8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
1/86
APROJECT REPORT ON
EMPLOYEE SATISFACTION
AT HINDALCO SMELTER PLANTHIRAKUD COMPLEX
Under the sinere !"id#ne $%K. Palani
S"&'itted &( )
Dee*#+ K"#r S#h"R$,, N$- ) ./M0A123Re!d- N$- ) 3451/65/7
S"&'itted T$)
DDCE, SAMBALPUR UNIVERSITY
MBA-09 1
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
2/86
PREFACE
With changing corporate scenario of 21stcentury any organization can not ignore
the importance & involvement of human being in overall development of organization it
is the prime duty of the human resource department of the organization to see that all the
employee working in the organizations are highly satisfied.
Increasing job satisfaction is important for both humanitarian value and for the
financial benefit of organization. mployee with higher job satisfaction believes that
!he organization will be satisfying in the long run.
"are about the #uality of work.
$re more committed to the organization.
%ore productive
o the importance of job satisfaction can't be over emphasized. !he present study
reveals the level of satisfaction relating to the factor such as job( management( social
relation( personal adjustment.
!his project report deals with the concept of job satisfaction( reveals the
satisfaction in the )indalco Industries smelter plant at )irakud comple*.
It also deals with room for improvement & suggestions for the )+ department to
improve the level of satisfaction of employees.
!he researcher feels that at the end of study every reader( wheather teacher(
student or a practitioner or just some one interested in human beings would develop some
insight regarding the employee satisfaction & its importance for the organization.
I take this opportunity to e*tent my gratitude to all those who have helped me in
conducting the study.
MBA-09 2
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
3/86
ACKNOWLEDGEMENT
!his project has been made possible by direct & indirect co,operation of many
intellectual person for whom I wish to e*press my hearty appreciation and gratitude.
I am greatly indebted to -ushparaj athapathy %anager / )+0( who guided me
& kind enough to inspire me for my project by his valuable guidance & rich e*perience.
%y sincere thanks to ri allav ingh enior %anager, )+0( for allowing me to
do my project at )indalco industry limited smelter )irakud comple*.
I would e*tend my deep sense of gratitude to my project guide . -alani( for
valuable guidance regarding my research work.
I am also very much thankful to the "entre 3irector( 4I"( !alcher for his
valuable suggestion and sincere help.
!he co,operation I got during my project form the employees of )irakud smelter
plant was really appreciable.
5ast but not least( my sincere thanks to my loving parents( friends( colleagues &
other well wisher whose good wishes & timely suggestion made me to complete my job
in time.
3uring my project I came across many practical e*periences in $luminum
industries. It was a great learning e*perience for me( which I could not have with out the
co,operation of all the above people mentioned. 6nce again I am very much thankful all
of them. I e*tend my warm wishes for their personal & professional life.
3eepak uar ahu.
MBA-09 3
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
4/86
TO WHOM SOEVER IT MAY CONCERN
!his is to certify that the project work entitled 7%-568 $!I9$"!I64 at
)I43$5"6 %5!+ -5$4! )I+$:3 "6%-5;< submitted by 3eepak uar
ahu as 3issertation -roject for fulfillment of the re#uirement for the award of %$
)+0 from 33"( ambalpur :niversity. !his has not formed a basis for the award of
any 3egree =3iploma by this university or any other university.
We wish all success in his future endeavor.
Pushparaj Sathapathy
(Manager HR)
MBA-09 4
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
5/86
EXAMINERS CERTIFICATE
!his project is submitted by 3eepak uar ahu of %$ bearing the
+oll 4o. 1>%$?@2 under 33"( ambalpur :niversity and forwarded for
evaluation.
Internal *aminer *ternal *aminer
MBA-09 5
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
6/86
CERTIFICATE OF APPROVAL
This is to Certify that the Project Etit!e"#$EMPLOYE SATISFACTION at HINDALCO SMELTER PLANT
HIRAUD COMPLE!
ubmitted byDeepak Kuar Sahunr. 4o 2A=?>B=>C0( ambalpur :niversity( urla
towards partial fulfillment of the re#uirements for the award of the degree of %aster of
usiness $dministration %$0 is a bona fide record of the work carried out by him
under the able guidance of! Pa"an#( 9aculty( 4I"( !alcher.
(Appr$%a" $& the Center '#ret$r)
MBA-09 "
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
7/86
DECLARATION
I undersign( here by declare that project entitled 7%-568 $!I9$"!I64H acres of land stands I43$5's )irakud melter and its
"aptive -ower -lant. 6n the year 1C@J( %r. +.3.-amer( e*,%.3 of I43$5 mooted the
idea to establish a melter at )irakud with hydro,electricity facilities nearby along with
availability of au*ite in 5ohardaga %ines & $lumina %uri0 at neighboring ihar tate.
ubse#uently( the melter was established on the re#uest of Government of 6rissa to
utilise the abundant and surplus power generated by )irakud 3am( started operating with
an initial installed capacity of 1>(>>> %! per annum. !he technology adopted at )irakud
melter is )orizontal tud oderberg )0 type In order to provide space for the
9actory & housing facilities 1H> acres of land was ac#uired from Govt. & construction
work started. $fter the installation of machinery appro*imately little more than 2 years(
from Eanuary 1st 1CBC the production started. In 9eb 12th 1CBC(the factory was
inaugurated officially by *, "hief %inister of 6rissa %r. )..%ahatab . $round ?> nos.
of employees were sent to $lupuram to get on ,the ,job training & e*posure.
In the year 1C?1( the capacity was enhanced to the annual capacity of 2@(>>>
tones of primary $luminum in the form of +olling Ingot and 1,2> Ingot and 12(>>>
tones of "arbon products. $ major part of this "arbon product is sold to the 9erro,alloys
manufacturing companies. ut due to inability of the tate Government to supply the
cheap power it had assured( the plant had suffered truncated operation since 1CHJ.$s a
succor( commissioning of "-- was mooted & ground breaking ceremony of -ower -lant
started in the month of Eune 1CC>.6n 11 Euly 1CCA()irakud -ower was first synchronized
MBA-09 1"
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
17/86
with the 6rissa tate Grid. 3uring %arch 1CC@ full capacity generation power from
power plant started. "aptive thermal power plant of ?H.Bmw capacity was commissioned.
$s a se#uel to it re,energisation of refurbished pots completed. 3uring Eanuary 2B th1CCB
capacity increased from 2@ !-$ to A> !-$ by adding @@ pots and subse#uently to
?B !-$ which is the present capacity. I6 C>>2 certificate was accredited by FLI on
2A.C.CB. 6n 2Ardeptember 1C?? ground breaking ceremony of "aster -roject started &
on 11.12.1CCH first cast coil produced from "aster. melter was certified for nvironment
%anagement ystem on 2H.12.2>>>.$lso to add another feather in the cap ( 6)$,
1J>>1 "ertification was recommended for melter by FLI on 2?.>H.2>>1.
MAA,EMET A' 2*SIESS OR,AISATIO
I43$5' organ izat ion i s s t ructu red wi th au tonomous business
divisions each responsible for its own production technology development
and marketing( drawing upon central ized service functions as corporate
finance( human resources development( corporate p lanning( engineering
projects and material management legal and investors services( infocom &
corporate affairs.
I'AL6S 7*ALIT+
$t Indal #uality is pursued through B pillars of total #uality management.
1 . "ustomer o r ien ta t ion.
2 . "ontinuos improvement.
A . %anagement by facts .
@ . -rocess focus & improvement.
B. Involvement of every one mployees( "ustomers & suppliers0.
I'AL6S PRO'*C T A' MARET
" wire rods( alloy rods( alloy ingots( "arbon electrode paste & cathode
carbon blocks
A5AR'S A' RECO, ITIO S
i . 4ational energy conservat ion award to )irakud mel ter.
ii. 9I""I $nnual award presented to )indalco for corporate initiatives in rural
development.
MBA-09 1#
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
18/86
iii. "$-;I5' special e*port awrd( won for the third year in succession( for e*port
of processed minerls.
iv. Greenteeh environment e*cellence aand safety awards won by belgum.
v. "II er0 Luality award & "II,;I% ank certified presented to )irakud -ower
-lant( for Improvement &commitment to !L%.
vi. 9I%I Gem Grnite environment $ward presented to 3urgmanwadi mines.
vii. 4I-% second prize for best )+ practiees presented to !aloja heet -lant.
viii. "+!I9I"$!I64 6)$ 1J>>1 certification awarded !6 )indalco locations
at elur( %uri( elgaum( !aloja( $alupuram *trusions( 3urgmanwadi &
"handgad mines & I6 1@>>1 % to alwa.
HIRA*' SMELTER
i. 4ational safety award for longest accident free period( for the years 2>>1 & 2>>2
presented by the directorate general factory advice & labour institutes( ministry of
labour( %umbai.
ii. 4ational energy conservation e*cellence award 2>>A for e*cellence in energy
conservation in the aluminum sector( presented by the bureau of energy efficiency(
ministry of power.
iii. -rashansa patra for the years 2>>1 & 2>>2( presented by the national safety
council( %umbai.
iv. tate safety award for the lowest weighted fre#uency rate of accident for 2>>1(
presented by the honorable %inister of 5abour &employment( Government of
6rissa.
HIRA*' PO5ER PLAT
)irakud power plant is one of the part of )irakud smelter. )irakud smelter
receives the power supply from its own captive power plant situated at )irakud. !he unit
previously was of the capacity of ?2 mw but now from Eune 2>>B the capacity is
increased to 1?2 mw.
MBA-09 1$
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
19/86
MA*FACT*RI, PROCESS
)all )eroult electrolytically reduces process of electrolysis alumina
to aluminum. !he electrolyt ic cel l consists of a cathode and anode. !he
cathode is made up of carbon having no volatile substanceD anodes consist
of calcimined petroleum coke HBK0 and coal tar p i tch 2BK0 in paste
form. ! hi s p as te i s t ermed as carbo n p as te o derb erg p as te h av in g
volat i le materials0 .!he electrolyt ic bath contains al l the raw materials
like alumina( $l9 A ( "a9 2 ( and 4a A$lf? .
$luminum metal is deposited at the cathode is molten state. %olten aluminum is
withdrawn periodically and transferred into holding furnaces from where it is cast in to
pigs( rolling ingots and con cast coil as re#uired. !hese are the major basic products of
)irakud smelter. $verage life of a electrolytic cell is 1B>> days. $fter the failure of the
cell the cathode carbon is removed. !his carbon is termed as spent pot lining.
'IFFERET SECTIO OF HIRA*' SMELTER
Sa&ety
afety means free from danger( damage( injury( & giving protection involving no
risk process. $ccident is an unplanned( une*pected event( which causes interference to
the work( may or may not result in injury( damage to property or environment. %ain
causes of accidents are ,,,,,,,,,
:nsafe actionsMJ>K :nsafe conditionM1JK
4atural calamitiesM2K
Good house keeping avoids accidents( improve productivity & ensure good
health. !he main causes for electrical accidents are e*posed wires( bare conductors( open
switches( hanging wires( no earthing( inade#uate knowledge & unsafe work methods.
5arge no of injuries are caused from hand tools. !he main causes for theses accidents are
of unsuitable & damaged tools
MBA-09 19
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
20/86
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
21/86
with voltage of @ / @.Bvolts per day e*traction is @>>kg=pot.-rocess in each pot is
monitored by electronic pot controller -"0 which sends information to the control
room from which all process in pot are controlled. "urrent efficiency of this process is
JCK.$ctivities carried out in pot room operation are
"ell operation "rust breaking0
nd breaking
!apping
$lumina feeding charging0
P$t8R$$0 (Ser%#e)
%ain function of -+ is to provide service to the pot room. "athode lining hasbeen outsourced which is done in 2shifts. )ence all other services regarding pots is done
by -+. !he various activities carried out by -+ are,,,,,,,,
o +od raising
o tud pulling
tuds are pulled with the help of stud puller machine for its
maintenance.
o tud planting
o +ag rising & channel pulling
$s the anode get consumed( channels come down &are removed
from bottom.
o "hannel mounting
It is done with the help of cranes
o "hannel straightening
3epressed channels are straightened with the help of channel
straightner.
o 3ask charging
o upper structure cleaning
o 3oor maintenance
Car1$n P"ant
MBA-09 21
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
22/86
"arbon paste is one of the most important ingredient for aluminum production.
9or 1kg of aluminum >.Bkg of carbon paste is re#uired. )ence to supply such huge
#uantity of carbon paste( integrated carbon plant is setup( which supply carbon paste to
the pot room. "arbon paste is filled in pot to work as anode. It consists of H>K petroleum
coke & A>K pitch which acts as a binder. -etroleum coke is passed through crusher
which is then feed through feeder to screen( where different size coke is separated &
stored in different storage bin. -itch coming to plant is either solid or li#uid. If solid( it is
melted. 3ifferent size of coke as per re#uirement0 is fed through conveyor to mi*er(
where pitch is also added. "arbon paste from mi*es is taken sent to the pot room
Cast H$use
$utonomous work culture has been adopted in cast house where same department
does operation & maintenance. It consists of new casting plant( caster &old casting plant.
6ld & new casting plant produces rolling ingots & 2>kg pigs while in caster continuous
strip in the from of rolled bundle is produced. Input for cast house comes from pot room
in the form of li#uid aluminum. "ast house consists of 2 stationary & B tilting furnaces.
$lloying is done in the furnaces itself as per costumes specification. %olten aluminum
from furnace enters degasser to remove hydrogen. %olten aluminum passes through filter
to remove o*ides( inclusions. !hen this hot metal is converted into rolling ingots in
casting plant & sheet in caster.
Researh an/ 'e%e"$p0entr9/ 0
+&3 comes under production department. It works as a assisting department to other
production department like caster( casting plant( pot room( 9!- etc. !esting & #uality
control is done by +&3 for incoming raw material & outgoing finished product. ample
of aluminum is taken from pot & sent to +&3 for testing #uality of hot metal. ample
from furnace in the caster & casting plant is sent to spectrometer laboratory to determine
the alloy composition of hot metal & the result is sent to the cast house. o that necessary
addition of alloying element can be done. Inclusions center in slabs( rolling ingots is
determine by the +&3 laboratory & its K is specified. nvironmental laboratory take
care of 1J>,1@>>1 certificate by continuously the #uality of efficient gases.
Fu0e Treat0ent Pr$ess(FTP)
MBA-09 22
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
23/86
%ain function of 9!- is to remove hazardous particle like fluoride( carbon( etc from
efficient gases there by minimizing the air pollution. 9resh alumina & effluent gas from
pot enter into the bag filter where fluoride particles are trapped & absorbed by fresh
alumina which in turn gets converted into fluorinated alumina.
$dvantages of 9!- are(
9luoride particles are recessed in the pot thereby decreasing total fluoride
consumption.
In ) technology( the carbon particles element in the effluent gas in very
high. !hese particles get trapped in the bags thereby decreasing its life.
5$r"/ C"ass Manu&atur#ng(5CM)
!op class management plays a major role in the development making future strategy &
their implementation. It is mainly responsible for the growth of company. !op
management should have a definite vision( mission & strategy. !hey should be able to
implement the action and achieve the result. very employee is linked with a process
chain. very department is a customer & supplier. mployee should be motivated &
encouraged for their work. !eam work is always better than individual work. "ustomer
only pays for the finished product & not the waste product. o the waste output should be
minimum.
E"etr#a" Ma#ntenane
-ower less than @1B volts is handled by electrical maintenance department.
ervice department for electrical maintenance are
-ot room
"arbon plant
"asting
!his department handles any problem releated to electrical maintenance. %ajor
e#uipment for maintenance is overhead cranes( aluminum charges( etc. !here are ?
au*iliary substations $0.
$... 16ld pot room.
$... 2"asting plant( -ump house( "aster.
$... A4ew pot line.
$... @:nder construction.
MBA-09 23
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
24/86
$... B&?"aster( +ectifier tation( "ooling tower.
Instru0entat#$n
$s the automation increases( instrumentation also increases & becomes moresophisticated. Instrumentation re#uires at all stages. 9ollowing are some e*ample where
instrumentation plays a vital role.
Ret#er:
"onvert $" to 3".
Iods are used now days whereas transitive were used in old plants.
It controls the e#uipment.
P$t R$$0:
+esistance of the bath is to be controlled which is done by
electronic pot controller.
Car1$n P"ant:
-5" monitors mi*ing( basic feeder which is feeds at
controlled roste.
FTP:
-rogrammer logic control -5"0 is used. It manipulates the input
& gives desire output. $ll logic can be programmed. Without
changing connections one system can be made idle & other in
working condition for short interval.
Mehan#a" 0anta#ne
%achanical maintenance is divided into three sub groups.
%echanical %aintenance.
Work hop.
"ivil %aintenance.
%echanical %aintenanceN,
!he maintenance of casting plant( "arbon plant & pot room is done by
mechanical maintenance. !he maintenance of lifting machines such as 6! crane( )6!
crane( EI crane( hain pully blocks( are also done by this department.
Work hopN,ach pot is divided into 2 parts on the maintenance basic.
MBA-09 24
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
25/86
"ell.
uper structure.
!he maintenance of these parts is done by workshop. !he average life each cells is 2>>>
days.
C#%#" Ma#ntenane:8
%aintenance activities regarding civil is done by civil maintenance department.
%aintenance of colony apartments( sanitary works( new constructions work is handled by
this department. )orticulture is also maintained by civil maintenance department.
S+STEM
$ny transaction supported by cost alternately reflects the financial module in the
company. 9inancial module is developed by 6racle 1>.H &3atabase H.A. $nd it is
upgraded by 6racle 11i &3atabase Ci.verything about raw material e.g. coal( alumina0
are processed through I9I Integrated 9actory Information ystem0 which is 6racle
based containing the purchase order receipts( receive & the raw material details.%%
%aintenance %odule ystem0 is a total monitoring system containing information about
history & detailed maintenance report of e#uipments.
ACCO*TS
$ccounts are the custodian of the company's assets. )ere money is not misused.
$ccounts play a role in
"entral purchasing.
%onitoring of the cost.
Giving early signals for deviations.
3etermining arresting & curving risk tones.
"ontrolled measure is taken to avoid to misappropriation of funds.
$ccounts deals with purchasing( costing( budgeting( bill purchasing & salary processing.
MBA-09 25
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
26/86
4O2 SATISFACTIO
!he term 7job satisfaction< was brought to limelight by )oppock. )e reviewed
A2 studies on job satisfaction conducted prior to 1CAA. $ccording to him( job satisfaction
is 7the combination of psychological( physiological & environmental circumstances that
causes a person to truthfully say 7I am satisfied with my job items some of which are given below.
4$1
Manage0ent
S$#a" Re"at#$ns
Pers$na" A/just0ent
4O2
4ature of work( working hours( fellow workers( overtime regulations( physical
environment( machines & tolls( interest in work( opportunities for promotion and
advancement( etc.
MAA,EMET
MBA-09 2"
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
27/86
+eward & punishment( praise & blame( leave policy( favouritism( participation(
supervisory treatment.
SOCIAL RELATIO
4eighbors( friends & associates( caste barriers( participate in social activities
towards people in community( etc.
PERSOAL A'4*STMET
)ealth( home & leaving conditions( finances( relations with family members(
emotionalism( etc.
'ETERMIATS OF 4O2 SATISFACTIO
!he various factors influencing job satisfaction may be classified into two categories.
En%#r$n0enta" &at$r; an/
Pers$na" &at$rs!
En%#r$n0enta" &at$rs
!hese factors relate to the work environment' main among which are as follows
Eob contentN )erzberg suggested that job content in terms of achievement( recognition(
advancement( responsibility and the work itself tend to provide satisfaction but their
absence does not causes dissatisfaction. Where the job is less repetitive and there is
variation in job content( job satisfaction tends to be higher.
Oupat#$na" "e%e"
!he higher the level of the job in organizational hierarchy the greater the
satisfaction of the individual. !his is because positions at higher levels are generally
better paid( more challenging & provided greater freedom of operation. It carry greater
prestige( self control & need satisfaction.
Pay 9 pr$0$t#$n
$ll other things being e#ual( higher pay & better opportunities for promotion
lead to higher job satisfaction.
5$r- gr$up
%an is a social animal & like to be associated with others' interaction in the
work group help to satisfy social & psychological needs &( therefore( isolated workers
tend to be dissatisfied. Eob satisfaction is generally high when an individual is accepted
by his peers & he has a high need of affiliation.
Super%#s#$n
MBA-09 2#
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
28/86
"onsiderate supervision tends to improve job satisfaction of workers. $
considerate supervisor takes personal interest in his subordinates and allows them to
participate in the decision making process. however authoritarian people may be more
satisfied under the supervision of high status and strongly directive leaders. mployee
satisfaction from supervisory behavior depends upon the influence e*ercise on his own
superior.
Pers$na" Charater#st#s
personal life e*ercises a significant influence on job satisfaction. !he main
elements of personal life are given below
Age
Se3
E/uat#$na" Le%e"
Mart#a" Status
Age
ome research studies reveal a positive correlation between age & job
satisfaction. Workers in the advances age group tend to be more satisfied probably
because they have adjusted with their job condition. )owever( there is a sharp decline
after a point perhaps because an individual aspires for better and more prestigious jobs in
the later years of his life.
Se3
6ne study revealed those women are less satisfied than men due to fewer job
opportunities for females. ut female workers may be more satisfied due to their lower
occupational aspirations.
E/uat#$na" Le%e"
Generally more educated employees tend to be less satisfied with their jobs
probably due to their higher job aspirations. )owever( research does not yield conclusive
relationship between these two variables.
Mar#ta" Status
!he general impression is that married employees & employees having more
dependents tend to be more dissatisfied due to their greater responsibilities. ut such
employees may be more satisfied because they value their jobs more than unmarried
workers.
E3per#ene
MBA-09 2$
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
29/86
Eob satisfaction tends to increases with increasing years of e*periences. ut it
may decreases after twenty years of e*perience particularly among people who have not
realized their job e*pectations.
STATICALL+ SI,IFICAT FACTORS IFL*ECI, 4O2 SATISFACTIO
-revious research identified si* factors that influenced job satisfaction. When
these si* factors were high( job satisfaction was high. When the si* factors were low.
4$1 sat#s&at#$n #s #n&"uene/ 1y:
Opp$rtun#ty
Stress
Lea/ersh#p
5$r- Stan/ar/s
Fa#r Re.ar/s
A/e
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
30/86
When negative stress is continuously high( job satisfaction is low. Eobs are more
stressful if they interfere with employees' personal lives or are a continuing source of
worry or concern.
At#$ns:
-romote a balance of work and personal lives. %ake sure that senior managers
model this behavior!
3istribute work evenly fairly0 within work teams.
+eview work procedures to remove unnecessary 7red tape< or bureaucracy.
%anage the number of interruptions employees have to endure while trying to do their
jobs.
ome organization utilize e*ercise or 7fun< breaks at work.
Lea/ersh#p
mployees are more satisfied when their managers are good leaders. !his
includes motivating employees to do a good job( striving for e*cellence or just taking
actions.
At#$ns
%ake sure your managers are well trained. 5eadership combines attitudes and
behavior. It can be learned.
-eople respond to managers that they can trust and who inspire them to achieve
meaningful goals.
5$r- Stan/ar/s
mployees are more satisfied when their entire work group takes pride in the
#uality of its work.
At#$ns
ncourage communication between employees and customers. Luality gains
importance when employees see its impact on customers.
3evelop meaningful measures of #uality. "elebrate achievements of #uality.
Trap:
e cautious of slick( 7packaged< campaigns that are perceived as superficial and
patronizing.
MBA-09 30
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
31/86
Fa#r Re.ar/s
mployees are more satisfied when they feel they are rewarded fairly for the
work they do. "onsider employee responsibilities( the effort they have put forth( the work
they have done well and the demands of their jobs.
At#$ns
%ake sure rewards are for genuine contributions to the organization.
e consistent in your reward policies.
If your wages are competitive( make sure employees know this.
+ewards can include a variety of benefits and perks other than money.
$s an added benefit( employees who are rewarded fairly( e*perience less stress.
A/e
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
32/86
E
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
33/86
T5O FACTOR THEOR+
9rederick )erzberg and his colleagues developed two factor theory. $ccording
to this theory satisfaction and dissatisfaction are interdependent of each other and e*ist
on a separate continuum. 6ne set of factors known as hygiene factors S"ompany policy
andD administration( supervision( pay( working conditions and interpersonal relationsT
act as dissatisfies. !heir absence causes dissatisfaction but their presence does not result
in positive satisfaction. !he other set of factors known as satisfiers Sachievement(
advancement( recognition( work itself and responsibility0 lead to satisfaction.
everal studies designed to test the two factor theory provide little supUort to this
theory. !he same factor may serve as a satisfier for one but a dissatisfy for another. It
appears from this theory that a person can be satisfied & dissatisfied at the same time.
'ISCREPEC+ THEOR+
$ccording to this theory job satisfaction depends upon what a person actually
receives from his job and what he e*pects to receive. When the rewards actually
receives are less than e*pected rewards it causes dissatisfaction. In other words of
5ocke( 7 job satisfaction & dissatisfaction are function of perceived relationship
between what one wants from ones job and what one perceived it is actually offering.
In other words satisfaction is the difference between what one actually received & what
he feels he should received.
!his theory fails to reveal whether over satisfaction is or is not a dimension of
dissatisfaction & if so how does it differ from dissatisfaction arising out of situation
when received out come one less than the out comes one feels he should receive.
MBA-09 33
$ M
-erceived
atisfaction
$ R -erceived
3issatisfaction
$ Q
-erceived
6ver
atisfaction
-erceived outcomes received
$
6utcomes one feels he should
received
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
34/86
E7*IT+ 'ISCRE PEC+ THEOR+
!his theory is a combination of e#uity & discrepancy theory. 5awler has
adopted the differ approach of discrepancy theory rather than the ratio approach of
e#uity theory. 9rom e#uity theory the concept of comparison has been selected to serve
as an intervening variable. :nder this theory satisfaction is define as the difference
between the outcomes that one perceives he actually received & outcomes that one
feels that what he actually received is e#ual to what he perceived he should receive
there is satisfaction. !hus( an individual reception of his reward is influenced by more
then just the objective amount of the factor. ecause of this psychological influence the
same amount of reward often can seen #uite differently by two people( to one it can be
a large amount( while two another person it can be a small amount.
Senar#$ $& an $rgan#=at#$n .#th h#gh"y sat#se/ e0p"$yees: 8
mployee satisfaction drives customer satisfaction( indirectly creating profit for
an organization. +esearch on the service,profit chain shows that satisfied employees are
far better than unsatisfied ones at delivering e*cellent customer service and hence
enhancing customer satisfaction with the organization's products and services.
MBA-09 34
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
35/86
mployee satisfaction is also a prere#uisite for staff retention. 6rganizations with higher
staff retention rates are naturally better at retaining knowledge( which can lead to better
performance and profit for the business.
Improved employee satisfaction reduces the cost of staff turnover( builds brand loyalty
with staff and positions the company as an employer of choice that attracts talented
people to the organization.
S$ures $& $n&us#$n
4egative is stronger than positive. 3issatisfaction seems to be more
motivating than satisfaction. In a similar way( people often react more immediately and
visibly to pain than to a pleasant stimulus.
3iminishing returns. 9re#uently( there is not a simple relationship between
satisfaction and its conse#uents. 9or e*ampleN the greater the dissatisfaction( the greater
the motivation to #uit. 6nce people are basically satisfied( they are no longer motivated
to #uit. )ow will their behavior be different if they are wildly satisfied with their jobsO
!hey will still not be motivated to #uit. !hus( once employees are satisfied with their
jobs( being wildly satisfied may not produce significantly different behavior. !his effect
can cause managers to under,estimate just how motivating job satisfaction really is.
RESEARCH METHODOLOGY
!he present study is e*ploratory and descriptive in nature and e*plores various
personal social and other factors and their relationship with job satisfaction.
POP*LATIO 'EFIATIO :!he study is conducted on various departmental employees of an industrial
organization )indalco Industries melter -lant )irakud comple*( engaged in the
production of $luminum. It is a private sector organization employing about thousand
employees.
SAMPLE SI>E:
!he total number of B>> employees at different department( which is B>K of total
strength of employees in the organization( was taken for the study.
MBA-09 35
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
36/86
SAMPLI, PLAI,:
!he procedure of sampling was stratified random sampling. 9rom all the
department randomly employees are selected and their responses were collected.
TOOLS FOR 'ATA COLLECTIO
In order to study the level of job satisfaction of the employees of melter plant
)irakud "omple* #uestionnaire method was used.
7uest#$nna#re as-e/ $n the &e. areas suh as: 8
4$1
Pers$na" a/just0ent
Manage0ent
Interpers$na" re"at#$ns
9or ach condition they have to rate with in a scale ranges from one to ten.
'ATA AAL+SIS 9 ITERPRETATIO!he data collected through the #uestionnaire method is rated in a scale of 1,1>.
the #uestionnaire consists of 22 #uestion related to job satisfaction. !he responded are
told to rate the 22 #uestions in a scale of 1,1>.
9or the interpretation
?8?@ sa"e has 1een ateg$r#es #nt$ gr$ups
?8B:8 t$ta""y /#ssat#se/; 8D:8 /#ssat#se/ 8:8 s$0e .hat sat#se/
8G:8 sat#se/; 8?@:8 0$st sat#se/!
In the report K value for each group has been calculated for all conditions.
'ISTRI2*TIO OF ,RA'E I 'EFFERET CATE,OR+
We have divided the total sample size into four groups. !he groups are
MBA-09 3"
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
37/86
Workman 1,1B Grade0
upervisory %anagement 2B,2H Grade0
%iddle management 2J,A> Grade0
!op %anagement A1, @B Grade0
2IR'S VIE5 TO OVER ALL SATISFACTIO LEVEL OF EMPLO+EES OF
ALL ,RA'ES!
MS ST S5S 'S T'S
1 I am happy and proud to be working for this "ompany AA.2 AJ.@ 22.J B.@ 1.J
2 I am satisfied with the physical work environment available 1H.2 A?.>> A>.@ 1>.J B.@
A I am satisfied with the social work environment available 1C.? AA.J A1.2 C ?
@ !he policies and rules of the "o. are employee friendly 2A A>.? 2J.? 11.@ ?.2B %y efforts and initiatives are justly rewarded 1A.J A2 2J 1H.@ J.?
? %y opinion is duly considered while taking decisions 1H.? AA 2@.@ 1B.? C.2
H mployees are respected in my workplace A1 A> 2A.J C.@ B.@
J !he "ompany offers sufficient scope for me to learn & grow 2> 2J.J 22 1? 12.J
C I have sufficient independence in my area of work A>.@ 2H.@ 21.? [email protected] ?.2
1> I find my work interesting and fulfilling A>.? AA.2 2> 11.? @.@
11 %y co,workers and boss are helpful and supportive 2?.? A2.? 2A.? 1>.? ?.2
12 I am provided ample scope and encouraged to try out new ideas 1J.@ 2C 2@.@ 1H.J 1>.2
1A !he "ompany provides ade#uate facilities for my family 1A.J 22.@ 21.@ 1C.? 22.?
1@ I am kept informed about the happenings in my department 2?.? 2@ 2A.J 1H.? H.J1B %y work is generally boring and monotonous A?.J A1.@ 1B.@ 11.? @.@
1? !he "ompany looks after my physical & mental well being 1@.? 2?.J 2H.? 1C.J 11
1H mployees are provided e#ual opportunities in the workplace. 1J.J 2H.? 2A.J 1C 1>.?
1J %y salary & benefits are comparable to others in similar industry. 1> 22.@ 2>.@ 2A.J 2A
1C I would recommend this company as a preferred employer 21.? 2C.? 1C.? 1J.2 1>.?
2> !he "ompany's leaders provide proper direction for growth. 22 2C.2 2A.@ [email protected] 1>.@
21 %y "apabilities are being used up to the fullest e*tent. A> 2C.J 21.J 1A B
22 %ost of my positive contributions are appreciated by the co. [email protected] [email protected] 2B.? H.J ?.2
% M most satisfied( ! M atisfied( W M somewhat satisfied( 3 M 3issatisfied( !3M totally dissatisfied.
2IR'S VIE5 OF SATISFACTIO LEVEL OF ,RA'E (?8?)
MBA-09 3#
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
38/86
MS ST S5S 'S T'S
1 I am happy and proud to be working for this "ompany A2.A?J@ AJ.1BHJ 21.J@21 ?.A1BH 1.1ABH
2 I am satisfied with the physical work environment available 1H.J@HH A2.>A A2.BB 12.>H B.B11
A I am satisfied with the social work environment available 21.BHJC 2C.HA?J A1.J@21 1> ?.J@21
@ !he policies and rules of the "o. are employee friendly 2>.H@ 2H.A A2.2J 12.AA H.?2B %y efforts and initiatives are justly rewarded 11.BB 2J.JH 2C.CA 1C.@2 1>.2A
? %y opinion is duly considered while taking decisions [email protected]> A2.B@ 2@.@1 1H.JB 1>.H?
H mployees are respected in my workplace A2.B@ 2B.1C 2@.@> 11.J2 ?.>A
J !he "ompany offers sufficient scope for me to learn & grow 1J.11 2B.@B 22.A> 1C.@A [email protected]>
C I have sufficient independence in my area of work 2H.>A 2B.H2 2A.?2 1?.BA H.>J?
1> I find my work interesting and fulfilling A>.H1 A2.>2 1C.CB 12.?> @.HA
11 %y co,workers and boss are helpful and supportive 22.C> A2.A? 2?.A1 11.JB ?.BH
12 I am provided ample scope and encouraged to try out new ideas 1?.>1 2A.JJ 2?.HH 2>.CC 12.AABC
1A !he "ompany provides ade#uate facilities for my family 12.>H 1H.A2 22.BH 2>.HA 2H.2C
1@ I am kept informed about the happenings in my department 2@.?H 2>.HA 2B.H2 2>.@H J.AC
1B %y work is generally boring and monotonous AB A2.A?J 1B 12.JC@ @.HA?
1? !he "ompany looks after my physical & mental well being 1A.C1> 2B.@BC 2J.>JA 21.HJ@ 1>.H?11H mployees are provided e#ual opportunities in the workplace. 1C.C@ 22.JA 2@.?H 21.2B 11.2J
1J %y salary & benefits are comparable to others in similar industry. 1>.2? 1J.1B 1C.HA 2B.2? 2?.BH
1C I would recommend this company as a preferred employer 2A.>C 2A.JJ 1C.@2 22.>@ 11.B@
2> !he "ompany's leaders provide proper direction for growth. 2>.2> [email protected] 2?.B> 1?.2H 12.CH
21 %y "apabilities are being used up to the fullest e*tent. A2.>2 2H.2@ 21.B2 [email protected] ?.>A
22 %ost of my positive contributions are appreciated by the co. 2@.?? A@.@J 2B.H2 J.22 ?.JC
2IR'S VIE5 OF SATISFACTIO LEVEL OF ,RA'E (B8B)
MS ST S5S 'S T'S
1 I am happy and proud to be working for this "ompany @A.AC A>.1J 2>.HB A.HH 1.JJ
2 I am satisfied with the physical work environment available 2?.@1 AC.?2 1J.J? 11.A2 A.HH
A I am satisfied with the social work environment available 1J.J? AC.?2 A2.>H B.?? A.HH
@ !he policies and rules of the "o. are employee friendly AC.?2 AB.J@ C.@A 11.A2 A.HH
B %y efforts and initiatives are justly rewarded 2?.@1 AB.J@ 1B.>C 1J.J? A.HH
? %y opinion is duly considered while taking decisions A>.1J 2J.A> 22.?@ C.@A C.@A
MBA-09 3$
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
39/86
H mployees are respected in my workplace 2B @2.A> 2B.C2 > B.H?
J !he "ompany offers sufficient scope for me to learn & grow A>.1J AB.J@ 2>.HB 1.JJ 11.A2
C I have sufficient independence in my area of work @A.AC 2J.A> 1?.CJ B.?? B.??
1> I find my work interesting and fulfilling A2.>H A2.>H 1J.J? 11.A2 B.??
11 %y co,workers and boss are helpful and supportive AC.?2 22.A> 1A.2> C.@A C.@A
12 I am provided ample scope and encouraged to try out new ideas A>.1J AB.J@ 1B.>C 1B.>C A.HH1A !he "ompany provides ade#uate facilities for my family 2?.@1 AH.HA 1B.>C C.@A 11.A2
1@ I am kept informed about the happenings in my department AC.?2 22.?@ 2>.HB B.?? 11.A2
1B %y work is generally boring and monotonous B>.C@ 2?.@1 1J.J? A.HH >
1? !he "ompany looks after my physical & mental well being 2>.HB 2J.A> 1?.CJ 1J.J? 1B.>C
1H mployees are provided e#ual opportunities in the workplace. 2>.HB AC.?2 1A.2> 1B.>C 11.A2
1J %y salary & benefits are comparable to others in similar industry. 1A.2> 2?.@1 22.?@ 1J.J? 1J.J?
1C I would recommend this company as a preferred employer 2>.HB @B.2J 1?.CJ C.@A H.B@
2> !he "ompany's leaders provide proper direction for growth. AH.HA AH.HA C.@A 11.A2 A.HH
21 %y "apabilities are being used up to the fullest e*tent. A2.>H AA.C? 1?.CJ 1B.>C 1.JJ
22 %ost of my positive contributions are appreciated by the co. A2.>J A2.>H 1?.CC 1A.2> B.??
2IR'S VIE5 OF SATISFACTIO LEVEL OF ,RA'E (BG8@)
MS ST S5S 'S T'S
1 I am happy and proud to be working for this "ompany A>.H? BH.?C 11.BA > >
2 I am satisfied with the physical work environment available H.H> BH.?C 11.BA > A.J@
A I am satisfied with the social work environment available H.?C ?B.AJ 2?.C2 > >@ !he policies and rules of the "o. are employee friendly 2?.C2 BH.?C 1B.AJ > >
B %y efforts and initiatives are justly rewarded A.JB BH.H A@.?1 A.JB >
? %y opinion is duly considered while taking decisions 1C.2A @?.1B A>.H? A.JB >
H mployees are respected in my workplace 1C.2@ BH.?C 2A.>H > >
J !he "ompany offers sufficient scope for me to learn & grow 2J @J 1? J >
C I have sufficient independence in my area of work A@.?1 AJ.@? 1B.AJ 11.BA >
1> I find my work interesting and fulfilling 2?.C2 B> 2A.>H > >
11 %y co,workers and boss are helpful and supportive BH.?C 2B.>H 1C.2A > >
12 I am provided ample scope and encouraged to try out new ideas 2A.>H BH.?C 1C.2A > >
1A !he "ompany provides ade#uate facilities for my family H.?C @?.1B 2?.C2 1C.2A >
1@ I am kept informed about the happenings in my department 2A.>H BH.?C 1B.AJ A.J@ >
1B %y work is generally boring and monotonous A>.H? 2?.C2 1C.2A 1C.2A A.J@
1? !he "ompany looks after my physical & mental well being 11.BA 2?.C2 B> H.?C A.J@
MBA-09 39
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
40/86
1H mployees are provided e#ual opportunities in the workplace. 11.BA @?.1B A@.?1 > H.?H
1J %y salary & benefits are comparable to others in similar industry. H.?C ?1.BA 11.BA 1B.AJ A.J@
1C I would recommend this company as a preferred employer 12 ?@ 1? @ @
2> !he "ompany's leaders provide proper direction for growth. 11.BA ?B.AJ 2A.>H > >
21 %y "apabilities are being used up to the fullest e*tent. 1B.AJ BH.?C 2?.C2 > >
22 %ost of my positive contributions are appreciated by the co. 11.BA @?.1B AJ.@? > A.J@
2IR'S VIE5 OF SATISFACTIO LEVEL OF ,RA'E (?8D)
MS ST S5S 'S T'S
1 I am happy and proud to be working for this "ompany 2B.H1 @2.JB 2> 2.JB J.BH
2 I am satisfied with the physical work environment available 2.JB ?2.JB 2> B.H1 J.BH
A I am satisfied with the social work environment available J.BH @B.H1 2J.BH 11.@2 B.H1
@ !he policies and rules of the "o. are employee friendly 1H.1@ @2.JB 2J.BJ 11.@2 >
B %y efforts and initiatives are justly rewarded 22.JB @2.J? 22.JB B.H1 B.H1
? %y opinion is duly considered while taking decisions 22.J? @> 2B.H1 11.@2 >
H mployees are respected in my workplace A1.@2 @B.H1 [email protected] B.H1 2.JB
J !he "ompany offers sufficient scope for me to learn & grow 2> @2.JB 22.JB J.BJ B.H1
C I have sufficient independence in my area of work @2.JB AH.1@ 11.@2 B.H1 2.JB
1> I find my work interesting and fulfilling 22.H1 AH.1A 22.JB 11.@2 2.JB
11 %y co,workers and boss are helpful and supportive 2B.H1 @B.H1 1H.1@ J.BH 2.JB
12 I am provided ample scope and encouraged to try out new ideas 22.JB @J.BH 2> 2.JB B.H1
1A !he "ompany provides ade#uate facilities for my family [email protected] @> 1H.1@ 2> J.BH
1@ I am kept informed about the happenings in my department 2J.BH AH.1@ 1H.1@ [email protected] 2.JB
1B %y work is generally boring and monotonous @2.JB A1.@2 [email protected] B.H1 B.H11? !he "ompany looks after my physical & mental well being [email protected] @> 2B.H1 J.BH 11.@2
1H mployees are provided e#ual opportunities in the workplace. J.BH @B.H1 22.JB 1H.1@ B.H1
1J %y salary & benefits are comparable to others in similar industry. B.H2 A1.@2 A1.@2 22.JB J.BH
1C I would recommend this company as a preferred employer [email protected] @2.JB A1.@2 > 11.@2
2> !he "ompany's leaders provide proper direction for growth. 22.JB AH.1@ [email protected] [email protected] 11.@A
21 %y "apabilities are being used up to the fullest e*tent. 1H.?@ AJ.2A A2.AB J.J2 2.C@
22 %ost of my positive contributions are appreciated by the co. A>.A> A>.A> AA.AH A.>A A.>A
MBA-09 40
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
41/86
Representat#$n $& $%era"" "e%e" $& sat#s&at#$n #n 2ar Chart
%&
'%'&(%(&)%)&*%
I a+ ha,,y a" ,ro-" to
.e / or0i1 for this
co+,ay
MS
ST
SWS
2S
T2S
%
&'%'&(%(&)%)&*%
I a+ satisfie" /ith the
,hysica! /or0
e3ior+e t a3ai!a.!e
MS
ST
SWS
2S
T2S
MBA-09 41
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
42/86
%
&
'%
'&(%
(&
)%
)&
I a+ satisfie" /ith the
socia! /or0 e3ior+e t
a3ai!a.!e
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
)&
The ,o!icies a" r-!es of
the Co4 are e+ ,!oyee
frie"!y
MS
ST
SWS
2S
T2S
%&
'%
'&
(%
(&
)%
)&
My efforts a" iitati3es
are j-st!y re/ ar"e"
MS
ST
SWS
2ST2S
MBA-09 42
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
43/86
%
&
'%
'&(%
(&
)%
)&
My o,iio is "-!y
cosi"ere" /hi!e ta0i1
"ecisios
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
)&
E+,!oyees are
res,ecte"i. +y
/or0,!ace
MS
ST
SWS
2S
T2S
%
&
'%
'&
(%
(&
)%
The co+,ay offers
s-fficiet sco,e for +e
to !ear 5 1ro/
MS
ST
SWS
2ST2S
MBA-09 43
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
44/86
%
&
'%
'&(%
(&
)%
)&
I ha3e s-fficiet
i"e,e"ece i +y area
of /or0
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
)&
I fi" +y / or0
itere sti1 a" f-!fi!!i1
MS
ST
SWS
2S
T2S
MBA-09 44
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
45/86
%
&
'%
'&(%
(&
)%
)&
My co6/or0er s a" .oss
are he !,f-! a"
s-,,orti3e
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
I a+ ,ro3i"e" a+,!e
sco,e a" eco-ra1e" to
try o-t e/ i"eas
MS
ST
SWS
2S
T2S
MBA-09 45
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
46/86
%
&
'%
'&
(%
(&
The Co+,ay ,ro3i"es
a"e7-ate faci!ities for +y
fa+i!y
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
I a+ 0e,t ifor+e " a.o-t
the ha,,ei1s i + y
"e,art+et
MS
ST
SWS
2S
T2S
%&
'%'&
(%
(&
)%
)&
*%
My /or0 is 1eera!!y
.ori1 a" +ootoo-s
MS
ST
SWS
2ST2S
MBA-09 4"
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
47/86
%
&
'%
'&
(%
(&
)%
The Co+,ay !oo0s after
+y ,hysica! 5 +eta!
/ e!! .ei1
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
E+,!oyees are ,ro3i"e"
e7-a! o,,ort-ities i the
/or0,!ace4
MS
ST
SWS
2S
T2S
%
&
'%
'&
(%
(&
My sa!ary 5 .eefitsare co+,ara.!e to
others i si+i!ar
i"-stry
MS
ST
SWS
2ST2S
MBA-09 4#
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
48/86
%
&
'%
'&
(%
(&
)%
I /o-!" reco++e " this
co+,ay as a ,referre "
e+,!oyer
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
The Co+,ays !ea"ers
,ro3i"e ,ro,er "irectio
for 1ro/th
MS
ST
SWS
2S
T2S
MBA-09 4$
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
49/86
%
&
'%
'&
(%
(&
)%
My Ca,a.i!ities are .e i1
-se" -, to the f-!!est
e8tet
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
)&
Most of + y ,ositi3e
cotri.-tios are
a,,reciate" .y the co4
MS
ST
SWS
2S
T2S
Representat#$n $& "e%e" $& sat#s&at#$n $& gra/e ? ? #n 1ar hart!
MBA-09 49
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
50/86
%
&'%
'&(%(&)%)&*%
I a+ ha,,y a" ,ro-" to
.e / or0i1 for this
co+,ay
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
)&
I a+ satisfie" /ith the
,hysica! /or0
e3ior+e t a3ai!a.!e
MS
ST
SWS
2S
T2S
%
&
'%
'&
(%
(&
)%
)&
I a+ satisfie" /ith the
socia! /or0 e3ior+e t
a3ai!a.!e
MS
ST
SWS
2ST2S
MBA-09 50
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
51/86
%
&
'%
'&(%
(&
)%
)&
The ,o!icies a" r-!es of
the Co4 are e+ ,!oyee
frie"!y
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
My efforts a" iitati3es
are j-st!y re/ ar"e"
MS
ST
SWS
2S
T2S
%
&
'%
'&
(%
(&
)%
)&
My o,iio is "-!y
cosi"ere" /hi!e ta0i1
"ecisios
MS
ST
SWS
2ST2S
MBA-09 51
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
52/86
%
&
'%
'&(%
(&
)%
)&
E+,!oyees are
res,ecte"i. +y
/or0,!ace
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
The co+,ay offers
s-fficiet sco,e for +e
to !ear 5 1ro/
MS
ST
SWS
2S
T2S
%
&
'%
'&
(%
(&
)%
I ha3e s-fficiet
i"e,e"ece i +y area
of /or0
MS
ST
SWS
2ST2S
MBA-09 52
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
53/86
%
&
'%
'&
(%
(&
)%
)&
I fi" +y / or0
itere sti1 a" f-!fi!!i1
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
)&
My co6/or0er s a" .oss
are he !,f-! a"
s-,,orti3e
MS
ST
SWS
2S
T2S
%
&
'%
'&
(%
(&
)%
I a+ ,ro3i"e" a+,!e
sco,e a" eco-ra1e" to
try o-t e/ i"eas
MS
ST
SWS
2ST2S
MBA-09 53
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
54/86
%
&
'%
'&
(%
(&
)%
The Co+,ay ,ro3i"es
a"e7-ate faci!ities for +y
fa+i!y
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
I a+ 0e,t ifor+e " a.o-t
the ha,,ei1s i + y
"e,art+et
MS
ST
SWS
2S
T2S
%&
'%
'&
(%
(&
)%
)&
My /or0 is 1eera!!y
.ori1 a" +ootoo-s
MS
ST
SWS
2ST2S
MBA-09 54
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
55/86
%
&
'%
'&
(%
(&
)%
The Co+,ay !oo0s after
+y ,hysica! 5 +eta!
/ e!! .ei1
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
E+,!oyees are ,ro3i"e"
e7-a! o,,ort-ities i the
/or0,!ace4
MS
ST
SWS
2S
T2S
%
&
'%
'&
(%
(&
)%
My sa!ary 5 .eefitsare co+,ara.!e to
others i si+i!ar
i"-stry
MS
ST
SWS
2ST2S
MBA-09 55
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
56/86
%
&
'%
'&
(%
(&
I /o-!" reco++e " this
co+,ay as a ,referre "
e+,!oyer
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
The Co+,ays !ea"ers
,ro3i"e ,ro,er "irectio
for 1ro/th
MS
ST
SWS
2S
T2S
MBA-09 5"
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
57/86
%
&
'%
'&(%
(&
)%
)&
My Ca,a.i!ities are .e i1
-se" -, to the f-!!est
e8tet
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
)&
Most of + y ,ositi3e
cotri.-tios are
a,,reciate" .y the co4
MS
ST
SWS
2S
T2S
Representat#$n $& "e%e" $& sat#s&at#$n $& gra/e B8B #n 1ar hart!
MBA-09 5#
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
58/86
%
'%
(%
)%
*%
&%
I a+ ha,,y a" ,ro-" to
.e / or0i1 for this
co+,ay
MS
ST
SWS2S
T2S
%
&'%'&(%(&)%)&*%
I a+ satisfie" /ith the
,hysica! /or0
e3ior+e t a3ai!a.!e
MS
ST
SWS
2S
T2S
%
&'%'&(%(&)%)&*%
I a+ satisfie" /ith the
socia! /or0 e3ior+e t
a3ai!a.!e
MS
ST
SWS
2ST2S
MBA-09 5$
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
59/86
%
&'%
'&(%(&)%)&*%
The ,o!icies a" r-!es of
the Co4 are e+ ,!oyee
frie"!y
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
)&*%
My efforts a" iitati3es
are j-st!y re/ ar"e"
MS
ST
SWS
2S
T2S
%
&
'%
'&
(%
(&
)%
)&
My o,iio is "-!y
cosi"ere" /hi!e ta0i1
"ecisios
MS
ST
SWS
2ST2S
MBA-09 59
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
60/86
%
'%
(%
)%
*%
&%
E+,!oyees are
res,ecte"i. +y
/or0,!ace
MS
ST
SWS2S
T2S
%
&'%'&(%(&)%)&*%
The co+,ay offers
s-fficiet sco,e for +e
to !ear 5 1ro/
MS
ST
SWS
2S
T2S
%
'%
(%
)%
*%
&%
I ha3e s-fficiet
i"e,e"ece i +y area
of /or0
MS
ST
SWS
2ST2S
MBA-09 "0
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
61/86
%
&
'%
'&
(%
(&
)%
)&
I fi" +y / or0
itere sti1 a" f-!fi!!i1
MS
ST
SWS2S
T2S
%
&'%'&(%(&)%)&*%
My co6/or0er s a" .oss
are he !,f-! a"
s-,,orti3e
MS
ST
SWS
2S
T2S
%
&'%'&(%(&)%)&*%
I a+ ,ro3i"e" a+,!e
sco,e a" eco-ra1e" to
try o-t e/ i"eas
MS
ST
SWS
2ST2S
MBA-09 "1
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
62/86
%
&'%
'&(%(&)%)&*%
The Co+,ay ,ro3i"es
a"e7-ate faci!ities for +y
fa+i!y
MS
ST
SWS2S
T2S
%
&'%'&(%(&)%)&*%
I a+ 0e,t ifor+e " a.o-t
the ha,,ei1s i + y
"e,art+et
MS
ST
SWS
2S
T2S
%'%
(%
)%
*%
&%
9%
My /or0 is 1eera!!y
.ori1 a" +ootoo-s
MS
ST
SWS
2ST2S
MBA-09 "2
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
63/86
%
&
'%
'&
(%
(&
)%
The Co+,ay !oo0s after
+y ,hysica! 5 +eta!
/ e!! .ei1
MS
ST
SWS2S
T2S
%
&'%'&(%(&)%)&*%
E+,!oyees are ,ro3i"e"
e7-a! o,,ort-ities i the
/or0,!ace4
MS
ST
SWS
2S
T2S
%
&
'%
'&
(%
(&
)%
My sa!ary 5 .eefitsare co+,ara.!e to
others i si+i!ar
i"-stry
MS
ST
SWS
2ST2S
MBA-09 "3
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
64/86
%
'%
(%
)%
*%
&%
I /o-!" reco++e " this
co+,ay as a ,referre "
e+,!oyer
MS
ST
SWS2S
T2S
%
&'%'&(%(&)%)&*%
The Co+,ays !ea"ers
,ro3i"e ,ro,er "irectio
for 1ro/th
MS
ST
SWS
2S
T2S
MBA-09 "4
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
65/86
%
&
'%
'&
(%
(&
)%
)&
My Ca,a.i!ities are .e i1
-se" -, to the f-!!est
e8tet
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
)&
Most of + y ,ositi3e
cotri.-tios are
a,,reciate" .y the co4
MS
ST
SWS
2S
T2S
Representat#$n $& "e%e" $& sat#s&at#$n $& gra/e BG8@ #n 1ar hart!
MBA-09 "5
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
66/86
%
'%
(%
)%
*%
&%
9%
I a+ ha,,y a" ,ro-" to
.e / or0i1 for this
co+,ay
MS
ST
SWS2S
T2S
%
'%
(%
)%
*%
&%
9%
I a+ satisfie" /ith the
,hysica! /or0
e3ior+e t a3ai!a.!e
MS
ST
SWS
2S
T2S
%
'%
(%
)%
*%
&%
9%
:%
I a+ satisfie" /ith the
socia! /or0 e3ior+e t
a3ai!a.!e
MS
ST
SWS
2ST2S
MBA-09 ""
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
67/86
%
'%
(%
)%
*%
&%
9%
The ,o!icies a" r-!es of
the Co4 are e+ ,!oyee
frie"!y
MS
ST
SWS2S
T2S
%
'%
(%
)%
*%
&%
9%
My efforts a" iitati3es
are j-st!y re/ ar"e"
MS
ST
SWS
2S
T2S
%
'%
(%
)%
*%
&%
My o,iio is "-!y
cosi"ere" /hi!e ta0i1
"ecisios
MS
ST
SWS
2ST2S
MBA-09 "#
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
68/86
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
69/86
%
'%
(%
)%
*%
&%
I fi" +y / or0
itere sti1 a" f-!fi!!i1
MS
ST
SWS2S
T2S
%
'%
(%
)%
*%
&%
9%
My co6/or0er s a" .oss
are he !,f-! a"
s-,,orti3e
MS
ST
SWS
2S
T2S
%
'%
(%
)%
*%
&%
9%
I a+ ,ro3i"e" a+,!e
sco,e a" eco-ra1e" to
try o-t e/ i"eas
MS
ST
SWS
2ST2S
MBA-09 "9
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
70/86
%
'%
(%
)%
*%
&%
The Co+,ay ,ro3i"es
a"e7-ate faci!ities for +y
fa+i!y
MS
ST
SWS2S
T2S
%
&%%
'%%%
'&%%
(%%%
(&%%
I a+ 0e ,t ifor+e " a.o-t
the ha,,ei1s i +y
"e,art+et
MS
ST
SWS
2S
T2S
%&
'%
'&
(%
(&
)%
)&
My /or0 is 1eera!!y
.ori1 a" +ootoo-s
MS
ST
SWS
2ST2S
MBA-09 #0
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
71/86
%
'%
(%
)%
*%
&%
The Co+,ay !oo0s after
+y ,hysica! 5 +eta!
/ e!! .ei1
MS
ST
SWS2S
T2S
%
'%
(%
)%
*%
&%
E+,!oyees are ,ro3i"e"
e7-a! o,,ort-ities i the
/or0,!ace4
MS
ST
SWS
2S
T2S
%'%(%)%*%&%9%:%
My sa!ary 5 .eefitsare co+,ara.!e to
others i si+i!ar
i"-stry
MS
ST
SWS
2ST2S
MBA-09 #1
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
72/86
%
'%
(%
)%*%
&%
9%
:%
I /o-!" reco++e " this
co+,ay as a ,referre "
e+,!oyer
MS
ST
SWS2S
T2S
%
'%
(%
)%
*%
&%
9%
:%
The Co+,ays !ea"ers
,ro3i"e ,ro,er "irectio
for 1ro/th
MS
ST
SWS
2S
T2S
MBA-09 #2
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
73/86
%
'%
(%
)%
*%
&%
9%
My Ca,a.i!ities are .e i1
-se" -, to the f-!!est
e8tet
MS
ST
SWS2S
T2S
%
'%
(%
)%
*%
&%
Most of + y ,ositi3e
cotri.-tios are
a,,reciate" .y the co4
MS
ST
SWS
2S
T2S
Representat#$n $& "e%e" $& sat#s&at#$n $& gra/e ? D 1ar hart!
MBA-09 #3
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
74/86
%
'%
(%
)%
*%
&%
I a+ ha,,y a" ,ro-" to
.e / or0i1 for this
co+,ay
MS
ST
SWS2S
T2S
%
'%
(%
)%
*%
&%
9%
:%
I a+ satisfie" /ith the
,hysica! /or0
e3ior+e t a3ai!a.!e
MS
ST
SWS
2S
T2S
%
'%
(%
)%
*%
&%
I a+ satisfie" /ith the
socia! /or0 e3ior+e t
a3ai!a.!e
MS
ST
SWS
2ST2S
MBA-09 #4
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
75/86
%
'%
(%
)%
*%
&%
The ,o!icies a" r-!es of
the Co4 are e+ ,!oyee
frie"!y
MS
ST
SWS2S
T2S
%
'%
(%
)%
*%
&%
My efforts a" iitati3es
are j-st!y re/ ar"e"
MS
ST
SWS
2S
T2S
%
&'%'&(%(&)%)&*%
My o,iio is "-!y
cosi"ere" /hi!e ta0i1
"ecisios
MS
ST
SWS
2ST2S
MBA-09 #5
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
76/86
%
'%
(%
)%
*%
&%
E+,!oyees are
res,ecte"i. +y
/or0,!ace
MS
ST
SWS2S
T2S
%
'%
(%
)%
*%
&%
The co+,ay offers
s-fficiet sco,e for +e
to !ear 5 1ro/
MS
ST
SWS
2S
T2S
%
'%
(%
)%
*%
&%
I ha3e s-fficiet
i"e,e"ece i +y area
of /or0
MS
ST
SWS
2ST2S
MBA-09 #"
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
77/86
%
&
'%
'&
(%
(&
)%
)&*%
I fi" +y / or0
itere sti1 a" f-!fi!!i1
MS
ST
SWS2S
T2S
%
'%
(%
)%
*%
&%
My co6/or0er s a" .oss
are he !,f-! a"
s-,,orti3e
MS
ST
SWS
2S
T2S
%
'%
(%
)%
*%
&%
I a+ ,ro3i"e" a+,!e
sco,e a" eco-ra1e" to
try o-t e/ i"eas
MS
ST
SWS
2ST2S
MBA-09 ##
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
78/86
%
&'%
'&(%(&)%)&*%
The Co+,ay ,ro3i"es
a"e7-ate faci!ities for +y
fa+i!y
MS
ST
SWS2S
T2S
%
&'%'&(%(&)%)&*%
I a+ 0e,t ifor+e " a.o-t
the ha,,ei1s i + y
"e,art+et
MS
ST
SWS
2S
T2S
%
'%
(%
)%
*%
&%
My /or0 is 1eera!!y
.ori1 a" +ootoo-s
MS
ST
SWS
2ST2S
MBA-09 #$
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
79/86
%
&'%
'&(%(&)%)&*%
The Co+,ay !oo0s after
+y ,hysica! 5 +eta!
/ e!! .ei1
MS
ST
SWS2S
T2S
%
'%
(%
)%
*%
&%
E+,!oyees are ,ro3i"e"
e7-a! o,,ort-ities i the
/or0,!ace4
MS
ST
SWS
2S
T2S
%&
'%'&(%(&)%)&
My sa!ary 5 .eefitsare co+,ara.!e to
others i si+i!ar
i"-stry
MS
ST
SWS
2ST2S
MBA-09 #9
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
80/86
%
'%
(%
)%
*%
&%
I /o-!" reco++e " this
co+,ay as a ,referre "
e+,!oyer
MS
ST
SWS2S
T2S
%
&'%'&(%(&)%)&*%
The Co+,ays !ea"ers
,ro3i"e ,ro,er "irectio
for 1ro/th
MS
ST
SWS
2S
T2S
MBA-09 $0
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
81/86
%
&'%
'&(%(&)%)&*%
My Ca,a.i!ities are .e i1
-se" -, to the f-!!est
e8tet
MS
ST
SWS2S
T2S
%
&
'%
'&
(%
(&
)%
)&
Most of + y ,ositi3e
cotri.-tios are
a,,reciate" .y the co4
MS
ST
SWS
2S
T2S
S*MMAR+
MBA-09 $1
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
82/86
I have already seen that though most of the employees are highly satisfied still
there is e*istence of significant number of dissatisfied employees( whose contribution
can't be ignored.
4ow let us discuss the response to the four factors those are job related factor(
management related factor( social relation and personal adjustment factor which cover all
these 22 #uestions( which is in the #uestioner.
4O2 RELATE' FACTOR
It can be seen from the above data that the level of satisfaction of job related
factor of most employees are sky high but still there is e*istence of significant number of
dissatisfied and totally dissatisfied employees. %ostly the workmen are less satisfied with
there job related factor which contributed to the job satisfaction.
MAA,EMET RELATE' FACTORS
If we will see the overall satisfaction level of management factor it is clear that
percentage of satisfied and most satisfied employees are more then dissatisfied and totally
dissatisfied. ut still there is a significant number of dissatisfied and totally dissatisfied
employees e*ists. Which can be a havoc for the organization.
SOCIAL RELATIO RELATE' FACTOR
!he level of satisfaction related to social relation is very high. %ost of the
employees are satisfied then most satisfied. ignificant presence of averagely satisfied
employee and also e*istence of dissatisfied and totally dissatisfied are significant.
FACTOR RELATE' TO PERSOAL A'4*STMET
!he level of satisfaction related to personal adjustment is also very high. -eople
are very easily adjusting to the culture of the company. ut still there is e*istence of
dissatisfied employees( which is the major concern for the organization.
ROOM FOR IMPROVEMET
MBA-09 $2
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
83/86
4eed of improvement in working conditions work environment.
4eed of improvement in rewards and reorganization.
%anagement policies( relationship of boss with sub,ordinates should be friendly.
Improvement in the communication between employees management.
est time to review the salary and wage of employees.
4eed of ade#uate policies for the carrier development of the employees.
mployee's health is company's wealth so the health problem of employees
should be taken care of properly and more attention is re#uired.
S*,,ESTIO FOR IMPOVEMET I LEVEL OF SATISFACTIO TO
SMELTER PLAT HIRA*' COMPLEJ
MBA-09 $3
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
84/86
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
85/86
Giving numerical values to your feelings is a difficult job( emerged as constraints
in it self.
!here are so many components( which is related to the job satisfaction. It is not
possible to cover all those components in my study.
!ime constraints. !he time was very less to cover all the aspects of job
satisfaction.
!here are chances of irrational rating by the employees.
2I2LIO,RAPH+
)indalco hirakud comple*
MBA-09 $5
8/11/2019 12. Aditya Brila-Hindalco-HR-Bhw-12.doc
86/86
$rticles of hindalco
%anagement of )+ 5allan -rasad0
)+% ".. Gupta0
Goggle earch