INTRODUCTION

Employee engagement creates motivation within employees for the work they do and increases their commitment to the organization . it is creating an enthusiasm for their roles, their work and organization ,and ensuring they are aligned with the values of the organization well informed and well integrated with their colleagues and the fabric or culture of the organization. In GMR FERRO LTD Is highly developed in employee engagement this company is provide lot of facilities for their employees and also motivated In the company there will be a fixed salary to the workmen and staff depending upon the category. In addition to that yearly increments HRA. Refreshment allowance, vehicle allowance, medical allowance, yearly bonus/ exgratio. Provident fund will be given as per the company rules. In addition to that on humanitarian grounds the staff and workman will be provided financial assistance to migrate the ill health and deceased for themselves and their families. An employee can be satisfied with a job without being engaged in the job. That contentedness is merely job satisfaction, and though satisfaction is generally enough to retain employees, it's not enough to ensure productivity. On the other hand, employee engagement does promote increased productivity.

EMPLOYEE ENGAGEMENT ASPECT IS TWO TYPES;Welfare aspect: It deals with working conditions and amenities such as canteens, crches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities etc. Industrial relations aspect: This covers union management relations, joint consultation, and collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc 1

NEED FOR THE STUDY

Human Resource plays most important role the modern industry. The

Engagement of workers at most important in improving industrial relations in the organization and also to increase the productivity of industry affectively because the contribution of employee is living in efficient roll in it. Therefore the main last of the study is to concentrate upon the importance of engagement and motivation of the employees at workforce, really wrathful industry progress of any country mostly depends on satisfied workforce and in these connectors the importance of employees engagement has been accepted all over the country. The royal commission labour in its report in 1931 emphasized the need for the employee welfare in India industrial since then the government employers making efforts to provide welfare measures to the worker The employee engagement implies the setting of minimum desirable standard and the provision of the facilities like health, food, clothing, housing, medical assistance, education, insurance, job security, recreation and soon such facilities enables in workers in his family to lead the good work life, family life and social life.

OBJECTIVES OF THE STUDY

To evaluate the Employee engagement measures provided by the company. To analyze whether the workers are benefited with the government schemes,

which are available to them and to find out the opinions of the workers. To study the workers perception towards welfare schemes provided by the

organization. To the study how to involvement in the work place . To know the influence of employee engagement activities provided by the

company on employee productivity.

RESEARCH METHODOLOGY
According to my study methodology is below follows: To observing environment of organization To questionnaire with employee To Interaction with executive To study textbooks, annual report.

The project mainly based on two sources of data viz., 1. Primary Data 2. Secondary Data

PRIMARY DATA:
The primary data are collected through interaction with workers of the organization i.e., through questionnaire which is collected from various departments of the organization as because questionnaire was use to find out the perception of the workers about the welfare facilities provided in the organization.

SECONDARY DATA:
The secondary data are collected by means of material supplied by the Human Resources Development regarding the various engagement activities taken up by the organization. Data is mainly based on textbooks, annual reports, manuals, performance reports and administrative reports of GMR LTD TEKKALI

SELECTION OF SAMPLE:
The sample for the study was taken random only 100 Employees were selected from various departments of GMR LTD TEKKALI In order to get the accurate data from the employees including both executives and non-executives. I analyze the information using bar diagram & pie chart in the form of percentage No. of correspondence Percentage Total no. Of correspondence X 100

SCOPE OF THE STUDY

The scope of the study covers all the employee engagement activities done for the intellectual, physical, moral and economic betterment of the workers. The study specially deals with the employee facilities that are implemented in GMR LTD TEKKALI. A clear study has made on engagement activities. As a subject of engagement facility is a very broad one covering a wide field of activities in the final analysis, employee engagement service should include statutory and non statutory engagement facilities undertaken by employer government and also social security measures which contribute to workers motivation such as individual health insurance, gratuity, provident fund, maternity benefits etc

LIMITATIONS OF THE STUDY

Time is an important limitation. The whole study is conducted within a

period time of two months and the survey has to make a sincere attempt to collect.

Employees may not reveal all the facts due to fear and employee

maintain confidential.

The study is limited to GMR and its environment The sample for the study was taken random only 100 employees were

selected from various departments.

It is based only on primary and secondary data.

PROFILE OF FERRO ALLOYS INDUSTRY

India has worlds second largest deposits of chrome ore as well as abundant reserves of quartered and manganese ore this situation along with the 10% cash compensatory support granted by the government has been ideal emerging as an exporter of Ferro alloys. During 1993 94 the industry exports 503000 tones. Had a value of 251.49 cores. Ferro alloys industry plays an important role in the growth of steel industry. Ferro Alloys are the intermediate products and are used in the manufacture of steel as additives and deoxidizing / deciphering agents. Ferro Manganese and Ferro silicon are used by alloy steel producers while Ferro chrome and charge chrome are used by stainless steel units. The Indian Ferro Alloy Industry has the history of 80 years. Reared feeder to the steel industry, protected by strict licensing and high tiff walls, the industry, may left Enjoyed high profits. But the protection walls are collapsing rapidly import duties on Ferro Alloys have dropped from 85 percent in 1993-94 to 50 percent in 1994-95 and further to 30 percent in 1995-96. The import duty on ores and concentrates is down to ten percent.

The industry has been adversely affected in the last few years because of the following reasons. 1) Substantial rise in the cost of power, raw materials and transportation charges. 2) Down fall of charge chrome price in international market due to over capacity and the recession stage of stainless steel industry.

3) Heavy competition from the small scale producers. Who are enjoying the concessions. In India the major producers of Ferro Alloys are TISCO FACOR, ISPAT ALLOYS, ASIAN ALLOYS, INDIAN METAL & FERRO ALLOYS INDIA CHARGES CHROME etc. the different products being produced in India range from high carbon Ferro Silicon, Ferro Molybdenum, Charge Chrome etc. The industry is facing so many problems which are severe enough to affect the basic survival of the industry due to the govt. policies and with the reduced import duties on Ferro Alloys. When the Ferro Alloy Industry worked under in the 60s and 70s the industry catered not only to the domestic market but also to the export market and earned substantial foreign exchange. A study recently conducted by the economic research unit of the steel ministry indicates that there is no prime face case indicating that dumping is taking place in Ferro Alloys because of indiscriminate imports against VBAL-SCHEME. The present level of impost unit has virally dish missed the complaints of the industry to this effect, saving that there are not indications of any adverse affects of excess imports on the profitability the Ferro Alloys Industry. The study however observers that proper mechanism must be evolved to arrest the indiscriminate and excessive imports of Ferro Alloys under the VABAL scheme. The scheme enable the exporter of stainless steel and alloy steel to loosely and openly import Ferro Alloys in excess of the quantity required for the production of specified quantity of export products. The study also apprehends that Indian market could be flooded with Ferro silicon produced in Bhutan where the power rates are 1/6 of those in India power accounts for 40-45 of the total cost of production of Ferro Silicon. The other factor that could make India Ferro Alloys uncompetitive is the heavy devaluation of the rupee against the dollar and the entry of china has also rendered India rupees against the dollar and the entry of china has also rendered India rupees against the dollar and the entry of china has also rendered Indian Ferro Alloys uncompetitive. 9

Ferro Alloy Industry being a power intensive industry the cost of power is increasing every year and with the reduction in customs duty imports will work out much cheaper especially in regard to Ferro silicon, low carbon Ferro chrome and manganese alloys. The power tariff in the country is over 230 paisa on an average. Against an average of 50 to 60 paisa in composition countries. Comparison of power tariffs in other parts of the world and in India which produces Ferro Alloys are given bellow. Name of the state Andhra Pradesh Karnataka Maharashtra Madhya Pradesh Orissa Pondicherry Tamilnadu Paisa 224 224 152 220 206 148 204 Name of the country Brazil Norway Poland Sweden France South Africa Zimbabwe Paisa 72 31 60 91 79 91 57

From the above table it is proved that the power tariff is higher by 3 8 timers than the tariff in other countries. If power is given at international power tariff export of Ferro Alloys producer association offers the following suggestion for making power available at international price for exports production of Ferro Alloys. 1) In India power is produced by major power producing units like national thermal

power corporation and national hydro power corporation under the ministry of energy power generation cost from these units are much lower and price is ranging from 60 80 paisa per kHz on an average. When supplied to state grids govt. has permitted NTPC to sell power directly. Ferro Alloy 100% EOUs and Lous are getting power from NTPC at confessional price in the states of Orissa and Andhra Pradesh. Therefore the association suggests that power may be supplied form these power corporations at an average cost to power intensive industries like Ferro Alloys units are situated. NTPC produces about 70 billion units and even 5% of it (3.5 billion units) is received for export production, it could be of great help. 10

2)

Since power could not be imputed, source of the units have set-up captive power

plants and the power generated form these captive power plants and the power generated form these captive power plants is utilized for export production of Ferro Alloys. Those who are having such captive power plants utilize power for producing Ferro Alloys and exports are eligible. To get oil at international price compensates part of the power cost for production of Ferro Alloys for export. Those who do not have captive power plants and export Ferro Alloys do not get such facilities for their exports / therefore, the association suggests that whether exporting units have or do not have captive power plants, they may be given advance license for getting oil companies like IOCL and HPCL. Such exporters may be allowed to transfer / sell their license to the state electricity board or NTPC at a premium for their requirement of oil to buy at international price. 3) Power production units like NTPC, NHPC and SEBs may be permitted to supply

power at international price to Ferro Alloys Industry for export production with out any license i.e. under deemed exports for such supplies NTPC, NHPC and international price and their requirements of consumables, stores and spares at international price without any import duty. The would enable the Ferro Alloys Industry to get power at confessional price for expert production and at the same time the power supplies would be getting oil, consumes, stores and spares for their requirement without any customs duty, by which government could earn lot of foreign exchange by exporting more Ferro Alloys. The same scheme is being introduced for steel industry for its supplied to engineering exporters where steel producers will be provided a certain percentage of their production in the form of VABL scheme for one year. The association feels that one of the above schemes should be implemented for getting power at international price for export production of Ferro Alloys.

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CAPTIVE POWER PLANTS PROPOSED BY FERRO ALLOY PRODUCERS: Many Ferro Alloy producers have proposed to set-up captive power plants to ensure power supply to their units reasonable rates though they have to incur huge capital costs. 1) FACOR has set-up a 30 MW power plant at Gravid in A.P. and 20 MW plant at Orissa. The plants are ill based and entitled to get fuel at international prices. If the Ferro Alloys produces are exported. 2) ISPAT Ferro Alloys has set-up oil based power plants of 25 MW capacity and we able to export 37.000 tones of silicon manganese in 1994-95, with a view to increase exports to 50000 tones. The organization has a plan to install additional plants. 3) Sander manganese and iron ore ltd., plans to set-up two captives hayed power plants of 15 MW each at a cost of Rs. 150 cores. The 30 MW captive plant will yield about 140 million units of power, which will suffice to meet only 1/3rd of the companys requirement. 4) Hire Ferro Alloys, a new Ferro Alloys company having about 20,000 tones of Ferro Alloy capacity is planning to pulp a 20 MW power plant. 5) ESSAR group has a 500 MW power plant at hozira and another power project in M.P. under negotiation. 6) MAC group has a 500 MW power plant in tutinocrin. Tamilnadu. The company has also bid for a 100 MW diesel project near madras and 300 MW thermal powers in Tamilnadu.

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MARKET TRENDS OF FERRO CHROME:

The Indian bulk Ferro Alloys Industry consisting of Ferro manganese, silicon manganese, Ferro silicon and Ferro chrome in these alloys Ferrochrome is main product having high exports share. Ferro chrome is used in the production of Ferro chrome by the industry in the large sector for the year 1990-91 is 59347 tonnes. The production of different grades (Ferro chrome) as under: High carbon Ferro chrome 4879 tones Low carbon Ferro chrome 8536 tones Silicon chrome 2132 tones

In addition there was production by small scale units aggregating to 20-30 thousand tones. In the Ferro Alloys sector larger companies like TISCO, FACOR and etc have fared well mainly because of the spurt in the prices of Ferro chrome from around Rs. 13,545 in December 1995 to Rs. 19640 since January 1996. The current firmness in chrome prices is expected to continue throughout 1997 given the firmness in the stainless steel market globally. This helps well for Ferro chrome producers who are expected to perform better next year. With added advantage of captive power plants which have enabled them to avail of cheaper power.

INDIAN FERRO ALLOYS IN THE WORLD MARKET

The Indian Ferro Alloys Industry has a good opportunity in the world market. The India Ferro Alloys will not be threatened by cheap impost even at the level of 30% import duty. The world prices of Ferro Alloys are rising. Ferro chrome prices have risen sharply in the world market reducing the possibility of imports at 30% duty level. Ferro silicon prices have also risen but imports may be just possible in manganese alloys the local prices are while competitive rendering imports unattractive.

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However exports warn that if duties come down further to 20% level then the critical period would have arrived for most Ferro Alloys producer. When their existence will be threatened. Especially in view of the rising in power costs in India. At present Ferro Alloy exports are around Rs. 300 cores with 60% capacity utilization. If power is given at international power tariff, export of Ferro Alloys could be increased to over Rs. 500 cores.

FUTURE PROSPECTS OF FERRO ALLOY INDUSTRY

There has been a dramatic change in the fortunes of some of the bulk Ferro Alloys in the world market. Leading the upsurge in high carbon Ferro chrome whose prices have doubled in about two months and are rising still. In India, high carbon Ferro prices have raised form Rs. 20,000 to Rs. 35,000 and local and export sales are booming. The uptrend is likely to last for at least on year and when prices fall back. They will stabilize at a higher remunerative level. Even Ferro silicon prices are around $ 100 to $ 540 per tones if and Ferro manganese is catching up. Many of the manganese alloy producers are now shifting to high carbon Ferro chrome. The production of high carbon Ferro chrome / charge chrome has been averaging around 2.5 lakh tones and exports around 1.25 lakhs tones a year. The out put is likely to rise to 4 lakh tones in 1997-98 while exports may croses 2.5 lakh tones. Already at lease five manganese alloy producers with capacity of 60,000 to 70,000 tones have shifted to Ferro chrome therefore. The local process of all Ferro Alloys are bound to rise fueled by the dramatic change in fortunes of the ferrochrome industry. Faced with rising power costs and lower import tariffs the Ferro Alloys Industry has got the last opportunity to put its hose in order because of the boom in Ferro chrome already many units like Ferro Alloy corporations. India metal and Ferro Alloys. Is pat alloys and VBC Ferro alloys have installed captive power plants which meet part of their power requirements.

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Now other big units like sandur. Nava Bharat and tisco ferro chrome are putting 1 up captive power plants. Small scale units such as Hira Ferro alloy are also going for captive power production. Visvesvarayyua iron and steel and Maharashtra elektrosemelt and taking of captive power production may help many units of survive. Others are merging states where power is cheaper thus in Keral. Between travancore elector chemicals industry electro smelt and silica metallurgic. There is capacity of 2000 tonnes for Ferro silicon. TECIL gets its power at around Rs. 1.20 per kwh. All the there units are required to put hydel power stations within the next five years when the power concessions run out to assure them selves of cheap power. Thus the Keral Ferro Alloys Industry could become world competitive. Some of the Ferro alloy units are migrating to West Bengal and other areas served by the damodhar valley corporation where power is available at Rs. 1.36 per kwh with only marginal yearly increases. Already more than 12 Ferro Alloy units have asked for power and five or six have been given the go head therefore. Large capacity is likely to be set up in west Bengal for Ferro Alloys in the next two years. What the industry need by way of incentives from the government is. 1) Restriction of indiscriminate imports of Ferro Alloys against value based advance licenses. 2) Exemption of excise duty on Ferro Alloys and slag and above all. 3) Making power available at international prices. 4) Imposition of anti dumpling duty on Ferro Alloys imports. 5) Increase in the duty structure.

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COMPANY PROFILE OF GMR

GMR INDUSTRIES LTD (METTALARGICAL DIVISION) AN OVER VIEW GENISIS AND GROWTH
The GMR Vasavi industries limited was established at Ravivalasa near Tekkali in Srikakulam District. The company was originally named as Sree Saradha Ferro Alloys Limited and was taken over by GMR Vasavi group of companies in 1989. The company has started commercial production of high carbon Ferro Chrome from August, 1990. The company started its production with open top submerged electric are furnace of 3.6 MVA During the expanded its production capacity form installed capacity of 6000 TPA to 10926 TPA. The company has expanded the project of the Ferro Alloys on March, 1996. Rising the capacity to 25,00 TPA. GMR Vasavi Industries now producing high carbon Ferro manganese, silicon manganese, Ferro silicon, and high carbon Ferro chrome in required grades as per customer order. The company is championed by the esteem person Sri Grandhi Mallikarjuna Rao. Under whose dynamic guidance able leadership and product management.

LOCATIONAL ADVANTAGES OF THE COMPANY

Ferro Alloy Industry is a power intensive industry the company has got the advantage of less charges in lying power line because of the company has located just adjacent to the 132 KV Power Station. The another major factor to establish the company in Ravivalasa is it is nearness to raw material supplier. Major portion of raw materials is brought from TISCO Mines and Orissa mining corporation (OMC). Ferro Alloy Industry needs both and unskilled labour for production works. In Ravivalasa Village the labour men and women are available at low wages. In Ravivalasa Village the land cost are very cheap the company got a different of sales tax is 19 Lakhs 16

MISSION OF THE ORGANISATION:

The GMR Vasavi Industries Limited Mission statement is as follows: To Increase the standard of living in this backward area through long time objectives 1. Providing Rural Employment. 2. Industrialization in the Backward Region. 3. Social Service to the public by way of Philanthropic Services.

OBJECTIVES OF THE COMPANY:

The Main objectives of company as stated in the memorandum and articles of association are: To carry on the business of manufactures and sellers/ exporters of any or all types

of ferrous and non ferrous metals. Alloys steels, Ferro Alloys, Manganese Alloys and other metal alloys. Pig iron, wrought iron, steel converters. Rolled steel or other metal or alloy matters, miners, smelters, engineers, iron and steel founders in all or any of their respective branches, metallurgists, prospectors, explorers, contractors, agents and to establish workshop for the manufacture of any equipment required for any of the industries which the company can undertake and to deal in such equipment. To establish, provide, maintain and operate factories for the manufacture of electro chemical and electrometallurgical products such as calcium carbide, silicon carbide, silicon manganese, Ferro and to carry on business of manufacturers, exporters, Ferro and to carry on business of manufacturers, exporters, importers, explorers, dealers and sickest in ferrous and non-ferrous metals, Ferro alloys alloy steel and all other electrometallurgical and electro chemical products. To search for ores, minerals, quarries and secure license for mining or offer on sub-leak or rent any land or place which may be acquired by the company and to lend any such land or place or agriculture, building or other use. To sell or otherwise dispose off any lands. Mines or other property of the company.

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To buy, sell, manufacture and deal in all or any minerals, charcoal, coal woods

plaints, machinery, implements, concessions or otherwise in India or also where, mines, mining rights and land explore work, export, develop tur to account the same and to crush, win, get, carry, smelt, calcine, refine mineral substances of all kinds and to carry on any other metallurgical operations which may seen conductive to any of the objects of the company. To carry on all or any or the business of brewers and molesters, hopper merchants

and growers, malt factors, Barley and com merchants and distillers, coppers and bottlers, bottler markers. Bottle stopper makers, potters, manufactures, importers and dealers in accreted and mineral waters, wine and spirit, fruit juices, soft drinks all kind of beverages, yeast and year products. Licensed vbicutuallersm hotel keepers. Loading house keepers ice manufactures and merchants. Tobacconists, Farmers dairymen, grain sellers and driers, brick makers, finings manufactures and is in glass merchants.

PERFORMANCE OF THE ORGANISATION:

The turn over of the company for the financial year 1996-97 is 70 cores. The company earned net profit of Rs.10 cores. During the year 1994-95, the company has reused an amount of Rs.17.88 cores by way of rights and public issues. The comparison between the actual performance for the year 1995-96 and the performance as projected in the latter of offer and prospectus is as under. PROJECTED ACTUALS

SALES

(Rs. In lakhs)

3418.62 632.94 4.58

5811.31 818.84 5.92

PROFIT AFTER TAX (Rs. In lakhs) EPS (Rupees)

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Here the basic enterprise functions are personnel. Productions finance and commercial The company earned foreign of Rs.42.57 crores during the year 1995-96 (previous year rs.5.91crores) by way of exports. The production during the year 1995-96 is 82312 toners for the year 1996-97 that it is increased to 12260 is tones. The company produced high carbon Ferro chrome 6315 tones. Carbon Ferro manganese 2656 tones. Silicon manganese 3143 tones. And Ferro silicon 131 tones. to improve their profitability. The company exported engineering and electronic goods of worth Rs.30 crores during the year 1995-96. The demand for high carbon Ferro chrome is fluctuating the selling price of high carbon Ferro chrome is decreased form Rs. 31.000 per toner to 26.500 per toner in the 2nd half of the year 1995-96. The company has commissioned successfully expansion project of the Ferro alloys in March 1996, raising to 25.000 TPA and started manufacture of Ferro manganese and low carbon. Medium carbon Ferro chrome according to the demand situations. As the international demand is encouraging the prices of Ferro manganese are increased will so. The company started the production of Ferro manganese after its capacity expansion. The price of Ferro manganese is Rs.20.00 per toner. Depending on demand-supply-price situation. The management will fax the production of it production form its company itself became a share holder of Andhra Pradesh gas Power Corporation limited. Is power supply units which generate electricity using natural gas as supply to its share holders. P.G.P.C.L. Started supplying 3.5 M.W. of power with effect from 23-04-1994. The coat of power is less than that in APSEB the company gets it share of 5.6 M.W. power after the capacity expansion of APGPCL from 100 M.W. to 260 M.W. The power supply from APGPCL is from any interruption and power cute with this the company is confident of operating the plant at its rated capacity. The company also gets share of 2MW power from HMT and it also uses the power from NTPC. The Vasavi group of industries will setup a power plant named as GMR Vasavi Power Corporation Limited. Hence, the company has no threat from power problem in future.

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EXPORTS OF THE COMPANY:

The company has et up a export division to export merchandise items and a small begging was made by exporting Rs.5.19 crores during the year 1994-95 and had exported merchandise items valuing Rs.33.78 crores during the year 1995-96 for the first time exported Ferro chrome to Japan and USA valuing Rs.8.79 crores and giving more emphasis for exportation of its manufactured products to South Africa, Japan, USA, Korea and other European countries. In recognition of the if exports made the directorate general of foreign trade. Government of India as accorded the company the coveted status of an EXPORT HOUSE w.e.f. 01.04.1996.

ORGANISATION STRUCTURE
Organization implies a formalized intentional structure of roles or positions. Hence intentional structure means people working together must fill certain roles. The peoples are asked to till should be intestinally designed to ensure that required activities are done and that activities fit together so that people can work smoothly, effectively and efficiently in groups. The company having a centralized organization structure having good communication system there will be upward, downward, horizontal and cross woes communication system. Internal exchange is arranged for free flow of communication system internal exchange is arranged for free flow of communication gap for tinder departmental and for intra departmental there is immediate feed back at every stage. Because of the free flow of communication. Decision making is easy and implementation also becomes easy. There is written communication system between departments. Organizational set up in GMR Vasavi Industries limited is a functional deprametion headed by managing director who assisted by residential director. Financial director and 20

general manager (works) grouping activates in accordance with the functionsdepartments coordination among these different fictional activates has been achieve success fully so far.

FINANCIAL MANAGEMENT IN GMR VASAVI INDUSTRIES LTD.,

Because of the vital role of the financial decisions to a firm it is essential to set up a sound efficient organization for finance functions. GMR Vasavi Industrial Ltd., has a finance department separately which is directly connected with the top management. This department is work under the financial director. The main functions the finance department as under. A. PLANNING AND CONTROL To establish, Co-ordinate and administer as a part of management a plant for the control of operations. This plan would provide to the extent required in the business. Profit planning programmer for capital inventing and for financing sales forecasts and budgeting. B. REPORTING AND INTERPRETING To compare actual performance with operating plans and standards and to report and interpret the results of operations to the owners of the business. To consult with other managers about the financial implications of its actions. C. PROTECTION OF ASSETS To assure protection of business assets through internal control internal auditing and assuring proper insurance coverage. D. ECONOMIC APPRIASAL To appraise and social forces and government influence and interpret their affect upon business. 21

The emphasis on management accounting is more compared to financial accounting. All most all operations are dealt by management accounting. That is to say the Performa functions like as buying of material cost on considerations and computations const control fixed expenses budgets. Vouchers etc. though the management accounting is no expectation in discharging functions. Both management and financial accounting functions are discharged through executive assistants and clerks. These people are directly accountable to deputy financial manager.

WORKING CAPITAL MANAGEMENT

The company is taking financial assistance for working capital needs, form state bank of India from Andhra Bank, Tekkali and bank of Maharastra, Visakhapatnam. The working capital borrowings from different banks are as at 31-03-1996 are as follows: Name of the Bank Andhra Bank State Bank of India TOTAL Amount 4, 26, 74,335 2, 76, 40,731 7, 03, 15,006

All the above borrowings secured against hypothecation of stocks of raw materials, finished goods, work-in-process, consumable stores and assignment of book debts. Total working capital management divided into there those are. 1) CASH MANAGEMENT The Company is always maintaining low cash balances in the desks usually it is always below 11 Lakhs. Here least costs are paid for marinating the stock and for purchasing the raw materials. The personnel account division are rationally and economical to maintain the working capital to sort out for daily needs. 22

2) INVENTORY MANAGEMENT The Company is procuring raw materials on the basics of projected and forecasted production policy which is based on purchases orders procured from the parties. These orders arte revised periodically. The company is keeping raw materials sufficient for one month or 40 days according the production requirement. Because of the lower lead times this company is not dispatched and realization of the amount is thorough letter of credit in the bank. 2) RECEIVABLES MANAGEMENT: The Company is following L.C. method for the purpose of collection from the debtors. The customers of the company submitted bank guarantee. On the basis of the bank the company draws a letters of credit on the party for the invoice amount and immediately discounted with the bank. L.C. charges and bank interest fore the credit period. Allocated between interests for the credit period. Allocated between the parties and company on the basis of agreement between the parties. The Company is having good credit worthiness. The initial investment was Rs.1.13 cores. Including share holders funds and share capital money. The present turnover of the company is 70 crores. Initially the company took loans from bank of Maharashtra amounted 60 Lakhs and Andhra Pradesh State Financial Corporation amounted 60 Lakhs. The company for capital and investment purposeless issued shares. Now the companys share capital is as at 31-03-1996 is Rs.13-83.33.0000K Following banks are giving institutional support to GMR Vasavi Industries Limited INDUSTRIAL FINANCE CORPORATION OF INDIA ANDHRA BANK 23

ANDHRA PRADESH STATE FINANCIAL CORPORATION

BANK OF MAHARASTRA The Financial Results For The Year Ended 31st March, 2007. Current Year Rs. In Lakhs Sales Other Income Profit before depreciation Depreciation Profit before tax Provision for tax Net profit Balance b/f from previous year Balance available for appropriations Prior period adjustments Transfer to general reserve Proposed dividend Balance c/f 5811.31 33.95 889.78 45.94 843.84 25.00 818.84 45.39 864.23 107.15 400.00 221.33 241.90 20.00 98.99 45.39 Previous Year Rs. In Lakhs 2588.45 27.59 251.89 32.51 219.38 7.82 211.56 59.97 271.53

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MATERIALS MANAGEMENT
The Basic objective of materials management is to cultivate and maintain good relationship with supplier. Since corporate plans redeveloped on the premises that materials and supplies will Abe forth coming at right time in right time in right quality and quantity. It is all the more essential that good vendor-vendee relationship exists. At present stage of shortage of shortage of many basic raw materials, non compliance and even unfriendly attitude on the part of supplies any seriously Joe paradise production plans. Purchase department has more out side contacts with other firms and individuals than other departments probably after sales. As such the buyer has the company especially by way of cultivation and maintaining good vendor-vendee relationship as this organization, is getting raw materials from vendors and thus acting as a vendee. And also it is supplying raw materials important to this organization to maintain good vendorvendee relationship for both sides. The basic steps in purchasing system: 1. Recognition of need a. The Requisition b. The Bill of materials c. The Automatic recorder d. Budget 2. Sorting and appraising alternatives a. Competitive bids b. Negotiation 3. Selecting the alternatives 4. Order placement 5. Follow-up handling 6. Invoice handling 7. Receipt and Inspection

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The Primary aspects of good buying is to determine suitable sources of supply in order to secures and maintain active source selection is the preparation of an extensive list of suppliers and then sorting out the one or ones with whom to do the business. In preparing a list of prospective suppliers. The buyer may use any one or more of the following sources of supplier information. The main factors to select the suppliers are: Quality: DELIVERY PERFORMANCE HISTROY WARRANTIES AND CLAIM POLICES PRICE PRODUCTION FACILITIES AND CAPACITIES FINANCIAL POSITION PROCEDURAL COMPLIANCE COMMUNICATION SYSTEM REPUTATION AND POSITION IN THE INDUSTRY OPERATION CONTROLS REPAIR SERVICE GERGRAPHICAL LOCATION RECIPROCAL ARRANGEMENTS

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PRODUCTION MANAGEMENT
Ferro Alloy may be defined as the Alloy of iron with other metallic elements like chromium silicon manganese, vanadium, tungsten etc., to acquire desired properties the Ferro Alloys are added in steel as a Alloying element and also as deoxidizer. Generally Ferro Alloys are manufactured by electrometallurgy. Ferro Alloys are classified as low medium and high medium carbon grades according to carbon content in it. Types of Ferro Alloys: There are below following types of Ferro Alloys which are most popularly extracted by electro metallurgy. Ferro - chrome Ferro - tungsten Ferro - silicon Ferro - molybdenum Ferro - manganese Ferro - titanium Silicon - manganese Ferro - born Silicon - chrome Ferro - zirconium Ferro - vanadium Ferro - aluminum Ferro silicon, silicon manganese, Ferro manganese and Ferro aluminum are primarily use as common deoxidizers. Ferro titanium, Ferro born, Ferro zirconium is added for deoxidization in special cases. Ferro chrome, silicon chrome Ferro Vanadium, Ferro molybdenum and Ferro tungsten are added generally as alloying addition.

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USES OF FERRO ALLOYS

Ferro Alloys Act as both scavenger and deoxidization. The Melting point of Ferro Alloys are usually lower than the pure metals and therefore alloys dissolve more rapidly in the steel both than the pure metals. Production of pure metal is very costly as compared to the production of Ferro Alloys. Ferro Alloys are served to protect the principle element against oxidization during storage. There by give higher recoveries than pure metals. Breaking and crushing of Ferro Alloys usually easier and cheaper than pure metals. In cost iron, Ferro Alloys are used to import some special properties like wear and heat resistance. a. FERRO CHROME: - Steel alloyed with ferro chorme acquire valuable physical properties. i.e., hardness, straight, yield point elasticity etc., This is mainly use in tool steels. Stainless steels. Lent resistant steels and special steels it is also used as deoxidizer. But much cost for this purpose. b. FEERO MANGANESES: - It is weaker deoxidizer than silicon. And also used as

desulpharising agent. It is alloying element in had file & structural steels & tools steels for acquire strength and toughness. c. FERRO SILICON: - It is strong deoxidizer than Ferro manganese. It is mostly used in cast irons to acquire wear and heat resisting properties. It gives better strength hard inability and electrical properties. d. SILICON-MANGANESE: - It is a double deoxidizer. It is mostly used in steel as

deoxidizers & also alloying element for improve strength & toughness.

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ELECTRIC ARC FURNACES

Electric are furnaces are of either reducing or refining process. The reducing furnace working as rule by he continuous process. The production of Ferro Alloys in electric are furnace is a successfully run rather than other process. Electric are furnace are divided into 2 groups 1. Ore smelting furnaces 2. Refining furnaces In G.M.R. Vasavi Industries limited. The furnace is of ore smelting type. The furnace is of open top with three electrodes of cylindrical shape.

ADVANTAGES OF OPEN TOP FURNACE THAN CLOSED TOP FURNACE

1. Any lack of material can be judged by observing the length of the flames and fumes that generates. So operation will be efficient and definite composition of alloys is produced. 2. Recoveries can be done well so that the charge can distribute to each electrode & kept close the arc and also uniform charge can be maintained. 3. Furnace efficiency can be improved by avoiding mechanical problems. 4. Electrodes position can be noted well by observing the electrodes. 5. There will be no excess of gas pressure in the furnace. 6. Power losses can be avoided but some heat losses result. 7. Any defect in the electrode clamps or water leakage can be easily identified and can be easily rectified to avoid explosion.

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FUNCTION AND MECHANISM OF RACOTPM P FERRO ALLOYS IN STEEL MAKINGS:

1. To bring the molten bath to which it is added to the chemical composition desired tin the end product. 2. To control the solidification of metal. 3. To give the end product the physical characteristics so desired. The control of solidification for the molten metal includes the control of gases like h2, n2 (degassing) and o2 (dedication) which can have adverse effects on soundness and homogeneity. The mechanism by which the Ferro. Alloy act in the molten bath consists in the uniting chemically with undesired. Elements (mainly 02). The reaction products in some cases flat up and are removed as slag products (such as A1203 and si02) while in other cases they may remain in the production in a suitable condition. Dissolving in iron itself as uniting with the carbon in the form of carbides. RAW MATERIALS 1. Raw materials for the production of high carbon Ferro chrome. A. Chrome ore 2. Coke (as a reluctant) 3. Quartz, Manganese and bauxite (flexes) ORES: The reducing agent used in the manufacture of high Ferro Chrome and Ferro Manganese is coke. Which has high reactive capacity and high electrical conductivity. This organization is using the following cokes as reducing agents pearl coke. Lock, low thermal coke and TISCO coke.

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FLUX Magnetite is used as a flux for some instances to keep up the temperatures and dreain out the metal and slag. It is supplied mainly from Mysore minerals Ltd., Bangalore. A flex is added to gaung to convert into slag. Processor feedings the raw material into furnace: The raw materials first fed into the ground hopper than these fed into the day lines with the help of belt conveyor than the mixed chare will go through the belt conveyor to the charging hoppers. Which are located at the top of the furnace. From charge hoppers the raw materials will go through the chutes directly into the furnace. LOW DIAGRAM: RAW MATERIALS FROM YARD GROUND HOPPER DAY BINS BATCH WEIGHING HOPPER MIXING IS DONE FEEDING IN PROPORTING BY BIG CONTROL UNIT THROUGH BELT CONVEYOR CHARGING HOPPER CHARGING CHUTES FURNACE Along with the above raw materials. Other miscellaneous materials like lime, molasses. Liaison tubes are used in production. BRIQUETTE:

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Raw materials should not be fed into the furnace directly otherwise gases will be released and eruption may take place. To avoid this, Briquettes are made and fed into the furnace. Raw materials will be sent through vibrating screen for separating Frances and fines. Friable are directly fed into the furnace and fines are made into briquettes. Briquettes : chrome ore + lime + molasses After natural caning briquettes are fed into the furnace. The function of molasses is the binding agent the function of lime is to evaporate the moisture and to bring down the melting point. Composition of briquettes: Chrome ore fines : 90-91% Chrome (molasses) : 5-6.5% And lime : 2-4%

The briquette process is then in this organization with the help of compacting roll type briquette machine. The requirements of chrome briquettes are : 1. Must have sufficient cold strength 2. High temperature strength Inputs required for production of 1 MT of HCFC (high carbon Ferro chrome) Chrome ore 2.6 M.T ; Reductants 0.06 M.T. Fluxes 0.175-0.2 M.T: Electrode paste 20 Kg Power consumption 3, 8 MWH Charging materials for 3.6 MVA furnace 32

Coka 110 Kg. Ovartz 30 Kg. friables 60 Kg Briquettes 320 Kg and lumps 70 Kg.

The output from furnaces is transferred to shipping yard by EOT (electrically operating traveling) cranes. Here 1. Primary Breaking, 2. Secondary Breaking, 3. Chipping and 4. Jigging and good metal separated with the help of tubes which moves up and down in water. The products are divided into 1. Good metal and 2. Contaminated metal which further divided into (A). slag tough which contains low proportion of slag and (B) metal tough: which contains low proportion of metal. FLOW CHART: BRIQUTEE MAKING : CHOROME ORE + LIME + MOLASES BRIQUTTE PRESS BRIQUTTES NATURAL CRUSHING PRODUCTION PROCESS OF FERRO MANGANESE Manganese ore is available in the form of friable hence briquette making is not necessary. The ore is directly fed into the furnace along with coke and flux the remaining process is same as that of Ferro Chrome.

PRODUCTION PLANNING AND CONTROL

The usual target is 26 tunes /day/3 shits where one shift containing 8 hours. The power consumption / tone is 3.5 MWH/ tone as specific power consumption, with that the usual power consumption. With that the usual power consumption per day is 91 MWH. 33

Here the production processes is continuous production taking 2 hours for one unit of out put of coke from the furnace. According to demand requirements of the customers. The production planning will be done. Eg. Low phosphorus, Low carbon etc. also there will be constraints like for certain amount of input the certain amount of realization of output for example. For 2.5 Tones of ore the output should be 1 Tone. There should not be any over consumption of power and raw materials. The usual target per month is 800 tones if they are unavoidable delays like power counts. These targets cant be met. Usually the load factor for the production is 96% based on the internal capacity the organization will fix the targets for the next moth. Before deciding the orders the organization will plan for their production arrangements. Planning of Raw materials usually the company maintains the buffer stock is reached for 26 days they will place the order for raw materials. Usually the lead tome will be 7-8 days. Because the market is highly fluctuating and volatile the organization is not able to plan accurately.

CONSERVATION OF ENERGY
Power and fuel consumption 1. ELECTRICITY: Current Year 2005-2006 a) purchased units Total Amount Rate/ Unit Rs. Rs. 3,24,05,698 4,95,50,376 1.53 NIL Previous Year 2004-2005 2,98,37,266 6,47,05,144 2.17 NIL

i) Through diesel generator units

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ii) Through steam turbine generator COAL FURNACE OIL

NIL NIL NIL

NIL NIL NIL

OTHERS:
HSD (Units) Total Amount Average Rate per Liter NIL NIL NIL NIL NIL NIL

CONSUMPTION PER TON PRODUCTION

PRODUCTS High Carbon Ferro Chrome (IN MT) 8,231 9,033 6,012 7,163

High Carbon Ferro Manganese (IN MT) 11 Electricity (Rs/MT)

PERSONNEL MANAGEMENT

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In GMR Vasavi Industries the personnel department performs the personnel functions. The personnel department is directly works under personnel manager. The personnel manger is accountable to the general manager. The functions of personnel manager includes all the personal functions like recruitment selection. Development, discipline, industrial relations and etc., various functions performed by the personnel department are as follows:

TRAINING FACILITIES:
In the company the special training program is there. The selected people go for training according to their qualification and job requirements. The company has a proposal to establish and conduct on the job training program to the old & new employees in the organization.

COMPENSATION SYSTEM:
In the company there will be a fixed salary to the workmen and staff depending upon the category. In addition to that yearly increments HRA. Refreshment allowance, vehicle allowance, medical allowance, yearly bonus/ exgratio. Provident fund will be given as per the company rules. In addition to that on humanitarian grounds the staff and workman will be provided financial assistance to migrate the ill health and deceased for themselves and their families.

CO-ORDINATION:
They are conducting meetings once in week with the representation of the HOD from concerned departments. In that meeting, they will discuss and analyses various problems of the organization a separate suggestions scheme is there for inviting the ideas. Suggestions from the staff and workmen and they are put forth to the top management for implementation if practical.

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The company awards that persons who gives the best idea every year. There is a performance appraisal scheme based on the feed back through co-workers and the concerned supervisors. In this organization participative leadership style is implemented. Workmen and staff are felling free to express their own ideas and suggestions to the immediate boss their ideas will be covered and put forth to top management for implementation. If they are viable and practical. Every department is headed by the respective head of departments. The HODs are being controlled by the GM for their duties and taking decisions. Regarding concrete decisions and policy matters. Top executive managerial person will take care to management not only responds to the charges in the external environmental factors but also it adjust the internal environment to cope with it. In this strategic business unit the functional level strategies will be decided by HODs. Within the frame work of the total organizational policy and the strategies that influence the whole organization will be taken at the top exclusive level. The company facilitating following facilities to the workers in the organization. Canteen facilities Crche facilities Test shelters Under co-operative credit society the company offering financial assistance to migrate the ill health, diseased and for marriages for themselves and their families. CO-OEPRATIVE STORES (FOR CONSUMER GOODS) Under free rice facility the company offering 15 Kgs of rice to the workers. Every month the company under special rice to the workers. Every month the company under special incentive and award schemes following positives motivating techniques tare following to motivate the employees to words the work.

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Best idea and best suggestion Best safety implementation Best attendance Best housekeeping And Best worker of the year (under this award Rs.1500) is paying to the workers.

MANAGEMENT INFORMATION SYSTEM:

MIS has the formidable task of processing massive incoherent communication (data knowledge) generated in an enterprise, systematize it and feed it to every level of management as an aid its tasks and functions. This MIS department GMR Vasavi Industries Limited is individual department. It is observed that emphasis is need to give financial information system rather other systems. Important MIS reports in view help in the top level decision making. These reports are communicated all department managers in the organization.

MARKETING MANAGEMENT:
The marketing concept was born out of the awareness that marketing starts with the with the determination of consumers wants and ends with the estimation of those wants. Form the marketing information available in the trade magazines and the information from the sales person. The customer aware the producer of the product which he needed. Then he enquires, the producer regarding that product. He asks such information that about the product and its price list. The customer also specifies the quality requirements. Delivery schedule and price he can pay. The producer then gives the information regarding the product like quality standards. Quantity available and different products range available for sale and the corresponding list. The producer asks the customer to specify the size of the order.

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After satisfying the terms and conditions regarding the marketing of products. The customer places and order specifying the required quantity and delivery date within which the product should be reached. The product and gets his remuneration.

CONCEPT OF EMPLOYEE ENGAGEMENT

DEFINITION OF EMPLOYEE ENGAGEMENT

Employee engagement creates motivation within employees for the work they do and increases their commitment to the organization. it is creating an enthusiasm for their roles, their work and organization ,and ensuring they are aligned 39

with the values of the organization

well informed and well integrated

with their

colleagues and the fabric or culture of the organization. What is employee engagement exactly Alpha Measure defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. The primary behaviors of engaged employees are speaking positively about the organization to coworkers, potential employees and customers, having a strong desire to be a member of the organization, and exerting extra effort to contribute to the organization's success. Many smart organizations work to develop and nurture engagement. It is important to note, the employee engagement process does require a two-way relationship between employer and employee.

WHY IS EMPLOYMENT ENGAGEMENT SO IMPORTANT?

An organization's capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. Engaged employees also normally perform better and are more motivated. There is a significant link between employee engagement and profitability. Employee engagement is critical to any organization that seeks not only to retain valued employees, but also increase its level of performance.

FACTORS OF EMPLOYEE ENGAGEMENT ENGAGEMENT

Many organizational factors influence employee engagement and retention such as:

A culture of respect where outstanding work is valued Availability of constructive feedback and mentoring Opportunity for advancement and professional development 40

Fair and appropriate reward, recognition and incentive systems Availability of effective leadership Clear job expectations Adequate tools to complete work responsibilities High levels of motivation

Many other factors exist that might apply to your particular business and the importance of these factors will also vary within your organization.

EMPLOYEE ENGAGEMENT ESSENTIALS

How will you know to what degree your employees are engaged? The first step is to determine the current level of employee engagement. The best tool to determine this base line is a comprehensive employee satisfaction survey. A well administered satisfaction survey will let you know at what level of engagement your employees are operating. Customizable employee surveys will provide you with a starting point towards your efforts to optimize employee engagement. The key to successful employee satisfaction surveys is to pay close attention to the feedback from your staff. This is the only way to identify their specific concerns. When leaders listen, employees respond by becoming more engaged. This results in increased productivity and employee retention. Engaged employees are much more likely to be satisfied in their positions, remain with the company, be promoted, and strive for higher levels of performance. Listening to employee ideas, acting on employee contributions and actively involving employees in decision making are essential to employee engagement. Taking Action to Improve Employee Engagement Nothing is more discouraging to employees than to be asked for their feedback and see no movement toward resolution of their issues. Even the smallest actions taken to address concerns will let your staff know that their input is valued. Feeling valued will boost morale, motivate and encourage future input. 41

Taking action starts with listening to employee feedback. Then the data needs to be analyzed. Next, a definitive action plan will need to be put in place and finally, change will be implemented. It is important that employee engagement is not viewed as a one time action. Employee engagement should be a continuous process of measuring, analyzing, defining and implementing.

EMPLOYEE ENGAGEMENT ACTIVITIES

A. COMMUNICATIONS ACTIVITIES These help employees find out what is going on within the company outside of their immediate team. They also help to create an environment of trust and openness within the organisation where they are able to talk openly. Employees who feel they are listened to are able to express dissatisfaction and work together to resolve their causes, without it affecting their performance. Communication forums to provide regular feedback to all people, including team meetings, conferences and away days i. ii. iii. iv. v. In-house magazines On-line communications, including discussion boards and blogs by company personnel including senior management Monthly updates on corporate goals and directions Regular employee opinion and satisfaction surveys Active soliciting of employee feedback, including opinions and pet peeves

B. REWARD SCHEMES
Reward schemes are an important part of a company's overall employee engagement programme. Studies have long shown that, while money in itself is not a motivating factor, the absence of financial reward can be a significant demotivator. Thus the role of reward schemes in boosting employee engagement is: i. to remove barriers to satisfaction in the organisation; 42

ii. iii.

to provide a framework for rewarding everyone in the organisation for their performance; to give those who are motivated by financial gain an opportunity to achieve this.

TYPICAL APPROACHES INCLUDE: o Compensation and benefit programmes o Stock ownership and profit sharing o Recognition programmes o Idea collection schemes linked to rewards for idea generation o Long service and good performance awards

C. ACTIVITIES TO DEVELOP THE CULTURE OF THE ORGANIZATION

Giving employees a feeling of belonging is crucial in creating a thriving organization that people feel approaches include: i. ii.
iii.

committed to and others want to join.

Common

Pro-social corporate objectives and Corporate Social Responsibility Equal opportunities policies and practices Initiatives to maintain the quality of work life and a balance between personal/professional lives Developing a safe, clean and inspiring work environment Demonstrating a commitment to employees well being

iv. v.

D. Team building activities

Culture-building activities are great for generating approaches include:
i.

a feeling of belonging, but all

organisations are build out of smaller teams who can get on and work together. Popular Small team recreational activities, such as bowling, skating, trips to the cinema 43

Social activities, such as family gatherings

ii.

and barbeques Community outreach activities such as Volunteering and fund-raising.

iii.

D. LEADERSHIP DEVELOPMENT ACTIVITIES

A great organization needs not just a great leader, but people with leadership skills. This stimulates i. ii. iii. iv.
v.

good performance, boosts creativity and eases succession planning. Effective Leadership Effective Performance Management Fair evaluation of performance Empowerment through effective delegation
Coaching and mentoring activities to give honest feedback by supervisors and peers

Good practices include:

EMPLOYEE ENGAGEMENT APPROACHES

Employee Engagement through compelling Internal Communicational successful employee engagement strategy helps create a community at the workplace and not just a workforce. When employees are effectively and positively engaged with their organization, they form an emotional connection with the company. This affects their attitude towards both their colleagues and the companys clients and improves customer satisfaction and service levels. There's more than one way to improve the level of employee engagement in a company. In fact, there are many different things that companies not only can do, but need to do. most organizations have a range of practices to improve the engagement level of their employees. One of the pitfalls of any employee engagement programme is a failure whether real or perceived - to follow through on the initial that the company is felt by their employees If your organisation is to succeed you must look use as many different approaches as you can. Here is a round-up of some of the best approaches.

EMPLOYEE ENGAGEMENT APPROACHES FOR NEW EMPLOYEES

The right person and giving them a realistic job preview 44

i.
ii.

A strong induction and orientation programme Rigorous training and development, from technical to soft skills to leadership development programmes. Regular technical/soft-skill updates. Certification programmes to drive people towards excellent performance Employee engagement approaches for all employees Beyond initial recruitment and induction, employee

iii. iv.

Engagement activities can be broken into a number of groups. These include: i. ii.
iii.

Communications activities Reward schemes

Activities to build the culture of the organization

WHAT IS THE ALTERNATIVE TO EMPLOYEE ENGAGEMENT

Conditions that prevent employee engagement seldom alleviate themselves. They should be assessed and addressed as soon as possible. Left to multiply, negative employee satisfaction issues can result in: HIGHER EMPLOYEE TURNOVER - Employees leave, taking their reservoir of knowledge and experience to another workplace DIMINISHED PERFORMANCE - Competency of the workforce is reduced, at least short term, until new employees are trained LOST TRAINING DOLLARS - Time and money invested in training and development programs for departing workers is wasted LOWER MORALE - Remaining employees can be overburdened with new duties, in addition the unresolved issues that already prevent their full engagement

HOW CAN YOU ATTAIN EMPLOYEE ENGAGEMENT?

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Listen to your employees and remember that this is a continuous process. The information your employees supply will provide direction. Insist upon increased engagement at the managerial level, and create and deploy a customized employee satisfaction survey from Alpha Measure to assess your current level of employee engagement. Identify problem areas, make a plan and take action towards improvement Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interest . Engaged employees are not just committed. They are not just passionate or proud. They have a line-of-sight on their own future and on the organizations mission and goals. They are enthused and in gear using their talents and discretionary effort to make a difference in their employers quest for sustainable business success. There is a clear correlation between engagement and retention, with 85% of engaged employees indicating that they plan to stay with their employer through 2008. An effective employee retention strategy is based on an understanding of engagement. Moreover, engaged employees stay for what they give (they like their work); disengaged employees stay for what they get (favorable job conditions, growth opportunities, job security). The most common factors influencing job satisfaction are More opportunities to use talents Career development and training. This holds true across engagement levels, intent to stay, generations, and job titles.

KEY IMPLICATIONS AND RECOMMENDATIONS

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Employee engagement is a complex equation that reflects each individuals unique, personal relationship with work. As such, there are limits to what organizations can do with broad-brush workforce processes or communication programs. At a macro level, you need to provide resources, tools, and the overall workplace environment that supports engagement. Ultimately, at a micro level, employees, with their managers help, need to establish a thriving personal connection with their work and carve out a satisfying future in the organization. The most successful organizations make engagement an ongoing priority, not a once-a-year event. They take a multi-faceted approach to address problem areas and improve engagement scores organization wide.

THOSE BEST PRACTICES INCLUDE:

MAXIMIZE MANAGERS - they are the main connection in the employee engagement equation.. ALIGN - clarify strategy and organizational goals. REDEFINE CAREER - employees need line-of-sight on their future to be truly engaged. PAY ATTENTION TO CULTURE - culture and employee motivation go hand-inhand. SURVEY LESS, ACT MORE - don't rely purely on an employee engagement survey to drive your strategy

EMPLOYEE ENGAGEMENT MANUAL PROVIDES PRACTICAL TOOLS

Boost Employee Performance Strengthen Employee Retention Reduce Turnover Costs Create a Culture of Engagement

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Managers want to fulfill their employee's needs so that they are content with their pay, hours, and level of flexibility. Managers strive for employee satisfaction. But does job satisfaction equal employee engagement? Consider Connie. She is an assembly line employee who is satisfied with her job. Her job means steady employment. She feels satisfied with her pay (at least it's better than most of the jobs she could find down the street). She starts at 7:00 in the morning and gets off in time to pick up her seven-year-old from school. It meets her needs. However, for Connie, it's just a job. She can't say she looks forward to coming to work, and she doesn't find herself motivated to perform her best. An employee can be satisfied with a job without being engaged in the job. Engagement is much more than being content on pay day and content with the ability to leave at 3 pm. That contentedness is merely job satisfaction, and though satisfaction is generally enough to retain employees, it's not enough to ensure productivity. On the other hand, employee engagement does promote increased productivity.

EMPLOYEE ENGAGEMENT ROLES ARE:

1. JOB HOLDER ROLE employees come to work and do the job that is listed in their job description. 2. TEAM MEMBER ROLE employees go above and beyond to help members of their team work toward common goals. 3. ENTREPRENEUR ROLE employees come up with new ideas and processes and try to get those ideas implemented 4. CAREER ROLE employees do things to enhance their careering the organization; they learn, they adapt new skills, anymore.

5. ORGANIZATION MEMBER ROLE employees do things that promote and help the company even if its not part of their jobs or their teams duties. Employees are in a highly engaged state when they are doing the nonjobroles. In general, we find that most employees have a sense of fairness, and even if their employer treats them poorly, most will show up to work and do the job role. But having employees show up at work simply 48

doing their jobs gets an employer now here interms of long-term competitiveness. If all of your employees show up and only do their jobs, then you are not building organizational strength and long-term competitiveness through people because anyone can hire those same employees and duplicate what you are doing. Its the synergy that comes from people working together and gathering creative ideas that leads to long-term organization wealth creation. That synergy and above and beyond behavior is evidence of employee engagement. The question that we must ask ourselves is: what are we doing teenage employees? Ive seen some approaches that involve using magical survey questions to investigate and understand what you have to do in order to transform your work force from disengaged to engaged. This means the process of engagement is dictated by the specific questions that one chooses to measure engagement. This approach worries me because it seems that we are trying to MEASUR engagement without necessarily help in individual managers really AFFECT engagement in their day-to-day work.

REAL EMPLOYEE ENGAGEMENT RULES

Engagement cannot be a corporate initiative. Employee engagement happens only when you remove barriers to work, and those barriers are unique to every work group. We often think that super important corporate initiatives will transform our organizations into places where everyone will come to work and want to be more engaged. Corporate initiatives cant make the magic. Thats why all those other HR fads didnt work in the past. Thats why employees wait for the latest fads to beaver. Corporate initiatives live out their life and then go away. The people who deliver the corporate initiatives have to make engagement happen, and those people must be your managers. We are good at providing managers with engagement scores, but we are not quite so good at giving them things that they can use to change engagement. In order for engagement to be something other than a fad, we need to be specific in helping managers, and our solutions have tope customized to help each individual manager. Lets get back to one of my earlier statements in this article. In 49

order to know whether engagement is a fad or a long-term management intervention, we must examine who owns the initiative. When we dont give managers something specific to do about engagement that is within their own control, then the owners of the engagement process are corporate HR. If corporate HR owns employee engagement, it will be a fad. If you tie engagement to day-to-day management work, then managers own engagement will it not be a fad.

HOW DO YOU MOVE OWNERSHIP TO MANAGERS AND EMPLOYEES?

In order to move the employee engagement process from ownership by corporate HR to ownership by managers and employees, several things must happen. 1. Engagement does need to be measured, but you have to conduct measurement more frequently than once a year, and magic engagement metrics are not enough. You need multiple ways to assess engagement, and those metrics must include performance measures. When you understand what above and beyond behavior is, then you can measure engagement and the outcomes of engagement. You cant have engaged employees without super engaged managers. Engagement improving efforts must start at the top and work their way down. The most senior executives must be assured that they are engaging their senior team, and that team has to work on creating a high engagement environment for its direct reports, and so on and so on. The process of engagement must start at the top, but I dont mean via a mandate from the top. I want the CEO to really understand the degree of engagement of his/her direct reports, find out whats in the way of their becoming more engaged, and then DO something with his/her data. Those direct reports to the CEO should then repeat the engagement doing process with their own direct reports. Engagement must be done by leadership through example. Because this process of topdown engagements owned by each level of management, each managers him/herself benefits from the process, and then they share the benefits with their own employees. In this learning process, managers own employee engagement. Engagement is about getting rid of things that block productivity. We think that we can magically motivate people, but what we primarily do in business is create lot of ways to demodulate people. We bring people to work, ask them 50

to do something, then put lots of obstacles in the way of their being able to succeed. We excel at demodulation not motivation. Creating an engaged workforce means getting barriers out of the way for your employees to be effective. I dont know what the blocks to productivity are for every employee. I cannot create a magic set of 20, 40, 80,or 300 survey questions that will assess the things that are getting in the way of productivity and performance. These things can be lumped into categories, but they differ from company to company, department to department, and employee to employee. These productivity blockers anddemotivators are not taught in a basic introduction to management book. They are not going to dies appear with the purchase of some new technology or from hiring the latest management guru. Engagement will happen when each individual manager learns whats getting in the way of his/her employees performance, and each manager chooses to take action. The process of engagement is a process; you can right at year end. You have to create a continuous learning, continuous improvement, continuous measurement, and continuous action process to maximize productivity.

KEY CHALLENGES
Its fairly easy to run a point-in-time employee engagement survey and then show scores to managers. When you do this, employee engagement is an event. You can get lots of attention and spend significant amounts of money, but to what end? Its much more difficult to make engagement a way of life in your organization. It is much easier to join in with the newest fad than it is to create something lasting. But creating lasting change drives improved firm performance, and isnt that the real goal of employee engagement? Thus, taking the time to engage yourself and your managers in the engagement process may be worth the effort for truly strategic HR executives. You will find that this is not the easiest path, but it may bethe one that leads you away from fads to something very real Managers must understand that an engaged employee is an employee who is deeply involved and invested in their work. This occurs when multiple job factors intersect and it is much more than job satisfaction alone. The confusion comes when we begin to use satisfaction and engagement synonymously. 51

Organizations with genuinely engaged employees have higher retention, productivity, customer satisfaction, innovation rates, and quality. They also require less training time, experience less illness, and have fewer accidents. Simply put, satisfaction is not engagement-- and of the two, you want engagement. Laura works with Decision Wise, a human resources consulting company focused on using feedback to generate improved engagement, productivity, and effectiveness. Visit Decision Wise, Inc Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their... Resilience, adaptability, speed and focus. These are the qualities that will define the next generation of successful businesses... and the people who work for them. Whether it's your leaders, managers or individual contributors, your organization can only change if your people can do the same. Edge Learning has been the expert in personal and organizational change enablement since 1973. Increasing Human Effectiveness is an employee development process designed to maximize your entire organizations effectiveness and productivity. Demonstrated to significantly increase organizational resiliency and receptivity to change, this comprehensive curriculum enhances personal awareness, critical thinking skills, attitudes, and the behavior change skills necessary for thriving in a changing work environment. Incorporating the latest advances in brain research and behavioral sciences, the process enables participants to act with greater confidence in times of uncertainty, identify and challenge outmoded comfort zones, interact more productively with peers and subordinates, and more fully engage themselves in their work and professional relationships. This highly interactive, two-day workshop consists of facilitated video modules, open discussions, small group activities and individual writing exercises. Your leaders and employees will leave Increasing Human Effectiveness with a new sense of purpose, a better attitude toward change in your workplace, and a mission to

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share this new knowledge with fellow employees. But more importantly, your company will reap the rewards of a better motivated and focused workforce.

EDGE OHIOS INCREASING HUMAN EFFECTIVENESS EMPLOYEE ENGAGEMENT:

Build more cooperative, respectful, and productive team Reduce fear of failure to encourage greater creativity and innovation Measurably improve overall customer service and satisfaction scores Improve capacity to attract, motivate and retain top talent Promote noticeably higher levels of individual accountability Improve individual and group productivity Significantly improve the attitudes, beliefs, and expectations of your leaders, Create a workplace culture that supports increased engagement and commitment by Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work and thus will act in a way that furthers their organization's interests. According to Scarlett Surveys, "Employee Engagement is a measureable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn & perform at work". Thus engagement is distinctively different from satisfaction, motivation, culture, climate and opinion and very difficult to measure

managers and associate. all associates

ORIGINS OF EMPLOYEE ENGAGEMENT

Engagement at work was conceptualized by William A. Kahn(1990) as the harnessing of organizational members selves to their work roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. 53

The second related construct to engagement in organizational behavior is the notion of flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as the holistic sensation that people feel when they act with total involvement. Flow is the state in which there is little distinction between the self and environment. When individuals are in Flow State little conscious control is necessary for their actions Employee Engagement as the extent to which workforce commitment, both emotional and intellectual, exists relative to accomplishing the work, mission, and vision of the organization. I see engagement as a heightened level of ownership where each employee wants to do whatever they can for the benefit of their internal and external customers, and for the success of the organization as a whole. Employee engagement was described in the academic literature by Schmidt et al. (1993) using data from Gallup's Q12 engagement survey. A modernized version of job satisfaction, Schmidt et al.'s influential definition of engagement was "an employee's involvement with, commitment to, and satisfaction with work." This integrates the classic constructs of job satisfaction and organizational commitment Harter and Schmidt's (2003) most recent meta-analysis can be useful for understanding the impact of engagement. Linkage research received significant attention in the business community because of correlations between employee engagement and desirable business outcomes such as retention of talent, customer service, individual performance, team performance, business unit productivity, and even enterprise-level financial performance Some of this work has been published in a diversity context Directions of causality were discussed by Schneider and colleagues in 2003. Employee engagement is derived from studies of morale or a group's willingness to accomplish organizational objectives which began in the 1920s. The value of morale to organizations was matured by US Army researchers during WWII to predict unity of effort and attitudinal battle-readiness before combat. In the postwar mass production society that required unity of effort in execution, (group) morale scores were used as predictors of speed, quality and militancy. With the advent of the knowledge worker and 54

emphasis on individual talent management (stars), a term was needed to describe an individual's emotional attachment to the organization, fellow associates and the job. Thus the birth of the term "employee engagement" which is an individual emotional phenomenon whereas morale is a group emotional phenomenon of similar characteristics. In other words, employee engagement is the raw material of morale composed of 15 attitudinal drivers.

STUDIES BY CONSULTANTS
Engaged employees care about the future of the company and are willing to invest the discretionary effort Engaged employees feel a strong emotional bond to the organization that employs them.

EMOTIONAL ATTACHMENT
Only 40% of employees are actively engaged in their jobs These employees work with passion and feel a profound connection to their company. People that are actively engaged help move the organization forward. 88% of highly engaged employees believe they can positively impact quality of their organization's products, compared with only 38% of the disengaged.72% of highly engaged employees believe they can positively affect customer service versus 27% of the disengaged.68% of highly engaged employees believe they can positively impact costs in their job or unit, compared with just 19% of the disengaged Engaged employees feel a strong emotional bond to the organization that employs them This is associated with people demonstrating a willingness to recommend the organization to others and commit time and effort to help the organization succeed. It suggests that people are motivated by intrinsic factors (e.g. personal growth working to a common purpose, being part of a larger process) rather than simply focusing on extrinsic factors

INVOLVEMENT
Eileen Appelbaum and her colleagues (2000) studied 15 steel mills17 apparel manufacturers, and 10 electronic instrument and imaging equipment producers. Their 55

purpose was to compare traditional production systems with flexible high-performance production systems involving teams, training, and incentive pay systems. In all three industries, the plants utilizing high-involvement practices showed superior performance. In addition, workers in the high-involvement plants showed more positive attitudes, including trust organizational commitment and intrinsic enjoyment of the work The concept has gained popularity as various studies have demonstrated links with productivity It is often linked to the notion of employee voice and empowerment

COMMITMENT
It has been routinely found that employee engagement scores account for as much as half of the variance in customer satisfaction scores. This translates into millions of dollars for companies if they can improve their scores. Studies have statistically demonstrated that engaged employees are more productive, more profitable, more customer-focused, safer, and less likely to leave their employer. Employees with the highest level of commitment perform 20% better and are 87% less likely to leave the organization, which indicates that engagement is linked to organizational performance. For example, at the beverage company of Molson Coors it was found that engaged employees were five times less likely than non-engaged employees to have a safety incident and seven times less likely to have a lost-time safety incident. In fact, the average cost of a safety incident for an engaged employee was $63, compared with an average of $392 for a non-engaged employee. Consequently, through strengthening employee engagement, the company saved $1,721,760 in safety costs in 2002. In addition, savings were found in sales performance teams through engagement. In 2005, for example, low-engagement teams were seen falling behind engaged teams, with a difference in performance-related costs of low- versus high-engagement teams totaling $2,104,823.3

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PRODUCTIVITY
In a study of professional service firms, the Hay Group found that offices with engaged employees were up to 43% more productive The most striking finding is the almost 52% gaps in operating incomes between companies with highly engaged employees and companies whose employees have lowengagement scores. High-engagement companies improved 19.2% while lowengagement companies declined 32.7% in operating income during the study period For example, New Century Financial Corporation a U.S. specialty mortgage banking company, found that account executives in the wholesale division who were actively disengaged produced 28% less revenue than their colleagues who were engaged. Furthermore, those not engaged generated 23% less revenue than their engaged counterparts. Engaged employees also outperformed the not engaged and actively disengaged employees in other divisions It comes as no surprise, then, that engaged employees have been statistically linked with innovation events and better problem solving.

GENERATING ENGAGEMENT
Recent research has focused on developing a better understanding of how variables such as quality of work relationships and values of the organization interact and their link to important work outcomes. 84% of highly engaged employees believe they can positively impact the quality of their organization's products, compared with only 31 percent of the disengaged From the perspective of the employee, "outcomes" range from strong commitment to the isolation of oneself from the organization. The study done by the Gallup Management Journal has shown that only 29% of employees are actively engaged in their jobs. Those "engaged" employees work with passion and feel a strong connection to their company. About of the business units scoring above the median on 57

employee engagement also scored above the median on performance Moreover, 54% of employees is not engaged meaning that they go through each work day putting time but no passion into their work. Only about of companies below the median on employee engagement scored above the median on performance. Access to a reliable model enables organizations to conduct validation studies to establish the relationship of employee engagement to productivity/performance and other measures linked to effectiveness. It is an important principle of industrial and organizational psychology(i.e. the application of psychological theories, research methods, and intervention strategies involving workplace issues) that validation studies should be anchored in reliable scales (i.e. organized and related groups of items) and not simply focus on individual elements in isolation. To understand how high levels of employee engagement affect organizational performance/productivity it is important to have an a prior model that demonstrates how the scales interact There is also overlap between this concept and those relating to well-being at work and the psychological contract As employee productivity is clearly connected with employee engagement, creating an environment that encourages employee engagement is considered to be essential in the effective management of human capital

INFLUENCES EMPLOYEE ENGAGEMENT

* EMPLOYER ENGAGEMENT - A company's "commitment to improving the partnership between employees and...Employer." Employers can stay engaged with their employees by actively seeking to understand and act on behalf of the expectations and preferences of their employees. * EMPLOYEE PERCEPTIONS OF JOB IMPORTANCE - According to a 2006 study by Gerard Seijts and Dan Crim, "...an employees attitude toward the job['s importance] and the company had the greatest impact on loyalty and customer service then all other employee factors combined."

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* EMPLOYEE CLARITY OF JOB EXPECTATIONS - "If expectations are not clear and basic materials and equipment not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused on surviving more than thinking about how he can help the organization succeed." * CAREER ADVANCEMENT/IMPROVEMENT OPPORTUNITIES "Plant

supervisors and managers indicated that many plant improvements were being made outside the suggestion system, where employees initiated changes in order to reap the bonuses generated by the subsequent cost savings."
* REGULAR FEEDBACK AND DIALOGUE WITH SUPERIORS - "Feedback is the

key to giving employees a sense of where theyre going, but many organizations are remarkably bad at giving it. "'What I really wanted to hear was 'Thanks. You did a good job.' But all my boss did was hand me a check.'" * QUALITY OF WORKING RELATIONSHIPS WITH PEERS, SUPERIORS, AND SUBORDINATES - "...if employees' relationship with their managers is fractured, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss."
* PERCEPTIONS OF THE ETHOS AND VALUES OF THE ORGANIZATION

- "'Inspiration

and values' is the most important of the six drivers in our Engaged Performance model. Inspirational leadership is the ultimate perk. In its absence is unlikely to engage employees * EFFECTIVE INTERNAL EMPLOYEE COMMUNICATIONS - which convey a clear description of "what's going on". "'If you accept that employees want to be involved in what they are doing then this trend is clear (from small businesses to large global organizations). The effect of poor internal communications is seen as its most destructive in global organizations which suffer from employee annexation - where the head office in one country is buoyant but its annexes are dis-engaged. In the worst case, employee annexation can be very destructive when the head office attributes the annex's low 59

engagement to its poor performance when its poor performance is really due to its poor communications. * REWARD TO ENGAGE - Look at employee benefits and acknowledge the role of incentives. "An incentive to reward good work is a tried and test way of boosting staff morale and enhancing engagement." There are a range of tactics you can employ to ensure your incentive scheme hits the mark with your workforce such as: Setting realistic targets, selecting the right rewards for your incentive program me, communicating the scheme effectively and frequently, have lots of winners and reward all achievers, encouraging sustained effort, present awards publicly and evaluate the incentive scheme regularly.

POTENTIAL RED FLAGS

Inappropriate use of Benchmark Data - some of the more well established Employee Engagement survey companies will state that the most important part of post survey follow up is related to comparison of internal survey data to numerous external benchmarks. This seems to have rubbed off onto internal sponsors who demand very specific benchmarks. Whilst some research analysts claim that the standard comparisons by industry sector are flawed others disagree. Is it right to compare a Bentley employee to one from Vauxhall (GM) because they are in the same automotive sector? The alternative argument is that both organizations would likely draw from similar worker pools and would as such wish to better understand expectations of workers in that industry and how they compare to competing employers. 1. 2. 3. Engagement is a personal decision, not an organizational decision as implied by While early definitions treated engagement as an atomic concept, later definitions Employee engagement has "no physical properties, but is manifested and often

some definitions. divided it into three basic concepts: emotional, behavioral and cognitive engagement. measured behaviorally". Different definitions look at behavior as the employee's basic job performance or extended effort or the success of the employer.

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4. goals.

Employee engagement is about the behaviors that meet or exceed organizational

Synthesizing the reviewed definitions, Shuck and Wollard define employee engagement as "an emergent and working condition as a positive cognitive, emotional, and behavioral state directed toward organizational outcomes"

Given the growing importance of linking employee engagement to customer loyalty and business profits, standardizing on a common definition for the term provides an important foundation for future researc Organizations trying to build competitive advantage through more engaged employees are often stymied by the challenges of engaging an entire workforce of individuals with unique values, interests, and needs. For many, engagement remains a lofty goal instead of a core driver of market supremacy. We present a framework that illustrates the 5 levels of engagement, offer insights on whos engaged around the globe, and share best practices gleaned from our interviews with HR and line leaders around the world. 61

DATA ANALYSIS AND INTERPRETATION

1) Do you have the materials and equipment to do your work efficiently.

No Of Responde Particulars Excellent Good Average Poor Total nts

30 55 15 0 100 62

% Of Responde nts
30 55 15 0 100

250 200 150 100 50 0 eecellent good average poor total % Of Respondents No Of Respondents

INTERPRETATION: 30% of the employees responded excellent satisfied materials& equipment 55% of the employees responded good satisfied materials& equipment 15% of the employees responded average satisfied materials& equipment No responded poor satisfied materials& equipment

The above analysis show that good satisfied organizational matirials& equipmen 2) Are you satisfied with work quality.

Particulars Yes No Partially Total

No Of Respondents
49 37 14 100

% Of Respondents
49 37 14 100

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250 200 150 100 50 0 yes no partially total % Of Respondents No Of Respondents

INTERPRETATION: 49% of the employees responded satisfied with organization work quality 37% of the employees responded no satisfied with organization work quality 14% of the employees responded partially satisfied organization work quality

The Above analysis show data most of the employees satisfied organization work quality.

3) Are you satisfied with the level of trust on your team.

Particulars Yes 250 No Partially 200 Total

150 100

No Of % Of Respondents Respondents
49 37 14 100 49 37 14 100
% Of Respondents No Of Respondents

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50 0

Particulars In some times In all times No some tims Total

No Of % Of Respondents Respondents
30 50 20 100 30 50 20 100 INTERPRETATION:

49% of the employees responded satisfied with level of trust team 37% of the employees responded no satisfied with level of trust team 14% of the employees responded partially satisfied with level of trust team

The Above analysis show data most of the employees satisfied with level of trust teamwork

4) Does the mission and purpose make you feel the importance of your job

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INTERPRETATION: 30% of employees responded some times the mission and purpose make feel impotents of they jobs 50% of employees responded all times the mission and purpose make feel impotents of they jobs 20% of employees responded no some times the mission and purpose make feel impotents of they jobs The Above analysis show data most of the employees says the mission and purpose make feel impotents of they jobs. 5) Organization maintains employee engage in work place.

Particulars yes no partially total

No Of Respondents 78 8 14 100

% Of Respondents 78 8 14 100

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250 200 150 100 50 0 % Of Res pondents No Of Res pondents

INTERPRETATION:

yes

no

partially

total

78% of the employees responded says organization mantitain the engage of employees in work place. 8% of the employees responded says organization not mantitain the engage of employees in work place. 14% of the employees responded partially organization mantitain the engage of employees in work place. The Above analysis show data most of the employees says organization mantin the engagement of employee.

6). ) Do you have the opportunities to do the work best .

No Of % Of 250 Particulars Respondents Respondents

Some time Always No always Total
200 150 100

19 68 13 100

19 68 13 100

% Of Respon

No Of Respon

67
50 0

INTERPRETATION: 19% of employees responded some times opportunity is work best 68% of employees responded all times opportunity is work best 13% of employees responded no some times opportunity is work best The above analysis show data most of the employees says opportunity is work best

7) is your suggestion about the recognition given by the management?

particulars Yes No Total

No Of Respondents
80 20 100

% Of Respondents
80 20 100

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250 200 150 100 50 0 Particulars No Of Respondents % Of Respondents Series4 Series3 Series2 Series1

INTERPRETATION: 80% of the employees responded says they suggestion is recognization by the management 20% of the employees responded says they suggestion is not recognization by the management The above analysis show that most of the employees says they suggestion is recognization by the management

8)

Employee participation in committee meetings.

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Particulars Always Sometimes no ways Total

250 200 150 100 50 0 always

No Of Respondents
84 16 0 100

% Of Respondents
84 16 0 100

% Of Respondents No Of Respondents

sometimes

no ways

total

INTERPRETATION: 84% of employees responded always they participation in committee meeting 16% of employees responded no some times participation in committee meeting 0% no responded participation in committee meeting The above analysis show data most of the employees says they participation in committee meeting 9) Organization maintains employee motivation . 70

Particulars Excellent Good Average Poor Total

No Of % Of Respondents Respondents
72 21 7 0 100 72 21 7 0 100

250 200 150 100 50 0 excellent good av erage poor total % Of R espondents N OR o f espondents

INTERPRETATION: 72% of the employees responded excellent organization maintain employee motivation 21% of the employees responded good organization maintain employee motivation 7% of the employees responded average organization maintain employee motivation No responded organization maintain employee motivation The above analysis show employees says organization maintain employee motivation.

10) Are you get proper field to execute your ideas 71

particulars Yes No Total

101 100 99 98 97 96 95 94 93 92

No Of Respondents
60 40 100

% Of Respondents
60 40 100

modern methods traditional methods

No Of Respondents

% Of Respondents

INTERPRETATION:

60% of the employees responded they says get proper field executive ideas 40% of the employees responded not get proper field executive ideas

The above analysis show most of employees says they get proper field executive ideas

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11) Are you agree with the supportiveness by superiors .

No Of % Of Particulars Respondents Respondents Yes 60 60 No 40 40 Total 100 100

101 100 99 98 97 96 95 94 93 92 No Of Respondents % Of Respondents modern methods traditional methods

INTERPRETATION:

60% of the employees responded they says they agree with the supportiveness by superiors. 40% of the employees responded they says they not agree with the supportiveness by superiors. The above analysis show most of employees says they agree with the supportiveness by superiors.

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12) Do you satisfied provide organization facilities.

No Of % Of Particulars Respondents Respondents Yes 60 60 NO 40 40 total 100 100

120 100 80 60 40 20 0 No Of Respondents % Of Respondents NO yes

INTERPRETATION: 60% of the employees responded they says organization always provide facilities 40% of the employees responded they says organization not provide facilities

The above analysis show most of employees says organization always provide facilities.

13) Do you agree the company functions conducted in your organization 74

Particulars excellent good average poor total

No Of Respondents
30 64 6 0 100

% Of Respondents
30 64 6 0 100

250 200 150 100 50 0 excellent good average poor total

% Of Respondents No Of Respondents

INTERPRETATION: 30% of the employees responded excellent agree with the company function 64% of the employees responded good agree with the company function 6% of the employees responded average agree with the company function No responded says agree with the company function The above analysis show that agree with the company function. condected they organizatio

14) Opinion of employee Organization involve decision making 75

No Of % Of Particulars Respondents Respondents excellent 40 40 good 50 50 average 10 10 total 100 100

250 200 150 100 50 0 excellent good average total

% Of Respondents No Of Respondents

INTERPRETATION:

40% of the employees responded employee involve the decision making is excellent 50% of the employees responded employee involve the decision making is good 10% of the employees responded employee involve the decision making is average The above analysis show that employees says employee involve the decision making is excellent 15) Are you satisfied with the stress relief programs conducted in your 76

organization.

No Of Particulars Respondents yes 80 No 20 total 100

% Of Respondents
80 20 100

250 200 150 100 50 0 No Of Respondents % Of Respondents total no yes

INTERPRETATION: 80% of the employees responded they says satisfied with stress relief organization conducetd progrem 20% of the employees responded they says not satisfied with stress relief organization conducetd progrem The above analysis show most of employees says satisfied satisfied with stress relief organization conducetd progrem

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FINDINGS

As per the study it is known that the maximum number of employees in GMR at the engagement of employees very good but still improves. The maximum number of employees works culture very tough position GMR FERRO ALLOYS (METTALARGICAL DIVISION) try employee good work culture. The maximum number of employees prefers to have involvement take

decision making. In organization work place has some mistakes so organization has try to best. Most of employees have some fear organization not provide canteen facilities the The maximum number of employees reached their present position is through promotion.

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SUGGESTIONS

Company may consider for discounts on bulk quantity and credit facility to invite new customers. Training and development departments may concentrate more on change management and follow-up. The HRD policies of the GMR are so positive. Transparent so that does not require any significant changes. Company may good maintain the employee facilities before So that better people may induce to the organization. Company may think of right person for the right job in the organization since it is more technical oriented job. In the years to come, the competitors are may enter their field. So, GMR has to give more trust on productivity and is further settlement. There should be more weight age for productivity linked wages. So that GMR would be benefited and happy by earning more which they deserve? In the fast changing scenario, where globalization is the watch word, productivity cannot be neglected and infect productivity would be the key to progress.

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CONCLUSION

The project is divided into six chapters the first deals with introduction of the topic. Objectives need of the study, methodology, limitations. The second chapter deals with Ferro Alloys Industry in Indian economy the Indian Ferro Alloys Industry is 70 years old. Ferro Alloys Industry plays an important role in the growth of steel industry. The Indian bulk Ferro Alloys consisting of Ferro manganese, Silicon manganese, Ferro silicon and Ferro chrome has been more changes in the last eight years than in the past 40 years. Reared as a feeder to the steel industry. Protected by strict licensing and high tariff walls. The industry many felt enjoyed high profits. The third chapter deals with the history and growth and establishment of the company. This chapter also covers the various functional areas of the company. This chapter also covers the various functional areas of the company organization, finance, MIS, production and personnel and the recruitment and selection practices in GMR Ferro Alloys Industry, Srikakulam which includes importance of the recruitment & selection, objectives of the recruitment policy the sources of recruitment and method of recruitment is mentioned in this chapter. The fourth deals with introduction of the study. It was mentioned evaluate the employee engagement, study the work culture. this chapter. The fifth chapter deals with the data analysis and interpretation has been done and it is included in The sixth chapter deals with the summary of the project report and findings and suggestions basing on the study.

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QUESTIONNAIRE
A STUDY ON EMPLOYEES ENGAGEMENT DEMOGRAPHIC DETAILS: (Personal Data)

1) Age:
A) 20-25 year D) 36-40year B) 26-30 year C) 31-35 year

E) Above 40year

2) Department: 3) Marital Status:

A) Single B) Married

4) Education Qualification:
A) 1-5th D) Diploma B) 6-10th C) HSC/ITI

E) UG /PG

5) Your experience at this concern ?

A) 0-5 years D) 16-20years B) 6-10 years C) 10-15 years

E) More than 20 year

6. What is your Remuneration per month?

A) Rs.3000- Rs.5000 B) Rs.5001-10000 C) Above Rs.10000

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ORGANIZATIONAL DETAILS:
7) Do you have the materials and equipment to do your work efficiently? A) Excellent B) Good C) Average D) Poor

8)Are you satisfied with work quality?

A) Yes B) No C) Partially 9) Do you have the opportunities to do the work best? A) Yes B) No C) Partially

10)Does the mission and purpose make you feel the importance of your job ?
A) In some times B) In all times C) No times

11)Organization maintains employee engage in work place?

A) Yes B) No C) Partially 12) Do you have the opportunities to do the work best ? A) In some times B) In all times C) No times 82

13) is your suggestion about the recognition given by the management?

A) Yes B) No C) Partially

14) Employee participation in committee meetings?

A) Some times b) Always c) No ways

15)Organization maintains employee motivation ?

A) Excellent B) Good C) Average D) Poor

16)Are you get proper field to execute your ideas ?

A) Yes B) No 17) What is your suggestion about infrastructure to do your work? A) Yes B) No

18) Do you satisfied provide organization facilities ?

A) Yes B) No

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19)Do you agree the company functions conducted in your organization?

A) Excellent B) Good C) Average D) Poor

20)Opinion of employee Organization involve decision making ?

A) Excellent B) Good C) Average D) Poor

21)Are you satisfied with the stress relief programs conducted in your Organization?
A) Yes B) No

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BIBLIOGRAPHY

HUMAN RESOURCES MANAGEMENT BY DR. C. GUPTA PERSONNEL MANAGEMENT BY C.B. MEMORIA THE MANAGEMENT OF HUMAN RESOURCES BY STEPHENN.P.ROBINS HRD MANUALS OF GMR AUTHORITIES BY BRANCH OF THE COMPANY ESSENTIAL OF HUMAN RESOURCE MANAGEMET P. SUBBA RAO

THROUGH MAGAZINES THROUGH BOOKS THROUGH WEB SITES

WEB SITES: WWW.GOOGLE.COM WWW. MSN.COM

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