reward having impact on employee’s productivity.

Choice No of Observation Percentage

Strongly Agree 19 38
Agree 25 50
Neutral 4 8
Disagree 1 2
Strongly Disagree 1 2

INTERPRETATION: From the above data there are 38% strongly agree, 50% are
agree, 8% are neutral, 2% are disagree, and 2% are strongly disagree and more than
50% believe that motivation and reward having impact on employee’s productivity.
 SWOT ANALYSIS

The overall evaluation of division like strength, weakness, opportunity and threats is called
SWOT Analysis.

STRENGTH:

 Yarn produce here is of high quality then also management always try’s to
increase the quality of yarn in order to fulfill their potential customer and new
ones. Total produced items wasted are being sold; this shows the efficiency of
sales activity.
 Better pacing, carriage and transportation system with all modern equipment
and good after sales service.
 Regular meeting and seminars are conducted in the entire department in order
to find our loopholes and solve the same.
 Division also have continuous spinning yarn department in which the modem
technology is used for the spinning the yarn and its is adopted from Germany.
 Divisions have domestic as well as export market and for this they are doing
the Internet marketing in order to find new markets.
 Division has WCM (World Class Manufacturing) cell in which they look out
for better way of manufacturing.
 ISO 9002 for the better quality of the production carries division.
 Division is certified by ISO 14001 for the good environment management
system, for their division has hoti-culture department in order to look to the
surrounding environment.
 Honored by Safety Award.
WEAKNESS:

 Cost of production is more due to existence of very old technology installed in

this division.
 Many process steps and process is more sensitive to normal process variations
 Division is unable to pay more attention toward proper human resource
management.
 Location away from consuming centers.
 Bigger process cycle/ higher process stock.

OPPORTUNITY

 Division should find new market area for its products specially chemicals
 More research activity should be done, as there is chance of finding new
markets.
 VFY use for certain textile items is specific and indispensable.
 Quality has more weight age in international market. Indian Rayon Pot
Spinning Yarn is next to Asahi Japan and better than Chinese and Russian
Yarn used in international market.
 Biggest opportunity, when opening up of global market when MFA expires in
2005. Quota restriction will go which will boost the export of Yarn directly
and though Textile in World’s two biggest market Europe and US.

THREATS

 Government policies are the main hurdles of the division’s performance.

 Emergence of cotton threads made the market share of Rayon Yarn low.
 Fashion changes are also basic threats for such division.
 The Viscose Process is highly polluting. The basic raw material (pulp) is again
pollution prone.
 CONCLUSION

After going through the training program, functioning of the organization which I observed
from that it can be concluded that Indian Rayon is the large scale manufacturing organization
and successful player in the VFY and chemical products. The company has the strong
financial structure and has a very good reputation in the market.

In the backdrop of various initiatives taken and strong performance during the year, Indian
Rayon is on the path of superior performance. The company has strategically moved into
various growth businesses and these are backed by traditional business that generates strong
cash flows to drive the growth.

As concerned with the personnel Dept. it is well organize. If there are certain problems than
they are solve by mutual understanding between the personnel and the management.
Manpower Planning and human assets are well organized.

The company is also doing its business with the Global Market. In India, the share of Indian
Rayon and the total export of the VFY are highest.
 BIBLIOGRAPHY

Books

 K. Aswathappa: “Human Resource and Personnel Management”, 4th Edition, Tata

Mc Graw Hill Publishing Company Ltd.

 Pandey I.M., “Financial management”, Ninth Edition, Vikas publishing house private
limited. New Delhi.

 V.K.Saxena & C.D.Vashist: Essential of Financial Management, 1st Edition 2008,

Sultan Chand And Sons.

 Philip Kotler: “Marketing Management”, the Millennium Edition, Prentice Hall of

India Pvt. Ltd.

Magazine
 Aditya Kiran Birla Group Publication.
 Business Strategy.

Websites
 www.indianrayon.com
 www.adityabirlanuvo.com
 ANNEXURE

QUESTIONNAIRE ON EMPLOYEE ENGAGEMENT

GENDER: Male: Female:

AGE: 20-30yrs: 31-40: 41-50:

51-60:

EXPERIENCE: 0-10 yrs 10-20yrs 20-30yrs

CATEGORY: Officer Non officer

1) The purpose of the organization make you feel Strongly Agree Neutral Disagree Strongly
that your job is important Agree Disagree
2) The quantity of your work is enough to keep you
busy but not too much to over burden you
3) Your boss is giving you regular feedback of
your performance
4) I’m free to choose my own method of working

5) Training and development programs are

effective to improve my knowledge and skills for
doing my work effectively
6) Housing and Car loans provided by the
organization with the liberal terms and conditions
7)There is good co-operation between employee
and management
8) Efficiency and hard work is being encouraged

9) You are regularly aware about the updated

information related to the work
10) Your participation is formulating specific goals
and objectives
11) Organisation take pride in the Product Quality
and Service
12) Reward appropriately for high performance
employees
13) Facilities are maintained with high standard for
safety
14) I feel proud of talking, about the organization

15) Motivation and reward having impact on

employee’s productivity