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TABLE OF CONTENTS

I. CHAPTER 2y INDUSTRY PROFILEy C OMPANY PROFILE

II. CHAPTER 30y ORGANIZATIONAL HIERAR C HY

III. CHAPTER 32y V ISIONy V ALUEy TAG LINEy B RAND AM B ASSADOR

IV. CHAPTER 35y STUDY OF FUN C TIONAL AREA- HRM

V. CHAPTER 4 2 y SWOT ANALYSIS

VI. CHAPTER 46 y

EMPLOYEES GRIEV

ANC

E HANDLINGy DATA ANALYSIS

VII. CHAPTER 89 y FINDINGS

VIII. CHAPTER 91 y SUGGESTION ANDRE C OMMANDATIONy C ONC LUSION

IX. BIBLIOGRAPHY 9 5

X. ANNEXURE 97


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I. CHAPTER

INDUSTRY PROFILE


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M M AA JJ O O R R T T E E LLE E C C O O M M E E S S E E R R V V I I C C E E S S ::

The major telecom services in the country are classified as given below:y Fixed landline or B asic service

y C ellular services

y National Long Distance services

y International Long Distance Services

y Internet and Data services

y V SAT services

y GMP C S or satellite services

The basic telecom services in the country are divided in 21 circles. Each circle allows

unlimited number of players in the markets. B SNL/MTNL is the incumbent service

provider in all the circles. It has a huge network of over 31 million lines. The service

providers have been allowed to use newer C DMA based technology to roll out the

networks quickly. The services provider has to share a proportion (8% to 12%) of their

revenue with the government as part of their licensing agreement. All the service

providers have also got to roll out some minimum number of V PTs (V illage PublicTelephones) as part of the Universal Service Obligation (USO) in some states. This

requirement has been replaced by an obligation to cover a specified number of SD C A

(Short Distance C alling Area) as per the New Telecom Policy of 1999. The major service

providers are B SNL/MTNL, B harti Telenet, Hughes Tele.com, Tata Teleservices, Aircel

C ellular, Shaym Telelink, Reliance Infocom., & HF C L.

The internet services in the country started way back in 1995 with V SNL being

the sole services provider .The market was opened up for private sector participation in

the year 1998. V irtually no entry barriers resulted in over 400 C ompanies applying and

getting ISP licenses. However, only about 125 companies have started providing these

services.


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The licenses were issued under three categories. The category

a service provider could provide services all across the country,

category B according to the circles for which the license was given

and C ategory C within city limits. The ISPs are now looking forward to the recently

opened internet Telephony market as big revenue potential. The market is seeing a lot of

stabilization with large number of non- serious players dropping out the market. The

major players dropping out the market. The major players in the market are V SNL, B harti

B roadband, Dish net DSL, Satyam Info way, and H C L Infinet.

GOV ERNMENT POLI C Y ON B ASIC SER V IC ES

The government allows unlimited number of players per circle for providing the

basic services. According to the policy guidelines the circles were divided into their

categories. The companies had to have the minimum net worth of Rs. 50 C r, Rs. 200 C r.& Rs. 300 C r. For bidding for the 3 categories of circles respectively. The policy also

stipulated the use of digital exchanges and transmission systems. Now the service

providers have also been allowed to use the C DMA WLL technology for providing

services to the consumers.

The basic service providers are permitted to carry out all intra- circle traffic.

Direct inter connectivity between the basic service providers and other service

providers is permitted. The basic service providers are provided on a non-exclusive basis,

for each service area of operation. Licenses are awarded initially for a period of twenty

years that is extensible by ten years. The service providers are required to pay a one-time

entry fee. All the licenses have to pay the license fee in the revenue share. The service

provider providing WLL services shall also pay separately for spectrum utilization.

BB AA S S I I C C T T E E LLE E C C O O M M S S E E R R V V I I C C E E S S I I N N I I N N D D I I AA ::

B B r r i i ee f f hh i i s s t t oor r y y

Over 150 years ago, a new industry began in India that transformed the country forever.

It was the beginning of the telegraph industry in India. This was followed few years later


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by the launch of telephone services in the country. It is important to

note the fact that Indian telecom was entirely in the hands of private

sector till all the operators were taken over by the government in 1943;

from 1943 to 1998 (When their provider started their services) Telecom in India was

public utility services, owned by the government. Its operations are according to the

Indian Telegraph Act of 1885 and the Indian Wireless Act of 1933.

India has less than one lakh subscribers at the time of independence. These lines

were provided by small electro mechanical exchanges. The early governments dint

attaches importance to the telecommunication sector and minimal budgets were allocated.

For the sixth plan that budget allocation for the telecom sector increased substantially.

This continued in the next three plans also as the government realized the importance of

the telecom sector in the growth of the country.In the year 1986, two new entities, Mahanagar Telephone Nigam Limited

(MTNL) and V idesh Sanchar Nigam Limited ( V SNL) were carved out to the provider the

basic telecom services in Delhi and Mumbai and provide international services

respectively. The state owned telecom companies were privatized and opened up in 1994,

the equipment market was opened during the 1980s itself. The first to be opened up was

the manufacture of low technology items like terminal equipment in 1984. The opening

up of the manufacture of low capacity switching transmission equipment followed this.

The telecom equipment-manufacturing sector also saw the inflow of foreign investments.

In 1991, during the first wave economic reform, the government realized the need

for private sector participation in the service market to ensure speedy growth.

Subsequently it opened up large number of value added services to private sector in 1992.

The opening of paging and cellular services followed this. The new telecom policy of

1994 opened the basic telecom services market to the private sector.

The first service provider to start their operations was B harti Telenet in June 1998 in

Madhya Pradesh. Two others, Hughes Tele.com and Tata Teleservices commenced

services in October 1998 and March 1999. Some of the most important objectives of

policy in 1994 were to achieve Telephone on demand as soon as possible, have universal

service covering all villages, raise the quality of telecom services to world class standards

and have a wide range of services. The government also constituted an independent


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THE INDIAN TELECOMINDUSTRY

The telecom network in India is the fifth largest network in the world meeting upWith global standards. The Indian Telecommunications network with 110.01 millionconnections is the fifth largest in the world and the second largest among the emergingeconomies of Asia. Today, it is the fastest growing market in the world.

EVOLUTION OF THE INDUSTRY-IMPORTANT MILESTONES

1851- First operational land lines were laid by the government near C alcutta (seat of B ritish power)1881 -Telephone service introduced in India1883 -Merger with the postal system1923- Formation of Indian Radio Telegraph C ompany (IRT)1932 -Merger of ET C and IRT into the Indian Radio and C able C ommunicationC ompany (IR CC )1947- Nationalization of all foreign telecommunication companies to form the Posts,Telephone and Telegraph (PTT), a monopoly run by the government's Ministry of C ommunications

1985- Department of Telecommunications (DOT) established, an exclusive provider of domestic and long-distance service that would be its own regulator (separate from the postal system)1986- C onversion of DOT into two wholly government-owned companies: the V ideshSanchar Nigam Limited ( V SNL) for international telecommunications and Mahanagar Telephone Nigam Limited (MTNL) for service in metropolitan areas.1997 -Telecom Regulatory Authority of India created.


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1999 - C ellular Services are launched in India. New NationalTelecom Policy isAdopted.2000- DoT becomes a corporation, B SNL

MAJOR PLAYERSThere are three types of players in telecom services:

-State owned companies ( B SNL and MTNL) -Private Indian owned companies (Reliance Infocomm, Tata Teleservices,) -Foreign invested companies (Hutchison-Essar, B harti

Tele- V entures,Escotel, Idea C ellular, B PL Mobile, SpiceC ommunications)

BSNL

On October 1, 2000 the Department of Telecom Operations, Government of India became a corporation and was renamed B harat Sanchar Nigam Limited ( B SNL). B SNLis now Indias leading Telecommunications C ompany and the largest public sector undertaking. It has a network of over 45 million lines covering 5000 towns with over 35million telephone connections. The state-controlled B SNL operates basic, cellular (GSMand C DMA) mobile, Internet and long distance services throughout India (except Delhiand Mumbai). B SNL will be expanding the network in line withthe Tenth Five-Year Plan (1992-97)... B SNL is also thelargest operator in the Internet market, with a share of 21 per cent of the entire subscriber base.

.

MTNL


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BB AANN GG AALLOO RR EE --44 99 ~~ 11 00 ~~

MTNL was set up on 1st April 1986 by the Government of India toupgrade the quality of telecom services, expand the telecom network,and introduce new services and to raise revenue for telecom development needs of

Indias key metros Delhi, the political capital, and Mumbai, the business capital. In the past years, the company has taken rapid strides to emerge as Indias leading and one of Asias largest telecom operating companies. The company has also been in the forefrontof Technology induction by converting 100% of its telephone exchange network into thestate-of-the-art digital mode. The Govt. of India currentlyholds 56.25% stake in the company.

TATA TELESERVICES Tata Teleservices is a part of the $12 billion Tata Group,which has 93 companies, over 200,000 employees and morethan 2.3 million shareholders. Tata Teleservices provides basic (fixed line services),using C DMA technology in six circles: Maharashtra (including Mumbai), New Delhi,Andhra Pradesh, Tamil Nadu, Gujarat, and Karnataka. The company is also expanding itsfootprint, and has paid Rs. 4.17 billion ($90 million) to DoT for 11 new licenses under the IU C (interconnect usage charges) regime. The new licenses, coupled with the sixcircles in which it already operates, virtually gives the C DMA mobile operator a national

footprint that is almost on par withB

SNL and Reliance Infocomm.

VSNL


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On April 1, 1986, the V idesh Sanchar Nigam Limited ( V SNL) - awholly Government owned corporation - was born as successor toOC S. The company operates a network of earth stations, switches,

submarine cable systems, and value added service nodes to provide a range of basic andvalue added services and has a dedicated work force of about 2000 employees. V SNL'smain gateway centers are located at Mumbai, New Delhi, Kolkata and C hennai. Theinternational telecommunication circuits are derived via Intelsat and Inmarsat satellitesand wide band submarine cable systems e.g. FLAG, SEA-ME-WE-2 and SEA-ME-WE-3.

VODAFONE V odafone Essar, previously Hutchison Essar is a cellular operator in India that covers 23telecom circles in India. Despite the official name being V odafone Essar, its products aresimply branded V odafone. It offers both prepaid and postpaid GSM cellular phonecoverage throughout India with good presence in the metros. V odafone Essar provides

2.75G services based on 900 MHz and 1800 MHz digital GSM technology, offeringvoice and data services in 23 of the country's 23 license areas. It is among the top threeGSM mobile operators of India.

IDEA

Indian regional operator IDEA C ellular Ltd. has a newownership structure and grand designs to become a national

player, but in doing so is likely to become a thorn in the side of RelianceC ommunications Ltd. IDEA operates in eight telecom circles, or regions, in WesternIndia, and has received additional GSM licenses to expand its network into three circlesin Eastern India -- the first phase of a major expansion plan that it intends to fund throughan IPO, according to parent company Aditya B irla Group .


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AIRTEL

Formally known as B harti Tele-venture LTD 9 B TV L) isIndias largest and worlds third largest cellular service

provider with more than 82 million subscribers as of December 2008. It also offers fixed line services and broadband services. It offers itsTELE C OM services under the AIRTEL brand. The company also provides telephoneservices and internet access over DSL in 14 circles. The company complements itsmobile, broadband and telephone services with national and international long distanceservices.

VIRGIN

V irgin, a leading branded venture capital organization, isone of the world's most recognized and respected brands.C onceived in 1970 by Sir Richard B ranson, the V irgin Group has gone on to grow verysuccessful businesses in sectors ranging from mobile telephony, to transportation, travel,

financial services, leisure, music, holidays, publishing and retailing.-

RELIANCE COMMUNICATION

Reliance C ommunications (formerly Reliance

Infocomm), along with Reliance Telecom and FlagTelecom, is part of Reliance C ommunications V entures (R C oV L). It is an Indiantelecommunications company. According to National Stock Exchange data, AnilDhirubhai Ambani controls 66.77 per cent of the company, which accounts for more than1.36 billion shares. It is the flagship company of the Reliance-Anil Dhirubhai AmbaniGroup, comprising of power (Reliance Energy), financial services (Reliance C apital) andtelecom initiatives of the Reliance ADAG. It uses C DMA2000 1x technology for its


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existing C DMA mobile services, and GSM-900/GSM-1800technology for its existing/newly launched GSM services.

TOTAL MARKET SHARE IN ALL OVER INDIA


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Bharti Airtel33%

Vodafone Essar24%

BSNL16%

IDEA

15%

Aircel6%

Reliance Telecom4%

MTNL1%

BPL1%


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COMPANY PROFILE


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PROFILE Aircel

Aircel is a joint venture between Maxis communication B erhad of Malaysia and ApolloHospital Enterprise Ltd of India with Maxis C ommunications holding a majority stake of 74%... It was founded by NRI businessman C Sivasankaran in 1999. C . Sivasankaran isthe chairman of the Sterling group operating out of India. . Aircel, now part of MaxisC ommunications B erhad, Malaysia, is Indias fifth largest GSM mobile service provider with a subscriber base of over 10.8 million (as of March 2008) and is the fastest growingmobile operator in the country. It has a market share of 6.41% among the GSM operatorsin the country. Aircel commenced operations in 1999 and became the leading mobileoperator in Tamil Nadu within 18 months. In December 2003, it launched commerciallyin C hennai and quickly established itself as a market leader a position it has held since.Known for its superior tariff offering and cutting-edge technology, Aircel has recently

been honored as the No.1 operator across all metro circles for customer satisfaction byV oice and Data magazines survey in 2006. Aircel began its outward expansion in 2005and met with unprecedented success in the Eastern frontier circles. It emerged a marketleader in Assam and in the North Eastern provinces within 18 months of operations. Tilltoday, the company gained a foothold in 17 circles including C hennai, Tamil Nadu,

Assam, North East, Orissa, B ihar, Jammu & Kashmir, Himachal Pradesh, West B engal,Kolkata, Kerala, Andhra Pradesh, Karnataka, Delhi, UP(West), UP(East) and Mumbai.The C ompany has currently gained a momentum in the space of telecom in India post theallocation of additional spectrum by the Department of Telecom, Govt. of India for 13new circles across India. These include Delhi (Metro), Mumbai (Metro), Andhra Pradesh,Gujarat, Haryana, Karnataka, Kerala, Madhya Pradesh, Maharashtra & Goa, Rajasthan,Punjab, UP (West) and UP (East).

Maxis hold a controlling 74 per cent equity interest in Aircel, as a result of its 65 per cent direct stake and 9 per cent indirect stake via its participation in a joint-venturecompany Deccan Digital Networks Private Ltd.

Aircel has won many awards and recognitions. V oice and Data gave Aircel the highestrating for overall customer satisfaction and network quality in 2006. Aircel emerged asthe top mid-size utility company in B usiness worlds List of B est Mid-Size C ompaniesin 2007. Additionally, Tele.net recognized Aircel as the best regional operator in 2008.With over 17 million customers in the country, Aircel the fast growing telecom companyin India has revved up plans to become a full-fledged national operator by end of 2009.


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The company plans to become a pan-India operator by 2009.Additionally, Aircel has also obtained permission from Departmentof Telecommunications (DoT) to provide International Long Distance(ILD) and National Long Distance (NLD) telephony services. It is alsoa category A ISP.


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Group Company wise % market share - Apr'2009

Sl. No. Name of Company Total Sub Figures % Market Share

1 Bharti Airtel 96735306 32.44%2 Vodafone Essar 71541888 24.00%

3 BSNL 47723603 16.01%

4 IDEA 44174241 14.82%

5 Aircel 19585299 6.57%

6 Reliance Telecom 11965376 4.01%

8 MTNL 4222229 1.42%

9 BPL 2204676 0.74%

All India 298152618 100.00%


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Our Presence

Metro

Existing Circles

Upcoming Circles

Status as of -04.04. 2009

Karnata ka

Kolkata

WB

Orissa

Bihar

J&K

HP

Assam

RoTN

Chennai

WB

Kerala

North-East

Delhi

Andhra

Pradesh

Andhra

PradeshKar

Mumbai


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Above the Line (ATL) necessarily refers to softcommunication in terms of Press ads, Electronic ads (T V /Radio and C inema) and B ill B oards.

B elow the Line ( B TL) refers to point of sale communication

elements such as Posters, product literatures, Signage mediums,C

ustomer contact programs, Digital mediums, Rural marketing and events.

The brand or product campaigns devised will take its final form via marketimplementation with either or a mix of ATL and B TL communication.

The Research model is used for monthly or periodical tracking of brand relevance inthe minds of the Target Group (TG). This in effect is a broad indicator to understandthe efficacy of media mix chosen by the company to reach the TG.

Sales & M arketing

In context of the aggressive & competitive telecommunications industry in India, sales &marketing function plays the central role to drive business strategy and revenue.

1. Key functions for Aircel sales & marketing:

Revenue Strategy: B udgeting & maximizing revenue targets

Acquisition Strategy:B

udgeting, planning & achieving customer acquisitiontargets

Retention Strategy: Planning & implementing retention strategy & customer delight

Product Strategy: Designing & optimizing product mix & developing new product or modifying existing product mix to competitive advantage


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from checking each payment request to Preparation of B alance Sheet. Depending on the limits and nature of

payment, it is handled at Location / Regional / Division /C orporate levels. Accounting revenue on a daily basis.

Taxation: Direct & Indirect taxes. Includes tax on income of

employees, sales tax & service tax. Revenue Assurance: C learance of any new plan or sales proposal. B illing: Preparation of bills to customer as per the tariff plan & usage.

Organizational MIS: Preparation & consolidation of MIS for the organization.C ompile a V ariance analysis with respect to all area of business conduct.

Activity of corporate Finance & Strategy

Fund Raising: Soliciting and sourcing money from bank and financial institutionfor meeting the business objective.

Debt Restructuring/ Refinancing: Altering the terms and conditions of the existingdebt obligation in order to achieve a lower cost of debt. Replacing an existingdebt with a new debt.

Treasury operation: Effecting timely payments and prudently investing surplusfunds to maximize returns. Monitoring funded/non-funded facilities for timelyrenewal. C ash flow monitoring to improve operational efficiency. Liaisoning withB anks and Financial institutions on operational matters. Ensuring securitycreation on time. Study the feasibility of new treasury products and recommendits usage.

Management Reporting: Periodic reporting of available credit limits and cash balance. Preparing and monitoring cash flow statements, Treasury and Investmentreports.

Planning: Preparation of Long Range Planning envisioning companys future.Drawing up a plan to anticipate and adapt to expected changes.

Strategy: Ascertaining financial viability of new projects and estimating fundingrequirements for new circles.

Exceptional Reporting/ Plan Updating: Periodic comparison of actual with planand reporting the exceptions. B road-scale information gathering and updating the

plan based on the recent trends and developments taking place in Telecom market


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AIRCEL MILESTONES IN 2007 -08 AND

ONWARDS

1. Aircel w as a llott ed sp ec tr um f o r 13 circle s . (J an-08)

In the beginning of the year 2008, Aircel gained momentum in the space of telecom inIndia post the allocation of additional spectrum by the Department of Telecom, Govt. of India for 13 new circles across India. These include Delhi (Metro), Mumbai (Metro),Andhra Pradesh, Gujarat, Haryana, Karnataka, Kerala, Madhya Pradesh, Maharashtra &Goa, Rajasthan, Punjab, UP (West) and UP (East).

2 . Aircel Cr oss ed 1 0 Million S ubs cri b er s .(Fe b-08)

Aircel achieved the 10 million customer mark in February. This landmark underlines thestrength of Aircels role in providing affordable telecom services to millions of people.The journey to the 10 million subscriber milestone was quite phenomenal .

3. Aircel S ponso red Ch e nna i S up er Ki ngs in IPL.(A p ril 08)

Aircel was main sponsor C hennai Super Kings, and this decision proved a very beneficial

one. It was the first IPL season and the journey of C SK till the last ball was thrilling .

As Aircel is the leading cellular service provider in C hennai and Tamil Nadu, anassociation with C hennai Super Kings was a natural fit. Aircel leveraged IPL associationto redefine and reposition the brand Aircel as a part of getting ready to enter the bigleague with a pan India presence post the allocation of spectrum in 13 telecom circles.

4 . Aircel w as a llott ed sp ec tr um f o r 13 circle s . (J an-08)

In the beginning of the year 2008, Aircel gained momentum in the space of telecom inIndia post the allocation of additional spectrum by the Department of Telecom, Govt. of

India for 13 new circles across India. These include Delhi (Metro), Mumbai (Metro),Andhra Pradesh, Gujarat, Haryana, Karnataka, Kerala, Madhya Pradesh, Maharashtra &Goa, Rajasthan, Punjab, UP (West) and UP (East).

5 . Aircel Cr oss ed 1 0 Million S ubs cri b er s .(Fe b-08)


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According to C OAI Aircel B ihar have 1402825 subscribers tillMarch 2009 which was about 7.5% of total Aircel subscriber acrossIndia.

According to C OAI, B harti Airtel has maximum market share in B ihar

with approx 47% followed by Reliance telecom andB

SNL with17% each. Aircel hasmarket share of 9%, followed by V odafone and Idea

TOTAL MARKET SHARE IN BIHAR

Reliance Telecom17%

BSNL17%

Bharti Airtel47%

Dishnet Wireless9%

ABTL (IDEA)5%

Vodafone Essar5%

Bihar Circle Mar. 2009


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Aircels B ihar Telecom C ircle provides its services in B ihar and Jharkhand region, whichcomprised of 8 zones Patna, Muzaffarpur, B hagalpur, Gaya, B egusarai, Ranchi,Jamshedpur, and Dhanbad.


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Aircel B ihar Telecom C ircle has 308 employees including off roll employees. It has 211employees on roll and 96 employees off roll. These off roll employees are from Addecco,a multinational consultancy with provide human resource to organization according totheir need. These employees act as off roll employees of organization.

Department On Roll Off RollC

SD 52 8Marketing 10 4Sales 70 1HR 3 -C ommercial 7 4

Network 49 57Finance 12 -Legal & Regulatory 1 -Administration 4 21B usiness Head 1 -Management Account 2 -

Total 211 96

The other functions which are outsourced are customer care service which has beenoutsourced to AA-Infotech. With its 350 employee (315 agents and 35 others)AA InfoTech receive all the customer complaint regarding various service provided byAircel. These complaints are further dealt by C SD department. Payroll Function has beenoutsourced to Allsactech


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III. CHAPTER

VISION VALUE

TAG LINE BRAND AMBASSADOR


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AWARDS AND ACHIEVEMENTS

y In 2006, V oice and Data awarded highest rating to Aircel received highest ratings

for its overall customer satisfaction and network quality.

y In 2007, Aircel was ranked on B usiness Worlds List of B est Mid-Size C ompanies.

y In 2008, Aircel was selected as the best regional operator by Tele.net.

y In 2009, Aircel was honored by C AMI INFO C OM National Telecom Award for

Excellence in Marketing of new telecom service.

y B ecame the most searcher brand in Google.

VISION

TO BE AN ICONIC MASS MARKET BRAND

VALUE

SIMPLE TRUSTWORTHY CREATIVE

TAG LINE

EXPLORE YOUR WORLD OF POSSIBLITIES


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BRAND AMBASSADOR

Mahindra Singh Dhoni new brand ambassador for AIR C EL.

For the last few weeks, Indias cricket captain and youth icon Mahindra Singh Dhoni has been extolling the virtues of Aircel mobile services on television, billboards andnewspapers across the country. If media planners are to be believed, in the last fewweeks, ever since it launched in Delhi, the mobile services company has worked out over Rs 35 crore to newspapers, magazines and television channels to promote its products.

The company says that Dhonis brand image fits in well with what Aircel stands for simplicity and the boy next door image which underlines consumer trust. The companyfeels there is no better way to connect with customers in India than cricket. It hassponsored the C hennai Super Kings team in the Indian Premier League and has nowtaken on board Dhoni as the brand ambassador.

We chose Dhoni very carefully. He is like us and reflects our unpretentious values inmany ways, besides being the best symbol of modern emerging India, says Sandip Das,the C EO of Maxis C ommunications of Malaysia, which owns 74 per cent of Aircel. (Ithad bought the stake from NRI businessmen C Sivasankaran.)


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IV. CHAPTER STUDY OF FUNCTIONAL AREA:

HUMAN RESOURCE MANAGEMENT


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HUMAN RESOURCE MANAGEMENT

Human Resource Management (HRM) is a management functions who areconcerned with hiring, motivating and maintaining people in anorganization. It focuses on people in the organizations. It seeks improve the

productive contributions of people to the organization in ways that areethically and socially responsible. It permeates all levels of management inan organization. It focuses on action, rather than on record keeping, written

procedures or rules. It is basically a method of developing potentialities of

employees so that they get maximum satisfaction out of their work and givetheir best efforts to the organization


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HumanResource

M anagement

E mployee

Hirin

E mployee &Ex ecutive

Remuneratio

Nature of HRM

ProspectsOf

HR M

I ndustrial

RelationsE mployee

MaintenanceE mployeeMotivatio

n


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OBJECTIVES OF HRM

The primary objective of HRM is to ensure the availability of a competent and willingworkforce to an organization. B eyond this, there are other objectives, too. Specifically,HRM are four folds- societal, organizational, functional and personal.

Societal Obj ectives- To be ethically and socially responsible to the needs andchallenges of the society while minimizing the negative impact of such demands upon theorganization .

O rganizational Obj ectives - To recognize the role of HRM in bringing aboutorganizational effectiveness. HRM is the only means to assist the organization with its

primary objectives.

Functional Obj ectives - To maintain the departments contribution at a levelappropriate to the organizations needs. Resources are wasted when HRM is either moreor less sophisticated to suit the organizations demands. The departments level of

services must be tailored to fit the organization it serves.

Personal Obj ectives - To assist employees in achieving their personal goals, atleast insofar as these goals enhance the individuals contribution to the organization.Personal Objectives of employees must be met if workers are to be maintained, retainedand motivated. Otherwise, employee performance and satisfaction may decline andemployees may leave the organization.


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HR ACTIVITIES IN AIRCEL

The HR activities of AIR C EL, Patna comprises of following things-y Talent Developmenty Talent Acquisitiony Talent Management


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V. CHAPTER

SWOT ANALYSIS


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SW O T ANA LY SIS SWOT analysis is the process of analyzing the company and the

environment in which it is operating .This analysis helps in formulating effectivestrategies for the strengths, weakness, opportunities and threats. Strengths and Weakness

are internal to the organization whereas opportunities and threats are to the external to the

organization.

STRENGTH

GROWING PRI V ATE TELE C OM C OMPANY OF INDIA.

GRADULLY IMPRO V EMENT IN MARKET SHARE.

LEADER IN 4 TELE C OM C IR C LE A C ROSS INDIA.

PRO V IDE C ELLULAR MO B ILE WITH C ONNE C TION.

AIR C EL THE HIGHEST RATING FOR O V ER ALL C USTOMER

SATISFA C TION.

THE STRENGTH OF THE AIR C EL IS OF ITS WELL INFRASTRU C TURE.

HIGHLY SKILLED ITS EMPLOYEES .

ITS DEDI C ATED HR TEAM. ITS INTERNAL QUALITY STANDARDS AND C LOSENESS TO THE

MARKET.

ITS V ALUE ADDED SER V IC ES SU C H AS MO B ILE LEARNING , C OLOUR

SMS, C ALLERRING B AC K TUNES( C R B T), AIR C EL 55555NSER V IC ES,

AIR C EL SU B SC RIPTION SER V IC ES , AIR C EL PLAY S C RABB LE, AIR C EL

SMS C HAT/ C RUSH, AIR C EL SEAR C H YOUR FA V OURATE RINGTONES,

VOI

CEMAIL

BOX, IT,S

CRI

CKET TIME, AIR

CEL SA

VE YOUR

C ONTA C TS, AIR C EL JOKES, AIR C EL REGIONAL RINGTONES, AIR C EL

HOLLYWOOD/ENGLISH RINGTONES.


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WEAKNESS

NETWORK /SER V ER PRO B LEM.

LATE A C TIV ATION OF SIM C ARDS.

AFTER A C TIV ATION OF SIM C ARDS, IN MOST OF C ASE SIM IS

DEA C TIV ATED IN NEXT 15 OR 20 0R 30 OR 45 DAYS.

STILL MOST OF RETAILER DOES NOT HA V E EASY SIM AND

SIGN B OARDS.

LESS OR LA C K IN DO C UMENTATION. LESS HUMAN RESOUR C E.

LIMITED EXPOSURE IN THE EMERGING MARKETS.

UNSKILLED SALESMAN.

NO OF SALESMAN UNDER A DISTRI B UTOR IS LOW.

FREQUEN C Y OF V ISITING THE SALESMAN TO THE RETAILER IS

LOW.

DISTRI B UTES HA V E NOT THE PROPER MANAGEMENT AND

PROPER DO C UMENTATON.

NO OR LEAST C OV ERANGE IN THE RURAL AREA.

LAC K OR INSUFFI C IENT FINAN C E THAT C REATES HURDEL IN

THE EXPANSION OF C OMPANY.

LIMITED AND LOW QUALITY PRODU C TS.

UNE V ENLY TRAINED SALES FOR C E.

POOR MARKETING STRATEGIES.

LEAST AD V ERTISEMENT IN THE RURAL AREAS WELL AS

SMALL C ITY.

C OMPANY STILL PRO V IDING POOR SER V IC E OF INTERNET.


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OPPO RTUNIT Y

THE OPPORTUNITIES FOR AIR C EL IS NEW POTENTIL MARKET

WITH AMPLE S C OPE OF GROWTH, STIL C OMPANY PRO V IDING

SER V IC ES ONLY IN 17 C IR C LES WHILE 23 C IR C LES ARE

OPERATED IN OUR C OUNTRY.

STILL, C OMPANY DO NOT STARTS ITS SER V IC ES OUT SIDE THE

INDIA SO, HERE, IS ALSO OPPORTUNITIES FOR AIR C EL.

OPPORTUNITIES TO HA V E C OLLA B ORATI V E AD V ANTAGE

(ADV ANTAGES THROUGH STRATEGI C ALLIEN C ES AND

PARTNERSHIP) AND OPPORTUNITIES TO FULFILL THE

DEMAND OF LATENT MARKET.

OPPORTUNITIES IN PRO V IDING INTERNET FA C ILITIES.

OPPORTUNITIES IN THE 3G MO B ILE, B LAC K B ERRY SER V IC E,

HIGH SPEED INTERNET FA C ILITY ON THE MO B ILE PHONES.

THREATS

THREATS FOR THE AIR C EL ARE EXISTING OPERATING SU C H

AS AIRTEL, TATA INDI C OM! DEA C ELLULAR LTD., V ODAFONE,

SMART, RELIAN C E INDIA MO B ILE, B SNL, V IRGIN MO B ILES

AND MANY MORE. NEW C OMPETITOR IN THE MARKET.

REDU C TION IN THE C ALL RATES B Y THE C OMPETITORS.

NEW PRODU C TS LAUN C HED B Y THE C OMPETITORS.


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NEW PRODU C TS OR OFFERS INTRODU C ED IN

THE MARKET B Y C OMPETITORS.

VI. CHAPTER

A BRIEF PROJECT

ONEMPLOYEES GRIEVANCE

HANDLING


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Any dissatisfaction or discontent, whether exposed or not, whether valid or not, arising out of anything connected with the companywhich an employee thinks, believes or even feels to be unfair ,unjustor equitable.

AIMS & OBJECTIVES: To provide the employees easy and readily accessiblemachinery for prompt disposal of their day to day Grievances.

GRIEVANCE: CHARACTERISTICS

A Grievance may have following characteristics:

a) FA C TUAL: The employer -employee relationship depends upon the jobcontract in any organization. This contract indicates the norms defining the limitswithin which the employee expects the organization to fulfill his aspirations,needs or expectations. When these legitimate needs of expectations are notfulfilled, the employee will be dissatisfied with the job. Such dissatisfaction iscalled factual grievance.

E.g. When an employee is not given promotion which is due to him or When work conditions are unsafe, grievances of employees relating tothese issues are based on facts.

b) IMAGINARY: When the job contract is not clearcut and does not indicate thenorms defining the limits within which the employee expects the organization tofulfill his needs or aspirations, the employee develops such needs which theorganization is not obliged to meet. Normally the organization does not feel anykind of responsibility for such grievances and their redressal, because they are

based on wrong perception as well as wrong information of the employees. B utsuch grievances can have far reaching consequences on the organization becausethe employees are likely to develop an altogether negative attitude towards theorganization which decreases their effectiveness and involvement in work.

c) DISGUISED: In general organizations consider the basic requirements of their employees, psychological needs of the employees such as needs for recognition,affection; power, achievement etc. are normally unattended and ignored.

E.g. An employee complaining very strongly about the working conditions in theoffice may in turn be seeking some recognition and appreciation. From his or her


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colleagues. His disguised grievances should be consideredsince they do have far reaching consequences.In case they are unattended or ignored.

NATURE AND CAUSES OF GRIEVANCE:

In an organization a grievance may be presented by an employee or group employees,with respect to any measure or a situation that directly affects the individual or is likely toaffect, the conditions of employment of many workers. If such a grievance is transformedinto a general claim, either by the union, or by a group of employees, then the claim falls

outside the scope of grievance procedure as it is a collective grievance and therefore itfalls under collective bargaining.

In Grievance Procedure, A survey of practices in industries in India, its classified in to19 causes of employee grievances have been outlined. They are

1. Promotions

2.Amenities

3. C ontinuity of service

4. C ompensation

5. Disciplinary action

6. Fines

7. Increment

8. Leave

9. Medical B enefits

10. Nature of job


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11. Payment

12. Acting promotion

13. Recovery of dues

14. Safety appliances

15. Superannuation

16. Suppression

17. Transfer

18. V ictimisation and

19.C

ondition of work.

The international labour Organization (ILO), clarifies a grievance as a compliant of oneor more workers with respect to wages and allowances, conditions of work andinterpretation of service stipulation, covering such areas as overtime, leave, transfer,

promotions, seniority, job assignment and termination of service

The causes of grievances can be studied under the given headings:

(I) EconomicWage fixation.

Overtime.

Incentive.

Allowances.

Increments.

II) Work Environment

Poor physical condition of workplace like

Unsafe working condition,


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Illumination,

Poor ventilation and unsafe equipments.

Stringent production norms.

Defective tools and equipment.

Poor quality of material.

Unfair practices.

Nature of Job.

Poor quality raw material,

Tools,Equipments.etc.

III) Supervision

Relates to the attitude of the supervisor towards the employee such as perceived notionsof bias, favoritism, regional feelings etc.

IV ) Work Group

Employee is unable to adjust with his colleagues.

Suffers from feelings of neglect.

V ictimization and becomes an object of ridicule and humiliation etc.

V ) Miscellaneous

Issues relating to certain violations in respect of promotions,

C ontinuity of service.

Transfer


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Disciplinary rules

Fines

Granting leaves

Over stay after the expiry of leaves

Medical facilities

Favoritism

AN ACTUAL GRIEVANCE HANDLINGPROCEDURE

Prior to any formal grievance, the employee must discuss the issue with his/her immediate supervisor within three (3) working days after the date of occurrence, or three(3) working days after the date which the affected employee(s) could reasonably beenmade aware of the issue giving rise to the dispute or complaint.""If not resolved by the immediate supervisor within three (3) working days, theemployee(s) may submit a formal grievance, in writing, to Step 1 no later than three (3)working days."

STE P1 :A written grievance may be submitted by the grievant to the immediate supervisor, as setforth above. The employee may request a union representative accompany him/her to thediscussion, which will be held as soon as practicable, but not more than three (3) workingdays after the submission of the grievance. The supervisor shall provide a written answer to the employee within three (3) working days after the meeting. If the issue is notresolved, the employee(s) and/or Union may appeal to Step 2, within three (3) workingdays.

STE P 2:A meeting between the employee, union representative, the Department head and the

supervisor shall be held upon receipt of the appeal, or within three (3) working daysthereof. The Department Head shall provide a written response to the unionrepresentative within three (3) working days of the meeting. If no settlement is reached,to be timely, the union must appeal to Step 3 within five (5) working days.

STE P 3:


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A meeting between the General Manager, Department Head,Human Resource Representative, the District Union Representative,and two (2) other local Union officials (if a discipline case one [1]local union official may be displaced by the grievant) shall bearranged within five (5) working days of receipt of the Union's appeal

from Step 2. The meeting date will be established as soon as possible, but no later thantwenty (20) working days from the receipt of the appeal, except where circumstanceswarrant an extension. Such extension shall not extend for more than five (5) workingdays.The General Manager or his designate shall render a decision, in writing, to the DistrictUnion Representative no later than five (5) working days. If the matter is not resolved,the Union may submit the matter to AR B ITRATION within ten (10) working days of receipt of Management's STEP 3 answer.

ourth Stage

Employee andDepartmental Head Management

Appeal for review of decision

In a week it has to review its decision. In case of no change issue referred tothe Union.

ifth StageUnion discusses the issue and tries to reach a settlement between grievantemployee and the management. In case of Unions failure, grievancereaches the last stage of the grievance procedure..Sixth Stage

Settlement through Voluntary Arbitration by arbitrator/concillation Officerfrom the State Labour Department .

Note : The level at which Grievance is settled indicates the Industrial Relations andculture in the organization


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Voluntary Arbitration

Committee of Union and ManagementRepresentative

Manager

Grievance Committee

DepartmentalRepresentatives

Head of theDepartment

DepartmentalRepresentatives Supervisor

Foreman

Grievant Employee

N.S

N.S

N.S

N.S

N.S

ConveysVerbally


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NEED FOR A GRIEVANCE PROCEDURE

Grievance procedure is necessary for any organization due to the following reasons:

I) Most grievances seriously disturb the employees. This may affect their morale, productivity and their willingness to cooperating with the organization if an explosivesituation develops; this can be promptly attended to if a grievance handling procedure isalready in existence.

ii) It is not possible that all complaints of the employees would be settled by first- timesupervisors may not have a proper training for the purpose, and they may lack authority.Moreover there may be personality conflicts and other causes as well.

iii) It serves as a check on the arbitrary actions of the management because supervisorsknow that employees are likely to see to it that their protest does reach the higher management.

iv) It serves an outlet for employee gripes, discontent and frustrations. The employees areentitled to legislative, executive and judicial protection from the grievance redressal

procedure, which also acts as a means of upward communication.

v) The management has complete authority to operate the business as it sees fit-subject,of course, to its legal and moral obligations and the contracts it has entered into with itsworkers or their representatives trade union.

A well-designed and a proper and a proper grievance procedure provide:

I) A channel or avenue by which any grieved employee may present his grievance,

ii) A procedure which ensures that there will be a systematic handling of grievance,

iii) A method by which an aggrieved employee can relieve his feelings of dissatisfactionwith his job, working conditions, or with the management, and

iv) A means of ensuring that there is some measure of promptness in the handling of thegrievance.


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TYPES OF GRIEVANCES

A grievance may be specifically characterized into 4 major types:

I. Disagreement over M eaning or Application

In this type of grievance the facts of the issue are not usually in dispute. Something did or did not occur. A contrary meaning is attached to a term or condition of the agreement bythe union and the administration.Ex. Days allotted for death in the family theadministration does not consider a first cousin (blood relation) family. In these instances,the minutes from negotiations must be taken into account to determine the understandingof the negotiation members.

II. P lain Violation of the Agreement

This type of grievance may be the result of ignorance, C arelessness, error, omission of anact known to be contrary tothe terms of the agreement. This type is the simplest type of Grievance to substantiate.Ex. Our work day is 7.25 hours long the administration

schedules a work day that is from 7:30-3:30pm. (8 hours long) This matter can besubstantiated byGathering evidence to support the length of the day that the employee worked. Theadministration is not contesting the interpretation of thisTerm of the agreement but is rather ignoring it.

III. Dispute over the Facts

In this type of grievance there is no question as to what the agreement provides. The issueturns on whether the act which prompted administrative action occurred or did notoccurred. All employees must be in their rooms 20 minutes before student start time. A

written warning is given to a teacher who claims she was in the room at the designatedtime. The case rests on whether or not the employee was in the room. The solution iseasier if the employee can document her information. However, the administrator took the initiating action and he/she would have the burden of supporting theC ontention.


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IV. Disagreement as the Reasona bleness of Administrative Acts

In this type of grievance, the union feels the administrator exceeded his discretionaryauthority under the agreement.Ex. The contract states: extra duty is to be assigned on arotating basis.The employee feels he has been assigned duty more frequently than anyother teacher. The central issue here is the seeking of equity- the application of the termsand conditions of the contract in a fair and impartial manner.

ADVANTAGES OF HAVING A GRIEVANCE HANDLINGPROCEDURE

The following are some of the distinct advantages of having a grievances handling procedure:

(a) The management can know the employees feelings and opinions aboutthe companys policies and practices. It can feel the pulse of the employees.

(b) With the existence of a grievance handling procedure, the employee gets a

chance to ventilate his feelings. He can blow off his steam through anofficial channel. C ertain problems of workers cannot be solved by first linesupervisors, for these supervisors lack the expertise that the top managementhas, by virtue of their professional knowledge and experience.

(c) It keeps a check on the supervisors attitude and behavior towards their subordinates. They are compelled to listen to subordinates patiently andsympathetically.

(d) The morale of the employees will be high with the existence of proper grievance handling procedure. Employees can get their grievances redressed

in a just manner.

THE DISCOVERY OF GRIEVANCES

Grievances can be uncovered in a number of ways. Gossip and grapevine offer vital cluesabout employee grievances. Gripe boxes, open door policies periodic interviews, exit


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HANDLING EMPLOYEES GRIEVANCES

1. Background

y Previously, the Employment Act 2002 established compulsory procedures for

workplace dispute resolution, comprising of dismissal and disciplinary procedures

and grievance procedures. The purpose of these procedures was to provide a legal

framework where disputes between the employer and the employee could

hopefully be resolved without recourse to the employment tribunal. As a result,

in relation to certain specified complaints the employee was required to submit a

written grievance and wait at least 28 clear days before submitting a claim to the

employment tribunal in relation to the subject matter of his/her grievance. If an

employer did not follow the prescribed grievance procedure when responding to a

relevant grievance, any subsequent successful employee claim would normally besubject to an increase in compensation of between 10-50%. Similarly, if an

employee had failed to comply with the other requirements of the grievance

procedures, any compensation awarded to them by the employment tribunal could

be decreased by the same amount. Rather than reduce the number of complaints

that a tribunal had to consider, the statutory procedures were considered to be

creating an additional level of complexity.

y However from 6 April 2009 employers and employees are no longer required tofollow this mandatory procedure for new matters and instead should follow the

Acas C ode of Practice on Disciplinary and Grievance Procedures (Acas C ode).

The Acas C ode sets out principles employers and employees should follow where

a grievance situation arises and can be found on Acas website: www.acas.org.uk.


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2. When to use a grievance procedure

y A grievance is any concern, problem or complaint that

employee raises with their employer. (Paragraph 1, Acas C ode).

y Problems an employee might want to raise with their employer could include:

y issues regarding the terms of employment;

y pay and working conditions;

y disagreements with co-workers/ supervisors;

y allegations of discrimination/ sexual harassment/ bullying; and/or

y Failure to be provided with statutory employment rights.

3. Do you have a written grievance procedure?

y The Acas C ode states that an employer should have a written grievance procedure

that is specific and clear. Employees (and where appropriate, their

representatives, i.e. union representatives) should be involved in the

development of the grievance rules and procedures. (Paragraph 2, Acas C ode).

y An employer should also publicise the grievance procedure, ensuring all

managers and employees are aware of the grievance procedure, where it can be

found and understand when and how it is applied.

y According to the Acas C ode, organizations may wish to deal with issues

involving bullying, harassment or whistle blowing, under a separate procedure.

4 . Acas Code Steps to handling a grievance

y The following is a description of the process that should be used when handling a

grievance according to the Acas C ode (Paragraphs 31 45, Acas C ode).

The employee should raise the grievance in writing


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y Employees should raise their grievance informally, in first

instance. Where it is not possible to resolve it in this manner,

it should be raised formally with a manager, (who is not the

subject of the grievance) in writing.

y The written grievance should set out the particulars of the grievance and should

be submitted by the employee without reasonable delay. (Paragraph 31, Acas

C ode).

Hold a meeting to discuss the grievance

y The formal meeting should occur as soon as possible after the grievance has been

received.

y A worker has a statutory right to be accompanied by a companion to the meeting

where the complaint is about a duty owed by the employer to the worker.

(Paragraph 34, Acas C ode). The companion can be trade union representative

(being an employee official or a union representative who is properly certified) or

a fellow worker. The presence of a companion may not be reasonable where the

particular companion chosen may prejudice the hearing.

y B est practice would be to write to the employee, setting out the proposed time and

place for the grievance meeting and noting their right to be accompanied to the

meeting.

y All parties should make every effort to attend the meeting.

y At the meeting the employee should be given an opportunity to explain the

grievance and also put forward what they are proposing is done to resolve it.

y According to the Acas C ode, at the meeting the companion should be allowed to

address the hearing (both putting and summing up the workers case) respond to

any views expressed at the meeting, and confer with the worker during the

meeting. The companion however does not have the right to answer questions


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on the workers behalf, address the hearing if the worker does

not wish it or prevent the employer from explaining the case

(Paragraph 37, Acas C ode).

y The meeting may need to be adjourned where further investigation is necessary.

Decision in writing

y A decision after the meeting about what action needs to be taken, if any, should

be made and communicated in writing to the employee without unreasonable

delay.

y The decision letter should also expressly note that the employee may appeal the

decision/ actions proposed to be taken, if they are unhappy with the outcome.

Right to appeal

y If the employee is not satisfied with the outcome, they should appeal in writing

and specifying the grounds of their appeal.

y If possible, the appeal meeting should be conducted by a manager who was not

previously involved in investigating the grievance.

y Again, the employee should be informed in advance of the time and place of the

appeal hearing and the right to bring a companion.

y The employer should communicate the final decision in writing without

unreasonable delay.

5 . General points

y Acas has produced general non-statutory guidance booklet on disciplinary and

grievance situations. The booklet contains sample disciplinary and grievance

procedures. It can be obtained from Aces (website: www.acas.org.uk)


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GRIEVANCE HANDLING ININDIAN INDUSTRIES

The 15th session of Indian Labor C onference held in 1957 emphasized the need of anestablished grievance procedure for the country which would be acceptable to unions aswell as to management. In the 16th session of Indian Labor C onference, a model for grievance procedure was drawn up. This model helps in creation of grievance machinery.According to it, workers representatives are to be elected for a department or their unionis to nominate them. Management has to specify the persons in each department who areto be approached first and the departmental heads who are supposed to be approached inthe second step. The Model Grievance Procedure specifies the details of all the steps thatare to be followed while redressing grievances. These steps are:

STEP 1: In the first step the grievance is to be submitted to departmental representative,who is a representative of management. He has to give his answer within 48 hours.

STEP 2: If the departmental representative fails to provide a solution, the aggrievedemployee can take his grievance to head of the department, who has to give his decisionwithin 3 days.

STEP 3: If the aggrieved employee is not satisfied with the decision of departmentalhead, he can take the grievance to Grievance C ommittee. The Grievance C ommitteemakes its recommendations to the manager within 7 days in the form of a report. Thefinal decision of the management on the report of Grievance C ommittee must be

communicated to the aggrieved employee within three days of the receipt of report. Anappeal for revision of final decision can be made by the worker if he is not satisfied withit. The management must communicate its decision to the worker within 7 days.

STEP 4: If the grievance remains unsettled, the case may be referred to voluntaryarbitrations.


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DATA ANALYSIS


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Regarding job-rotation we find here that 64% employees are happywith the implementation of job-rotation.B ut since 36% people objecting to it, so it warrants attention.

PROMOTION

Inferences: Here the findings are a matter of concern, because 55% of the employees are expressingtheir reservation against the promotion policy and its implementation at Aircel.

II. To what extent the following attributes of the compensation system are relevantfor you and to what extent are you satisfied with them?

BASIC

Inferences: 60% of employees are only somewhat satisfied with what they get their basic salary.It shows that the general mood may tilt towards dissatisfaction any time.


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Dearness allowance

Inferences:64% of employees are only somewhat satisfied with what they get their basic salary.It shows that the general mood may tilt towards dissatisfaction any time.

House rent allowance

Inferences:69% of employees are only somewhat satisfied with what they get their basic salary.


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If this situation perpetuates people may get dissatisfied in the longrun.

GIFT COUPONS

Inferences: With 63% of the employees being satisfied to some extent while 25% dissatisfied withthe perks as gift coupons.A rethinking is needed on motivational incentives to the employees.

INCENTIVE BONUS

Inferences : In response to the above question related to satisfaction level of attributeIncentive bonus, 57% of the employees are satisfied with 6% are highly satisfied.B ut again 43% shaking their heads in negation warrants attention on part of the employer.


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LTC

Inferences: In response to the above question related to satisfaction level to LT C ,67% of the employees are happy with the ltc being provided to them while 33% are notsatisfied with it. B ut 11% of the dissatisfied employees are highly dissatisfied thatculminates into the growing resentment in the organization.

III. To what extent the following elements are provided to you or not and your satisfaction level on the existing level of such facilities?

SITTING ARRANGEMENT

Inferences: In response to the above question related to the facilities available for sitting in the office, 93% of the employees are pretty satisfied with the sittingarrangement.


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Air condition

Inferences: In response to the above question related to the facilities available and

satisfaction leve AC

, we find here the hygiene factor AC

is successfully preventing 62%employees from getting satisfied. verily ac is making the work place better.

STATIONARY

Inferences: 70% of the employees are satisfied with the quantity of the stationary being allotted to them . B ut 30% of the employees want some more to be added.

REFERESHMENT FACILITY AT CANTEEN


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Inferences: 39% of the employees want some better refreshment facilities to beintroduced in canteen, but still 61% have contentment with it. .

GET TOGETHER

Inferences:

This is an organizational dilemma, we are having 50-50 results i.e. half of the employeesare in favor of get- together programs while rest half shows cold shoulder towards it.

SUPPORT SERVICE


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EDUCATIONAL FACILITY

Inferences: 69% of the employees accede to the provision of educational facilitiesfor them in this organization. Somehow 31% of the employees want better educationfacilities.

TRANSPORTATION FACILITY

Inferences: 39% of the employees express their dissention with the lack of transportfacilities. It is a cause of concern.


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CULTURE AND DEVELOPMENT FACILITY

Inferences: 70% of the employees feel at home with the vibrant cultural milieu atAircel. This is an important achievement for the integrity of the cultural fabric of thisorganization.

SPORTS AND OTHER FACILITY

Inferences: Again we are getting an organizational dilemma .employees at Aircelare equally disposed to sports facilities and not inclined to the same.


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WELFARE SCHEMES FOR DECEASED EMPLOYEES FAMILY

Inferences: The welfare facilities with which Aircel consoles the family members of its deceased employees find appreciation among 54% of its employees. Aircel must takeearnest steps to get total welcome.

V . To what extent you think, the following are relevant to your social needs and towhat extent are your satisfied with them?

OPPORTUNITY TO BECOME MEMBER OF SOCIAL ORGANIZATIONS

Inferences: Despite the work load or such other reasons 53% of the employees stillget ample opportunity to affiliate themselves with the social organization. In the era of


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C orporate Social Responsibility, 47% of the employees not gettingample opportunity raises some serious doubts on part of socio-cultural acumen of Aircel managers.

ENCOURAGEMENT FROM MANAGEMENTS

Inferences: Managers are not ably encouraging their subordinates as is evident fromthe figure that 53% of the employees expressing their grievance for lack of time and

personal guidance from their superiors. This needs immediate attention.

OPPORTUNITIES TO WORK AND INTERACT WITH FORMAL AND INFORMAL ASSOCIATION WITH EXPERTS OF THE FIELD

Inferences: 46% of the employees want some expert guidance and interaction withthe icons of their respective fields of Aircel. That means the company must provide for the regular interaction programs with the successful employees so that motivational levelcan be enhanced.


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V I. AIR C EL aims at world class utility services. Does u think the career development/self development and learning activities it provides are relevant for you and are u satisfied?

OPPORTUNITIES FOR HIGHER EDUCATION

Inferences: 39% of the employees express their grievances for not getting ampleopportunities for higher education that is very much essential for the development of skills and career in the long run.

TRAINING FACILITIES


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Inferences: 57% of employees are happy with the role of reviewer in the respective performance appraisal. B ut 43% expressing their discord with their performancereviewer.

FEED BACK DE S IGN

Inferences: 63% of the employees agree with the feedback design at Aircel. Still37% of the employees want some modification.

FEED BACK S E SS ION


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Inferences: the feedback session appeals to 53% of the employees .although 47% of the employees say that the feedback session needs the look into its design.

R AT IN G JUST IF IC AT ION G IVEN BY TH E APP R A IS ER

Inferences: 53% of the employees accept that the justification given by the reviewer for rating of the employees is just an authentic. B ut the management must takecognizance of the fact that 47% of the employees negate the basic of justification.


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P RO B LEM S OLV IN G AB IL ITY

Inferences: 73% of the employees believe in the problem solving abilities of their superior and their colleagues .but 27% of them want Aircel to polish the skills of theemployees, so that problem solving ability can be enhance.

.

VII. CHAPTER

FINDINGS


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FINDINGS:

In the present time the work atmosphere has drastically changed over the years. Employees now are generally seen working for long hoursunder pressure to generate new plans, ideas, product and services in avery competitive environment and it is but natural that there will besome extent of grievances among them. May be because of working ata stretch for long hours, e.tc. In our project we have tried to find outthe grievances, employees are facing at Aircel.


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Employees are highly satisfied.

V ery less grievance between employees in

department.

Performing one of the best player in industry.

There is less coverage in rural area.

The companys training and development activities are channelize in

systematic way.

It has covered 8 circles in current year.


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VIII. CHAPTER

SUGGESTION &RECOMMANDATION,

CONCLUSION

SUGGESTIONS AND RECOMMENDATION GIVEN BY EMPLOYEES

After the careful observation of grievance handling procedure in Aircel the management

is recommended to take necessary steps to improve the overall process & to make it very

effective. The company should look after the grievances of each and every employee and

resolve it very effectively. Though the current hiring costs are a fraction of 1% of the

over $6 billion of Telecom industry. For fast growing Telecom Industry this is one more

concern related to employee costs .As the dissatisfaction among employees can lead to

the high rate of attrition in the organization and retention of the employees in very much

needed specially in this period of recession. As In view of such scenario, it is very

important that the organization takes every step to work on the identified pain areas in the

study. Some steps that can be taken are as under:-


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raising a grievance.

7. Don't become angry, belligerent, or hostile during grievance

handling procedure.

8. Do listen for the main point of arguments and any possible avenue to resolve the

grievance.

9. Listen and respond sensitively to any distress exhibited by the employees.

10. Don't "horse trade" or swap one grievance for another (where the union wins one,

management wins one). Each case should be decided on its merits.

11. Ensure effective, sensitive and confidential communication between all involved.

12. Try to look upon the problem on different angles for appropriate understanding.25. C onsider all relevant information in the investigation process.13. Ask the staff member their preferred resolution option, although it is important tomake it clear that this may not be a possible outcome.14. B e aware of the limits of authority of the person who involved in the grievancehandling procedures.15. If the manager feels that he/she is not the appropriate person (senior manager) to dealwith the issue refer the complainant to the appropriate person as soon as possible.

CONCLUSION:

Working at the Aircel as a Summer Trainee was wealthy experience and it has enhancedmy scope of knowledge and association with the professional environment by a greatmeasure.

This Summer Internship Project is milestone in my career.

We got the platform to learn something good in Aircel

We get to know about the telecom industries and their function.


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As our topic is Grievance Handling, we get to know aboutthe importance of Grievance Procedure in an organization andhow it can affect the employees dissatisfaction of anyorganization.

We become aware of Present condition of Aircel. To manage time in hectic schedule.

Increased our analytical ability and logical thinking.

We have increased our communication skills and self confidence.


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IX.

BIBLIOGRAPHY

BIBLIOGRAPHY

B OOKS

.-


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BB AANN GG AALLOO RR EE --44 99 ~~ 11 00 11 ~~

X. ANNEXTURE

QUESTIONNAIRE

EMPLOYEES GRIEVANCE HANDLING


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Date:

Department:

No. of Yrs. /Months in AIRCEL:

.The questionnaire consists of statements related to BASIC DATA, statements related to the MO NETAR Y FACT O RS and statements related to the NO N MO NETAR Y FACT O RS. I request you to pleaserespond to the questionnaire frankly

I assure of keeping your identity confidential.Thanks!!!

Please rate the elements given below on 1-6 point scale as mentioned below.

RATING SCA LE

1. To what extent you think the following attributes are relevant to you and to what extent are you satisfiedwith them?

1Nil

2V ery Low Extent

3Low Extent

4Fair Extent

5Good Extent

6V ery Good Extent


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S.No. Attri butes Satisfaction

main project 2003

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