hrd practices at hindalco

DEPARTMENT OF PROFESSIONAL COURSES

G.M. University, Budharaja

Sambalpur, ODISHA:- 768001

CERTIFICATE

This is to certify that summer internship, entitled “Human Resource Development” at

HINDALCO Industries Limited, Hirakud Smelter, is the result of genuine research work

carried out by K.Renuka Patnaik, under the guidance of ‘Dr. Srinibash Dash’ ,

Department of Professional Courses (MBA), Sambalpur as partial fulfilment for the P.G.

Degree in MBA, during the season 2014-2016.

(Signature)

Dr. Srinibash Dash HOD of MBA Professional Department, Sambalpur Date:

DECLARATION

I, K. Renuka Patnaik do hereby declare that the project report entitled “HUMAN

RESOURCE DEVELOPMENT” scenario at HIDALCO INDUSTRIES LIMITED,HIRAKUD

SMELTER being submitted to G.M.University, Sambalpur in partial fulfilment of master

degree in MBA, is original record of our observation and survey carried out at HINDALCO

INDUSTRIES LIMITED,HIRAKUD SMELTER.

Further, I declare that the work has not been submitted earlier to this University of any

other Institute in connection with and academic obligation.

K.Renuka Patnaik

Department Of Professional Courses (M.B.A)

G.M. University, Sambalpur

Odisha,768001

Signature of student

PREFACE

The conceptual knowledge acquired by management students is best manifested in the

projects. As a part of curriculum of MBA, I have got a chance to prepare a report on

Human Resource Development in Hindalco , Hirakud . The present project gives a

perfect vent to my understanding of the Human Resource specially the most modern

concept of ― Performance Appraisal and Training & Development.

The project report entitled ― Human Resource Development in HINDALCO.

The report will provide all the information regarding the HRD practices of HINDALCO

and their importance in Organization.

I also hope that this report will be beneficial for my next batches and for those who are

related to this topic.

ACKNOWLEDGEMENT

Behind every study there stands myriad of people whose help and contribution make it

successful.

I take this opportunity to render my sincere gratitude to Dr.Srinivash Dash, Head of the

department, for his kind approval and counsel to undertake my study at HINDALCO

INDUSTRIES LIMITED,HIRAKUD Smelter.

It has been a remarkable experience of satisfaction and pleasure for me to work out my

project under the guidance of Mr.Sunil Sahoo, Sr. HR manager, HINDALCO Smelter,

Hirakud. I am really thankful to him for his valuable guidance and co-operation during

the project work.

Under whose guidance, continues encouragement, inspiration and profound personal

involvement at every stage of my project work made it successful one.

Also, thankful to all other Professors and Lectures of our Department for their kind help

rendered me.

I shall always remain thankful to Mr.Jagdish Mishra for rendering valuable guidance

and advice.

There are several people at Hindalco Smelter who contributed significantly to my

successful journey of project work that, I would like to thank my deepest gratitude to

each of them. My special thanks to my family members, friends and my project partner

Miss. Ankeeta Anandita who contributed more towards this achievement.

Thanks everyone......

K.Renuka Patnaik

G.M.University,

Department of Professional courses

Sambalpur

LIST OF CONTENTS

TOPIC NO. TITLES PAGE NO.

CHAPTER 1.

Introduction

1.1- Purpose of the study

1.2- Objective of the study

1.3- Scope of the study

1.4- Limitations of study

CHAPTER 2.

Introduction to Company Profile

2.1- Aditya Birla Group (ABG)

2.2- Performance

2.3- Key Products of ABG

CHAPTER 3.

Hindalco Industries

3.1- Vision, Mission, Values

3.2- Hindalco Units

3.3- Hindalco’s Quality

3.4- Different Sections of Smelter

CHAPTER 4.

Theory Of The Study

4.1- Corporate Social Responsibilities - CSR activities in Hindalco

4.2- Training & Development - It’s Importance

- Procedures Followed at Hindalco 4.3- Recruitment & Placement

- Its Importance

- Process at Hindalco 4.4- Performance Appraisal

- Appraisal Methods - HRD Criteria

CHAPTER 5. Review of Literature

CHAPTER 6. Research Methodology

CHAPTER 7.

Data Analysis & Interpretation

7.1- Graphical Representation

7.2- T-Test

CHAPTER 8. Conclusion

CHAPTER 9. Suggestion

CHAPTER 10. APPENDIX (Questionnaire)

CHAPTER 1

1. INTRODUCTION

Human Resource Development (HRD) is the framework for helping employees develops

their personal and organizational skills, knowledge, and abilities. Human Resource

Development includes such opportunities as employee training, employee career

development, performance management and development, coaching, mentoring,

succession planning, key employee identification, tuition assistance, and organization

development. It is a function in organisation, designed to maximize employee

performance in services of their employer’s strategic objectives. HR is primarily

concerned with how people are managed within the organisation, focusing on the policy

and systems. HR departments and units in organisations are typically responsible for

numbers of activities, including employee recruitment, training and development,

performance appraisal and rewarding (e.g. managing pay and benefit systems).HR is also

concerned with industrial relations, that is, the balancing of organisational practices

with regulations arising from collective bargaining and governmental laws.

HR is a product of the Human Relations movement of the early 20th century, when

researchers began documenting ways of creating business values through the strategic

management of the workforce. The function is initially dominated by transactional work,

such as payroll and benefits administration, but due to globalisation, company

consolidation, technological advancements and further research, HR now focuses on

strategic initiatives like managers and acquisitions, talent management, succession

planning, industrial and labour relations and diversity and inclusion. Human Resource

Development can be formal such as in classroom training, a college course, or an

organizational planned change effort. Or, Human Resource Development can be informal

as in employee coaching by a manager. Healthy organizations believe in Human

Resource Development and cover all of these bases.

In the current global work environment, all global companies are focused on

retaining the talent and knowledge held by the workforce. All companies are focused on

lowering the employee turnover and preserving knowledge. New hiring not only entails a

high cost but also increase the risk of the new comer not being able to replace the person

who was working in the position before. HR Departments also strive to offer benefits that

will appeal to workers, thus reducing the risk of losing knowledge.

1.1- PURPOSE OF THE STUDY:

The subject HR is considered as a professional one, so the students are required to gain

knowledge not only from theoretical aspects but also from the practical experience. There

is a saying that, “Theory is disciplined by practices and practice is advanced by theory.”

Moreover theory and practice are complimentary to each other, for this, it is implied that

a student must possess complete knowledge on the subject. The importance of the study

getting as academic one, the researcher, a student of HR course has to submit a report

based on the field study in order to get a degree as because the field work report is a

partial fulfilment of P.G.(MBA) course. In this connection, the student researcher was

placed for month in HINDALCO INDIA LIMITED.

1.2- OBJECTIVES OF THE STUDY:

The primary objective of the summer training is to fulfil the partial requirement for

successful completion of master degree in MBA in G.M UNIVERSITY , SAMBALPUR.

The main objectives of the study includes:-

To have a first hand knowledge about the practices of the organisation in the field

of Human resource development.

To get overall experience of an organisation, it’s day to day problems and the

experience of personnel executives in a company.

To get better knowledge and exposure about the real work situation of an

industry.

To know in details about the structure and functioning of personnel department of

the organisation.

To acquaint myself with training and development scheme adopted by the

organisation.

To know about the Corporate Social Responsibilities (CSR) activities of the

organisation.

To know the performance appraisal, talent management system and reward

management system of the organisation.

To know the recruitment and selection process of the organisation.

To know the effect of work culture in the growth of the organisation.

To know the industrial relation inside and outside the organisation.

1.3- SCOPE OF THE STUDY:

The scope of the study is very wide as it includes:

Personal aspects:- This is concerned with the manpower planning, recruitment,

selection, placement, transfer, promotion, training and development, lay off and

retrenchment, remuneration, incentives, productive, etc.

Welfare aspects:- It deals with working conditions and amenities such as canteens,

crèches, rest and lunch rooms, housing, transport, medical assistance, education,

health and safety, recreation facilities, etc.

Industrial relations aspects:- This covers union-management relation, joint

consultation, collective bargaining, grievance and disciplinary procedures,

settlement of disputes, etc.

1.4- LIMITATIONS OF THE STUDY:

Like the other social research work, present study equally suffers from some limitations.

Sometimes management is reluctant to show some records as it is confidential.

The management is not able to spare much time for interview and discussion due t

their professional engagement.

Another problem is that most of the executives and workers are busy with their

normal world. so they couldn’t spare much of their time.

Moreover, the study is conducted within a short duration of time that is only for one

month.

CHAPTER 2

2. INTRODUCTION TO COMPANY PROFILE

2.1- ADITYA BIRLA GROUP:

ABG is an Indian multinational conglomerate named after Adity

Bikram Birla, headquarter in Adity Birla centre in Worli, Mumbai India. The Adity Birla

Group traces its origins back to the tiny village of Pilani in the Rajasthan desert, where

Seth Siva Narayan Birla started cotton trading operations in 1857.Today, the group’s

footprint extends to 36 countries and its revenues are US $40 billion.

A formidable force in Indian industry, Mr. Adity Birla dared to dream of setting up a

global business empire at the age of 24. He was the first to put Indian business on the

world map, as far back as 1969, long before globalisation became a buzzword in India. In

the vibrant and market south East Asian countries, he ventured to set up world-class

production bases. He had foreseen the winds of change and staked the future of his

business on a competitive, free market driven economic order. He put Indian business

on competitive, free market driven economic order.

He put Indian business on the globe, 22 years before economic liberalisation was

formally introduced by the former prime minister, Mr. Narasimha Rao, and the former

union financé minister, Dr. Manmohan Singh. He set up 19 companies outside India, in

Thailand, Malaysia, Indonesia, Philippines and Egypt.

Under his stewardship, his companies rose to be the world’s largest producer of viscose

staple fibre, the largest refiner of palm oil, the third-largest producer of insulations and

the 6th producer of carbon black. In India, they attained the status of the largest single

producer of cement, grey cement and rayon grand pulp. This group is also the largest

producer of aluminium in the private sector, the lowest first-cost producers in the world

and the only producer of linen in the textile industry in India.

Most importantly, his companies earned the respect and admiration of people, as one of

India’s finest business houses and the first Indian international group globally. Through

this outstanding record of enterprise, he helped create enormous wealth for the nation,

and respect for Indian entrepreneurship in south east Asia. In his time, his success was

unmatched by any other industrialist in India.

2.2- PERFORMANCE:

The ABG is India’s 1st truly multinational corporation. Global in vision, rooted

in Indian values and under the leadership of the existing chairman, Mr.Kumar

Mangalam Birla. The group vision is driven by a performance ethic pegged on value

creation for its multiple stake holders.

The ABG having a turnover RS 28,000 crore (as on march 31,2004) with an asset base of

over Rs 23,000 crore, anchored by extraordinary force of 72,000 employees belonging to

over 20 different nationalities and 7 lakhs shareholders. Over 30% of their revenues flow

for its operations crosses the world. The Group’s product and services span India,

Indonesia, Thailand, Malaysia, Philippians, Egypt, Canada, Australia and China.

With over 75 business units, spanning the South East Asian belt, Africa, Canada and

the UK among other, it is reckoned as India’s 1st multinational corporation.

The group tuned in a solid performance in FY2011-12, anchored by our 1,33,000 strong

workforce comprising 42 nationalities spanning 36 countries. Our consolidated revenue

were a little over USD 40 billion, reflecting a 14% growth. The group has been ranked 4th

in the global top companies for leaders’ 2011.

2.3- KEY PRODUCT OF ABG:

The key products of ABG of companies are metals, cements, textiles, chemicals,

agribusiness, carbon black, mining, wind power, insulators, telecommunication,

financial services, information technology, retail, aluminium, power, copper, caustic

soda, fibre etc.

CHAPTER 3

3. HINDALCO INDUSTRIES

It is a flagship company of the Adity Birla Group, it is structured into two

segments of business: - aluminium and copper and is an industry leader in both the

segments. It ranks among India’s top 10 companies in term of market capitalisation.

Established in 1958, Hindalco commenced its operation in 1962 with an aluminium

facility at Renukoot in eastern Uttarpradesh. Later, acquisitions and mergers with

INDAL, Birla copper and the Nifty and MT. Grodon copper mines in Australia,

strengthened the company’s positions in value added alumina, aluminium and copper

product with vertical integration. Over the years, it grew into the largest integrated

aluminium manufacturer in country.

Hindustan Aluminium Company (HINDALCO) has been synonymous with

aluminium in India being one of the largest public limited company. It has received the

state safety management consecutively since 1994. HINDALCO is a coal based captive

thermal power plant and its captive increased from 67.5 MW. Its water sources come

from Hirakud Dam. Its life line is linked to its own captive coal mines at Talabira,34 km

from Hindalco.

Based on coal mines second Ordinance, 2014 and the Coal mines Rules 2014,

Talabira-1 mines has been vested over to GMR Chhattisgarh Energy Limited, with effect

from 1st April, 2015. With this change, the services of all workmen and 26 supervisors

staff employed at the mine have now come under GMR. Thus, at present, Hindalco is

buying its coal from MCL.

3.1- HINDALCO’S VISON, MISSON & VALUES:

3.1.1- OUR VISION:

’’To be premium metal majors, global in size and reach with passion for excellence.”

3.1.2- OUR MISSION:

”To relentlessly pursue the creation of superior share holder value by exceeding

customer expectations profitability, unleashing employee potential and being a

responsible corporate citizen adhering tour values.”

3.1.3- OUR VALUES:

Integrity- “Honesty in every action.”

Commitment- “On the foundation of integrity, doing whatever it takes to

deliver as promised.”

Passion- “Missionary zeal arising out if an emotional engagement with

work.”

Seamlessness- “Thinking and working together across functional soils,

hierarchy levels, business and geographies.”

Speed- “Responding to stake holders with sense of urgency.”

3.2- HINDALCO UNIT:

The Hindalco unit comprises two smelters, one located at Hirakud, Odisha

with a captive power plant and coal mines and the other at Alupuram, Kerla 2 sheet

plant Belur, West Bengal, Taloja, Maharastra and an extension unit at Alupuram. The

company’s 2 DSIR recognition R&D centre are located at Belgium and Taloja.

Hindalco (Hirakud) Smelter plant has 5 lines in a pot room with total installed pots of

785 till date. The details of the pot lines are given below:

Line 1: Rooms 1 & 2

Rooms 3 & 4

Each room has 43 pots each.

Total pots in line 1: 43*4=172+28

Line 4: Rooms 9, 10 & 11

Rooms 9 & 10 have 82 pots each & room 11 has 16 new pots.

Total pots in line 4: (82*2) + 16=180

Line 5: Rooms 12A & 12B (235 kA)

Each room has 40 pots

Total installed pots till date = 785 with a production capacity of 216 KTPA.

POT Room Operational Process

Line 2: Rooms 5 & 6

Each room has 82 pots.

Total pots in line 2: 82*2=164

Line 3: Rooms 7 & 8

Each room has 76 pots.

Total pots in line 3: 76*2=152

3.3- HINDALCO’S QUALITY:

At Hindalco, quality is perused through 5 pillars of total quality

management.

Customer orientation

Continuous improvement

Management by facts

Process facts and improvement

Involvement of every one ( employees, customer and suppliers)

A main aspects of the company is it is moving towards zero defects i.e.

Zero losses

Zero breakdown

Zero pollution

Zero accident

Zero customer complaints

3.4- DIFFERENT SECTIONS OF SMELTER:

Pot room-aluminium is electrically reduced to give molten aluminium. Its

raw materials are alumina (Al2O3), aluminium fluoride (AlF3), calcium

fluoride (CaF2) and power.

Carbon plant-produces anode paste for the electrolytic cell, for captive

consumption and a normal quality of paste also. Its raw materials are

calcified petroleum coke, coal tar pitch and final product of the plant

carbon paste (Anode & sales). The main customers of carbon paste are

Ferro alloy manufacturing companies.

Casting plant-hot molten metal from pot room is brought in crucibles to the

casting plant to cast in to pigs or ingots. The molten metal from the pot

room are purred in two different stationary furnaces having 20 metric

tonnes captive with oil fired burners. The casting temperature required is

about 710-720degree Celsius. According to customer requirement alloying

is done with different elements, like Fe, Cu, and Si etc. There could be 1-

20k ingots casting sometimes depending upon the requirement of the

customers. Its products are rolling ingots-350kg,1-20k ingot and sow ingot.

Caster plant-hot molten aluminium from pot room is cast into thick coil of

5-5mm in the caster plant, its main raw materials are hot molten

aluminium.

In 12th February, 1959, the factory was inaugurated officially by the chief minister of

odisha Mr. H.K.Mhatab.

In the 11th june ,1993,Hirakud power plant was first synchronized with Odisha state

Grid. Previously, smelter was utilizing power from Burla power house but later in 1993-

94,a captive thermal power plant of 267.5 MW capacities was commissioned in order to

cater its power need. In 1994,full capacity generation of power plant started more than

75% of power which is required in smelter is taken from Hirakud power plant. Smelter in

Hirakud also needs coal and that is collected from Tlabira, one of the Hirakud coal

mines.

CHAPTER 4

4. THEOTY OF THE STUDY

4.1- CORPORATE SOCIAL RESPONSIBILITY

Corporate social responsibility is the continuing commitment by benefits to

behave ethically and contribute to economic development while improving the quality of

life of the work force and their families as well as the workforce and society.

The Companies Act, 2013, lists certain rules under section 135 for CSR

activities :-

(1) Every company having net worth of rupees five hundred crore or more, or

Turnover of rupees one thousand crore or more or a net profit of rupees five crore or more

during any financial year shall constitute a Corporate Social Responsibility Committee of the

Board consisting of three or more directors, out of which at least one director shall be an

independent director.

(2) The Board's report under sub-section (3) of section 134 shall disclose the

composition of the Corporate Social Responsibility Committee.

(3) The Corporate Social Responsibility Committee shall,—

(a) formulate and recommend to the Board, a Corporate Social Responsibility

Policy which shall indicate the activities to be undertaken by the company as

specified in Schedule VII;

(b) recommend the amount of expenditure to be incurred on the activities referred

to in clause (a); and

(c) monitor the Corporate Social Responsibility Policy of the company from time

to time.

(4) The Board of every company referred to in sub-section (1) shall,—

(a) after taking into account the recommendations made by the Corporate Social

Responsibility Committee, approve the Corporate Social Responsibility Policy for the

company and disclose contents of such Policy in its report and also place it on the

company's website, if any, in such manner as may be prescribed; and

(b) ensure that the activities as are included in Corporate Social Responsibility

Policy of the company are undertaken by the company.

(5) The Board of every company referred to in sub-section (1), shall ensure that the

company spends, in every financial year, at least two per cent. of the average net profits of

the company made during the three immediately preceding financial years, in pursuance of

its Corporate Social Responsibility Policy:

Provided that the company shall give preference to the local area and areas around it

where it operates, for spending the amount earmarked for Corporate Social Responsibility

activities:

Provided further that if the company fails to spend such amount, the Board shall, in its

report made under clause (o) of sub-section (3) of section 134, specify the reasons for not

spending the amount.

Schedule (VII) of Section 135 , only lists the activities that are considered as CSR :-

4.1.1- CSR activities in HINDALCO:

Hindalco, Hirakud works in 25 villages, which are under 1 NAC and 2 Gram

panchayat in 2 blocks of Sambalpur districts in the state of Odisha. A total of Rs,246.12

lakhs has been spend for CSR activities where there contribution is Rs.216.88 lakhs and

Rs.29.24 lakhs mobilised from government and other sources. All the activities of CSR

are headed by Mrs. Rjashree Birla, who is the chairperson and is the mother of Kumar

Magalam Birla. And is further handled by Mr. Jagdish Mishra (Sr. Officer, Unit Head,

CSR Dept., Hindalco Smelter, Hirakud.)

HINDALCO basically gives importance on 5 areas such as:-

Health care

Education

Infrastructure support

Social awareness

Sustainable development

Women empowerment

1. HEALTH CARE:

Hindalco organisation offers the following facilities in the field of health care, those are:

Free specialist OPD cline at Govt Hospital Hirakud

Monthly health camp

Weakly health camp

Immunisation programmes

Supply drinking water through water tanker

Health care at kalpataru Sevasharma

Blood grouping programme for school children

Healthy baby show compilation

Awareness programme on Dengue

Malnourished care programme

Hand wash practice among students

Healthcare for KGBV student

Blood donation camp at Hirakud

Awareness rally cum pulse polio immunisation programme

Mosquito net distribution of KGBV

Total investment in Health care till 31th March 2015 the company has spent Rs.46.57

lakhs in Health care activities and Rs.6.37 lakhs has been mobilized from govt. &other

source to reach 73251 numbers of beneficiaries under Health & sanitation activities.

2. EDUCATION:

Hindalco organisation offers the following facilities in the field of Education, those are:

Distribution of study materials to poor students

Scholarship to merit students

Celebration of teacher’s day

Community teacher support at Talabira coal mines area

The total investment in education till 31st march 2015, the company has spent Rs.3.23

lakhs in Educational activities. In addition, the company has mobilized Rs.0.59 lakhs

from govt.& other sources and the total of Rs.3.82 lakhs has been expensed to reach

2774 numbers of beneficiaries.

3. SUSTAINABLE DEVELOPMENT:

Hindalco organisation offers the following facilities in the field of Sustainable

development, those are:

Tailoring training programme

Exhibition cum display stalls for SHG on sitala shasti

Plantation at community places

Pisciculture activities by Rural farmers

Support for Mid Day programme

Vermi Bed farmers

International women’s day celebration

Income generation programme for Women SHG numbers

The total investment in sustainable livelihoods till 31st march 2015, the company has

spent Rs.8.50 lakhs in Sustainable livelihoods activities. In addition, the company has

mobilized Rs.8.13 lakhs from govt.& other sources to reach 7110 numbers of

beneficiaries in the area.

4. INFRASTRUCTURE DEVELOPMENT:

Hindalco organisation offers the following facilities in the field of Infrastructure

development, those are:

Passenger waiting sheds in city bus route

Cold drink water facility near UCO bank

New pond at fatfatiapada was dogged

Upgradation of transformer in the village of Mohammadpur

Hirakud to Sambalpur road construction

Renovation of toilet blocks and Urinals in Govt. high school, Hirakud

Construction of boundary wall at Aurobinda school,Matul camp

U.P.school

Renovation of class rooms of Durga mandir, U.G.U.P.school at Hirakud

Installation of Bio-toilets at community places

Total investment in village infrastructure development till 31th March 2015, the

company has spent Rs.145.92 lakhs in village infrastructure development and

additionally mobilized Rs.10.75lakhs from govt. &other source to reach 90120 numbers

of beneficiaries under this area.

5. SOCIAL CAUSES &AWARENESS:

Hindalco organisation offers the following facilities in the field ofSocial causes and

awareness, those are:

Support for celebrating Utkal Divas

Support for the annual function of educational institutions

Relief to food affected people

Public information and awareness counter on Viswakarma puja

Rangoli competition for SHG members on Diwali

Sports materials distribution

Senior citizen’s meet

Clean Hirakud drive to promote Swachha Bharat Abhiyan

Motivation session for Anganbadi teachers, sweepers and SHG

members

Awareness on home safety for women SHG members

Support for organisation foot ball tournament at Hirakud

Awareness for SHG members during value month celebration

Total investment in social intervention till 31th March 2015, the company has spent

Rs.12.66 lakhs in village social activities and additionally mobilized Rs.3.40 lakhs from

govt. &other source to reach 18640 numbers of beneficiaries under this area.

4.2- TRAINING AND DEVELOPMENT

Training is the act of increasing the knowledge and skills of an employee for

performing a particular job. The major outcome of training is learning. A trainee learns

new habbits, refined skills and useful knowledge during the training that helps him

improve performance. Training enables an employee to do his present job more

effectively and prepare himself for the higher level job.

In Hindalco smelter, training is done category wise like for wage role separate and

management separate. so we conclude that:

Skill + Knowledge + Competency = Training

Skill is for wage roll and competency means for management level. According to

measuring level at Hindalco, it has 1 to 5 state scale of measuring.

Desirable level Actual level Gap

Measurement: 5 3 2

Matrix is prepared which contains work particulars, designation, designed level, actual

level and gap.

Work particulars Designation Desired level Actual leve Gap

Skilled Unskilled Skilled Unskilled

Work knowledge Sensitiveness 5 5 3 4 4.5

Avg

For management level competency matrix is prepared for training. In competency

matrix it has two columns (functional, behavioural). Behavioural column includes

Communicational skill, Customer focus, Business accumulation, Leadership and

in sub competency it has listening, writing, presenting skills are there.

Icebreaking theory is applied for training to management level. Training calendar

set as per training requirement and identification review periodic interval from

manager about impacts of training. Training is done through years. It is an

ongoing process.

Training effectiveness is of two types: 1) Pre-test,

2) Post-test,

which is reviewed periodically.

In Hindalco smelter, mainly 3 types of training methods are followed, they are

o On the job training

o Off the job training and

o Cross functional Training

On the job training:

Employees are trained at the place of work, while he or she is doing the actual job.

Usually a professional trainer (or sometimes an experienced employee) serves as

the course instructor.

o At Hindalco smelter, on the job training is 70% effective.

Off the job training:

Employees are given class room training , formal training or training at any place,

other than their work place.

o Class room training is 10% effective at Hindalco smelter.

Cross functional training:

It involves training employees to perform operation in area other than their

assigned jobs. There are many approaches to cross functional training. Job

rotation can be used to provide a manager in one functional area with a broader

perspective than he would have otherwise.

o 20% are effective on cross functional training at HINDALCO smelter,

Hirakud.

Departments can exchange personal for a certain period so that each employee

understands how other departments are functioning. High performing workers can

act as per trainers and help employees develop skills in another area of operation.

Its benefits are as follows:-

Workers can better engineer in holding diverse jobs they become more

adaptable and versatile.

They can better engineer their own career paths.

They not only know there job well but also understands how others are able to

perform under a set of constraints.

When workers can fill in for other workers who are absent, it is easier to use

flexible scheduling, which is increasingly in demand as more employees want to

spend more time with their families.

Increases, worker’s understanding for the business and reduces the need for

supervision.

4.2.1- IMPORTANCE OF TRAINING AND DEVELOPMENT:

Training and development are very vital in any company or organisation that

aims at progressing. Training simply refers to the process of acquiring the

essential skills required for a certain job. It targets specific goals, for

instantly understanding a process and operating a certain machine or

system. Developing on the other hand, puts emphasis on behavioural skills,

which are applied in a wide range of situations. This includes decision

making, thinking creativity and managing people.

Training and developing help in addressing employee weakness. Most

workers have certain weakness in their workplace, which hinder them from

giving the best services. Training assists in eliminating these weakness, by

strengthening worker’s skill. A well organised development programme helps

employee and gain similar skills and knowledge, thus bringing them all to

higher uniform level.

4.2.2- Training and Development procedures Followed at Hindalco

The following procedures are involved in training and development of employees of

Hindalco:-

Identification of training needs is done through performance management

system.

Collecting the training needs

Drawing the training needs calendar

Finalisation of dates and communicate to the participants

Reminder

Organising the training programmes in the conference hall

Collecting the feedback on training programmes

Preparing summary of the feedback and sending a copy of the same to

concerned faculty of the organisation.

Two copies of the feedback form is prepared. one is sent to concerned

department and the original is sent to Head of the department for

evaluation

Recording the training particulars in manual training record

Feed the data in the computer as per IMS requires for ISO training records

for declared format

Printing of final training record as per format declared in ISO manual.

4.3- RECRUITMENT & PLACEMENT:

Recruitment refers to the process of finding suitable candidates for the required job.

Recruitment aims at searching right person for the described job. Such function of

recruitment may be undertaken by

• Recruitment consultant dealing with Manpower recruitment

• A personnel of organization Heading Recruitments

• Or the organization requiring manpower

Placement basically deals with defining the jobs, preparation of job descriptions, placing

the final candidates or employee on the jobs. Providing training and management

development etc. it deals with the final aspect of placing the manpower in to the

organization.

4.3.1- The importance of Recruitment and Placement

1. To fairly and without any element of discrimination evaluate job applicants in view

of individual differences and capabilities.

2. To employ qualified and competent hands that can meet the job requirement of the

organisation

3. To place job applicants in the best interest of the organisation and the individual.

4. To help in human resources manpower planning purposes in organisation.

5. To reduce recruitment cost that may arise as a result of poor selection and

placement exercises.

4.3.2- Process at HINDALCO

Here, the management level posts are being placed by the top level management

from its headquarter, Mumbai. Whereas the ground level or workers level posts are

recruited and placed by its own units with the approval of the top management.

4.4- PERFORMANCE APPRISAL SYSTEM:

Performance appraisal system is a systematic and periodic process that accesses

an individual employee’s job

performance productivity in

relation to certain pre-established

criteria and organisational

objectives.

Many companies conducting

it annually(long-cycle

appraisal), some moving

towards half yearly(medium-

cycle appraisal), some

conducting monthly, some

moving towards weekly,

biweekly(short cycle

appraisal).

Here Hindalco is conducting it half yearly i.e. medium cycle appraisal.

Performance management system is employed ”to manage and align” all of the

organisation resources in order to achieve highest possible performance “how

performance is measured in an organisation determines to a large extent, the

success and failure of the organisation”.

4.4.1-

4.4.1- Traditional Methods:

Ranking Method:

It is the oldest and simplest formal systematic method of performance appraisal in which

employee is compared with all others for the purpose of placing order of worth. The

employees are ranked from the highest to the lowest or from the best to the worst.

In doing this the employee who is the highest on the characteristic being measured and

also the one who is L lowest, are indicated. Then, the next highest and the next lowest

between next highest and lowest until all the employees to be rated have been ranked.

Thus, if there are ten employees to be appraised, there will be ten ranks from 1 to 10.

Paired Comparison:

In this method, each employee is compared with other employees on one- on one basis,

usually based on one trait only. The rater is provided with a bunch of slips each coining

pair of names, the rater puts a tick mark against the employee whom he insiders the

better of the two. The number of times this employee is compared as better with others

determines his or her final ranking.

Grading Method:

In this method, certain categories of worth are established in advance and carefully

defined. There can be three categories established for employees: outstanding,

satisfactory and unsatisfactory. There can be more than three grades. Employee

performance is compared with grade definitions. The employee is, then, allocated to the

grade that best describes his or her performance.

Such type of grading is done is Semester pattern of examinations and in the selection of

a candidate in the public service sector. One of the major drawbacks of this method is

that the rater may rate most of the employees on the higher side of their performance.

Forced Distribution Method:

This method was evolved by Tiffen to eliminate the central tendency of rating most of the

employees at a higher end of the scale. The method assumes that employees’

performance level confirms to a normal statistical distribution i.e., 10,20,40,20 and 10

per cent. This is useful for rating a large number of employees’ job performance and

promo ability. It tends to eliminate or reduce bias.

It is also highly simple to understand and easy to apply in appraising the performance of

employees in organisations. It suffer from the drawback that improve similarly, no single

grade would rise in a ratings.

Forced-Choice Method:

The forced-choice method is developed by J. P. Guilford. It contains a series of groups of

statements, and rater rates how effectively a statement describes each individual being

evaluated. Common method of forced-choice method contains two statements, both

positive and negative.

Check-List Method:

The basic purpose of utilizing check-list method is to ease the evaluation burden upon

the rater. In this method, a series of statements, i.e., questions with their answers in

‘yes’ or ‘no’ are prepared by the HR department (see Figure 28-2). The check-list is, then,

presented to the rater to tick appropriate answers relevant to the appraisee. Each

question carries a weight-age in relationship to their importance.

When the check-list is completed, it is sent to the HR department to prepare the final

scores for all appraises based on all questions. While preparing questions an attempt is

made to determine the degree of consistency of the rater by asking the same question

twice but in a different manner.

Critical Incidents Method:

In this method, the rater focuses his or her attention on those key or critical behaviours

that make the difference between performing a job in a noteworthy manner (effectively or

ineffectively). There are three steps involved in appraising employees using this method.

First, a list of noteworthy (good or bad) on-the-job behaviour of specific incidents is

prepared. Second, a group of experts then assigns weightage or score to these incidents,

depending upon their degree of desirability to perform a job. Third, finally a check-list

indicating incidents that describe workers as “good” or “bad” is constructed. Then, the

check-list is given to the rater for evaluating the workers.

The basic idea behind this rating is to apprise the workers who can perform their jobs

effectively in critical situations. This is so because most people work alike in normal

situation. The strength of critical incident method is that it focuses on behaviours and,

thus, judge’s performance rather than personalities.

http://cdn.yourarticlelibrary.com/wp-content/uploads/2014/04/clip_image0042.gif

Graphic Rating Scale Method:

The graphic rating scale is one of the most popular and simplest techniques for

appraising performance. It is also known as linear rating scale. In this method, the

printed appraisal form is used to appraise each employee.

The form lists traits (such as quality and reliability) and a range of job performance

characteristics (from unsatisfactory to outstanding) for each trait. The rating is done on

the basis of points on the continuum. The common practice is to follow five points scale.

The rater rates each appraisee by checking the score that best describes his or her

performance for each trait all assigned values for the traits are then totaled. Figure 28-3

shows a typical graphic rating scale.

http://cdn.yourarticlelibrary.com/wp-content/uploads/2014/04/clip_image00665.jpg


This method is good for measuring various job behaviours of an employee. However, it is

also subjected to rater’s bias while rating employee’s behaviour at job. Occurrence of

ambiguity in design- mg the graphic scale results in bias in appraising employee’s

performance.

Essay Method:

Essay method is the simplest one among various appraisal methods available. In this

method, the rater writes a narrative description on an employee’s strengths, weaknesses,

past performance, potential and suggestions for improvement. Its positive point is that it

is simple in use. It does not require complex formats and extensive/specific training to

complete it.

However, essay method, like other methods, is not free from drawbacks. In the absence

of any prescribed structure, the essays are likely to vary widely in terms of length and

content. And, of course, the quality of appraisal depends more upon rater’s writing skill

than the appraiser’s actual level of performance.

Field Review Method:

When there is a reason to suspect rater’s biasness or his or her rating appears to be

quite higher than others, these are neutralised with the help of a review process. The

review process is usually conducted by the personnel officer in the HR department.

Confidential Report:

It is the traditional way of appraising employees mainly in the Government Departments.

Evaluation is made by the immediate boss or supervisor for giving effect to promotion

and transfer. Usually a structured format is devised to collect information on employee’s

strength weakness, intelligence, attitude, character, attendance, discipline, etc. report.

Modern Methods

Management by Objectives (MBO):

Most of the traditional methods of performance appraisal are subject to the antagonistic

judgments of the raters. It was to overcome this problem; Peter F. Drucker propounded a

new concept, namely, management by objectives (MBO) way back in 1954 in his book.

The Practice of management. The concept of MBO as was conceived by Drucker, can be

described as a “process whereby the superior and subordinate managers of an

organization jointly identify its common goals, define each individual’s major areas of

responsibility in terms of results expected of him and use these measures as guides for

operating the unit and assessing the contribution of each its members”.

MBO is not only a method of performance evaluation. It is viewed by the Practicing

managers and pedagogues as a philosophy of managerial practice because .t .s a method

by which managers and subordinates plan, organise, communicate, control and debate.

Behaviourally Anchored Rating Scales (BARS):

The problem of judgmental performance

evaluation inherent in the traditional

methods of performance evaluation led to

some organisations to go for objective

evaluation by developing a technique

known as “Behaviourally Anchored Rating

Scales (BARS)” around 1960s. BARS are

descriptions of various degrees of behaviour

with regard to a specific performance

dimension. It combines the benefits of

narratives, critical incidents, and quantified

ratings by anchoring a quantified scale with

specific behavioural examples of good or

poor performance.

BARS method of performance appraisal is

considered better than the traditional ones

because it provides advantages like a more

accurate gauge, clearer standards, better

feedback, and consistency in evaluation.

However, BARS is not free from limitations. Example of BARS


360 – Degree Appraisal:

Yet another method used to appraise the employee’s performance is 360 – degree

appraisal. This method was first developed and formally used by General Electric

Company of USA in 1992. Then, it travelled to other countries including India. In India,

companies like Reliance Industries, Wipro Corporation, Infosys Technologies, Thermax,

Thomas Cook etc., have been using this method for appraising the performance of their

employees. This feedback based method is generally used for ascertaining training and

development requirements, rather than for pay increases.

Under 360 – degree appraisal, performance information such as employee’s skills,

abilities and behaviours, is collected “all around” an employee, i.e., from his/her

supervisors, subordinates, peers and even customers and clients.

In other worlds, in 360-degree feedback appraisal system, an employee is appraised by

his supervisor, subordinates, peers, and customers with whom he interacts in the course

of his job performance. All these appraisers provide information or feedback on an

employee by completing survey questionnaires designed for this purpose.

All information so gathered is then compiled through the computerized system to

prepare individualized reports. These reports are presented to me employees being rated.

They then meet me appraiser—be it one’s superior, subordinates or peers—and share the

information they feel as pertinent and useful for developing a self-improvement plan.

In 360 – degree feedback, performance appraisal being based on feedback “all around”,

an employee is likely to be more correct and realistic. Nonetheless, like other traditional

methods, this method is also subject to suffer from the subjectivity on the part of the

appraiser.

In HINDALCO an executive deals on a regular basis with a number of persons who

gathers information and perspectives about the executive particularly about his traits

and behaviour. Those persons may include top management. superiors, subordinates,

colleagues, representatives from other departments, clients/customers, suppliers,

consultants, government officials and community/union representatives etc. Anyone

who has useful information on how the executive interacts, behaves and responses may

be a good sources to identify areas for improvements.

4.4.2- HRD Criteria

Job evaluation

Job description

Induction

Job assignment

SMART Goal setting

Manager review

Feedback system

Prepare development plans

Job Evaluation

A job evaluation is a systematic way of determining the value/worth of a job in relation

to other jobs in an organization. It tries to make a systematic comparison between jobs

to assess their relative worth for the purpose of establishing a rational pay structure.

Job Description

A job description is a list that a person might use for general tasks, or functions, and

responsibilities of a position. It may often include to whom the position reports,

specifications such as the qualifications or skills needed by the person in the job, and a

salary range.

Induction

The Induction duly helps employees to undergo each and every phase of environment of

Company and an introduction to his team and others. It gives them the platform of

knowing and understanding the culture and knowing “ Who is who” .It is such a phase

which gives a glimpse of entire Organization in that short span.

Job Assignment

It means a piece of work to be done. It implies work imposed by a person in authority or

an employer or by circumstance.

SMART Goal Setting

Individual goals should be tied into the unit and organizational goals. They must be

clearly understood by the employee and supervisor and alignment must be reached

between them. The goal can be focused on the individual, team or department/unit. If it

is the latter, the individual must know how they will be held accountable in achieving

the team or department/unit goal.

One easy way to define a goal is to use the "SMART" technique. It makes the tracking

and reporting of progress against the goal clear. The SMART technique pneumonic is

defined as:

1. Specific

a. The more specific the goal the easier it is to determine if it has been

achieved. An example of an overly broad goal is: I want to be healthy. A

more specific goal would be I want to get within the proper weight range for

my size.

2. Measurable

a. Quantifiable measures such as: by when, how much, how long, how many,

etc. Using the specific example above, measures could be added to further

clarify the goal: I want to get to lose thirty pounds.

3. Attainable

a. The goal must be something achievable. It must be within one's ability and

sphere of influence to accomplish it. The goal is often something that an

employee develops the capability to attain it, if it is also realistic. For

example: I want to lose thirty pounds within the next month.

4. Relevant

a. The goal must fit within the department's strategic goals and not something

that is not part of the strategic effort. For example, using the first example

For example: I want to get to lose thirty pounds by getting a hair cut every

month.

5. Timely

a. A goal must be completed within some time frame that is also attainable and

relevant. Each of the elements of SMART work together. Using the example:

I want to lose thirty pounds over the next four months. It is not attainable

within the time frame of one month, but expanding the time frame to three

months is attainable and timely.

Management Review

Here management review is done half yearly. That is coming under performance

appraisal system. After the review period feedback is given as per the ratings. There are 5

ratings in ABG.

FBE-far bellow expectation

BE-bellow expectation

ME-medium expectation

EE-exceed expectation

FEE-far exceed expectation

After the ratings, strength and weakness areas are decided for an employee, according to

that , developmental areas are decided.

Hindalco has a system software programme called PURNATA, for management

people, as the performance appraisal system.

Supervisor communication meeting are held to communicate and discuss various

key issues like STP, organisational expectance with changing needs, support

required etc.

Plant head and function heads, conduct an informal discussion regularly at shop

floor level to council the workmen.

Feedback System

Process in which the effect or output of an action is ‘returned’ to modify the next action.

Prepare development plans

After getting the feedback, new plans are developed in order to further improve the

performance of the employees.

CHAPTER 5

5. REVIEW OF LITERATURE

1. Mudita Malviya, Roll No. 1209470050 student of Galgotias Institute of

Management & Technology, Greater Noida, MBA II Year , has completed the research

report on the topic of “Human Resource Management” in the academic year 2012-2014.

2. William H. Price & Richard Kiekbusch & John This in his study on causes of

employees’ turnover have talked about the causes and the implementation. Further he

highlighted that providing a challenging job, and offering realistic promotion

opportunities. Other variables that have less impact are schedule input, insurance and

family income. Good communication and job satisfaction.

3. Beri G.C., Human Resource Tata McGraw New Delhi, in his study on the cause of

factor influencing turnover and retention of staff and retention problems for professional

have talked about the Working hours, workload and work schedules which are also

common concerns to both groups. In addition, career development, promotion and for

appreciation of contribution were important retention factors, while a supportive

professional environment, reduction in workload and working hours and more flexible

work patterns were important to consultants.

4. Cari McLean, Labour Management in Agriculture, in her study knowing the reason

why workers leave or edge in improving working condition and have talked about

dissatisfaction with work or working condition, select and train new personnel,

conducting workers satisfaction survey, find specific problem area to watch and improve.

5. Cosenza, Robert M, in his study on the causes of the cost of employees’ turnover

due solely to unfairness in the workplace and have talked about the effect of unfairness

upon an employee’s decision to leave their employer and the financial to employer due to

voluntary turnover. Further he highlighted Recruiting and retaining the best and the

brightest; remove the barriers and biases which create unfair workplace.

6. Moore, in her study on the cause of an informative report regarding employees

turnover and retention on the causes of high employee turnover which affect the most,

and the companies can decrease employees turnover in order to cut the hidden cost.

Further she highlighted the poor management, low pay, boring repetitive work, with no

opportunity for advancement, high turnover of employees is a symptom of a mismanaged

company.

CHAPTER 6

6. RESEARCH METHODOLOGY

To conduct the research, first of all it is necessary to create a research design. A

research design is basically a blue print of how a research is to be conducted. It is the

conceptual structure within which research is conducted.

Basically there are 3 types of approaches used during any research:

1. Exploratory

2. Descriptive

3. Hypothesis testing.

During this research Hypothesis testing approach is taken into consideration.

TYPES OF DATA USED:

Both primary and secondary data is used in the research.

Secondary data:

Secondary data is one which already exists and is collected from the published

sources. The source from which secondary data was collected Internet as well as

previous records of the organisation.

Primary data:

The primary sources of data refer to the first hand Information. Primary data is

collected during the study with the help of Questionnaires

SCALING TECHNIQUES:

It uses both Nominal and Interval scales.

- Question number (3) of the Questionnaire uses nominal scale .

[ 3- your age:

1. Less than 25 2. 25 to 35

3. 35 to 45 4. 45 to 55

5. More than 55

- Whereas most of other questions uses interval scale.

STATISTICAL METHODS:

Parametric Inferential Statistical procedure such as t-tests has been used in this

research. It can be used to determine if two sets of data are significantly different from

each other. Basically, calculation of the t-test concerns differences between the groups

compared to within-group differences. The calculation of the t-test focuses on

determining whether the groups in the sample score more like each other compared to

the comparison group or that there is no difference in dependent measure scores within

or between groups. Levels of significance refer to the probability of accepting or rejecting

a null hypothesis. A null hypothesis means there is no difference between compared

groups. Basically, the level of significance is the chance of an error occurring in the

rejection of the null hypothesis.

CHAPTER 7

7. DATA ANALYSIS & INTERPRETATIONS

7.1- QUESTIONNAIRE ANALYSIS (Graphical representation):

Total Respondents = 50

1. Respondents from Smelter & Power.

Table No- 1.1

Chart No- 1.1

Source : Primary Data

INFERENCE

The above chart shows that majority of the respondents were from Smelter. Nearly

64% of the respondents were from Smelter & 36% were from Power.

Plant Percentage

Smelter 64%

Power 36%

Total 100%

2. Respondent’s Age Group.

Table No- 1.2

Chart No- 1.2


INFERENCE

The above chart shows that almost all the respondent’s age is above 25 years. Only 6%

of the respondents are below 25years. About 2% of the respondents are above 55years

and soon going to attain their retirement.

Age Group Percentage

Less than 25 Yrs 6%

25 to 35 Yrs 52%

35 to 45 Yrs 24%

45 to 55 Yrs 16%

More than 55 Yrs 2%

Grand Total 100%

3. Respondent’s Educational Qualification.

Table No- 1.3

Chart No- 1.3


INFERENCE

The above chart shows that majority of the respondents are highly educated and have a

good educational background. Nearly 68% of the respondents are above intermediate.

Educational Qualification Percentage

Under metric 2%

Diploma 30%

Intermediate 12%

I.T.I 22%

Graduation 20%

Post graduation 14%

Grand Total 100%

4. Respondent’s Work Experience.

Table No- 1.4

Chart No- 1.4


INFERENCE

The above chart shows that Hindalco unit has a good retention capability. Above 80% of

the employees have been working there, from more than 6yrs.

Work Experience Percentage

Less than 5yrs 20%

6 to 10yrs 36%

11 to 17 yrs 16%

18 to 23 yrs 18%

More than 24 yrs 10%

Grand Total 100%

5. Satisfaction level of the respondents with their position in work place.

Table No- 2.1

Chart No- 2.1


INFERENCE

The above chart discloses that 63% of the respondents are somehow satisfied with their

position in the organisation, where as nearly 37% of the employees are not satisfied with

their position. This shows that , few employees are dissatisfied with their job and are

expecting something more than they are having.

Satisfied with the position

in work placePercentage

Fully Disagree 6%

Disagree 32%

Agree 28%

Fully Agree 34%

Grand Total 100%

6. Satisfaction level of the respondents with the health check up facilities.

Table No- 2.2

Chart No- 2.2


INFERENCE

The above chart shows that majority of the respondents are highly satisfied with

the regular checkups and health benefits provided by the organisation. Nearly 87%

of the respondents are highly satisfied with the regular checkups and health

benefits provided.

Health check up Percentage

Fully Disagree 4%

Disagree 10%

Agree 34%

Fully Agree 52%

Grand Total 100%

7. Satisfaction level of the respondents with the Cleanliness of washrooms.

Table No- 2.3

Chart No- 2.3


INFERENCE

The above chart shows that majority of the respondents are highly satisfied with

the cleanliness of washrooms. Nearly 72% of the respondents are satisfied with the

proper and regular maintenance of the washrooms.

Cleanliness of washrooms Percentage

Fully Disagree 6%

Disagree 22%

Agree 52%

Fully Agree 20%

Grand Total 100%

8. Satisfaction level of the respondents with the Water Facilities.

Table No- 2.4

Chart No- 2.4


INFERENCE

The above chart discloses that almost all the respondents are satisfied with the

water and drinking facilities of the organisation. Sufficient filtered water is

provided during the working hours of the employees. The water storage tanks are

also cleaned regularly.

Water facilities Percentage

Fully Disagree 6%

Disagree 12%

Agree 38%

Fully Agree 44%

Grand Total 100%

9. Satisfaction level of the respondents with the Lighting Facilities.

Table No- 2.5

Chart No- 2.5


INFERENCE

The above chart shows that the lighting facilities in the organisation is quite

remarkable. Majority of the employee are satisfied with the proper lighting system

and no hindrance in power supply. Nearly 84% of the employees are highly

satisfied with the lighting facilities.

Lighting facilities Percentage

Fully Disagree 2%

Disagree 14%

Agree 38%

Fully Agree 46%

Grand Total 100%

10. Satisfaction level of the respondents with the Security Facilities.

Table No- 2.6

Chart No- 2.6


INFERENCE

The above chart shows that majority of the respondents are satisfied with the

security provided in the organisation as well as in their colony. But still nearly

42% of the respondents are unhappy and feel unsecured for some of their personal

experience.

Security facility Percentage

Fully Disagree 16%

Disagree 26%

Agree 50%

Fully Agree 8%

Grand Total 100%

11. Satisfaction level of the respondents with the Help provided during personal

problems.

Table No- 2.7

Chart No- 2.7


INFERENCE

The above chart shows that majority of the respondents are satisfied with the help

provided by the organisation at the time of employee’s need. Whereas few of them

are somehow dissatisfied with the organisation’s ignorance at some point of time.

Help at the time of personal

problemPercentage

Fully Disagree 16%

Disagree 18%

Agree 46%

Fully Agree 20%

Grand Total 100%

12. Satisfaction level of the respondents with the Maintenance Facilities.

Table No- 2.8

Chart No- 2.8


INFERENCE


maintenance facilities of the organisation. They are satisfied with the frequent

examining and maintaining facilities provided in the organisation. Nearly 75% of

the respondents are satisfied with the maintenance facilities.

Maintenance facilities Percentage

Fully Disagree 10%

Disagree 16%

Agree 60%

Fully Agree 14%

Grand Total 100%

13. Satisfaction level of the respondents with the Training Facilities.

Table No- 2.9

Chart No- 2.9


INFERENCE

The above chart shows that most of the respondents are satisfied with the training

sessions provided. About 74% of the employees are satisfied with the training

facilities provided. This shows that the motivational training sessions are highly

effective.

Training facilities Percentage

Fully Disagree 8%

Disagree 18%

Agree 48%

Fully Agree 26%

Grand Total 100%

14. Satisfaction level of the respondents with the Health Awareness Programmes.

Table No- 2.10

Chart No- 2.10


INFERENCE

The above chart shows that the organisation carries out health awareness

campaigns most frequently, it also indicates that the organisation gives much

more importance to its employee’s health. Nearly 66% employees are satisfied with

the health awareness campaigns carried out by the unit.

Health awareness

programmes Percentage

Fully Disagree 4%

Disagree 30%

Agree 48%

Fully Agree 18%

Grand Total 100%

15. Satisfaction level of the respondents with the CSR Activities.

Table No- 2.11

Chart No- 2.11


INFERENCE

The above chart shows that the organisation carries out CSR activities which are

quite remarkable. Nearly 58% of the respondents are satisfied with the CSR

activities whereas the rest are dissatisfied. Thus, still a long way to cover the gap.

CSR activities Percentage

Fully Disagree 10%

Disagree 32%

Agree 42%

Fully Agree 16%

Grand Total 100%

16. Satisfaction level of the respondents with the Communication Channel.

Table No- 2.12

Chart No- 2.12


INFERENCE


communication channel followed in the organisation. 58% of the respondents are

satisfied with the communication channel whereas 42% of them are dissatisfied

with the channel.

Communication channel Percentage

Fully Disagree 10%

Disagree 32%

Agree 44%

Fully Agree 14%

Grand Total 100%

17. Satisfaction level of the respondents with the Cultural Programs.

Table No- 2.13

Chart No- 2.13


INFERENCE

The above chart shows that cultural programs are given adequate importance as a

tradition as well as a form of relaxation for the employees. Majority of the

employees are satisfied with the cultural programs carried out by the organisation.

Nearly 68% of the respondents are satisfied with the cultural programs whereas

the rest still awaits for some more refreshment sessions.

Cultural Programmes Percentage

Fully Disagree 8%

Disagree 24%

Agree 42%

Fully Agree 26%

Grand Total 100%

18. Satisfaction level of the respondents with the National Festivals.

Table No- 2.14

Chart No- 2.14


INFERENCE

The above chart shows that national festivals are given adequate importance, as a

tribute. Majority of the employees are highly satisfied with the national festivals

celebrated by the organisation. Nearly 82% of the respondents are satisfied with

the national festivals celebrated.

National Festivals Percentage

Fully Disagree 10%

Disagree 8%

Agree 42%

Fully Agree 40%

Grand Total 100%

19. Satisfaction level of the respondents with the use of their skills and abilities.

Table No- 2.15

Chart No- 2.15


INFERENCE

The above chart shows that almost all the employees are satisfied with the

utilisation of their skills and abilities in their work place. Nearly 86% of the

employees are highly satisfied with the skills utilisation.

Good use of my skills and

abilitiesPercentage

Fully Disagree 4%

Disagree 10%

Agree 42%

Fully Agree 44%

Grand Total 100%

20. Satisfaction level of the respondents with the Reward & Recognition System.

Table No- 2.16

Chart No- 2.16


INFERENCE


reward and recognition system of the organisation. 77% of the employees are

satisfied with the system. This also shows that the organisation has a fair reward

and recognition system.

Reward and recognition

system Percentage

Fully Disagree 6%

Disagree 18%

Agree 36%

Fully Agree 40%

Grand Total 100%

21. Satisfaction level of the respondents with the Internal Disciplinary System.

Table No- 2.17

Chart No- 2.17


INFERENCE

The above chart shows that majority of the respondents are aware of the internal

disciplinary system of the organisation and they follow them accordingly. Nearly

64% of the employees are satisfied with this system and are agree to follow them.

While the rest may be expecting some kind of relaxation in the system.

Internal disciplinary system Percentage

Fully Disagree 12%

Disagree 24%

Agree 38%

Fully Agree 26%

Grand Total 100%

22. Satisfaction level of the respondents with the Quality of Food.

Table No- 2.18

Chart No- 2.18


INFERENCE

The above chart shows that majority of the respondents are dissatisfied with the

quality of food provided. 56% of the respondents are dissatisfied with the quality of

food whereas the rest 44% are somewhat satisfied with the quality of food.

Quality of food Percentage

Fully Disagree 16%

Disagree 40%

Agree 36%

Fully Agree 8%

Grand Total 100%

23. Satisfaction level of the respondents with the Standing Order System.

Table No- 2.19

Chart No- 2. 19


INFERENCE

The above chart shows that majority of the respondents are aware of the standing

order system of the organisation and they follow them accordingly. Nearly 74% of

the employees are satisfied with this system and are follow them. While the rest

may be expecting some kind of relaxation in the system.

Standing order system Percentage

Fully Disagree 14%

Disagree 12%

Agree 60%

Fully Agree 14%

Grand Total 100%

24. Satisfaction level of the respondents with the Grievance Redressal.

Table No- 2.20

Chart No- 2.20


INFERENCE

The above chart shows that 50% of the respondents are satisfied with the

grievance redressal system of the organisation. Whereas the rest 50% feels that

there is still lack of facilities for grievance handling.

Grievance redresal Percentage

Fully Disagree 20%

Disagree 30%

Agree 44%

Fully Agree 6%

Grand Total 100%

7.2- T-test

𝐻0: Average Satisfaction basis age = Average

Satisfaction basis educational qualification.

𝐻1: Average Satisfaction basis age ≠ Average

Satisfaction basis educational qualification.

𝐻0: Average Satisfaction basis age = Average

Satisfaction basis work experience.

𝐻1: Average Satisfaction basis age ≠ Average

Satisfaction basis work experience.

Since the two tailed P value is more than

0.05 the null hypothesis is accepted.

𝐻0: Average Satisfaction basis position in

workplace = Average Satisfaction basis work with organisation in future.

𝐻1: Average Satisfaction basis position in workplace ≠ Average Satisfaction basis work with organisation in future.



𝐻0: Average Satisfaction basis work with

organisation in future = Average Satisfaction basis health checkups.

𝐻1: Average Satisfaction basis work with organisation in future ≠ Average Satisfaction basis health checkups.

Since the two tailed P value is less than

0.05 the null hypothesis is rejected.



t-Test: Paired Two Sample for Means

Q3 Q4

Mean 2.56 3.7

Variance 0.822857143 2.214285714

Observations 50 50

Pearson Correlation -0.054428626

Hypothesized Mean Difference 0

df 49

t Stat -4.517495792

P(T<=t) one-tail 1.97778E-05

t Critical one-tail 1.676550893

P(T<=t) two-tail 3.95555E-05

t Critical two-tail 2.009575199


Q3 Q6

Mean 2.56 2.62

Variance 0.822857 1.628163

Observations 50 50

Pearson Correlation 0.187601


df 49

t Stat -0.29875

P(T<=t) one-tail 0.383196


P(T<=t) two-tail 0.766392



QOM1 QOM3

Mean 2.9 3.5

Variance 0.908163 0.459184

Observations 50 50



df 49

t Stat -3.8996






QOM3 QOM6

Mean 3.5 3.34

Variance 0.459184 0.677959

Observations 50 50



df 49

t Stat 1.532092





𝐻0: Average Satisfaction basis work with

organisation in future = Average Satisfaction basis cleanliness in washroom.

𝐻1: Average Satisfaction basis work with organisation in future ≠ Average Satisfaction basis cleanliness in washroom.

𝐻0: Average Satisfaction basis facilities in

community centre = Average Satisfaction basis security facility.

𝐻1: Average Satisfaction basis facilities in community centre ≠ Average Satisfaction basis security facility.





𝐻0: Average Satisfaction basis security

facility = Average Satisfaction safety commitments.

𝐻1: Average Satisfaction basis security facility ≠ Average Satisfaction basis safety commitments.

𝐻0: Average Satisfaction basis security

facility = Average Satisfaction basis maintenance facility.

𝐻1: Average Satisfaction basis security facility ≠ Average Satisfaction basis maintenance facility.

Since the two tailed P value is more than 0.05 the null hypothesis is accepted.

Since the two tailed P value is less than 0.05 the null hypothesis is rejected.


QOM3 QOM8

Mean 3.5 2.86

Variance 0.459184 0.653469

Observations 50 50



df 49

t Stat 5.039118

P(T<=t) one-tail 3.38E-06


P(T<=t) two-tail 6.76E-06



QOM11 QOM12

Mean 2.9 2.5

Variance 0.704082 0.744898

Observations 50 50



df 49

t Stat 4.427189






QOM12 QOM14

Mean 2.5 3.12

Variance 0.744898 0.679184

Observations 50 50



df 49

t Stat -5.13044






QOM12 QOM15

Mean 2.5 2.78

Variance 0.744898 0.664898

Observations 50 50



df 49

t Stat -2.18916





𝐻0: Average Satisfaction basis training

facilities = Average Satisfaction basis learning new from job.

𝐻1: Average Satisfaction basis training facilities ≠ Average Satisfaction learning new from job.

𝐻0: Average Satisfaction basis training

facilities = Average Satisfaction basis good use of skills and abilities.

𝐻1: Average Satisfaction basis training facilities ≠ Average Satisfaction basis good use of skills and abilities.



Since the two tailed P value is less than

0.05 the null hypothesis is rejected.

𝐻0: Average Satisfaction basis CSR activities

= Average Satisfaction basis health awareness programmes.

𝐻1: Average Satisfaction basis CSR activities ≠ Average Satisfaction basis health awareness programmes.

𝐻0: Average Satisfaction basis internal

disciplinary system = Average Satisfaction basis standing order system.

𝐻1: Average Satisfaction basis internal disciplinary system ≠ Average Satisfaction standing order system.

Since the two tailed P value is more than Since the two tailed P value is more than 0.05 the null hypothesis is accepted. 0.05 the null hypothesis is accepted.


QOM17 QOM22

Mean 2.910826 3.096282

Variance 0.809133 0.761525

Observations 50 50



df 49

t Stat -1.36305






QOM17 QOM24

Mean 2.92 3.26

Variance 0.76898 0.645306

Observations 50 50



df 49

t Stat -2.55988






QOM19 QOM18

Mean 2.64 2.8

Variance 0.765714 0.612245

Observations 50 50



df 49

t Stat -1.18427






QOM26 QOM29

Mean 2.78 2.74

Variance 0.950612 0.767755

Observations 50 50



df 49

t Stat 0.361961





𝐻0: Average Satisfaction basis internal disciplinary system = Average Satisfaction basis grievance

redressal system.

𝐻1: Average Satisfaction basis internal disciplinary system ≠ Average Satisfaction basis grievance redressal system.

Since the two tailed P value is less than 0.05 the null hypothesis is rejected.


QOM26 QOM30

Mean 2.78 2.36

Variance 0.950612 0.765714

Observations 50 50



df 49

t Stat 3.784188





Page | 74

CHAPTER 8

Page | 75

8. CONCLUSION

From our overall study we conclude that, Hindalco Industries Limited, Hirakud,

Smelter division’s HRD unit’s work is very effective, in improving the skill and

knowledge of the employee, to meet the present and the future requirements of the

organisation.

The employee retention rate is quite remarkable. Still few areas such as grievance

redressal, canteen facilities, standing order system and disciplinary system are

needed to be focused for further development.

From the survey it is clear that, training programmes playing a crucial role in

motivating and improving the knowledge and skill of the employee.

The refreshment programmes, cultural activities and national festivals are given

equal importance.

Throughout the survey, it can be clearly concluded that, company is conducting

CSR activities in an effective way for further development of the individuals as well

as the society.

The company has succeeded in creating Self Help Groups (SHGs) and have

supported & encouraged them to create their own identity. Along with this, it is

also trying its best to develop rural areas and providing adequate knowledge and

help to overcome various primary needs.

The company is using a modern performance appraisal software called

PURNATHA, which is very effective, easy to handle, reliable, less costly and saves

time.

Page | 76

CHAPTER 9

Page | 77

9. SUGGESTION

Whenever training programmes are arranged, there should be a hard and

fast rule, from the administration for the employees, to attain those

programmes sincerely.

The company should arrange special training programmes, for the

betterment of the relationship between the workers and employees.

For proper succession process, there should be a special program to be

conducted so that the employees can think beyond their key areas.

The management should encourage the employees to form quality circles.

The quality of food provided in the canteen should be more hygienic and

balanced in nutrition.

There should be a specific schedule for the trainees, so that they can utilise

their time in an efficient manner and enhance their knowledge.

Meetings should be conducted and make the SHG groups understand that

Hindalco is providing them training only to make them self sufficient and

capable to stand on their own and make their own identity wider with self

effort.

Page | 78

APPENDIX

QUESTIONNAIRE

Page | 79

Page | 80

hrd practices at hindalco

Data & Analytics