Draft Project HR

8/7/2019 Draft Project HR

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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 dont 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:


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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


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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. Opencommunication 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


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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 ofQuality 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 dont 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 managers do or


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dont 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 managers do or dont do. It is

seen that managers who respect and value employees competency, pay attention to theiraspirations, 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


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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 forceof 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. ABGs 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.


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ABG ensures that all the Groups polices, forward looking initiatives and goals are fully

communicated to all employees and that they understand and relate to these. ABGs 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 Indias 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 Groups 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 StreetJournal

Study 2007. This has been announced recently.

Globally the Aditya Birla Group is:

A metals powerhouse, among the worlds 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 worlds top 15 BPO (Business Process Outsourcing) companies


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and among Indias 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 Groups 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.


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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


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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.

Awarpur, Maharashtra

2. Hirmi cement works.

Hirmi , Madhya Pradesh

3. Gujarat cement works.

Kovaya, Gujarat

4. Andhra Pradesh cement works.

Tadpatri, Andhra Pradesh

UltraTech Cement grinding units are located at:

1. Jarsuguda

Orissa

2. Arakkonam

Tamilnadu

3. Durgapur

West Bengal

UltraTech Cement Limited Subsidiaries:

Cement Plants:

Narmada Cement Company Limited


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Gujarat

Grinding Units:

Magdalla

Gujarat

Ratnagiri

Maharashtra

UltraTech Cement Terminals are located at:

1. Navi Mumbai

Mumbai

2. Mangalore Terminal

Karnataka

3. UltraTech-Ceylinco

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:


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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 of40 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 &

Toubros 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


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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 90- micron 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.

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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 ESPs (Electrostatic Precipitators). APCW manufactures

OPC, PPC & PSC. At APCW there are six silos of4600 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 packingmachines 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


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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


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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 Groups 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.


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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 attainedthrough 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 wereabout 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

ofcamaraderie, 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


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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 meansBOND and material possessing binding. This cementing property is called

asC ement. 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


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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


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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

Research Approach :

Survey method

Research Instrument:

Questionnaire

Sampling scheme

:

Simple random sampling

Contact method

:

Personal / Direct

Sample size

:

114

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2.8

DATA

SOURCES

AND

COLLECTION

METHODS


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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.

28


24/95


25/95

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

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

59

52

Agree


26/95

46

40

Disagree

5

4

Strongly disagree

1

1

Neither agree nor

disagree

3

3

TOTAL

114

100.0

Graph 3.1

DUTIES AND RESPONSIBILITIES

52

40

4

1

3

0

10

20

30

40


27/95

50

60

Strongly agree

Agree

Dis agree

Strongly

disagree

Neither agree

nor disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

29


28/95

3.2 Company provides proper Authority, Responsibility, and

Accountability to employees.

Introduction:

Every employee is assigned a job with Authority, Responsibility and Accountability.


29/95

In this question it is to identify whether these activities are performing well or not.

Table3.2

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

40

35

Agree

52

46

Disagree

15

13

Strongly disagree

4

3

Neither agree nor disagree

4

3

TOTAL

114

100

Graph 3.2

AUTHORITY,RESPONSIBILITY,ACCOUNTIBILITY

35

46


30/95

13

3

3

0

10

20

30

40

50

Strongly agree

Agree

Dis agree

Strongly disagree Neither agree nor

disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

30


31/95

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.


32/95

Table 3.3

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

30

26

Agree

50

44

Disagree

15

13

Strongly disagree

11

10


8

7

TOTAL

114

100.0

Graph 3.3

IDENTIFIED FOR NEW ASSIGNMENTS

26

44

13


33/95

10

7

05

10

15

20

25

30

35

40

45

50

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.FRESPOND

ENTS

PERCENTAGE

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

31


34/95

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


35/95

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

30

26

Agree

50

44

Disagree

12

11

Strongly disagree

10

9


12

10

TOTAL

114

100.0

Graph 3.4

CONVERT STRESS IN POSITIVE MANNER

26

44

11

9


36/95

10

05

10

15

20

25

30

35

40

45

50

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

32


37/95

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


38/95

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

35

31

Agree

40

35

Disagree

17

15

Strongly disagree

12

10


3

9

TOTAL

114

100.0

Graph 3.5

JOB IS ROTATED

31

35

15

10


39/95

9

05

10

15

20

25

30

35

40

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

33


40/95


41/95

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

30

26

Agree

50

44

Disagree

23

20

Strongly disagree

5

5


6

5

TOTAL

114

100.0

Graph 3.6

HOD IDENTIFIES MY PRESENT SKILLSE

26

44

20

5


42/95

5

05

10

15

20

25

30

35

40

45

50

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

34


43/95

3.7. Company provides new opportunities apart from regular

assignments

Introduction:


44/95

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

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

33

29

Agree

50

44

Disagree

22

19

Strongly disagree

7

6


2

2

TOTAL

114

100.0

Graph 3.7

PROVIDING NEW OPPORTUNITIES

29


45/95

44

19

6

2

05

10

15

20

25

30

35

40

45

50

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

35


46/95

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


47/95

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

35

31

Agree

50

44

Disagree

14

12

Strongly disagree

7

6


8

7

TOTAL

114

100.0

Graph 3.8

SUPERIOR GUIDES ME AS AND WHEN REQUIRED

31

44

12

6


48/95

7

05

10

15

20

25

30

35

40

45

50

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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


36


49/95

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


50/95

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

30

26

Agree

45

39

Disagree

12

11

Strongly disagree

11

10


16

14

TOTAL

114

100.0

Graph 3.9

HOD ADDRESS GRIEVANCE

26

39

11

10


51/95

14

05

10

15

20

25

30

35

40

45

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

37


52/95

3.10 Organization utilizes employee services effectively and

efficiently.

Introduction:

This question is to identify whether the organization utilizes their services


53/95

effectively and efficiently.Table3.10

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

30

26

Agree

40

35

Disagree

19

17

Strongly disagree

14

12


11

10

TOTAL

114

100.0

Graph 3.10

ORGANIZATION UTILIZES EMPLOYEE SERVICES EFFECTIVELY

26

35

17


54/95

12

10

05

10

15

20

25

30

35

40

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

38


55/95

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.


56/95


57/95

6

4

05

10

15

20

25

30

35

40

45

50

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

39


58/95

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


59/95

assignments in time. This question is to identify whether they are co-operative or not.

Table 3.12

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

40

35

Agree

52

46

Disagree

16

14

Strongly disagree

3

3


3

2

TOTAL

114

100.0

Graph 3.12

SENIORS,COLLEAGUES AND SUBORDINATES ARE VERY COOPERATIVE

35

46


60/95

14

3

2

05

10

15

20

25

30

35

40

45

50

Strongly agree

Agree

Dis agree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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


40


61/95

3.13. Employees are recognized and rewarded suitably by the

organization.

Introduction:


62/95

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

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

26

23

Agree

40

35

Disagree

22

19

Strongly disagree

12

11


14

12

TOTAL

114

100.0

Graph 3.13

RECOGNITION AND REWARDS SUITABLY BY THE ORGANIZATION

23


63/95

35

19

11

12

05

10

15

20

25

30

35

40

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO,OFRESPON

DENTS

PERCENTAGE

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.

41


64/95

3.14. Organization provides compensation based on qualification,

experience.

Introduction:


65/95

Compensation refers to giving an additional pay to the employees if any loss occurs.

This question is to identifying whether compensation commensurate with

qualification.

Table 3.14

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

27

24

Agree

64

56

Disagree

17

15

Strongly disagree

3

3


3

2

TOTAL

114

100.0

Graph 3.14

COMPENSATION COMMENSURATE WITH QUALIFICATION

24


66/95

56

15

3

2

0

10

20

30

40

50

60

Strongly agree

Agree

Disagree

Strongly

disagree

Neither agree

nor disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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


42


67/95

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.


68/95

Table3.15

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

40

35

Agree

55

48

Disagree

9

8

Strongly disagree

6

5


4

4

TOTAL

114

100.0

Graph 3.15

SENSE OF JOB SECURITY AND SENSE OF SOCIAL BELONGINGNESS

35

48

8


69/95

5

4

0

10

20

30

40

50

60

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

Inference:

From the above graph, it is observed that 83% of the respondents strongly have accepted that they

feel a sense of job security and sense of social belongings in the organization. Around 13% of


43


70/95

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


71/95

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

60

53

Agree

34

30

Disagree

5

4

Strongly disagree

10

9


5

4

TOTAL

114

100.0

Graph 3.16

PROUD OF WORKING WITH ABG GROUP

53

30

4

9


72/95

4

0

10

20

30

40

50

60

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

44


73/95

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.


74/95

Table 3.17

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

40

35

Agree

30

26

Disagree

15

13

Strongly disagree

10

9


19

17

TOTAL

114

100.0

Graph 3.17

ABG GROUP PROVIDES CAREER OPPORTUNITIES

35

26

13


75/95

9

17

05

10

15

20

25

30

35

40

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

4

5


76/95

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.


77/95

Table 3.18

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

50

44

Agree

40

35

Disagree

9

8

Strongly disagree

4

3


11

10

TOTAL

114

100.0

Graph 3.18

HEALTH, ACCIDENTS AND INSURENCE POLICY

44

35

8


78/95

3

10

05

10

15

20

25

30

35

40

45

50

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

46


79/95

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.


80/95

Table 3.19

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

45

39

Agree

40

35

Disagree

12

11

Strongly disagree

11

10


6

5

TOTAL

114

100.0

Graph 3.19

ORGANIZATION IS CONCERNED ABOUT THE HEALTH OF THE EMPLOYEES

39

35

11


81/95

10

5

05

10

15

20

25

30

35

40

45

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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 regularintervals. Around 21% of respondents have not accepted the statement.

47


82/95

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.


83/95

Table 3.20

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

45

39

Agree

40

35

Disagree

10

9

Strongly disagree

11

10


8

7

TOTAL

114

100.0

Graph 3.20

TRANSPORTATION FACILITIES ARE EXTENDED TI THE TOWNSHIP

39

35

9


84/95

10

7

05

10

15

20

25

30

35

40

45

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

48


85/95

3.21. Organization provides accommodation facility to the employees

based on availability of the quarter.

Introduction:


86/95


87/95

35

7

7

7

05

10

15

20

25

30

35

40

45

50

Strongly agree

Agree

Dis agree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

49


88/95

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.


89/95

Table 3.22

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

40

35

Agree

40

35

Disagree

15

13

Strongly disagree

10

9


9

8

TOTAL

114

100.0

Graph 3.22

SCHOOL PROVIDES GOOD EDUCATION AND EMINITIES

35

35

13


90/95

9

8

05

10

15

20

25

30

35

40

Strongly agree

Agree

Disagree


disagree

DIMENSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

50


91/95

3.23. Employees are familiar and satisfied about the recreation activities

facilitated by the organization.

Introduction:


92/95

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.

Table 3.23

DIMENSIONS

NO.OF RESPONDENTS

PERCENTAGE

Strongly agree

40

35

Agree

40

35

Disagree

13

12

Strongly disagree

5

4


16

14

TOTAL

114

100.0

Graph 3.23

RECREATION ACTIVITIES

35


93/95

35

12

4

14

05

10

15

20

25

30

35

40

Strongly agree

Agree

Disagree


disagree

DIMSNSIONS

NO.OFRESPON

DENTS

PERCENTAGE

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.

51

FINDINGS


94/95

(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.

52

(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.


95/95

(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 andaccident 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 educationand 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.

53

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.

( ) d f l h h h d d

Documents

Draft Project HR