TOPIC

HUMAN RESOURCE MANAGEMENT

OF
ADITYA BIRLA GROUP
SUBMITTED BY

PROJECT GUIDE

SUBMITTED TO

VISITING CERTIFICATE

Index
Sr. No.

Topic

INTRODUCTION

ADITYA BIRLA GROUP

VISION

MISSION

VALUES

GLOBALLY

BEYOND BUSINESS

PLANT PROFILE

INDUSTRY PROFILE

PEOPLE MANAGEMENT AT ULTRA TECH CEMENT

REASEARCH METHODOLOGY

EMPLOYEE RETENTION

RESEARCH DESIGN

10

ANALYSIS AND INTERPRETATION

11

FINDING

12

SUGGESTION

13

BIBLOGRAPHY

INTRODUCTION

Page No.

The Aditya Birla Group is an Indian multinational conglomerate corporation

headquartered in Mumbai, Maharashtra, India.[4] It operates in 33 countries with
more than 133,000 employees worldwide. The group has diversified business
interests and is dominant player in all the sectors in which it operates such as
viscose staple fiber, metals, cement, viscose filament yarn, branded apparel,
carbon black, chemicals, fertilizers, insulators, financial services, telecom, BPO
and IT services.
The Aditya Birla group is a US$ 40 billion conglomerate which gets 60 % of
its revenues from outside India. The Aditya Birla Group has been adjudged the
best employer in India and among the top 20 in Asia by the Hewitt-Economic
Times and Wall Street Journal Study 2007. The origins of the group lie in the
conglomerate once held by one of India's foremost industrialists
Mr. Ghanshyam Das Birla.
Aditya Birla is organized into various subsidiaries that operate across different
sectors. Among these are viscose staple fiber, non-ferrous metals, cement,
viscose filament yarn, branded apparel, carbon black, chemicals, Retail (under
the 'More' brand supermarkets), fertilizers, chemicals, insulators, financial
services, telecom, BPO and IT services. The Group consists of five main
companies, which operate in various industry sectors through subsidiaries, joint
ventures, etc. These are Hindalco, Grasim, Aditya Birla Nuvo, Idea
cellular and UltraTech Cement.

TH E AD IT YA B IR LA GR OU P

VISION:
To be a premium global conglomerate with a clear focus on each business.

MISSION:
To deliver superior value to our customers, shareholders, employees and
society at large.

VALUES:
Integrity
Commitment
Passion
Seamlessness
Speed
ABG is a 24 billion dollars corporation; the Aditya Birla Group is anchored by an
extraordinary force of 100,000 employees, belonging to 25 different nationalities. The
diversity of location, language and culture blends seamlessly into a common work
ethos, which hinges on

fostering

excellence, recognizing

and rewarding

entrepreneurship.
ABG believes in empowerment, delegation and calculated risk taking. 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.
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.

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 Street Journal
Study 2007. This has been announced recently.

G LOBAL LY T HE A DIT YA BI RL A G ROUP 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 aluminum rolling company and one of the 3 biggest
producers of primary aluminum 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 2013.
Among the worlds top 15 BPO (Business Process Outsourcing) companies
and among Indias top 3
Among the best energy efficient fertilizers plants.

I N I NDI A :

A premier branded garments player Grasim Suitings

The 2nd largest player in viscose filament yarn
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 BUSI NESS:

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.
Focus areas are: health care, education sus tainable 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.

12

P LAN T P RO FILE
U LT R AT ECH C EM ENT LI MI
T ED

I NTRODUCTI ON:
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 Aditya Vikram .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 or de r .

UltraTech C e m e n t

Li mi t ed s

distribution

s ervices o u t -reach underlines its strong customer orientation.

and

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 tons per year.
UltraTech Cement Limited manufactures and markets.
Ordinary Portland cement 43 grades / 53 grades
Portland Blast Furnace Slag Cement
Portland Pozzolana Cement

U L TRAT ECH CEMENT PL ANTS ARE L OCATED

AT:
1. Awarpur cement works.

Awarpur, Maharashtra

2. Hirmi cement works.

Hirmi , Madhya Pradesh

3. Gujarat cement works.

Kovaya, Gujarat

4. Andhra Pradesh cements works.

Tadpatri, Andhra Pradesh

U L TRAT ECH CEMENT GRI NDI NG UNI TS ARE

L OCATED AT:
1. Jarsuguda

Orissa

2. Arakkonam

Tamilnadu

3. Durgapur

West Bengal

U L TRAT ECH CEMENT LI MI TED S UBSI DI ARI ES:

Cement Plants:
Narmada Cement Company Limited

Gujarat

Grinding Units:
Magdalla

Gujarat

Ratnagiri

Maharashtra

U L TRAT ECH CEMENT T ERMI NAL S ARE L

OCATED AT:
1. Navi Mumbai

Mumbai

2. Mangalore Terminal

Karnataka

3. UltraTech-Ceylinco

Srilanka

1
4

P L ANT CAPACI TY:

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 tons 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.

U NI QUE F EATURES OF AP CW:

A peculiarity of UltraTech Cement Limited's APCW is that its mines fall in
Kurnool district while the plant is in Anantapur District.
only cement plant in UltraTech Cement Limited, with a split location of
entire main plant on top of a hillock and the packing plant down the hill.
One of the plants using minimum energy for cement manufacturing.
only plant where the entire cement-loading rake of 40 wagons can be
placed on one stretch constructed on engine on load concept.
The RCC chimney at the plant is the tallest in the Indian cement Industry.
It has two vertical raw mills (Atox 50) having a roller diameter of 5 M
these are the biggest mills in the country.
First unit to implement computerized billing for cement loading.

H UM AN R ES OU RC E SY ST E M IN U LT RA T
EC H C EM E NT LIM ITE D:
Human Resource policy is managed at corporate level and unit levels.
Major policy and strategies in certain areas are formulated at Corporate HR.
APCW formulates the local level strategies and policies in line with the Corporate
HR. HR SET at UltraTech, APCW, implements both local level and corporate
level HR polices and strategies. Unit Head, Operations Head, Functional
Heads and Unit Personnel Manager are involved in formulating APCW polices and
strategies.
The Corporate HR regularly conducts HR conclaves in order to bring about
greater cohesion of OD level HR polices, so as to align these systems with
individual units requirements and also keeping in view overall business goals.
Units head and HR heads attend these meets.

MAN POWER:
Based on requirement of individual departments, Head of that department
is asked to give information to man power planning department regarding the
number of persons required.

The departmental heads assess their requirements

based on the
available departmental job description to ensure role clarity and to avoid
role ambiguity. The Central Personnel Dept. carries out the recruitment process.
The total employees in APCW are 444 covering all departments as
on
26.06.2007, out of which 225 are in Officers and Supervisor Cadre, 44 are
Monthly rated employees and 175 are Daily rated employees. There are nearly
500 contract labors working every day on casual basis.

IN DU ST RY PR OFILE
I
ndi
Industry:

an

Cement

The Indian Cement Industry is a unique combination of very large to very

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

H i story
Cement:

The search for men made bonding materials began with human endeavor to
mimic

the

habits

gifted by nature.

Situations changed

with growth in

population during Paleolithic Age men used to enjoy adequate shelter provided by
nature.
The Bronze Age also witnessed the age of building materials from clay
based mixture. The Bronze Age also witnessed the use of air hardening lime. This
obviously linked with the discovery of fire and chanced calcinations of limestone in
some forest tracts.
In the evolutionary process the Phoenicians perfected the practice of mortar
preparation with the burnt lime and volcanic ash. The use of lime and its
preparation was handed over from generation to generation to present times.
Modern Portland Cement was invented by JOSEPH ASPDIA of LEEDS in
the year 1824 and this was patented as PORTLAND because of its hardening, this
used to look like stone from Isle of PortLand.
In modern terminology cement can be defined as follows:
The word cement means BOND and material possessing binding.
This cementing property is called as Cement. Cement as used in the construction
industry is a fine inorganic powder inherent, cohesive and adhesive properties. It is
hydraulic material, which sets and hardens on addition of water and imparts
strength to the structure.

E vol uti on of Cement i n Indi a:

The attempt to produce Cement in India dates back to 1889 when a
Calcutta based firm attempted to produce Agrillaceauskankar. The first organized
attempt tko produce Cement on a mass scale was attempted in 1904 by South
Indian Industries Limited. The growth continued and in 1936 eleven companies
emerged to form Associated Cement Companies (ACC). The formation of concrete
association in India in 1927, helped to popularize the use of indigenous cement.
By 1947, India has 23 cement plants with a capacity of 2.2 million tones per
annum to the ever increasing demand of cement.

P EOPL E MANAGEMENT AT U L TRAT ECH

CEMENT LI MI TED:
"Employee Delight is the key to Customer Delight" is the conviction of
UltraTech
Limited.

Cement

UltraTech

Cement

Limited's

residential

management

development

center offers employees the opportunities for Knowledge enhancement and learning
through self-study and introspection. The faculty is drawn from India's premier
management institutes. UltraTech Cement Limited has also found a place for
itself as the only "Asian

member

of

benchmarking forum

for

American

Society for Training & Development (ASTD). Self-learning facility comprising

of programs on CD-ROMS enables employees to work at their own place.

RECRUI TMENT & S EL ECTI ON:

Recruitment sources include, advertisements given in newspapers and
data banks, depending upon the manpower requirements as stated by departmental
heads, depending upon the number of applications received, the qualification
may be generalized (in case of very few applications). Then, the persons with
required qualification are interviewed. The interviewing panel comprises of
personnel officials in the department. If the applications are in large number they
will be short-listed according to the norms of the organization.
The wage board employees are assessed on factors
like: Technical Aptitude
English and
Critical Reasoning

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

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.

P ERF ORMANCE APPRAI SAL S YSTEM:

UltraTech Cement Limited probably is the first organization in India
to introduce

an

integrated

HRD

system

in

the

year

1975

with

the

introduction of "Performance Appraisal Feedback & Counseling System".

PA includes sub-systems like:

Potential appraisal

Training & Development

Employee counseling and

Career Planning and Development.

In order to provide avenues of growth, among the Wage Board cadre,

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

INNOV ATI VE WOR KI NG M ET HODOL OGI ES :

A. SURVEY A FEEDBACK MECHANI SM:
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. PARTI CI PATORY MECHANI SMS:

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
productivity,

cost

saving,

safety

resulting

in

efficiency,

cleanliness, orderliness etc. This aspect was

reflected positively in OCS 04.

C. CHANGE MANAGEMENT I NI TI ATI VES:

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 FUNCTI ONAL P ERSPECTI VE :

UltraTech,

APCW

primarily

focuses

on

imparting

cross

functional knowledge on the basis of PBO. For e.g., A PACT leader is owner of
a particular PACT zone irrespective of core competency.

E . H ARMONI OUS WORK CUL TURE :

One of the success stories of UltraTech APCW is the existence of
harmonious work culture. Though the plant is situated in a volatile region, yet, not a
single day is lost due to industrial

disturbances. The unit has witnessed

continuously low rate of absenteeism over the years. This was attained through
sustained intervention such as continuous training with wage board and contract
workmen.

T RAI NI NG S ETUP:
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.

E MPL OYMENT AVENUE:

The employment potential of the company is about 3000 (both direct and
indirect). There were about 300 quarters in the township for employees and
the population was about 2000 including employees, contractors and others.

IR S CENARI O:
One of the success stories of APCW is the existence of harmonious work
culture and a sense of camaraderie, though the plant is situated in a
politically vulnerable region, not a single day is lost due to industrial relation
problem. Pro active approach, participatory culture, continuous interaction by
HR personnel, handling

grievances

sound disciplinary

promptly,

management

coupled

with continuous dose of behavioral programmers were some of the IR

initiatives. The result is that the company totally functions in a non unionized
environment.

CORPORATE S OCI AL RESPONSI BI L I TY:

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

RE S EA RC H M ET HO DO LO GY
T IT LE
A STUDY ON EMPLOYEE RETENTION
I N T RO DU CT I O N
This methodology includes need of the study, objectives of the study,
research design, collection of data and the limitations of the study.
O BJE CT I VE S O F TH E ST U DY
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.
S T ATE ME N T O F T HE P RO BLE M
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.
N E E D FO R T H E ST U DY
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.

22

FA CT OR S T HA T A FFE C TS RE T EN
T IO N :
Shifting markets
Demands for specific skills
Business conditions
Demographics
Lifestyle changes
Technology issues
Trends in work life decision as employees needs change

W HA T MA KE S E M P LO YE E LE AV E S?
Employees do not leave an organization without any significant reason. There are
certain circumstances that lead to their leaving the organization. The most common
reasons can be:
Job is not what the employee expected to be: Sometimes the job responsibilities
dont come out to be same as expected by the candidates. Unexpected
job responsibilities lead to job dissatisfaction.
No growth opportunities: No or less learning and growth opportunities in the
current job will make candidates job and career stagnant.
Lack of appreciation: If the work is not appreciated by the supervisor, the
employee feels de-motivated and loses interest in job.
Lack of trust and support in coworkers, seniors and management: Trust is the
most important factor that is required for an individual to stay in the job Nonsupportive coworkers, seniors and management can make office environment
unfriendly and difficult to work in.
Stress from overwork and work life imbalances: Job stress can lead to work life
imbalances which ultimately many times lead to employee leaving the organization.
Compensation: Better compensation packages being offered by other companies
may attract employees towards themselves.
New job offer: As attractive job offer which an employee thinks is good for him
with respect to job responsibility, compensation, growth and learning etc., can lead an
employee to leave the organization.
23

IM P OR TA NC E O F EM P LOY E E RE T EN T IO N
Now that so much is being done by organizations to retain its employees
why is retention so important? Is it just to reduce the turnover costs? Well, the
answer is a definite no. its not only the cost incurred by a company that emphasizes
the need of retaining employees but also the need to retain talented employees from
getting poached.The process of retention will benefit an organization in the following
ways:
1.

T he

Cost

of

turnover : The cost of employee turnover

adds hundreds of thousands of money to a companys expenses. While it is

difficult to fully calculate the cost of turnover , industry experts often quote
25% of the average employee salary as a conservative estimate.
2. Loss of Company K nowl edge: When an employee leaves,
he takes with him valuable knowledge about the company, customers, current
projects and past history. Often much time and money has been spent on the
employee is expectation of a future return.
3. I nterrupti on of Customer Service: Customers and clients
do business with a company in part because of the people. Relationships are
developed that encourage continued sponsorship of the business. When an
employee leaves, the relationships that employee built for the company are
severed, which could lead to potential customer loss.
4.

T urnover

l eads

to

more

turnovers : When an

employee terminates, the effect is felt throughout the organizations. Coworkers are often required to pick up the slack. The unspoken negativity
often intensifies for the remaining staff.
5. G oodwi l l 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.

Regai ni ng ef f i ci ency: 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
even after this you cannot assure us of the same efficiency from the
new employee.
24

25

H OW TO INC RE A S E EM P LOY E E RE T EN T IO
N?
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.

26

R ES EA R CH D ES IGN
Descriptive research procedure is used for describing the resent situations
in the organization and analytical research to analyze the results by using research
tools.
Descri pti ve Research:
This research includes surveys and facts finding enquires of different kinds.
The major purpose of descriptive research is that the research can only describe
the state of affairs existing at present in the organization. The main feature of this
method is that the researcher has no control over the extraneous variables
called

the respondents as they are going to interview the employees of the

organization in order to perform study.They can only report what happened or what
is happening. In social science and business research, we quiet often use the terms
ex-post facto research for descriptive research studies, the researcher can
discover and describe the causes for various situations but they cannot control the
situations.

R ES EA R CH TO OLS
Data Source

Primary & Secondary Data

Research Approach :

Survey method

Research Instrument:

Questionnaire

Sampling scheme

Simple random sampling

Contact method

Personal / Direct

Sample size

114

27

DA TA S OU RC ES AN D C OLLEC T ION
M E TH OD S
There are tow type for collecting data
1. Primary data
2. Secondary data
P RI MARY DAT A
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.

S E CO N DARY DAT A
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

A NA LY S IS A ND INT E RP R ET A T IO N
Employees are familiar with their Duties and Responsibilities
assigned by the company.
Introduction:
This question is incorporated in the questionnaire for the purpose of identifying
the duties and responsibilities of employees in Ultratech Cements Ltd.
Table
3.1
DIMENSIONS
Strongly agree
Agree
Disagree
Strongly disagree
Neither agree nor
disagree
TOTAL

NO.OF RESPONDENTS
59
46
5
1

PERCENTAGE
52
40
4
1

114

100.0

NO.OF RESPONDENTS

DUTIES AND RESPONSIBILITIES

6
0
5
2
5
0
4
0

PERCENTAGE
40

3
0
2
0
1
0
0
Strongly agree

Agree

Dis agree
Strongly dis agree

N
e
i
t
h
e
r
a
g
r
e
e

29

nor dis agree

D
I
M
E
N
S
I
O
N
S

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.

30

rongly agree

Company provides proper Authority, Responsibility, and

Accountability to employees.
Introduction:
Every employee is assigned a job with Authority, Responsibility and
Accountability. In this question it is to identify whether these activities are
performing well or not.
Table3.
2
DIMENSIONS
Strongly agree
Agree
Disagree
Strongly disagree
Neither agree nor disagree
TOTAL

NO.OF RESPONDENTS
40
52
15
4
4
114

PERCENTAGE
35
46
13
3
3
100

NO.OF RESPONDENTS

AUTHORITY,RESPONSIBILITY,ACCOUNTIBILITY
46

50
40

35
30
PERCENTAGE

20
3

13

10
0
Agree
Dis agree
agree Neither agree nor dis agree

Strongly dis
D
I
M
E
N
S
I
O
N
S

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.

rongly agree

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.

DIMENSIONS
Strongly agree
Agree
Disagree
Strongly disagree
Neither agree nor disagree
TOTAL

NO.OF RESPONDENTS
30
50
15
11
8
114

PERCENTAGE
26
44
13
10
7
100.0

NO.F RESPONDENTS

IDENTIFIED FOR NEW ASSIGNMENTS

50
45
40
35
30
25
20

44

26
PERCENTAGE
7

13
15
10
10
5
0
A gree
Dis agree
agree Neither agree nor dis agree

Strongly dis
D
I
M
E
N
S
I
O
N
S

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

rongly agree

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.

DIMENSIONS
Strongly agree
Agree
Disagree
Strongly disagree
Neither agree nor disagree
TOTAL

NO.OF RESPONDENTS
30
50
12
10
12
114

PERCENTAGE
26
44
11
9
10
100.0

NO.OF RESPONDENTS

CONVERT STRESS IN POSITIVE MANNER

50
44
4
5
4
0
3
5
30
2
5
2
0
1
5
1
0
5
0

PERCENTAGE
11
26

10

Agree
Dis agree
agree Neither agree nor dis agree

Strongly dis
D
I
M
E
N
S
I
O
N
S

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.

rongly agree

Job rotation leads to the individual improvement.

Introduction:
Job rotation refers employee moving from one job to another job and in this it is
to identify whether job rotation

leads

to

the

individual

improvement

and to organizational benefit or not.

Table
3.5
DIMENSIONS
Strongly agree
Agree
Disagree
Strongly disagree
Neither agree nor disagree
TOTAL

NO.OF RESPONDENTS
35
40
17
12
3
114

PERCENTAGE
31
35
15
10
9
100.0

Graph
3.5

NO.OF RESPONDENTS

JOB IS
ROTATED
40
35
30
25

35
31

20

PERCENTAGE
10
9

15
15
10
5
0
Agree
Dis agree
agree Neither agree nor dis agree

Strongly dis
D
I
M
E
N
S
I
O
N
S

Inference:
From the above graph, it is observed that 66%
of the respondents have accepted that their job is rotated

and

led

to

both

organizational benefits

individual

improvements

and

around 25% of respondents

have not accepted the statement.

rongly agree

Superior identifies employees skills and potentials

Introduction
:
Skills and potentials are required to perform a job effectively. This question is to
identify whether the superior identifies their skills are not and how the training is
impacted.

DIMENSIONS
Strongly agree
Agree
Disagree
Strongly disagree
Neither agree nor disagree
TOTAL

NO.OF RESPONDENTS
30
50
23
5
6
114

PERCENTAGE
26
44
20
5
5
100.0

NO.OF RESPONDENTS

HOD IDENTIFIES MY PRESENT SKILLSE

50
45
40
35
30
25

44

26
PERCENTAGE

20
20
15
10
5
0

A gree
Dis agree
agree Neither agree nor dis agree

Strongly dis
D
I
M
E
N
S
I
O
N
S

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.

rongly agree

Organization provides job security to the employees.

Introduction:
Job security and social belongingness is important to any organization.
Job security refers to the protection of the job from different consequences.
This question is to identify whether they feel job security or not.
Table3.1
5
DIMENSIONS
Strongly agree
Agree
Disagree
Strongly disagree
Neither agree nor disagree
TOTAL

NO.OF RESPONDENTS
40
55
9
6
4
114

PERCENTAGE
35
48
8
5
4
100.0

Graph
3.15

NO.OF RESPONDENTS

SENSE OF JOB SECURITY AND SENSE OF SOCIAL BELONGINGNESS

6
0
48

5
0
40

35

PERCENTAGE

3
0

2
0

1
0
0
Agree
Dis agree
agree Neither agree nor dis agree

Strongly dis
D
I
M
E
N
S
I
O
N
S

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 respondents have not

accepted the statement.

rongly agree

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.

DIMENSIONS
Strongly agree
Agree
Disagree
Strongly disagree
Neither agree nor disagree
TOTAL

NO.OF RESPONDENTS
45
40
10
11
8
114

PERCENTAGE
39
35
9
10
7
100.0

NO.OF RESPONDENTS

TRANSPORTATION FACILITIES ARE EXTENDED TI THE TOWNSHIP

45
40

39

35
3
5
3
0
2
5
2
0
1
5
1
0
5
0

PERCENTAGE
10

9
7

Agree
Dis agree
agree Neither agree nor dis agree

Strongly dis
D
I
M
E
N
S
I
O
N
S

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.

ongly agree

Organization provides accommodation facility to the employees

based on availability of the quarter.
Introduction:
Accommodation refers to giving quarters and other facilities to employees.
This question is to identify that whether the accommodation facilities provide
to employees are based on the availability of quarters or not.

DIMENSIONS
Strongly agree
Agree
Disagree
Strongly disagree
Neither agree nor disagree
TOTAL

NO.OF RESPONDENTS
50
40
8
8
8

PERCENTAGE
44
35
7
7
7

114

100.0

NO.OF RESPONDENTS

ACCOMMODATION
FACILITY
50
4
5
40

44

35
3
5
3
0
2
5
2
0
1
5
1
0
5
0

PERCENTAGE
7
7

Agree
Dis agree
agree Neith er agree nor dis agree

Strongly dis
D
I
M
E
N
S
I
O
N
S

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.

rongly agree

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.

DIMENSIONS
Strongly agree
Agree
Disagree
Strongly disagree
Neither agree nor disagree
TOTAL

NO.OF RESPONDENTS
40
40
15
10
9
114

PERCENTAGE
35
35
13
9
8
100.0

NO.OF RESPONDENTS

SCHOOL PROVIDES GOOD EDUCATION AND EMINITIES

40
35
30

35

35

25
20
15

PERCENTAGE
9

13

10
5
0
Agree
Dis agree
agree Neither agree nor dis agree

Strongly dis
D
I
M
E
N
S
I
O
N
S

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.

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

rewarded suitably but 30% of the respondents have not recognized

suitably.
(14) 80% of the respondents are known that the compensation commensurate
with their qualification but 18% of the respondents are not aware of this.

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

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

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BO O K S :
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