TABLE OF CONTENTS Chapter 1 Introduction 1.1. Company Profile 1.2.

Conceptual Framework Chapter 2 Objectives & Research Methodology 2.1. Objectives of the study 2.2. Research Design Chapter 3 Data Analysis & Interpretation Chapter 4 Findings of the study Chapter 5 Recommendations and Conclusions 5.1. Recommendations 5.2. Conclusions 5.3. Limitations Bibliography Annexure: Questionnaire List of Respondents 29 30-32 15-24 25 26-28 13-14 1-12

1. INTRODUCTION
1.1 COMPANY PROFILE
Aditya Birla Chemicals (India) Ltd, is a unit of Aditya Birla Group and one of the leading Chlor Alkali Company in India. The plant has been commissioned in 1984 and located at Garhwa Road, Distt. PALAMAU, State JHARKHAND, India. Companys detail product range & Installed Capacity:

Caustic Soda lye - 109,500 TPA Liquid Chlorine - 91,250 TPA Hydrochloric Acid - 45,625 TPA Sodium Hypo Chlorite - 1,460 TPA Compressed Hydrogen Gas - 18,25,000 NM3/A Aluminium Chloride - 11,680 TPA Stable Bleaching Powder - 17,520 TPA

The manufacturing process of the plant is latest energy efficient and environment friendly state-of-art Membrane Cell Technology. To meet the requirement of uninterrupted power supply, company has a state-of-art 30 MW Captive Power Plant. Company has implemented SAP R/3 and People Soft System. To meet the heterogeneous business challenges, company has adopted WCM (World Class Management) work culture. Further organization has adopted 40 villages under community development to improve the quality of life in nearby vicinity of the factory. Company is certified with International Certifications viz:

ISO 9001: 2000 ISO 14001:2004 OHSAS 18001:1999 and SA 8000:2001

For overall excellence, Company has been recognized with prestigious national level awards viz:

IMC Ramkrishna Bajaj National Quality Certificate of Merit for two consecutive `years 2005 & 2006. Best Responsible Care Committed Company Award by Indian Chemical Council, 2004-2005. RC logo by Indian Chemical Council.

FICCI Award for Community Development. Planet Award 2005-06 (Aditya Birla Group Only) For Excellence in Community Development. Greentech Environment Excellent Gold Award - 2007. IMC Ramkrishna Bajaj National Quality Award Trophy 2007 in the Manufacturing Category.

ORGANIZATIONAL FACT-FILE

Co-promoted in 1976 by Aditya Birla Group and BSIDC. Commercial Production started in 1984. Became subsidiary of Hindalco (An Aditya Birla Group Co.) in 2003. Caustic capacity increased from 160 to 265 TPD with membrane technology, energy efficient environment friendly process.

CITY Ranchi Patna Kolkata Delhi

DISTANCE BY ROAD(KM) 203 254 632 921

1.2 ORGANIZATIONAL INFRACTRUCTURE

ABCIL is located in the remote district of Palamau in the state of Jharkhand. However there is a full fledged well developed and planned township within the premises well equipped with Playground, Staff Club with sporting facilities etc. The company provides furnished accommodation to its employees and there is non stop power supply from its captivi power plant. The company provides drinking water and various other facilities to nearby areas. ABCIL premises is full of gardens & greeneries. There are many clubs like Rotary, Rotaract, Interact and Mahila Mandal which give ample opportunity to satisfy the creative I social side of employees. Regular cultural events and fairs mark the vibrant atmosphere of ABCIL. The company has a CBSE affiliated Aditya Birla Public School with independent school building equipped with modern facilities like computers, laboratories and rich library etc. The company has a 10 bedded own Hospital including an ICU & is well equipped with all ultra modern equipments. The beautiful temples stand inside the premises which are quite a good attraction with the devotees of the area.

LITERATURE SURVEY
Employee Satisfaction Measurement Employee satisfaction has been defined as a function of perceived performance and expectations. It is a persons feeling of pleasure or disappointment resulting from comparing a products outcome to his/her expectations. If the performance (Company Services) falls short of expectations, the employee is dissatisfied and if it matches the expectations, the employee is satisfied. A high satisfaction implies more purchase/use of the product or service. The process is however, more complicated then it appears. It is more important for any organization to offer high satisfaction, as it reflects high loyalty and it will not lead to switching over once a better offer comes in. Tools for tracking and measuring customer satisfaction: 1. Complaint and Suggestion System: Employee can freely deliver complaints and suggestions through facilities like suggestion box, personal meetings with seniors etc. 2. 3. Lost Employee Analysis: The exit interviews are conducted or employee loss rate is computed. Employee Satisfaction Survey: Periodic surveys by use of questionnaire or telephone calls to random sample of recent buyer help to find out customer satisfaction and relate to repurchase intention and word of mouth score.

The identification of Employee Satisfaction is an important part for the development of employees in any organization. Various methods are being used in this regard depending on different factors suited to the organizations. At Hi-Tech carbon, the main source of training need identification is the Performance Appraisal Forms or the self training need identification which are being used at a gap of certain time period. Employee Satisfaction Why it is so important The Impact and Cost of Dissatisfaction It is more common for companies to think in terms of customer satisfaction. It is not as common for organizations to see the linkage between employee satisfaction and customer satisfaction. Research and experience establish a strong correlation between employee satisfaction and profitability. 1. 2. 3. Employees have direct and indirect impact on levels of service and quality. Service and quality affect customer satisfaction and retention. Customer satisfaction and retention significantly influence profitability.

Employee-Profit Paradigm The above model illustrates the employee-profit connection by showing the direct and indirect relationship between employee satisfaction, quality, customer satisfaction, and profitability. The Employee-Profit Connection Employee satisfaction plays an essential role in shaping company profits. Federal Express, Southwest Airlines, Banc One, British Airways, Taco Bell, Ritz Carlton, USA Insurance and American Express are examples of companies that subscribe to this philosophy. The Faces of Dissatisfaction Turnover Absenteeism Poor Service/Quality Limited interest in Career Lowered Productivity Increased Costs Lack of Discretionary Effort Minimal Cooperation

How to Approach the Issue of Employee Satisfaction 1. 2. 3. 4. 5. Calculate the real cost of employee turnover. Identify what you are doing well and what needs improvement. Determine what you can influence and what you cannot change. Quantify the financial impact of possible solutions. Implement solutions and measure the results

Calculate the Real Cost of Employee Turnover Nationally, the average annual employee turnover rate for all companies is 12 percent. Fifty-three percent of U.S. workers expect to leave their jobs voluntarily within the next five years, according to a recent poll by Louis Harris & Associates.

Turnover by Certain Industries 140% Fast Food 103% Convenience Stores 17% Software 16% Printing 10% Trucking

In order to calculate the cost of employee turnover, it is necessary to ascertain costs in five areas. Employee separation, vacancy, replacement, training, and performance differential are the categories of cost associated with employee turnover. Separation costs include: Costs incurred for exit interviews Administrative functions related to termination separation/severance pay Any increase in unemployment compensation

Vacancy costs include: The net cost/savings incurred due to increased overtime Temporary employees needed to complete the tasks of the vacant position

Replacement costs include: Attracting applicants Entrance interviews Testing Travel/moving expenses Pre-employment

Administrative expenses Medical exams Acquisition and dissemination of information

Training costs include: Both formal and informal training costs

Performance differential costs include: Recognizes the difference in productivity between those who leave and their replacements Identify What You Are Doing Well and What Needs Improvement Once each position in an organization is assigned a turnover cost, the total cost of employee turnover can be determined. If appropriately determined actions can be formulated to increase satisfaction and prevent turnover, a corresponding dollar amount of savings can be calculated. When the cost of these preventative actions are less than the costs associated with employee turnover, there is a positive cost-benefit ratio. The difficulty is in determining what actions should be taken to positively impact employee satisfaction. These decisions must be fact based. The possible solutions must be prioritized, assigned a cost, and carefully planned. Various methods exist to identify worker thoughts and feelings associated with employee satisfaction. It is essential to diagnose before prescribing solutions that may or may not be appropriate. Diagnose before Prescribing Actions designed to increase employee satisfaction and reduce turnover must be based on factual information. This data can be gathered in a variety of ways. Observe employee behaviour Interview employees Benchmark other companies Review your people policies Hold focus groups Conduct Surveys Retention Studies Retention Analysis General areas of employee satisfaction exist in all organizations. They can be categorized in six broad areas that include the Personal, Interpersonal, Environmental, Procedural, Tangible, and Financial. Categories of Satisfaction Personal - enjoyment, sense of well being, happy, likes work, proud of organization, etc.

Interpersonal - respect, fairness, honesty, healthy communications, cooperation, friendly Environmental - safe, clean, accessible, pleasing to senses Procedural - meaningful processes, efficiency and effectiveness, hassle free Tangible - accurate and timely information, things, adequate resources, food, water, etc. Financial - salary and benefits A Variety of methods can be used to measure satisfaction levels among employees. The above areas represent broad categories of employee satisfaction.

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What Employees Want The largest survey of workers in the United States was administered by the Work Institute of America. The findings from this research reveal that salary and wage do not rank as high in importance as most people would commonly think. In fact the top ten "reasons considered very important in deciding to take current job," include: 1) Open Communication 2) Effect on Family/Personal Life 3) Nature of Work 4) Management Quality 5) Supervisor 6) Control Over Work Content 7) Gain New Skills 8) Job Security 9) Co-Worker Quality 10) Job Location Salary and Wage ranked 16th out of 20 Findings in a study conducted over twenty years ago reveal a similar ranking 1. Full Appreciation for a Job Well Done 2. Feeling of Being "in" On Things 3. Help on Personal Problems 4. Job Security 5. High Wages 6. Promotion in the Company 7. Personal Loyalty of Supervisor 8. Interesting Work 9. Good Working Conditions 10. Tactful Discipline These rankings may vary considerably depending on the company, workforce, and geography. Every organization is different and must develop a list of meaningful priorities regarding what employees think and feel. Significant dissatisfaction stems from who employees work with and for Regardless of initial impressions and opinions, experience and research indicate workplace satisfaction is primarily rooted in human factors. In other words, while money and benefits may be important, satisfaction is more about people and their relationships. How a supervisor leads and manages has tremendous bearing on overall employee satisfaction. Great leaders and coaches often have satisfied employees even when those employees do not have the compensation and resources of other work groups.

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As Peter Drucker says: "People would rather work for a cause than a living; while you may be able to demand the backs and hands of workers, they volunteer their hearts and minds." Frank Mc Collough has assisted Fortune 500 companies, and organizations of all sizes, in the area of organizational development. His experience with Federal Express in key leadership positions, University teaching background, and extensive experience working with businesses on a variety of issues has forged the basis for a unique approach to quality and effectiveness. Coaching Model The style in which managers and supervisors lead others, has a tremendous influence on employee satisfaction and ultimately profits. Far too often, those responsible for the work of others, fail to communicate expectations, explain why, listen, provide feedback, offer assistance, and get people invloved. The model to the right illustrates the six basic questions of employees (inside area) and the responsibilities of managers and supervisors (outside area). It is important to distinguish the different levels because they have significant implications for HR planning. For example, the top levels skill and knowledge are generally easier to train and develop, whereas those below the surface are more difficult to develop. It makes more sense to recruit and select for these competencies than to try to train people for them in the short run. It is, however possible to develop them over a longer period by planning job moves etc. In addition, the more complex the job or role, the more likely it is that the very best performance is driven by characteristics at the lower levels in the iceberg rather than taskrelated skills and knowledge at the top. Selecting on the basis of qualification or skill is therefore not going to help choose the very best performers in these jobs. In defining what we mean by competency we need to look at two major categories: Threshold (or functional) competencies are the characteristics which any job holder needs to have to do the job effectively but do not distinguish the average from the superior performer. For example: product knowledge or computational skill in an insurance salesperson. Differentiating (or generic) competencies are those characteristics which superior performers have but are not present in average performers. An example for an insurance 12

salesperson may be customer service orientation: being able to put themselves in the shoes of the potential buyer of the products. The definition of a competency states that the behavior is a function of the person and the situation they find themselves in. The behavior of a person flows from some characteristic of that person in conjunction with the situation in which they find themselves. Behavior = f (Person, Situation) Being successful means matching the situation and the required behavior. Peoples own characteristics can help them match their behavior to the situation or make it difficult to do what should be done in particular circumstances. People who are successful in one venue may have grave difficulty in another. Studies have revealed that although there are common generic competencies that are necessary for good performance in a variety of cultural, geographical and business situations, they are not sufficient to predict outstanding performance. But when these generic competencies are combined with unique competencies derived from particular situations and cultures, these competencies predict outstanding performance much more accurately. Competency models produce great competitive advantage when they are part of the delivery of the business strategy. A company which wants to increase its market share by getting more from its current employees and hiring the best in the outside market will gain a great deal in the bottom line savings from an accurately defined model of superior performance.

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2. Research Methodology
2.1 Objectives: The study is conducted with the following objectives: 1. 2. To analyse the various aspects of satisfaction level of employees on the basis of different valuables To measure the level of satisfaction

Scale Construction On the basis of attributes which have been identified, a questionnaire is prepared which is analyzed for two parameters separately i.e. satisfaction and importance. To each question, there are 5 possible answers out of which one is to be ticked. In case of component pertaining to satisfaction, the respondent has to give a response in terms of highly satisfied, very satisfied, satisfied not so satisfied or dissatisfied. In case of component pertaining to satisfaction, the respondent has to give a response in terms of critical, very important, important, not so important and not at all important. The response for each question in either component of satisfied to dissatisfied and from critical to not at all important, respectively.

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2.2 RESEARCH DESIGN

Research Design- Descriptive Research a) Type of Data Used Primary Data (Questionnaires) Secondary Data (Book and Web) b) Data Collection Tool.- Questionnaire c) Sampling Plan Convenience Sampling method with 42 respondents d) Tools and Techniques of Analysis is percentile. The Employee satisfaction needs Identification and Analysis was done with the help of a structured questionnaire. The personal growth of an individual is primarily on the two aspects 1. Functional: The area he has to perform 2. Behavioral: The attitudinal and the Behavioral variants required for performing the job The respondents were asked to give their responses on the questionnaire where 1 asked different questions related to employee satisfaction. The responses from all the managerial level employees at the Company Unit were collected. Questionnaire is analysed on the basis of various parameters. 1. 2. 3. 4. 5. 6. 7. Appreciations Working Condition Promotion Job Satisfaction Job Department Supervisor

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Data Analysis & Interpretation

Objective 1 1) Is the working condition good?

. Response Strongly agree Agree Disagree Strongly disagree Total No. of Respondents 30 12 0 0 42 %age 71.4 28.5 0 0 100

According to the survey 71.4% of the people strongly agree with the statement that Number Of working condition is good in the organization while rest 28.5%somewhat agree with the Respondents statement

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2) Do you receive appropriate recognition for your contribution?

Response Satisfied Neither dissatisfy nor satisfied 9 dissatified 5 Total 42

No. of Respondents %age 28 66.6 21.4 11.9 100

Findings- 66.6% people are satisfied as they feel that they receive appropriate recognition for their contribution, 21.4% people are neither satisfied nor dissatisfied & the rest 11.9% are dissatisfied as they feel that they do not receive appropriate recognition for their contribution

3) Do you agree that you have clear path for advancement? 17

Response Agree disagree Total

No. of Respondents %age 36 85.7 6 14.2 42 100

Findings- 85.7% agree with the statement & rest 14.2% somewhat disagree with the statement that they have clear path for career advancement.

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4) Compared with a year ago, how would you describe your overall job satisfaction today?

Response Much more satisfied Some what more satisfied 12 Same level of satisfaction as last year 12 Some what less satisfied 3 Much less satisfied Total 0

No. Respondents 15

of %age 35.7 28.5 28.5 7.1 0 100

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35.7% people are much more satisfied with their job compared with a year ago while 28.5% feels that they are somewhat more satisfied,28.5% people feels the same level of 19

satisfation & the rest 7.1% people are somewhat less satisfied with their job as compared with a year ago. 5) Is the job challenging?

Response Strongly agree Agree Disagree Strongly disagree Total

No. of Respondents 21 15 6 0 42

%age 50 35.7 14.28 0 100

According to the survey 50% of the strongly feels that their job is challenging while 35.7 % somewhat feels that their job is challenging and rest 14.28% disgree and feels that their job is not challenging.

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6) Are the departments have good synergy?

Response Strongly agree Agree Disagree Strongly disagree Total

No. of Respondents 24 18 0 0 42

%age 57 42.8 0 0 100

100% of the employees agree that departments have good synergy in which 57.1% employees strongly agree.

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7) Are the supervisor aware of their job responsibilities?

Response Strongly agree Agree Disagree Strongly disagree Total

No. of Respondents 36 3 3 0 42

%age 85.1 7.1 7.1 0 100

85.7% of the people agree that their supervisor are aware of their job responsibilities and rest 7.1% do not agree with the statement

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8) That your work gives you a sense of personal accomplishment?

Response Very Satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Very dissatisfied Total

No. of Respondents %age 30 71.4 3 7.1 6 3 0 42 14.2 7.1 0 100

Findings- 71.4% people feels that their work gives them sense of personal accomplishment,7.1% people are satisfied and 14.2%feels that they are neither satisfy nor dissatisfied while 7.1% people do not feel that their work gives them a sense of personal accomplishment.

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9) How flexible is the company with respect to your family responsibilities?

Response Very inflexible Somewhat inflexible Neutral Somewhat flexible Very Flexible Total

No. Respondents 6 0 8 14 14 42

of %age 14.2 0 19 33.3 33.3 100

Findings-14.2% of the total employees feels that the company is very flexible with respect to their family resposibilities,other 33.3% feels that the company is somewhat 24

flexible,33.3% of the total employees feels the comapany is very inflexible & rest 19% have given a neutral reply. 10) Do you feel that employees are recognized as individuals?

Response Always usually sometimes rarely never total

No. of Respondents 25 6 9 0 2 42

%age 59.5 14.2 21.4 0 4.7 100

Findings- 59.5% of the total employees feel that Always employees are recognized as individuals,14.2% feels that usually employees are recognized as individuals,21.4% of

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the total employees feels that sometimes employees are recognized as individuals & 4.7% of the total employee feels that employees are never recognized as individual.

4. Findings Of the Study

Major findings 1. Maximum people in the office feel that they have clear path for career advancements. 2. There are some employees in the office who feels that the company is not flexible in respect to their family needs. 3. Almost all the employees feel that the company clearly communicates its goals & strategies to them. 4. At the same time there are some employees who says that they have same level of satisfaction regarding their job compared to a year ago.

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5. Recommendation And Conclusion

5.1 Recommendations

Increase training programme for skill enhancement The Training need analysis for the marketing office of the organization indicate towards the fact that the employees have the need of the training much higher in the functional area than the behavioral skill development.

1. The technical knowledge about the chemical is not very clear. There is a strongly felt desire of people for a more technical knowledge about the business they are in. 2. Along with the chemicals the employees also seem to be highly interested in the understanding multiple uses of hydrogen.

Revision of salary structure on the basis of present market Almost all the employees were not happy with the salary structure; Salary should be revised as per present market.

More clarity on as to how to change the job band. Employees were not having clear picture regarding job band enhancement. Seminars should be held to solve the queries regarding Job band.

The area of the Employee Satisfaction need has been identified. The future plan of action for Employee satisfaction scheme should be based on these findings.

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5.2 Conclusion:
Research shows that satisfied, motivated employees will create higher customer satisfaction and in turn positively influence organizational performance. Convenient work location, working with young people, opportunities for promotion and career prospects, fair salary, good policies, job security and dynamic working environment are few attributes which are critically important from the view point of most of the employees. The survey results revealed improvement in employee satisfaction for the whole sample and all subgroups and on all subscales. Greatest improvements was evident in T& D and in Management, while the lowest in B & R. Differences in employee perceptions, mainly due to education and grade levels, and to a lesser extent to age and gender.

Therefore a comprehensive Employee Satisfaction process can be a key to a more motivated and loyal workforce leading to increased customer satisfaction and overall profitability for the organization.

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Limitations
Time Constraints. Number of Respondents was limited ABC(I)L the sample size was very less to find the employee satisfaction of Aditya Birla group.

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BIBLIOGRAPHY Websites:
http://www.adityabirla.com/the_group/index.htm http://www.adityabirlanuvo.net/chemicalchcarbon/index.aspx http://www.birlachemical.com/companies/birla chemical.htm http://www.confirmit.com/solutions/application/employee-satisfactionsurvey.aspx http://en.wikipedia.org/wiki/Job_satisfaction

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Annexture-1 Questionnaire QUESTIONNAIRE FOR EMPLOYEE SATISFACTION

1. Is the working condition good? strongly agree Agree disagree strongly disagree 2. Do you receive appropriate reorganization for your contribution? satisfied neither dissatisfied nor satisfied dissatisfied 3. Do you agree that you have clear path for advancement? agree disagree 4. compare with years ago, how would you describe your overall job satisfaction today? much more satisfied some what more satisfied same level of satisfaction as last year some what less satisfied much less satisfied 5.Is the job challenging? strongly agree agree disagree strongly disagree

6. Are the departments have good synergy? strongly agree agree disagree strongly disagree

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7.Are the supervisior aware of their job responsibilities? strongly agree agree disagree strongly disagree

8. Your work give you a sense of personal accomplishment? very satisfied satisfied neither satisfied nor dissatisfied dissatisfied very dissatisfied 9. How flexible is the company with respect to your family responsibilities? very inflexible somewhat inflexible neutral somewhat flexible very flexible 10. Do you feel that employee are recognized as individual ? always usually sometimes rarely never not sure

NAME OF THE RESPONDENT. AGE . DESIGNATION

Annexture-2 List Of Respondants

Mr. vijay shekhar Mr. Nalin Grover 32

Mr. Kaushal Sirohi Mr.V.K Goel Mr.Vivek Sharda Mr.S.Banergee Mr.Yogesh Kandelwal Mr. Sudeep Dasgupta Mr. Vyapak, Ms Kamal Dhillon Mr.K.M.Pillai Ms. Deepti Bharadwaj Mr. Saket Jha Mr. S.C.Sharma Mr. A.K.Tomer Mr. K.K.Jha Mr. Ramesh Rathore Mr. lal nath sahdav Mr. Gopal jain Mr. M.p singh Mr.Mamchand sinha Mr.R.b dubey Mr.Abhishek chaudhary Mr. A.k chaubay Mr. Amit pandey Mr. Rakesh sharma Mr. Shadanad upadyay Mr.RS. Ram Mr.Narendra dubey Mr.Alex Thomas Mr.Mukesh shina Mr.Narendra singh Mrs.Rakhi kapoor Mr.Sanjay sahani Mr.Ganga ram Mr.Ravi sinha Mr.Varun sharma Mr.Bhola prasad Mr.Puneet nanda Mr.Vijay sastri Mr . rajiv mishra Mr sunil ram

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