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HRD Practices at HINDALCO

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Detailed research on Hindalco Smelter Plant ......... Including data analysis ....

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HRD Practices at HINDALCO

  1. 1. Page 1 DEPARTMENT OF PROFESSIONAL COURSES G.M. University, Budharaja Sambalpur, ODISHA:- 768001 CERTIFICATE This is to certify that summer internship, entitled “Human Resource Development” at HINDALCO Industries Limited, Hirakud Smelter, is the result of genuine research work carried out by K.Renuka Patnaik, under the guidance of ‘Dr. Srinibash Dash’ , Department of Professional Courses (MBA), Sambalpur as partial fulfilment for the P.G. Degree in MBA, during the season 2014-2016. (Signature) Dr. Srinibash Dash HOD of MBA Professional Department, Sambalpur Date:
  2. 2. Page 2 DECLARATION I, K. Renuka Patnaik do hereby declare that the project report entitled “HUMAN RESOURCE DEVELOPMENT” scenario at HIDALCO INDUSTRIES LIMITED,HIRAKUD SMELTER being submitted to G.M.University, Sambalpur in partial fulfilment of master degree in MBA, is original record of our observation and survey carried out at HINDALCO INDUSTRIES LIMITED,HIRAKUD SMELTER. Further, I declare that the work has not been submitted earlier to this University of any other Institute in connection with and academic obligation. K.Renuka Patnaik Department Of Professional Courses (M.B.A) G.M. University, Sambalpur Odisha,768001 Signature of student
  3. 3. Page 3 PREFACE The conceptual knowledge acquired by management students is best manifested in the projects. As a part of curriculum of MBA, I have got a chance to prepare a report on Human Resource Development in Hindalco , Hirakud . The present project gives a perfect vent to my understanding of the Human Resource specially the most modern concept of ― Performance Appraisal and Training & Development. The project report entitled ― Human Resource Development in HINDALCO. The report will provide all the information regarding the HRD practices of HINDALCO and their importance in Organization. I also hope that this report will be beneficial for my next batches and for those who are related to this topic.
  4. 4. Page 4 ACKNOWLEDGEMENT Behind every study there stands myriad of people whose help and contribution make it successful. I take this opportunity to render my sincere gratitude to Dr.Srinivash Dash, Head of the department, for his kind approval and counsel to undertake my study at HINDALCO INDUSTRIES LIMITED,HIRAKUD Smelter. It has been a remarkable experience of satisfaction and pleasure for me to work out my project under the guidance of Mr.Sunil Sahoo, Sr. HR manager, HINDALCO Smelter, Hirakud. I am really thankful to him for his valuable guidance and co-operation during the project work. Under whose guidance, continues encouragement, inspiration and profound personal involvement at every stage of my project work made it successful one. Also, thankful to all other Professors and Lectures of our Department for their kind help rendered me. I shall always remain thankful to Mr.Jagdish Mishra for rendering valuable guidance and advice. There are several people at Hindalco Smelter who contributed significantly to my successful journey of project work that, I would like to thank my deepest gratitude to each of them. My special thanks to my family members, friends and my project partner Miss. Ankeeta Anandita who contributed more towards this achievement. Thanks everyone...... K.Renuka Patnaik G.M.University, Department of Professional courses Sambalpur
  5. 5. Page 5 LIST OF CONTENTS TOPIC NO. TITLES PAGE NO. CHAPTER 1. Introduction 1.1- Purpose of the study 1.2- Objective of the study 1.3- Scope of the study 1.4- Limitations of study CHAPTER 2. Introduction to Company Profile 2.1- Aditya Birla Group (ABG) 2.2- Performance 2.3- Key Products of ABG CHAPTER 3. Hindalco Industries 3.1- Vision, Mission, Values 3.2- Hindalco Units 3.3- Hindalco’s Quality 3.4- Different Sections of Smelter CHAPTER 4. Theory Of The Study 4.1- Corporate Social Responsibilities - CSR activities in Hindalco 4.2- Training & Development - It’s Importance - Procedures Followed at Hindalco 4.3- Recruitment & Placement - Its Importance - Process at Hindalco 4.4- Performance Appraisal - Appraisal Methods - HRD Criteria CHAPTER 5. Review of Literature CHAPTER 6. Research Methodology
  6. 6. Page 6 CHAPTER 7. Data Analysis & Interpretation 7.1- Graphical Representation 7.2- T-Test CHAPTER 8. Conclusion CHAPTER 9. Suggestion CHAPTER 10. APPENDIX (Questionnaire)
  7. 7. Page 7 CHAPTER 1
  8. 8. Page 8 1. INTRODUCTION Human Resource Development (HRD) is the framework for helping employees develops their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development. It is a function in organisation, designed to maximize employee performance in services of their employer’s strategic objectives. HR is primarily concerned with how people are managed within the organisation, focusing on the policy and systems. HR departments and units in organisations are typically responsible for numbers of activities, including employee recruitment, training and development, performance appraisal and rewarding (e.g. managing pay and benefit systems).HR is also concerned with industrial relations, that is, the balancing of organisational practices with regulations arising from collective bargaining and governmental laws. HR is a product of the Human Relations movement of the early 20th century, when researchers began documenting ways of creating business values through the strategic management of the workforce. The function is initially dominated by transactional work, such as payroll and benefits administration, but due to globalisation, company consolidation, technological advancements and further research, HR now focuses on strategic initiatives like managers and acquisitions, talent management, succession planning, industrial and labour relations and diversity and inclusion. Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases. In the current global work environment, all global companies are focused on retaining the talent and knowledge held by the workforce. All companies are focused on lowering the employee turnover and preserving knowledge. New hiring not only entails a high cost but also increase the risk of the new comer not being able to replace the person who was working in the position before. HR Departments also strive to offer benefits that will appeal to workers, thus reducing the risk of losing knowledge.
  9. 9. Page 9 1.1- PURPOSE OF THE STUDY: The subject HR is considered as a professional one, so the students are required to gain knowledge not only from theoretical aspects but also from the practical experience. There is a saying that, “Theory is disciplined by practices and practice is advanced by theory.” Moreover theory and practice are complimentary to each other, for this, it is implied that a student must possess complete knowledge on the subject. The importance of the study getting as academic one, the researcher, a student of HR course has to submit a report based on the field study in order to get a degree as because the field work report is a partial fulfilment of P.G.(MBA) course. In this connection, the student researcher was placed for month in HINDALCO INDIA LIMITED. 1.2- OBJECTIVES OF THE STUDY: The primary objective of the summer training is to fulfil the partial requirement for successful completion of master degree in MBA in G.M UNIVERSITY , SAMBALPUR. The main objectives of the study includes:- To have a first hand knowledge about the practices of the organisation in the field of Human resource development. To get overall experience of an organisation, it’s day to day problems and the experience of personnel executives in a company. To get better knowledge and exposure about the real work situation of an industry. To know in details about the structure and functioning of personnel department of the organisation. To acquaint myself with training and development scheme adopted by the organisation. To know about the Corporate Social Responsibilities (CSR) activities of the organisation. To know the performance appraisal, talent management system and reward management system of the organisation. To know the recruitment and selection process of the organisation. To know the effect of work culture in the growth of the organisation. To know the industrial relation inside and outside the organisation.
  10. 10. Page 10 1.3- SCOPE OF THE STUDY: The scope of the study is very wide as it includes: Personal aspects:- This is concerned with the manpower planning, recruitment, selection, placement, transfer, promotion, training and development, lay off and retrenchment, remuneration, incentives, productive, etc. Welfare aspects:- It deals with working conditions and amenities such as canteens, crèches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. Industrial relations aspects:- This covers union-management relation, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. 1.4- LIMITATIONS OF THE STUDY: Like the other social research work, present study equally suffers from some limitations. Sometimes management is reluctant to show some records as it is confidential. The management is not able to spare much time for interview and discussion due t their professional engagement. Another problem is that most of the executives and workers are busy with their normal world. so they couldn’t spare much of their time. Moreover, the study is conducted within a short duration of time that is only for one month.
  11. 11. Page 11 CHAPTER 2
  12. 12. Page 12 2. INTRODUCTION TO COMPANY PROFILE 2.1- ADITYA BIRLA GROUP: ABG is an Indian multinational conglomerate named after Adity Bikram Birla, headquarter in Adity Birla centre in Worli, Mumbai India. The Adity Birla Group traces its origins back to the tiny village of Pilani in the Rajasthan desert, where Seth Siva Narayan Birla started cotton trading operations in 1857.Today, the group’s footprint extends to 36 countries and its revenues are US $40 billion. A formidable force in Indian industry, Mr. Adity Birla dared to dream of setting up a global business empire at the age of 24. He was the first to put Indian business on the world map, as far back as 1969, long before globalisation became a buzzword in India. In the vibrant and market south East Asian countries, he ventured to set up world-class production bases. He had foreseen the winds of change and staked the future of his business on a competitive, free market driven economic order. He put Indian business on competitive, free market driven economic order. He put Indian business on the globe, 22 years before economic liberalisation was formally introduced by the former prime minister, Mr. Narasimha Rao, and the former union financé minister, Dr. Manmohan Singh. He set up 19 companies outside India, in Thailand, Malaysia, Indonesia, Philippines and Egypt. Under his stewardship, his companies rose to be the world’s largest producer of viscose staple fibre, the largest refiner of palm oil, the third-largest producer of insulations and the 6th producer of carbon black. In India, they attained the status of the largest single producer of cement, grey cement and rayon grand pulp. This group is also the largest producer of aluminium in the private sector, the lowest first-cost producers in the world and the only producer of linen in the textile industry in India. Most importantly, his companies earned the respect and admiration of people, as one of India’s finest business houses and the first Indian international group globally. Through this outstanding record of enterprise, he helped create enormous wealth for the nation, and respect for Indian entrepreneurship in south east Asia. In his time, his success was unmatched by any other industrialist in India.
  13. 13. Page 13 2.2- PERFORMANCE: The ABG is India’s 1st truly multinational corporation. Global in vision, rooted in Indian values and under the leadership of the existing chairman, Mr.Kumar Mangalam Birla. The group vision is driven by a performance ethic pegged on value creation for its multiple stake holders. The ABG having a turnover RS 28,000 crore (as on march 31,2004) with an asset base of over Rs 23,000 crore, anchored by extraordinary force of 72,000 employees belonging to over 20 different nationalities and 7 lakhs shareholders. Over 30% of their revenues flow for its operations crosses the world. The Group’s product and services span India, Indonesia, Thailand, Malaysia, Philippians, Egypt, Canada, Australia and China. With over 75 business units, spanning the South East Asian belt, Africa, Canada and the UK among other, it is reckoned as India’s 1st multinational corporation. The group tuned in a solid performance in FY2011-12, anchored by our 1,33,000 strong workforce comprising 42 nationalities spanning 36 countries. Our consolidated revenue were a little over USD 40 billion, reflecting a 14% growth. The group has been ranked 4th in the global top companies for leaders’ 2011. 2.3- KEY PRODUCT OF ABG: The key products of ABG of companies are metals, cements, textiles, chemicals, agribusiness, carbon black, mining, wind power, insulators, telecommunication, financial services, information technology, retail, aluminium, power, copper, caustic soda, fibre etc.
  14. 14. Page 14 CHAPTER 3
  15. 15. Page 15 3. HINDALCO INDUSTRIES It is a flagship company of the Adity Birla Group, it is structured into two segments of business: - aluminium and copper and is an industry leader in both the segments. It ranks among India’s top 10 companies in term of market capitalisation. Established in 1958, Hindalco commenced its operation in 1962 with an aluminium facility at Renukoot in eastern Uttarpradesh. Later, acquisitions and mergers with INDAL, Birla copper and the Nifty and MT. Grodon copper mines in Australia, strengthened the company’s positions in value added alumina, aluminium and copper product with vertical integration. Over the years, it grew into the largest integrated aluminium manufacturer in country. Hindustan Aluminium Company (HINDALCO) has been synonymous with aluminium in India being one of the largest public limited company. It has received the state safety management consecutively since 1994. HINDALCO is a coal based captive thermal power plant and its captive increased from 67.5 MW. Its water sources come from Hirakud Dam. Its life line is linked to its own captive coal mines at Talabira,34 km from Hindalco. Based on coal mines second Ordinance, 2014 and the Coal mines Rules 2014, Talabira-1 mines has been vested over to GMR Chhattisgarh Energy Limited, with effect from 1st April, 2015. With this change, the services of all workmen and 26 supervisors staff employed at the mine have now come under GMR. Thus, at present, Hindalco is buying its coal from MCL.
  16. 16. Page 16 3.1- HINDALCO’S VISON, MISSON & VALUES: 3.1.1- OUR VISION: ’’To be premium metal majors, global in size and reach with passion for excellence.” 3.1.2- OUR MISSION: ”To relentlessly pursue the creation of superior share holder value by exceeding customer expectations profitability, unleashing employee potential and being a responsible corporate citizen adhering tour values.” 3.1.3- OUR VALUES:  Integrity- “Honesty in every action.”  Commitment- “On the foundation of integrity, doing whatever it takes to deliver as promised.”  Passion- “Missionary zeal arising out if an emotional engagement with work.”  Seamlessness- “Thinking and working together across functional soils, hierarchy levels, business and geographies.”  Speed- “Responding to stake holders with sense of urgency.” 3.2- HINDALCO UNIT: The Hindalco unit comprises two smelters, one located at Hirakud, Odisha with a captive power plant and coal mines and the other at Alupuram, Kerla 2 sheet plant Belur, West Bengal, Taloja, Maharastra and an extension unit at Alupuram. The company’s 2 DSIR recognition R&D centre are located at Belgium and Taloja. Hindalco (Hirakud) Smelter plant has 5 lines in a pot room with total installed pots of 785 till date. The details of the pot lines are given below: Line 1: Rooms 1 & 2 Rooms 3 & 4 Each room has 43 pots each. Total pots in line 1: 43*4=172+28
  17. 17. Page 17 Line 4: Rooms 9, 10 & 11 Rooms 9 & 10 have 82 pots each & room 11 has 16 new pots. Total pots in line 4: (82*2) + 16=180 Line 5: Rooms 12A & 12B (235 kA) Each room has 40 pots Total installed pots till date = 785 with a production capacity of 216 KTPA. POT Room Operational Process Line 2: Rooms 5 & 6 Each room has 82 pots. Total pots in line 2: 82*2=164 Line 3: Rooms 7 & 8 Each room has 76 pots. Total pots in line 3: 76*2=152
  18. 18. Page 18 3.3- HINDALCO’S QUALITY: At Hindalco, quality is perused through 5 pillars of total quality management.  Customer orientation  Continuous improvement  Management by facts  Process facts and improvement  Involvement of every one ( employees, customer and suppliers) A main aspects of the company is it is moving towards zero defects i.e.  Zero losses  Zero breakdown  Zero pollution  Zero accident  Zero customer complaints 3.4- DIFFERENT SECTIONS OF SMELTER:  Pot room-aluminium is electrically reduced to give molten aluminium. Its raw materials are alumina (Al2O3), aluminium fluoride (AlF3), calcium fluoride (CaF2) and power.  Carbon plant-produces anode paste for the electrolytic cell, for captive consumption and a normal quality of paste also. Its raw materials are calcified petroleum coke, coal tar pitch and final product of the plant carbon paste (Anode & sales). The main customers of carbon paste are Ferro alloy manufacturing companies.  Casting plant-hot molten metal from pot room is brought in crucibles to the casting plant to cast in to pigs or ingots. The molten metal from the pot room are purred in two different stationary furnaces having 20 metric tonnes captive with oil fired burners. The casting temperature required is about 710-720degree Celsius. According to customer requirement alloying is done with different elements, like Fe, Cu, and Si etc. There could be 1- 20k ingots casting sometimes depending upon the requirement of the customers. Its products are rolling ingots-350kg,1-20k ingot and sow ingot.  Caster plant-hot molten aluminium from pot room is cast into thick coil of 5-5mm in the caster plant, its main raw materials are hot molten aluminium. In 12th February, 1959, the factory was inaugurated officially by the chief minister of odisha Mr. H.K.Mhatab.
  19. 19. Page 19 In the 11th june ,1993,Hirakud power plant was first synchronized with Odisha state Grid. Previously, smelter was utilizing power from Burla power house but later in 1993- 94,a captive thermal power plant of 267.5 MW capacities was commissioned in order to cater its power need. In 1994,full capacity generation of power plant started more than 75% of power which is required in smelter is taken from Hirakud power plant. Smelter in Hirakud also needs coal and that is collected from Tlabira, one of the Hirakud coal mines.
  20. 20. Page 20 CHAPTER 4
  21. 21. Page 21 4. THEOTY OF THE STUDY 4.1- CORPORATE SOCIAL RESPONSIBILITY Corporate social responsibility is the continuing commitment by benefits to behave ethically and contribute to economic development while improving the quality of life of the work force and their families as well as the workforce and society. The Companies Act, 2013, lists certain rules under section 135 for CSR activities :- (1) Every company having net worth of rupees five hundred crore or more, or Turnover of rupees one thousand crore or more or a net profit of rupees five crore or more during any financial year shall constitute a Corporate Social Responsibility Committee of the Board consisting of three or more directors, out of which at least one director shall be an independent director. (2) The Board's report under sub-section (3) of section 134 shall disclose the composition of the Corporate Social Responsibility Committee. (3) The Corporate Social Responsibility Committee shall,— (a) formulate and recommend to the Board, a Corporate Social Responsibility Policy which shall indicate the activities to be undertaken by the company as specified in Schedule VII; (b) recommend the amount of expenditure to be incurred on the activities referred to in clause (a); and (c) monitor the Corporate Social Responsibility Policy of the company from time to time. (4) The Board of every company referred to in sub-section (1) shall,— (a) after taking into account the recommendations made by the Corporate Social Responsibility Committee, approve the Corporate Social Responsibility Policy for the company and disclose contents of such Policy in its report and also place it on the company's website, if any, in such manner as may be prescribed; and (b) ensure that the activities as are included in Corporate Social Responsibility Policy of the company are undertaken by the company. (5) The Board of every company referred to in sub-section (1), shall ensure that the company spends, in every financial year, at least two per cent. of the average net profits of the company made during the three immediately preceding financial years, in pursuance of its Corporate Social Responsibility Policy: Provided that the company shall give preference to the local area and areas around it where it operates, for spending the amount earmarked for Corporate Social Responsibility activities: Provided further that if the company fails to spend such amount, the Board shall, in its report made under clause (o) of sub-section (3) of section 134, specify the reasons for not spending the amount.
  22. 22. Page 22 Schedule (VII) of Section 135 , only lists the activities that are considered as CSR :- 4.1.1- CSR activities in HINDALCO: Hindalco, Hirakud works in 25 villages, which are under 1 NAC and 2 Gram panchayat in 2 blocks of Sambalpur districts in the state of Odisha. A total of Rs,246.12 lakhs has been spend for CSR activities where there contribution is Rs.216.88 lakhs and Rs.29.24 lakhs mobilised from government and other sources. All the activities of CSR are headed by Mrs. Rjashree Birla, who is the chairperson and is the mother of Kumar Magalam Birla. And is further handled by Mr. Jagdish Mishra (Sr. Officer, Unit Head, CSR Dept., Hindalco Smelter, Hirakud.)
  23. 23. Page 23 HINDALCO basically gives importance on 5 areas such as:-  Health care  Education  Infrastructure support  Social awareness  Sustainable development  Women empowerment 1. HEALTH CARE: Hindalco organisation offers the following facilities in the field of health care, those are:  Free specialist OPD cline at Govt Hospital Hirakud  Monthly health camp  Weakly health camp  Immunisation programmes  Supply drinking water through water tanker  Health care at kalpataru Sevasharma  Blood grouping programme for school children  Healthy baby show compilation  Awareness programme on Dengue  Malnourished care programme  Hand wash practice among students  Healthcare for KGBV student  Blood donation camp at Hirakud  Awareness rally cum pulse polio immunisation programme  Mosquito net distribution of KGBV Total investment in Health care till 31th March 2015 the company has spent Rs.46.57 lakhs in Health care activities and Rs.6.37 lakhs has been mobilized from govt. &other source to reach 73251 numbers of beneficiaries under Health & sanitation activities. 2. EDUCATION: Hindalco organisation offers the following facilities in the field of Education, those are:  Distribution of study materials to poor students  Scholarship to merit students  Celebration of teacher’s day  Community teacher support at Talabira coal mines area
  24. 24. Page 24 The total investment in education till 31st march 2015, the company has spent Rs.3.23 lakhs in Educational activities. In addition, the company has mobilized Rs.0.59 lakhs from govt.& other sources and the total of Rs.3.82 lakhs has been expensed to reach 2774 numbers of beneficiaries. 3. SUSTAINABLE DEVELOPMENT: Hindalco organisation offers the following facilities in the field of Sustainable development, those are:  Tailoring training programme  Exhibition cum display stalls for SHG on sitala shasti  Plantation at community places  Pisciculture activities by Rural farmers  Support for Mid Day programme  Vermi Bed farmers  International women’s day celebration  Income generation programme for Women SHG numbers The total investment in sustainable livelihoods till 31st march 2015, the company has spent Rs.8.50 lakhs in Sustainable livelihoods activities. In addition, the company has mobilized Rs.8.13 lakhs from govt.& other sources to reach 7110 numbers of beneficiaries in the area. 4. INFRASTRUCTURE DEVELOPMENT: Hindalco organisation offers the following facilities in the field of Infrastructure development, those are:  Passenger waiting sheds in city bus route  Cold drink water facility near UCO bank  New pond at fatfatiapada was dogged  Upgradation of transformer in the village of Mohammadpur  Hirakud to Sambalpur road construction  Renovation of toilet blocks and Urinals in Govt. high school, Hirakud  Construction of boundary wall at Aurobinda school,Matul camp U.P.school  Renovation of class rooms of Durga mandir, U.G.U.P.school at Hirakud  Installation of Bio-toilets at community places
  25. 25. Page 25 Total investment in village infrastructure development till 31th March 2015, the company has spent Rs.145.92 lakhs in village infrastructure development and additionally mobilized Rs.10.75lakhs from govt. &other source to reach 90120 numbers of beneficiaries under this area. 5. SOCIAL CAUSES &AWARENESS: Hindalco organisation offers the following facilities in the field ofSocial causes and awareness, those are:  Support for celebrating Utkal Divas  Support for the annual function of educational institutions  Relief to food affected people  Public information and awareness counter on Viswakarma puja  Rangoli competition for SHG members on Diwali  Sports materials distribution  Senior citizen’s meet  Clean Hirakud drive to promote Swachha Bharat Abhiyan  Motivation session for Anganbadi teachers, sweepers and SHG members  Awareness on home safety for women SHG members  Support for organisation foot ball tournament at Hirakud  Awareness for SHG members during value month celebration Total investment in social intervention till 31th March 2015, the company has spent Rs.12.66 lakhs in village social activities and additionally mobilized Rs.3.40 lakhs from govt. &other source to reach 18640 numbers of beneficiaries under this area.
  26. 26. Page 26 4.2- TRAINING AND DEVELOPMENT Training is the act of increasing the knowledge and skills of an employee for performing a particular job. The major outcome of training is learning. A trainee learns new habbits, refined skills and useful knowledge during the training that helps him improve performance. Training enables an employee to do his present job more effectively and prepare himself for the higher level job.  In Hindalco smelter, training is done category wise like for wage role separate and management separate. so we conclude that: Skill + Knowledge + Competency = Training  Skill is for wage roll and competency means for management level. According to measuring level at Hindalco, it has 1 to 5 state scale of measuring. Desirable level Actual level Gap Measurement: 5 3 2 Matrix is prepared which contains work particulars, designation, designed level, actual level and gap. Work particulars Designation Desired level Actual leve Gap Skilled Unskilled Skilled Unskilled Work knowledge Sensitiveness 5 5 3 4 4.5 Avg  For management level competency matrix is prepared for training. In competency matrix it has two columns (functional, behavioural). Behavioural column includes Communicational skill, Customer focus, Business accumulation, Leadership and in sub competency it has listening, writing, presenting skills are there.  Icebreaking theory is applied for training to management level. Training calendar set as per training requirement and identification review periodic interval from manager about impacts of training. Training is done through years. It is an ongoing process.  Training effectiveness is of two types: 1) Pre-test, 2) Post-test, which is reviewed periodically.
  27. 27. Page 27  In Hindalco smelter, mainly 3 types of training methods are followed, they are o On the job training o Off the job training and o Cross functional Training  On the job training: Employees are trained at the place of work, while he or she is doing the actual job. Usually a professional trainer (or sometimes an experienced employee) serves as the course instructor. o At Hindalco smelter, on the job training is 70% effective.  Off the job training: Employees are given class room training , formal training or training at any place, other than their work place. o Class room training is 10% effective at Hindalco smelter.  Cross functional training: It involves training employees to perform operation in area other than their assigned jobs. There are many approaches to cross functional training. Job rotation can be used to provide a manager in one functional area with a broader perspective than he would have otherwise. o 20% are effective on cross functional training at HINDALCO smelter, Hirakud.  Departments can exchange personal for a certain period so that each employee understands how other departments are functioning. High performing workers can act as per trainers and help employees develop skills in another area of operation. Its benefits are as follows:- Workers can better engineer in holding diverse jobs they become more adaptable and versatile. They can better engineer their own career paths. They not only know there job well but also understands how others are able to perform under a set of constraints. When workers can fill in for other workers who are absent, it is easier to use flexible scheduling, which is increasingly in demand as more employees want to spend more time with their families. Increases, worker’s understanding for the business and reduces the need for supervision.
  28. 28. Page 28 4.2.1- IMPORTANCE OF TRAINING AND DEVELOPMENT: Training and development are very vital in any company or organisation that aims at progressing. Training simply refers to the process of acquiring the essential skills required for a certain job. It targets specific goals, for instantly understanding a process and operating a certain machine or system. Developing on the other hand, puts emphasis on behavioural skills, which are applied in a wide range of situations. This includes decision making, thinking creativity and managing people. Training and developing help in addressing employee weakness. Most workers have certain weakness in their workplace, which hinder them from giving the best services. Training assists in eliminating these weakness, by strengthening worker’s skill. A well organised development programme helps employee and gain similar skills and knowledge, thus bringing them all to higher uniform level. 4.2.2- Training and Development procedures Followed at Hindalco The following procedures are involved in training and development of employees of Hindalco:- Identification of training needs is done through performance management system. Collecting the training needs Drawing the training needs calendar Finalisation of dates and communicate to the participants Reminder Organising the training programmes in the conference hall Collecting the feedback on training programmes Preparing summary of the feedback and sending a copy of the same to concerned faculty of the organisation. Two copies of the feedback form is prepared. one is sent to concerned department and the original is sent to Head of the department for evaluation Recording the training particulars in manual training record Feed the data in the computer as per IMS requires for ISO training records for declared format Printing of final training record as per format declared in ISO manual.
  29. 29. Page 29 4.3- RECRUITMENT & PLACEMENT: Recruitment refers to the process of finding suitable candidates for the required job. Recruitment aims at searching right person for the described job. Such function of recruitment may be undertaken by • Recruitment consultant dealing with Manpower recruitment • A personnel of organization Heading Recruitments • Or the organization requiring manpower Placement basically deals with defining the jobs, preparation of job descriptions, placing the final candidates or employee on the jobs. Providing training and management development etc. it deals with the final aspect of placing the manpower in to the organization. 4.3.1- The importance of Recruitment and Placement 1. To fairly and without any element of discrimination evaluate job applicants in view of individual differences and capabilities. 2. To employ qualified and competent hands that can meet the job requirement of the organisation 3. To place job applicants in the best interest of the organisation and the individual. 4. To help in human resources manpower planning purposes in organisation. 5. To reduce recruitment cost that may arise as a result of poor selection and placement exercises. 4.3.2- Process at HINDALCO Here, the management level posts are being placed by the top level management from its headquarter, Mumbai. Whereas the ground level or workers level posts are recruited and placed by its own units with the approval of the top management.
  30. 30. Page 30 4.4- PERFORMANCE APPRISAL SYSTEM: Performance appraisal system is a systematic and periodic process that accesses an individual employee’s job performance productivity in relation to certain pre-established criteria and organisational objectives.  Many companies conducting it annually(long-cycle appraisal), some moving towards half yearly(medium- cycle appraisal), some conducting monthly, some moving towards weekly, biweekly(short cycle appraisal).  Here Hindalco is conducting it half yearly i.e. medium cycle appraisal.  Performance management system is employed ”to manage and align” all of the organisation resources in order to achieve highest possible performance “how performance is measured in an organisation determines to a large extent, the success and failure of the organisation”. 4.4.1- 4.4.1- Traditional Methods: Ranking Method: It is the oldest and simplest formal systematic method of performance appraisal in which employee is compared with all others for the purpose of placing order of worth. The employees are ranked from the highest to the lowest or from the best to the worst. In doing this the employee who is the highest on the characteristic being measured and also the one who is L lowest, are indicated. Then, the next highest and the next lowest between next highest and lowest until all the employees to be rated have been ranked. Thus, if there are ten employees to be appraised, there will be ten ranks from 1 to 10.
  31. 31. Page 31 Paired Comparison: In this method, each employee is compared with other employees on one- on one basis, usually based on one trait only. The rater is provided with a bunch of slips each coining pair of names, the rater puts a tick mark against the employee whom he insiders the better of the two. The number of times this employee is compared as better with others determines his or her final ranking. Grading Method: In this method, certain categories of worth are established in advance and carefully defined. There can be three categories established for employees: outstanding, satisfactory and unsatisfactory. There can be more than three grades. Employee performance is compared with grade definitions. The employee is, then, allocated to the grade that best describes his or her performance. Such type of grading is done is Semester pattern of examinations and in the selection of a candidate in the public service sector. One of the major drawbacks of this method is that the rater may rate most of the employees on the higher side of their performance. Forced Distribution Method: This method was evolved by Tiffen to eliminate the central tendency of rating most of the employees at a higher end of the scale. The method assumes that employees’ performance level confirms to a normal statistical distribution i.e., 10,20,40,20 and 10 per cent. This is useful for rating a large number of employees’ job performance and promo ability. It tends to eliminate or reduce bias. It is also highly simple to understand and easy to apply in appraising the performance of employees in organisations. It suffer from the drawback that improve similarly, no single grade would rise in a ratings. Forced-Choice Method: The forced-choice method is developed by J. P. Guilford. It contains a series of groups of statements, and rater rates how effectively a statement describes each individual being evaluated. Common method of forced-choice method contains two statements, both positive and negative.
  32. 32. Page 32 Check-List Method: The basic purpose of utilizing check-list method is to ease the evaluation burden upon the rater. In this method, a series of statements, i.e., questions with their answers in ‘yes’ or ‘no’ are prepared by the HR department (see Figure 28-2). The check-list is, then, presented to the rater to tick appropriate answers relevant to the appraisee. Each question carries a weight-age in relationship to their importance. When the check-list is completed, it is sent to the HR department to prepare the final scores for all appraises based on all questions. While preparing questions an attempt is made to determine the degree of consistency of the rater by asking the same question twice but in a different manner. Critical Incidents Method: In this method, the rater focuses his or her attention on those key or critical behaviours that make the difference between performing a job in a noteworthy manner (effectively or ineffectively). There are three steps involved in appraising employees using this method. First, a list of noteworthy (good or bad) on-the-job behaviour of specific incidents is prepared. Second, a group of experts then assigns weightage or score to these incidents, depending upon their degree of desirability to perform a job. Third, finally a check-list indicating incidents that describe workers as “good” or “bad” is constructed. Then, the check-list is given to the rater for evaluating the workers. The basic idea behind this rating is to apprise the workers who can perform their jobs effectively in critical situations. This is so because most people work alike in normal situation. The strength of critical incident method is that it focuses on behaviours and, thus, judge’s performance rather than personalities.
  33. 33. Page 33 Graphic Rating Scale Method: The graphic rating scale is one of the most popular and simplest techniques for appraising performance. It is also known as linear rating scale. In this method, the printed appraisal form is used to appraise each employee. The form lists traits (such as quality and reliability) and a range of job performance characteristics (from unsatisfactory to outstanding) for each trait. The rating is done on the basis of points on the continuum. The common practice is to follow five points scale. The rater rates each appraisee by checking the score that best describes his or her performance for each trait all assigned values for the traits are then totaled. Figure 28-3 shows a typical graphic rating scale.
  34. 34. Page 34 This method is good for measuring various job behaviours of an employee. However, it is also subjected to rater’s bias while rating employee’s behaviour at job. Occurrence of ambiguity in design- mg the graphic scale results in bias in appraising employee’s performance. Essay Method: Essay method is the simplest one among various appraisal methods available. In this method, the rater writes a narrative description on an employee’s strengths, weaknesses, past performance, potential and suggestions for improvement. Its positive point is that it is simple in use. It does not require complex formats and extensive/specific training to complete it. However, essay method, like other methods, is not free from drawbacks. In the absence of any prescribed structure, the essays are likely to vary widely in terms of length and content. And, of course, the quality of appraisal depends more upon rater’s writing skill than the appraiser’s actual level of performance. Field Review Method: When there is a reason to suspect rater’s biasness or his or her rating appears to be quite higher than others, these are neutralised with the help of a review process. The review process is usually conducted by the personnel officer in the HR department. Confidential Report: It is the traditional way of appraising employees mainly in the Government Departments. Evaluation is made by the immediate boss or supervisor for giving effect to promotion and transfer. Usually a structured format is devised to collect information on employee’s strength weakness, intelligence, attitude, character, attendance, discipline, etc. report. Modern Methods Management by Objectives (MBO): Most of the traditional methods of performance appraisal are subject to the antagonistic judgments of the raters. It was to overcome this problem; Peter F. Drucker propounded a new concept, namely, management by objectives (MBO) way back in 1954 in his book.
  35. 35. Page 35 The Practice of management. The concept of MBO as was conceived by Drucker, can be described as a “process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individual’s major areas of responsibility in terms of results expected of him and use these measures as guides for operating the unit and assessing the contribution of each its members”. MBO is not only a method of performance evaluation. It is viewed by the Practicing managers and pedagogues as a philosophy of managerial practice because .t .s a method by which managers and subordinates plan, organise, communicate, control and debate. Behaviourally Anchored Rating Scales (BARS): The problem of judgmental performance evaluation inherent in the traditional methods of performance evaluation led to some organisations to go for objective evaluation by developing a technique known as “Behaviourally Anchored Rating Scales (BARS)” around 1960s. BARS are descriptions of various degrees of behaviour with regard to a specific performance dimension. It combines the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific behavioural examples of good or poor performance. BARS method of performance appraisal is considered better than the traditional ones because it provides advantages like a more accurate gauge, clearer standards, better feedback, and consistency in evaluation. However, BARS is not free from limitations. Example of BARS
  36. 36. Page 36 360 – Degree Appraisal: Yet another method used to appraise the employee’s performance is 360 – degree appraisal. This method was first developed and formally used by General Electric Company of USA in 1992. Then, it travelled to other countries including India. In India, companies like Reliance Industries, Wipro Corporation, Infosys Technologies, Thermax, Thomas Cook etc., have been using this method for appraising the performance of their employees. This feedback based method is generally used for ascertaining training and development requirements, rather than for pay increases. Under 360 – degree appraisal, performance information such as employee’s skills, abilities and behaviours, is collected “all around” an employee, i.e., from his/her supervisors, subordinates, peers and even customers and clients. In other worlds, in 360-degree feedback appraisal system, an employee is appraised by his supervisor, subordinates, peers, and customers with whom he interacts in the course of his job performance. All these appraisers provide information or feedback on an employee by completing survey questionnaires designed for this purpose. All information so gathered is then compiled through the computerized system to prepare individualized reports. These reports are presented to me employees being rated. They then meet me appraiser—be it one’s superior, subordinates or peers—and share the information they feel as pertinent and useful for developing a self-improvement plan. In 360 – degree feedback, performance appraisal being based on feedback “all around”, an employee is likely to be more correct and realistic. Nonetheless, like other traditional methods, this method is also subject to suffer from the subjectivity on the part of the appraiser. In HINDALCO an executive deals on a regular basis with a number of persons who gathers information and perspectives about the executive particularly about his traits and behaviour. Those persons may include top management. superiors, subordinates, colleagues, representatives from other departments, clients/customers, suppliers, consultants, government officials and community/union representatives etc. Anyone who has useful information on how the executive interacts, behaves and responses may be a good sources to identify areas for improvements.
  37. 37. Page 37 4.4.2- HRD Criteria Job evaluation Job description Induction Job assignment SMART Goal setting Manager review Feedback system Prepare development plans Job Evaluation A job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organization. It tries to make a systematic comparison between jobs to assess their relative worth for the purpose of establishing a rational pay structure. Job Description A job description is a list that a person might use for general tasks, or functions, and responsibilities of a position. It may often include to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, and a salary range. Induction The Induction duly helps employees to undergo each and every phase of environment of Company and an introduction to his team and others. It gives them the platform of knowing and understanding the culture and knowing “ Who is who” .It is such a phase which gives a glimpse of entire Organization in that short span. Job Assignment It means a piece of work to be done. It implies work imposed by a person in authority or an employer or by circumstance. SMART Goal Setting Individual goals should be tied into the unit and organizational goals. They must be clearly understood by the employee and supervisor and alignment must be reached between them. The goal can be focused on the individual, team or department/unit. If it
  38. 38. Page 38 is the latter, the individual must know how they will be held accountable in achieving the team or department/unit goal. One easy way to define a goal is to use the "SMART" technique. It makes the tracking and reporting of progress against the goal clear. The SMART technique pneumonic is defined as: 1. Specific a. The more specific the goal the easier it is to determine if it has been achieved. An example of an overly broad goal is: I want to be healthy. A more specific goal would be I want to get within the proper weight range for my size. 2. Measurable a. Quantifiable measures such as: by when, how much, how long, how many, etc. Using the specific example above, measures could be added to further clarify the goal: I want to get to lose thirty pounds. 3. Attainable a. The goal must be something achievable. It must be within one's ability and sphere of influence to accomplish it. The goal is often something that an employee develops the capability to attain it, if it is also realistic. For example: I want to lose thirty pounds within the next month. 4. Relevant a. The goal must fit within the department's strategic goals and not something that is not part of the strategic effort. For example, using the first example For example: I want to get to lose thirty pounds by getting a hair cut every month. 5. Timely a. A goal must be completed within some time frame that is also attainable and relevant. Each of the elements of SMART work together. Using the example: I want to lose thirty pounds over the next four months. It is not attainable within the time frame of one month, but expanding the time frame to three months is attainable and timely.
  39. 39. Page 39 Management Review Here management review is done half yearly. That is coming under performance appraisal system. After the review period feedback is given as per the ratings. There are 5 ratings in ABG. FBE-far bellow expectation BE-bellow expectation ME-medium expectation EE-exceed expectation FEE-far exceed expectation After the ratings, strength and weakness areas are decided for an employee, according to that , developmental areas are decided.  Hindalco has a system software programme called PURNATA, for management people, as the performance appraisal system.  Supervisor communication meeting are held to communicate and discuss various key issues like STP, organisational expectance with changing needs, support required etc.  Plant head and function heads, conduct an informal discussion regularly at shop floor level to council the workmen. Feedback System Process in which the effect or output of an action is ‘returned’ to modify the next action. Prepare development plans After getting the feedback, new plans are developed in order to further improve the performance of the employees.
  40. 40. Page 40 CHAPTER 5
  41. 41. Page 41 5. REVIEW OF LITERATURE 1. Mudita Malviya, Roll No. 1209470050 student of Galgotias Institute of Management & Technology, Greater Noida, MBA II Year , has completed the research report on the topic of “Human Resource Management” in the academic year 2012-2014. 2. William H. Price & Richard Kiekbusch & John This in his study on causes of employees’ turnover have talked about the causes and the implementation. Further he highlighted that providing a challenging job, and offering realistic promotion opportunities. Other variables that have less impact are schedule input, insurance and family income. Good communication and job satisfaction. 3. Beri G.C., Human Resource Tata McGraw New Delhi, in his study on the cause of factor influencing turnover and retention of staff and retention problems for professional have talked about the Working hours, workload and work schedules which are also common concerns to both groups. In addition, career development, promotion and for appreciation of contribution were important retention factors, while a supportive professional environment, reduction in workload and working hours and more flexible work patterns were important to consultants. 4. Cari McLean, Labour Management in Agriculture, in her study knowing the reason why workers leave or edge in improving working condition and have talked about dissatisfaction with work or working condition, select and train new personnel, conducting workers satisfaction survey, find specific problem area to watch and improve. 5. Cosenza, Robert M, in his study on the causes of the cost of employees’ turnover due solely to unfairness in the workplace and have talked about the effect of unfairness upon an employee’s decision to leave their employer and the financial to employer due to voluntary turnover. Further he highlighted Recruiting and retaining the best and the brightest; remove the barriers and biases which create unfair workplace. 6. Moore, in her study on the cause of an informative report regarding employees turnover and retention on the causes of high employee turnover which affect the most, and the companies can decrease employees turnover in order to cut the hidden cost. Further she highlighted the poor management, low pay, boring repetitive work, with no opportunity for advancement, high turnover of employees is a symptom of a mismanaged company.
  42. 42. Page 42 CHAPTER 6
  43. 43. Page 43 6. RESEARCH METHODOLOGY To conduct the research, first of all it is necessary to create a research design. A research design is basically a blue print of how a research is to be conducted. It is the conceptual structure within which research is conducted. Basically there are 3 types of approaches used during any research: 1. Exploratory 2. Descriptive 3. Hypothesis testing. During this research Hypothesis testing approach is taken into consideration. TYPES OF DATA USED: Both primary and secondary data is used in the research. Secondary data: Secondary data is one which already exists and is collected from the published sources. The source from which secondary data was collected Internet as well as previous records of the organisation. Primary data: The primary sources of data refer to the first hand Information. Primary data is collected during the study with the help of Questionnaires SCALING TECHNIQUES: It uses both Nominal and Interval scales. - Question number (3) of the Questionnaire uses nominal scale . [ 3- your age: 1. Less than 25 2. 25 to 35 3. 35 to 45 4. 45 to 55 5. More than 55 - Whereas most of other questions uses interval scale.
  44. 44. Page 44 STATISTICAL METHODS: Parametric Inferential Statistical procedure such as t-tests has been used in this research. It can be used to determine if two sets of data are significantly different from each other. Basically, calculation of the t-test concerns differences between the groups compared to within-group differences. The calculation of the t-test focuses on determining whether the groups in the sample score more like each other compared to the comparison group or that there is no difference in dependent measure scores within or between groups. Levels of significance refer to the probability of accepting or rejecting a null hypothesis. A null hypothesis means there is no difference between compared groups. Basically, the level of significance is the chance of an error occurring in the rejection of the null hypothesis.
  45. 45. Page 45 CHAPTER 7
  46. 46. Page 46 7. DATA ANALYSIS & INTERPRETATIONS 7.1- QUESTIONNAIRE ANALYSIS (Graphical representation): Total Respondents = 50 1. Respondents from Smelter & Power. Table No- 1.1 Chart No- 1.1 Source : Primary Data INFERENCE The above chart shows that majority of the respondents were from Smelter. Nearly 64% of the respondents were from Smelter & 36% were from Power. Plant Percentage Smelter 64% Power 36% Total 100%
  47. 47. Page 47 2. Respondent’s Age Group. Table No- 1.2 Chart No- 1.2 Source : Primary Data INFERENCE The above chart shows that almost all the respondent’s age is above 25 years. Only 6% of the respondents are below 25years. About 2% of the respondents are above 55years and soon going to attain their retirement. Age Group Percentage Less than 25 Yrs 6% 25 to 35 Yrs 52% 35 to 45 Yrs 24% 45 to 55 Yrs 16% More than 55 Yrs 2% Grand Total 100%
  48. 48. Page 48 3. Respondent’s Educational Qualification. Table No- 1.3 Chart No- 1.3 Source : Primary Data INFERENCE The above chart shows that majority of the respondents are highly educated and have a good educational background. Nearly 68% of the respondents are above intermediate. Educational Qualification Percentage Under metric 2% Diploma 30% Intermediate 12% I.T.I 22% Graduation 20% Post graduation 14% Grand Total 100%
  49. 49. Page 49 4. Respondent’s Work Experience. Table No- 1.4 Chart No- 1.4 Source : Primary Data INFERENCE The above chart shows that Hindalco unit has a good retention capability. Above 80% of the employees have been working there, from more than 6yrs. Work Experience Percentage Less than 5yrs 20% 6 to 10yrs 36% 11 to 17 yrs 16% 18 to 23 yrs 18% More than 24 yrs 10% Grand Total 100%
  50. 50. Page 50 5. Satisfaction level of the respondents with their position in work place. Table No- 2.1 Chart No- 2.1 Source : Primary Data INFERENCE The above chart discloses that 63% of the respondents are somehow satisfied with their position in the organisation, where as nearly 37% of the employees are not satisfied with their position. This shows that , few employees are dissatisfied with their job and are expecting something more than they are having. Satisfied with the position in work place Percentage Fully Disagree 6% Disagree 32% Agree 28% Fully Agree 34% Grand Total 100%
  51. 51. Page 51 6. Satisfaction level of the respondents with the health check up facilities. Table No- 2.2 Chart No- 2.2 Source : Primary Data INFERENCE The above chart shows that majority of the respondents are highly satisfied with the regular checkups and health benefits provided by the organisation. Nearly 87% of the respondents are highly satisfied with the regular checkups and health benefits provided. Health check up Percentage Fully Disagree 4% Disagree 10% Agree 34% Fully Agree 52% Grand Total 100%
  52. 52. Page 52 7. Satisfaction level of the respondents with the Cleanliness of washrooms. Table No- 2.3 Chart No- 2.3 Source : Primary Data INFERENCE The above chart shows that majority of the respondents are highly satisfied with the cleanliness of washrooms. Nearly 72% of the respondents are satisfied with the proper and regular maintenance of the washrooms. Cleanliness of washrooms Percentage Fully Disagree 6% Disagree 22% Agree 52% Fully Agree 20% Grand Total 100%
  53. 53. Page 53 8. Satisfaction level of the respondents with the Water Facilities. Table No- 2.4 Chart No- 2.4 Source : Primary Data INFERENCE The above chart discloses that almost all the respondents are satisfied with the water and drinking facilities of the organisation. Sufficient filtered water is provided during the working hours of the employees. The water storage tanks are also cleaned regularly. Water facilities Percentage Fully Disagree 6% Disagree 12% Agree 38% Fully Agree 44% Grand Total 100%
  54. 54. Page 54 9. Satisfaction level of the respondents with the Lighting Facilities. Table No- 2.5 Chart No- 2.5 Source : Primary Data INFERENCE The above chart shows that the lighting facilities in the organisation is quite remarkable. Majority of the employee are satisfied with the proper lighting system and no hindrance in power supply. Nearly 84% of the employees are highly satisfied with the lighting facilities. Lighting facilities Percentage Fully Disagree 2% Disagree 14% Agree 38% Fully Agree 46% Grand Total 100%
  55. 55. Page 55 10. Satisfaction level of the respondents with the Security Facilities. Table No- 2.6 Chart No- 2.6 Source : Primary Data INFERENCE The above chart shows that majority of the respondents are satisfied with the security provided in the organisation as well as in their colony. But still nearly 42% of the respondents are unhappy and feel unsecured for some of their personal experience. Security facility Percentage Fully Disagree 16% Disagree 26% Agree 50% Fully Agree 8% Grand Total 100%
  56. 56. Page 56 11. Satisfaction level of the respondents with the Help provided during personal problems. Table No- 2.7 Chart No- 2.7 Source : Primary Data INFERENCE The above chart shows that majority of the respondents are satisfied with the help provided by the organisation at the time of employee’s need. Whereas few of them are somehow dissatisfied with the organisation’s ignorance at some point of time. Help at the time of personal problem Percentage Fully Disagree 16% Disagree 18% Agree 46% Fully Agree 20% Grand Total 100%
  57. 57. Page 57 12. Satisfaction level of the respondents with the Maintenance Facilities. Table No- 2.8 Chart No- 2.8 Source : Primary Data INFERENCE The above chart shows that majority of the respondents are satisfied with the maintenance facilities of the organisation. They are satisfied with the frequent examining and maintaining facilities provided in the organisation. Nearly 75% of the respondents are satisfied with the maintenance facilities. Maintenance facilities Percentage Fully Disagree 10% Disagree 16% Agree 60% Fully Agree 14% Grand Total 100%
  58. 58. Page 58 13. Satisfaction level of the respondents with the Training Facilities. Table No- 2.9 Chart No- 2.9 Source : Primary Data INFERENCE The above chart shows that most of the respondents are satisfied with the training sessions provided. About 74% of the employees are satisfied with the training facilities provided. This shows that the motivational training sessions are highly effective. Training facilities Percentage Fully Disagree 8% Disagree 18% Agree 48% Fully Agree 26% Grand Total 100%
  59. 59. Page 59 14. Satisfaction level of the respondents with the Health Awareness Programmes. Table No- 2.10 Chart No- 2.10 Source : Primary Data INFERENCE The above chart shows that the organisation carries out health awareness campaigns most frequently, it also indicates that the organisation gives much more importance to its employee’s health. Nearly 66% employees are satisfied with the health awareness campaigns carried out by the unit. Health awareness programmes Percentage Fully Disagree 4% Disagree 30% Agree 48% Fully Agree 18% Grand Total 100%
  60. 60. Page 60 15. Satisfaction level of the respondents with the CSR Activities. Table No- 2.11 Chart No- 2.11 Source : Primary Data INFERENCE The above chart shows that the organisation carries out CSR activities which are quite remarkable. Nearly 58% of the respondents are satisfied with the CSR activities whereas the rest are dissatisfied. Thus, still a long way to cover the gap. CSR activities Percentage Fully Disagree 10% Disagree 32% Agree 42% Fully Agree 16% Grand Total 100%
  61. 61. Page 61 16. Satisfaction level of the respondents with the Communication Channel. Table No- 2.12 Chart No- 2.12 Source : Primary Data INFERENCE The above chart shows that majority of the respondents are satisfied with the communication channel followed in the organisation. 58% of the respondents are satisfied with the communication channel whereas 42% of them are dissatisfied with the channel. Communication channel Percentage Fully Disagree 10% Disagree 32% Agree 44% Fully Agree 14% Grand Total 100%
  62. 62. Page 62 17. Satisfaction level of the respondents with the Cultural Programs. Table No- 2.13 Chart No- 2.13 Source : Primary Data INFERENCE The above chart shows that cultural programs are given adequate importance as a tradition as well as a form of relaxation for the employees. Majority of the employees are satisfied with the cultural programs carried out by the organisation. Nearly 68% of the respondents are satisfied with the cultural programs whereas the rest still awaits for some more refreshment sessions. Cultural Programmes Percentage Fully Disagree 8% Disagree 24% Agree 42% Fully Agree 26% Grand Total 100%
  63. 63. Page 63 18. Satisfaction level of the respondents with the National Festivals. Table No- 2.14 Chart No- 2.14 Source : Primary Data INFERENCE The above chart shows that national festivals are given adequate importance, as a tribute. Majority of the employees are highly satisfied with the national festivals celebrated by the organisation. Nearly 82% of the respondents are satisfied with the national festivals celebrated. National Festivals Percentage Fully Disagree 10% Disagree 8% Agree 42% Fully Agree 40% Grand Total 100%
  64. 64. Page 64 19. Satisfaction level of the respondents with the use of their skills and abilities. Table No- 2.15 Chart No- 2.15 Source : Primary Data INFERENCE The above chart shows that almost all the employees are satisfied with the utilisation of their skills and abilities in their work place. Nearly 86% of the employees are highly satisfied with the skills utilisation. Good use of my skills and abilities Percentage Fully Disagree 4% Disagree 10% Agree 42% Fully Agree 44% Grand Total 100%
  65. 65. Page 65 20. Satisfaction level of the respondents with the Reward & Recognition System. Table No- 2.16 Chart No- 2.16 Source : Primary Data INFERENCE The above chart shows that majority of the respondents are satisfied with the reward and recognition system of the organisation. 77% of the employees are satisfied with the system. This also shows that the organisation has a fair reward and recognition system. Reward and recognition system Percentage Fully Disagree 6% Disagree 18% Agree 36% Fully Agree 40% Grand Total 100%
  66. 66. Page 66 21. Satisfaction level of the respondents with the Internal Disciplinary System. Table No- 2.17 Chart No- 2.17 Source : Primary Data INFERENCE The above chart shows that majority of the respondents are aware of the internal disciplinary system of the organisation and they follow them accordingly. Nearly 64% of the employees are satisfied with this system and are agree to follow them. While the rest may be expecting some kind of relaxation in the system. Internal disciplinary system Percentage Fully Disagree 12% Disagree 24% Agree 38% Fully Agree 26% Grand Total 100%
  67. 67. Page 67 22. Satisfaction level of the respondents with the Quality of Food. Table No- 2.18 Chart No- 2.18 Source : Primary Data INFERENCE The above chart shows that majority of the respondents are dissatisfied with the quality of food provided. 56% of the respondents are dissatisfied with the quality of food whereas the rest 44% are somewhat satisfied with the quality of food. Quality of food Percentage Fully Disagree 16% Disagree 40% Agree 36% Fully Agree 8% Grand Total 100%
  68. 68. Page 68 23. Satisfaction level of the respondents with the Standing Order System. Table No- 2.19 Chart No- 2. 19 Source : Primary Data INFERENCE The above chart shows that majority of the respondents are aware of the standing order system of the organisation and they follow them accordingly. Nearly 74% of the employees are satisfied with this system and are follow them. While the rest may be expecting some kind of relaxation in the system. Standing order system Percentage Fully Disagree 14% Disagree 12% Agree 60% Fully Agree 14% Grand Total 100%
  69. 69. Page 69 24. Satisfaction level of the respondents with the Grievance Redressal. Table No- 2.20 Chart No- 2.20 Source : Primary Data INFERENCE The above chart shows that 50% of the respondents are satisfied with the grievance redressal system of the organisation. Whereas the rest 50% feels that there is still lack of facilities for grievance handling. Grievance redresal Percentage Fully Disagree 20% Disagree 30% Agree 44% Fully Agree 6% Grand Total 100%
  70. 70. Page 70 7.2- T-test 𝐻0: Average Satisfaction basis age = Average Satisfaction basis educational qualification. 𝐻1: Average Satisfaction basis age ≠ Average Satisfaction basis educational qualification. 𝐻0: Average Satisfaction basis age = Average Satisfaction basis work experience. 𝐻1: Average Satisfaction basis age ≠ Average Satisfaction basis work experience. Since the two tailed P value is more than 0.05 the null hypothesis is accepted. 𝐻0: Average Satisfaction basis position in workplace = Average Satisfaction basis work with organisation in future. 𝐻1: Average Satisfaction basis position in workplace ≠ Average Satisfaction basis work with organisation in future. Since the two tailed P value is more than 0.05 the null hypothesis is accepted. 𝐻0: Average Satisfaction basis work with organisation in future = Average Satisfaction basis health checkups. 𝐻1: Average Satisfaction basis work with organisation in future ≠ Average Satisfaction basis health checkups. Since the two tailed P value is less than 0.05 the null hypothesis is rejected. Since the two tailed P value is more than 0.05 the null hypothesis is accepted. t-Test: Paired Two Sample for Means Q3 Q4 Mean 2.56 3.7 Variance 0.822857143 2.214285714 Observations 50 50 Pearson Correlation -0.054428626 Hypothesized Mean Difference 0 df 49 t Stat -4.517495792 P(T<=t) one-tail 1.97778E-05 t Critical one-tail 1.676550893 P(T<=t) two-tail 3.95555E-05 t Critical two-tail 2.009575199 t-Test: Paired Two Sample for Means Q3 Q6 Mean 2.56 2.62 Variance 0.822857 1.628163 Observations 50 50 Pearson Correlation 0.187601 Hypothesized Mean Difference 0 df 49 t Stat -0.29875 P(T<=t) one-tail 0.383196 t Critical one-tail 1.676551 P(T<=t) two-tail 0.766392 t Critical two-tail 2.009575 t-Test: Paired Two Sample for Means QOM1 QOM3 Mean 2.9 3.5 Variance 0.908163 0.459184 Observations 50 50 Pearson Correlation 0.142214 Hypothesized Mean Difference 0 df 49 t Stat -3.8996 P(T<=t) one-tail 0.000147 t Critical one-tail 1.676551 P(T<=t) two-tail 0.000293 t Critical two-tail 2.009575 t-Test: Paired Two Sample for Means QOM3 QOM6 Mean 3.5 3.34 Variance 0.459184 0.677959 Observations 50 50 Pearson Correlation 0.530368 Hypothesized Mean Difference 0 df 49 t Stat 1.532092 P(T<=t) one-tail 0.065966 t Critical one-tail 1.676551 P(T<=t) two-tail 0.131931 t Critical two-tail 2.009575
  71. 71. Page 71 𝐻0: Average Satisfaction basis work with organisation in future = Average Satisfaction basis cleanliness in washroom. 𝐻1: Average Satisfaction basis work with organisation in future ≠ Average Satisfaction basis cleanliness in washroom. 𝐻0: Average Satisfaction basis facilities in community centre = Average Satisfaction basis security facility. 𝐻1: Average Satisfaction basis facilities in community centre ≠ Average Satisfaction basis security facility. Since the two tailed P value is more than 0.05 the null hypothesis is accepted. Since the two tailed P value is more than 0.05 the null hypothesis is accepted. 𝐻0: Average Satisfaction basis security facility = Average Satisfaction safety commitments. 𝐻1: Average Satisfaction basis security facility ≠ Average Satisfaction basis safety commitments. 𝐻0: Average Satisfaction basis security facility = Average Satisfaction basis maintenance facility. 𝐻1: Average Satisfaction basis security facility ≠ Average Satisfaction basis maintenance facility. Since the two tailed P value is more than 0.05 the null hypothesis is accepted. Since the two tailed P value is less than 0.05 the null hypothesis is rejected. t-Test: Paired Two Sample for Means QOM3 QOM8 Mean 3.5 2.86 Variance 0.459184 0.653469 Observations 50 50 Pearson Correlation 0.279421 Hypothesized Mean Difference 0 df 49 t Stat 5.039118 P(T<=t) one-tail 3.38E-06 t Critical one-tail 1.676551 P(T<=t) two-tail 6.76E-06 t Critical two-tail 2.009575 t-Test: Paired Two Sample for Means QOM11 QOM12 Mean 2.9 2.5 Variance 0.704082 0.744898 Observations 50 50 Pearson Correlation 0.718595 Hypothesized Mean Difference 0 df 49 t Stat 4.427189 P(T<=t) one-tail 2.67E-05 t Critical one-tail 1.676551 P(T<=t) two-tail 5.34E-05 t Critical two-tail 2.009575 t-Test: Paired Two Sample for Means QOM12 QOM14 Mean 2.5 3.12 Variance 0.744898 0.679184 Observations 50 50 Pearson Correlation 0.487765 Hypothesized Mean Difference 0 df 49 t Stat -5.13044 P(T<=t) one-tail 2.47E-06 t Critical one-tail 1.676551 P(T<=t) two-tail 4.94E-06 t Critical two-tail 2.009575 t-Test: Paired Two Sample for Means QOM12 QOM15 Mean 2.5 2.78 Variance 0.744898 0.664898 Observations 50 50 Pearson Correlation 0.420481 Hypothesized Mean Difference 0 df 49 t Stat -2.18916 P(T<=t) one-tail 0.016689 t Critical one-tail 1.676551 P(T<=t) two-tail 0.033379 t Critical two-tail 2.009575
  72. 72. Page 72 𝐻0: Average Satisfaction basis training facilities = Average Satisfaction basis learning new from job. 𝐻1: Average Satisfaction basis training facilities ≠ Average Satisfaction learning new from job. 𝐻0: Average Satisfaction basis training facilities = Average Satisfaction basis good use of skills and abilities. 𝐻1: Average Satisfaction basis training facilities ≠ Average Satisfaction basis good use of skills and abilities. Since the two tailed P value is more than 0.05 the null hypothesis is accepted. Since the two tailed P value is less than 0.05 the null hypothesis is rejected. 𝐻0: Average Satisfaction basis CSR activities = Average Satisfaction basis health awareness programmes. 𝐻1: Average Satisfaction basis CSR activities ≠ Average Satisfaction basis health awareness programmes. 𝐻0: Average Satisfaction basis internal disciplinary system = Average Satisfaction basis standing order system. 𝐻1: Average Satisfaction basis internal disciplinary system ≠ Average Satisfaction standing order system. Since the two tailed P value is more than Since the two tailed P value is more than 0.05 the null hypothesis is accepted. 0.05 the null hypothesis is accepted. t-Test: Paired Two Sample for Means QOM17 QOM22 Mean 2.910826 3.096282 Variance 0.809133 0.761525 Observations 50 50 Pearson Correlation 0.410877 Hypothesized Mean Difference 0 df 49 t Stat -1.36305 P(T<=t) one-tail 0.089549 t Critical one-tail 1.676551 P(T<=t) two-tail 0.179099 t Critical two-tail 2.009575 t-Test: Paired Two Sample for Means QOM17 QOM24 Mean 2.92 3.26 Variance 0.76898 0.645306 Observations 50 50 Pearson Correlation 0.377782 Hypothesized Mean Difference 0 df 49 t Stat -2.55988 P(T<=t) one-tail 0.006803 t Critical one-tail 1.676551 P(T<=t) two-tail 0.013606 t Critical two-tail 2.009575 t-Test: Paired Two Sample for Means QOM19 QOM18 Mean 2.64 2.8 Variance 0.765714 0.612245 Observations 50 50 Pearson Correlation 0.339792 Hypothesized Mean Difference 0 df 49 t Stat -1.18427 P(T<=t) one-tail 0.121009 t Critical one-tail 1.676551 P(T<=t) two-tail 0.242018 t Critical two-tail 2.009575 t-Test: Paired Two Sample for Means QOM26 QOM29 Mean 2.78 2.74 Variance 0.950612 0.767755 Observations 50 50 Pearson Correlation 0.648337 Hypothesized Mean Difference 0 df 49 t Stat 0.361961 P(T<=t) one-tail 0.359469 t Critical one-tail 1.676551 P(T<=t) two-tail 0.718937 t Critical two-tail 2.009575
  73. 73. Page 73 𝐻0: Average Satisfaction basis internal disciplinary system = Average Satisfaction basis grievance redressal system. 𝐻1: Average Satisfaction basis internal disciplinary system ≠ Average Satisfaction basis grievance redressal system. Since the two tailed P value is less than 0.05 the null hypothesis is rejected. t-Test: Paired Two Sample for Means QOM26 QOM30 Mean 2.78 2.36 Variance 0.950612 0.765714 Observations 50 50 Pearson Correlation 0.644895 Hypothesized Mean Difference 0 df 49 t Stat 3.784188 P(T<=t) one-tail 0.00021 t Critical one-tail 1.676551 P(T<=t) two-tail 0.000421 t Critical two-tail 2.009575
  74. 74. Page | 74 CHAPTER 8
  75. 75. Page | 75 8. CONCLUSION  From our overall study we conclude that, Hindalco Industries Limited, Hirakud, Smelter division’s HRD unit’s work is very effective, in improving the skill and knowledge of the employee, to meet the present and the future requirements of the organisation.  The employee retention rate is quite remarkable. Still few areas such as grievance redressal, canteen facilities, standing order system and disciplinary system are needed to be focused for further development.  From the survey it is clear that, training programmes playing a crucial role in motivating and improving the knowledge and skill of the employee.  The refreshment programmes, cultural activities and national festivals are given equal importance.  Throughout the survey, it can be clearly concluded that, company is conducting CSR activities in an effective way for further development of the individuals as well as the society.  The company has succeeded in creating Self Help Groups (SHGs) and have supported & encouraged them to create their own identity. Along with this, it is also trying its best to develop rural areas and providing adequate knowledge and help to overcome various primary needs.  The company is using a modern performance appraisal software called PURNATHA, which is very effective, easy to handle, reliable, less costly and saves time.
  76. 76. Page | 76 CHAPTER 9
  77. 77. Page | 77 9. SUGGESTION Whenever training programmes are arranged, there should be a hard and fast rule, from the administration for the employees, to attain those programmes sincerely. The company should arrange special training programmes, for the betterment of the relationship between the workers and employees. For proper succession process, there should be a special program to be conducted so that the employees can think beyond their key areas. The management should encourage the employees to form quality circles. The quality of food provided in the canteen should be more hygienic and balanced in nutrition. There should be a specific schedule for the trainees, so that they can utilise their time in an efficient manner and enhance their knowledge. Meetings should be conducted and make the SHG groups understand that Hindalco is providing them training only to make them self sufficient and capable to stand on their own and make their own identity wider with self effort.
  78. 78. Page | 78 APPENDIX QUESTIONNAIRE
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