Welfare Facilities and Employee Satisfaction in HLL PROJECT REPORT MBA

Project of welfare facilities and employee satisfaction surveyH L L
EXECUTIVE SUMMARY
Project consists of welfare facilities and employee satisfaction survey:It provides a channel for employees to communicate their views on wide range of issues in total confidence. Employee satisfaction survey is conducted to find out the satisfaction level of the employees towards welfare facilities at HLL. The other objective is to find out the areas of low satisfaction level where corrective actions can be taken to improve employee satisfaction. For this purpose a sample of 50 employees was selected & survey was done with the help of questionnaire and the results are analyzed for all the employees using percentage method. Based on this analysis, observations, given HR will be taking corrective actions to improve satisfaction level of the employees.
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INTRODUCTION
Of all the factors of production - Capital, land, labour; labour or man is undoubtly the crucial factor that makes or mars an organization. Employees are now a days seen as business partners of the organization. They empower the organization to succeed. At the threshold of this transformation, human assets need to be chosen carefully, developed, nurtured, utilized and their competencies multiplied. High employee satisfaction levels can reduce turnover and attrition rate in the industries. People are the key to success in the new economy. Companies are attaching greater importance to human performance today than ever before. And while corporations have presumably always valued their employees, in today's fast-moving new economy, people have gained even greater stature and are now seen as possibly the most important factor in a company's success or failure. Companies are giving due importance to recognize and the extraordinary efforts related to retain the people in industry, some are making efforts to attract and retain top talent, represent fundamental shifts in employer-employee relationships. And nowhere has this been truer than in the high-tech sector, with its insatiable demand for knowledge workers. But the focus on human performance now stretches across all industries and all levels, from the front lines of customer service to the highest executive ranks. Almost industries are putting their best efforts to the keep employees happy and engaged.
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One reason CEOs have begun investing in human performance improvement is that they now have quantifiable proof of a sizable return. HR is fast changing from an internal service department to a strategic partner in improving a company's competitive position. In this era of competition, if internal customers, i.e. employees are not happy then the organization will be out of competitive market.
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LITERATURE REVIEW
Meaning and Definition: Locke gives a comprehensive definition of Employee Satisfaction A pleasurable positive emotional state resulting from appraisal of ones perception of how well their job provides those things which are viewed as important. It is generally recognized in the organizational Behavior field that employee's satisfaction is the most important and frequently studied attitude".
Definitions of the concepts: To understand the concept clearly, it is better to understand the literal meaning of them. Therefore to understand the term "Employee Satisfaction" it is very much important to know the words "Employee" And "Satisfaction" separately.
Employee: According to the Oxford Dictionary the meaning of the "Employee is a Person employed for Wages". A person who works for another, in return, for financial or other compensation.
According to Employees State Insurance Act, 1948, An Employee is defined as the one who is directly employed by the principal employee or whose services are
temporarily lent to by another with whom the employee has a contract of service. The act also says that employee also includes any person employed for the wages or any
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work connected with the administration of the factory or establishment or any department or branch there of or with the purchase of raw materials for or the distribution of scales of the products of the factory or establishment. The act also covers any person engaged as in apprentice, not being an apprentice under the Apprefltice Act, 1961 or under The Standing Orders of the establishment, but does not include any member of the Indian Naval, Military or Air-forces". Satisfaction: According to the Oxford Dictionary the meaning of the satisfaction means "atonement or compensation or a situation where the expectations have been met". According to the Dictionary of Psychology by J. Akinson, E. Berne & R.S. Woodworth, Satisfaction means "A State of pleasant & wellbeing consequent upon having gratified an appetite or motive". Welfare means fairing or doing well. It is a comprehensive term, and refers to the physical, mental & emotional well being of an individual.
The ILO at its Asian Regional Conference defined Labours welfare as a term which is understood to include such services, facilities and Amenities and may be established or in the vicinity in them with amenities conducive to good health & high morale. The Oxford dictionary defines labours welfare as efforts to make life worth living for workmen. Chambers dictionary defines as a state of fairing on doing well, freedom from calamity, enjoyment of health, prosperity etc.
Need for Labour welfare in India
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The need for labours welfare was strongly felt by the committee of the royal commitment to industrial work among the factory work and also the harsh treatment receives from the employees since the developing country like India. This need was emphasized by the constitution of India in the chapter on the directive principle of state policy in the following articles. Importance of Employee Satisfaction: 1. Tracking the attitudes and opinions of employees can identify problems areas and solutions related to management and leadership, corporate policy, recruitment, benefits, diversity, training, and professional development. 2. A comprehensive employee satisfaction study can be the key to a more a motivated and loyal workforce. 3. The first step is to understand exactly which issues have the greatest impact on employee satisfaction. 4. The findings of the employee satisfaction survey will tell you exactly bow much more important one issue is over another so that you can focus your performance improvement initiatives appropriately. 5. In analyzing the data, we can define and refine issues that need addressed, such as overall job satisfaction, professional fulfillment, employee motivation and commitment, likelihood to stay with the organization, pay level, corporate goals and Objectives. 6. Survey results can be segmented by employee position, length of employment, fulltime vs. part-time, etc.
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FACTORS AFFECTING EMPLOYEE SATISFACTION. 1. Achievement 2. Recognition 3. Work itself 4. Responsibility 5. Advancement 6. Personal growth 7. Company policy and administration 8. Supervision 9. Relationship with supervisor 10. Work conditions 11. Salary 12. Relationship with peers 13. Personal life 14. Relationship with subordinates 15. Status 16. Security
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THEORIES OF EMPLOYEE SATISFACTION.
DAVIDC MCCLELLAND'S MOTIATIONAL NEEDS THEORY
David McClelland is most noted for describing three types of motivational need, which he identified in his 1988 book, Human Motivation: Achievement motivation (n-ach), Authority or power motivation (n-pow), Affiliation motivation (n-affil).
Davidic McClellands needs-based motivational model These needs are found to varying degrees in all workers and managers, and this mix of motivational needs characterizes a person's or manager's style and behavior, both in terms of being motivated and in the management and motivation others.
The need for achievement (n-ach) The n-ach person is 'achievement motivated' and therefore seeks achievement, attainment of realistic but challenging goals, and advancement in the job. There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment.
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The need for authority and power (n-pow) The n-pow person is 'authority motivated'. This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige. The need for affiliation (n-affil) The n-affil person is 'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players. McClelland said that most people possess and exhibit a combination of these characteristics. Some people exhibit a strong bias to a particular motivational need and this motivational or needs 'mix' consequently affects their behavior and working/managing style. McClelland suggested that a strong n-affil 'affiliationmotivation' undermines a manager's objectivity, because of their need to be liked, and that this affects a manager's decision-making capability. A strong n-pow 'authoritymotivation' will produce a determined work ethic and commitment to the organization, and while n-pow people are attracted to the leadership role; they may not possess the required flexibility and people-centered skills. McClelland argues that n-ach people with strong 'achievement motivation' make the best leaders, although there can be a tendency to demand too much of their staff in the belief that they are all similarly and highly achievement-focused and results driven, which of course most people are not.
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McClellands particular fascination was for achievement motivation, and this laboratory experiment illustrates one aspect of his theory about the affect of achievement on people's motivation. McClelland asserted via this experiment that while most people do not possess a strong achievement-based motivation, those who do, display a consistent behavior in setting goals: Volunteers were asked to throw rings over pegs rather like the Fair ground game; no distance was stipulated, and most people seemed to throw from arbitrary, random distances, sometimes close, Sometimes farther away. However a small group of volunteers, whom McClelland suggested were strongly achievement-motivated, took Some care to measure and test distances to produce an ideal challenge- not too easy, and not impossible. Interestingly a parallel exists in biology, known as the 'overload principle', which is commonly applied to fitness and exercising, i.e., in order to develop fitness and/or strength the exercise must be sufficiently demanding to increase existing levels, but not so demanding as to cause damage or strain. McClelland identified the same need for a 'balanced challenge' the approach of achievementmotivated people. McClelland contrasted achievement-motivated people with gamblers, and dispelled a common pre-conception that n-ach 'achievement motivated' people are big risk takers. On the contrary - typically, achievement-motivate din individuals set goals which they can influence with their effort and ability, and as such the goal is considered to be Achievable. This determined results-driven approach is almost invariable present in the character make-up of all successful business people and entrepreneurs.
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McClelland suggested other characteristics and achievement-motivate people: attitudes of Achievement is more important than material or financial reward. Achieving the aim or task gives greater personal satisfaction than receiving praise or recognition. Financial reward is regarded as a measurement of success, not an end in itself. Securitys not not prime motivator, nor is status. Feedback is essential, because it enables measurement of success, not for reasons of praise or recognition (the implication here is that feedback must be reliable, quantifiable and factual). Achievement-motivated people constantly seek improvements and ways of doing things better. Achievement-motivated people will logically favor jobs and responsibilities that naturally satisfy their needs, i.e. offer flexibility and opportunity to set and achieve goals, e.g., sales and business management, and entrepreneurial roles.
McClelland firmly believed that achievement-motivated people are Generally the ones who make things happen and get results, and that This extends to getting results through the organization of other People and resources, although as stated earlier, they often demand Too much of their staff because they priorities achieving the goal above the many varied interests and needs of their people. Interesting comparisons and relationships can be drawn between McClelland's motivation types, and the characteristics defined in Other behavioral models, e.g.
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Benziger's thinking and working styles: Achievement-motivation is A double-frontal brain mode style; affiliation-motivation is right basal (rear);authority-motivations arguably left basal (rear). Adair's action-centered leadership model: Achievement-motivated Managers are firmly focused on the Task, often to the detriment of The Individual and the Team. Affiliation-motivation people are Team And Individual centered. Thomas International (Perform ax) DISC system: Achievement motivated people are 'D' profiles - results-driven, decisive, dominant, etc. Affiliation-motivated people are I (proactive) and S (reactive)profile Authority-motivated people are Sand C profiles. (More detail on the Benziger page.) Hersey/Blanchard's Situational Leadership model: Achievement motivated people tend to favor the styles of the first and second modes('telling' an 'selling'); affiliationmotivated people tend to favors the third mode ('participating'); and the authoritymotivated people tend to favor the style of mode four ('delegating'). (More detail on the Tuckmanpage.) McGregor XY Theory: Achievement-motivated people tend towards X-Theory style, due to their high task focus; there is plenty of Exception however, and training definitely helps the n-ach manager to seethe value of employing Theory Y style. n-pow managers are Definitely Theory X. n-affil are typically Theory Y and if not can relatively easily be trained to be so.
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Hertzberg motivators and hygiene factors: n-ach people are more Responsive to the Hertzberg motivators (especially achievement obviously) an n-affil and n-pow people.
ADAMs. EQUITY THEORY John Stacey Adams -equity theory on job motivation John Stacey Adams, workplace and behavioral psychologist, put Forward his Equity Theory on job motivation in 1963. There are Similarities with Charles Handy's extension and interpretation of Previous simpler theories of Maslow, Herzberg and other pioneers of Work place psychology, in that the theory acknowledges that subtle and variable factors affect each individual's assessment and perception of their relationship with their work, and thereby their employer. Awareness and cognizance feature more strongly than in earlier models, as does the influence of colleagues and friends, etc, in forming cognizance, and in this particular model, 'a sense of what is fair and reasonable'. Adams' equity theory We each seek a fair balance between what we put into our job and what we get out of it. Adams calls these inputs and outputs. We form perceptions of what constitutes a fair balance or trade of inputs and outputs by comparing our own situation with other 'referents'(reference points or examples) in the market place. We are also influenced by colleagues, friends, partners in establishing these benchmarks and our own responses to them in relation to our own ratio of inputs to outputs. If we feel are that inputs are fairly and adequately rewarded by outputs (the fairness benchmark being subjectively perceived from market norms and other comparables
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references) then we are happy in our work and motivated to continue inputting at the same level.
Inputs are typically: Effort, loyalty, hard skill, work, People
Outputs are typically Financial rewards pay, salary,
commitment, adaptability,
ability, need to feel expenses, perks, benefits, pension flexibility, that there is arrangements, bonus and commission fair plus intangibles -recognition,
tolerance, determination, heart a and soul, enthusiasm, trust in balance
reputation, praise and thanks, interest, responsibility, stimulus, travel, training, development, sense of
our boss and superiors, support between of colleagues and subordinates, inputs and personal sacrifice, etc. outputs.
achievement and advancement, promotion, etc.
If we feel that our inputs out-weigh the outputs then we become demotivated in relation to our job and employer. People respond to this feeling in different ways: generally the extent of demotivation is proportional to the perceived disparity between inputs and expected outputs. Some people reduce effort and application and become inwardly disgruntled, or outwardly difficult, recalcitrant or even disruptive. Other people seek to improve the outputs by making claims or demands for more reward, or seeking an alternative job.
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ABRAHAM MASLOW'SHIERARCHY OF NEEDS MOTIYATIONAL.MODEL Abraham Maslow developed the Hierarchy of Needs model in 1940-50's USA, and the Hierarchy of Needs theory remains valid today for understanding human motivation, management training, and personal development. Indeed, Maslow's ideas surrounding the Hierarchy of Needs concerning the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfill their own unique potential (self-actualization) are today more relevant than ever. Abraham Maslow's book Motivation and Personality, published in 1954 (second edition 1970) introduced the Hierarchy of Needs, and Maslow extended his ideas in other work, notably his later book Toward A Psychology Of Being, a significant and relevant commentary, which has been revised in recent times by Richard Lowry, who is in his own right a leading academic in the field of motivational psychology.
Abraham Maslow was born in New York in 1908 and died in 1970,although various publications appear in Maslow's name in later years. Maslow's PhD in psychology in 1934 at the University of Wisconsin formed the basis of his motivational research, initially studying rhesus monkeys. Maslow later moved to New York's Brooklyn College.
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Maslow's original five-stage Hierarchy of Needs model is clearly and directly attributable to Maslow; later versions with added motivational stages are not so clearly attributable. Maslow's Hierarchy of Needs has been extended through interpretation of Maslow's work by other people, and these augmented models and diagrams are shown as the adapted seven and eight-stage Hierarchy of Needs models below. There is some uncertainty as to how and when these additional three stages (six, seventh and eighth - 'Cognitive', 'Aesthetical', and 'Transcendence') came to be added, and by whom, to The Hierarchy of Needs model, and many people consider Maslow's 'original five-stage Hierarchy Of Needs model to be the definitive (and perfectly adequate) concept.
Maslow's hierarchy of needs
Each of us is motivated by needs. Our most basic needs are inborn,Having evolved over tens of thousands of years. Abraham Maslow's Hierarchy of Needs helps to explain how these needs motivate us all. Maslow's Hierarchy of Needs states that we must satisfy each need In turn ,starting with the first, which deals with the most obvious needs for survival itself. Only when the lower order needs of physical and emotional well being are satisfied are we concerned with the higher order needs of Influence and personal development.
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Conversely, the things that satisfy our lower order needs are swept away, we are no longer concerned about the maintenance of our higher order needs. Maslow's original Hierarchy of Needs model was developed between1943-1954.
FREDERICKHERZBERG MOTIVATIONALTHEORY
Frederick Hertzbergs motivation and hygiene factors Frederick Hertzbergs book 'The Motivation to Work', written with research colleagues B Mausner and B Snyderman in 1959, first established his theories about motivation in the workplace. Herzberg's work, originally on 200 Pittsburgh engineers and accountants, has become one of the most replicated studies in the field of workplace psychology.
Herzberg was the first to show that satisfaction and dissatisfaction at Work nearly always arose from different factors, and were not simply Opposing reactions to the same factors, as had always previously been(and still now by the unenlightened) believed. He showed that certain factors truly motivate ('motivators'), whereas others tendedto lead to dissatisfaction ('hygiene factors'). Accordintog Herzberg, Man has two sets of needs; one as an animal To avoid pain, and two as a human being to grow psychologically. He illustrated this also through Biblical example: Adam after his Expulsion from Eden having the need for food, warmth, shelter,safety, etc., - the 'hygiene' needs; and
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Abraham, capable and achieving great things through self-development - the 'motivational' needs. Herzberg's research proved that people will strive to achieve hygiene Needs because they they are unhappy without them, but once Satisfied the effect soon wears off satisfaction is temporary.
STATEMENT OF THE PROBLEM
A Study on Welfare facilities And its Impact on job Satisfaction

This particular topic is selected because job satisfaction is a very important element necessary for the smooth functioning of an organization .Employee surveys provide a channel for employee to communicate their views on a wide range of issues in total confidence .They help management to build up an accurate picture of how employees perceive the organization and highlight the causes of employee dissatisfaction.
PURPOSE OF THE STUDY:
The study has been conducted for gaining practical knowledge about HR practices and fulfillment of Masters of Degree in Business Administration.
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SCOPE OF THE STUDY:
The survey was conducted on Operative Level of HLL. The questionnaire for this survey was framed considering those factors where corrective action can be taken at HLL. From the result of the survey the HR department can take the corrective action to increase employee satisfaction and thereby increase productivity.
SURVEY OBJECTIVES:
To understand the impact of welfare facilities on job satisfaction. To measure employee satisfaction level from different perspectives. To identify the perceived importance of satisfaction factors and the issues causing dissatisfaction.
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To propose recommendations for enhancing employee satisfaction to improve business performance.
To know the welfare facilities provided by HLL.
COMPANY PROFILE Corporate Profile
Hindustan Latex Limited (HLL) is a Government of India Company, under the Ministry of Health and Family Welfare. HLL was incorporated on March 1, 1966 with the objective of producing and providing good quality condoms for the National Family Planning Program. The foundation stone for the plant to be set up with Japanese Technology, in the natural rubber rich state of Kerala was laid by the then Union Minister for Health and Family Welfare, Dr. Sushila
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Nayyar at peroorkada in Thiruvananthapuram on January 14, 1967. Commercial production at the plant commenced on April 5, 1969. HLL today is one of the worlds largest manufacturers of condoms with an annual production capacity of 800 million pieces. Today over three decades and five years hence, HLL has developed an impressive production infrastructure for a range of Contraceptives and Health Care Products. Manufacturing facilities of HLL have the prestigious ISO 9002 and the ISO 14001 Certifications, the CE Mark for HLLs Blood Bags and Condoms, and the 510(k)
Certification for its Condoms from the US FDA. HLL brands are being exported to over 70 countries today. HLL has set up a trust - Hindustan Latex Family Planning Promotion Trust (HLFPPT), which is implementing various Social Projects with an objective of bringing about planned behavioral change in some of the most backward areas in India. HLFPPT has developed the expertise and has rich experience in successfully carrying out various social projects in the field of Reproductive Health, Safe Sex and AIDS Prevention. Uniqueness of HLL - Our wide range of products for Contraceptive and Health Care segments, which possibly no organization the world ever could offer. Today HLL product range include: Contraceptive Aids: Condoms Copper Ts Oral Contraceptive Pills - Saheli the Once-a-Week Pill, Mala D, and the Preventol Emergency Contraceptive Pills
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Health Care Aids: Blood Transfusion Bags Hydrocephalus Shunts Surgical Sutures Surgical and Examination Gloves
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Social Marketing Products: Ferro Plus-Iron and Folic Acid Tablets Jal Jeevan Oral Re-hydration salts Plast aid Medicated Plasters
History To trace briefly, HLLs landmarks in the 37th year since its commencement of operations: 1969 - Commences on April 5, commercial production of Condoms at its plant at Thiruvananthapuram. Production capacity at 144 million pieces a year. 1976 - Production capacity doubled with the addition of two more lines in the molding section. Production capacity doubles to 288 million pieces. 1985 - The addition of the plants at Belgaum and Thiruvananthapuram with the latest state-of-art Japanese Technology, raises HLLs total Condom production capacity to 800 million pieces a year. 1991 - HLL recognized as a MOU signing organization by the Government of India. HLL granted the 510(k) Certification by Food and Drug Administration (FDA) of the US, needed for export of its Condoms to the USA. 1992 - Diversifies into manufacture of Surgical & Examination Gloves. Commences formulation and tabletting of Saheli once-a-week pill at Belgaum. 1993 - Plant for formulation and tabletting of Mala-D Oral pills, commissioned at Belgaum. 1994 - Commences production of Copper-T Intra-Uterine device at its Aakkulam plant. Commences commercial production of Ceredrain Hydrocephalus Shunts.
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1994-1995 - Introduces Surgical, Synthetic and Catgut Sutures.
1995-1996 - Introduces HL-Haemopack Blood Transfusion Bags. HLL awarded the NF mark by the Laboratoire National Diseases, France, which is the certification required for export of its Condoms to the European Nations. 1996 - HLL granted ISO 9002 - for its efficient Quality Management Systems - for its Peroorkada plant manufacturing Condoms, and Aakkulam plant manufacturing Blood Bags, Copper-T and Hydrocephalus Shunt. 1997 - HLL, the only Company from India selected by WHO for obtaining their requirements of Condoms-for reaching countries worldwide. 1998 - HLL Peroorkada plant granted the prestigious CE mark- the prime requisite for export of Condoms to the European Economic Community (from June 1998) - by GMED, France, the official French Certification Agency. HLLs Aakkulam plant also receives the CE mark from SGS Yarsley International Certification Services, UK for its Blood Bags.
Hindustan Latex Family Planning Promotion Trust (HLFPPT) commences several social marketing projects and services all over the country. 1999-2000 - Receives MOU award and Certificate of merit from the Vice President of India, for excellence in the achievement of MOU targets. HLLs Aakkulam plant receives ISO 14001 certification. This certification signifies : Commitment to Protect environment and prevent pollution. Compliance with all Environment laws and regulations.
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Health and Safety of Employees and, Conservation of energy and natural resources.
2002 - HLLs Peroorkada plant and Belgaum plant awarded the ISO 14001 certifications. HLLs Kanagala (Belgaum) plant awarded the CE mark for its Condoms. Awarded the Certificate of Merit by CAPEXIL for export achievements for 2001-2002. Introduces HL HAEMOSAFE Instant Needle and Syringe Destroyer, a fool proof system for destroying used needles. 2003 - HLL received on April 5, 2003, the MOU award of the Government of India, from His Excellency the President of India Dr. A. P. J. Abdul Kalamji, for excellence in the achievement of MOU targets for 2001-2002. Achieves highest turnover of Rs. 150 Crores. Records highest profits (PBDIT) of Rs. 20.30 Crores. Paid dividend of Rs.2.50 Crores to the Government of India. Introduces of Preventola Emergency Contraceptive Pills. Introduces for Blood Bank automation, two specially designed products - HiCare Blood Collection Monitor and HiCare Tube Sealer for sealing Blood Bags. HLL commences trial production of Surgical Sutures and Tissue Expanders at its plant at Aakkulam in Thiruvananthapuram. During 2002-2003 - HLL exported Rs.13 Crores worth of its Condoms, Blood Bags, Hydrocephalus Shunts, and Latex Gloves to over 60 countries around the world. HLL attains top position in the area of social marketing, with added thrust from the Hindustan Latex Family Planning Promotion Trust (HLFPPT). Commercial production of Surgical Sutures launched on September 27, 2003 by the Union Minister for Health and Family Welfare Smt. Sushma Swaraj.
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2004- Launched Moods condoms in the Middle East on January 22. HLLs Female Condom launched on February 13, 2004, by the Secretary, Dept. of Family Welfare Sri P.K. Hota, IAS at New Delhi. HLL Sanitary Napkins Sakhia launched at a special function in Indore on February 29. HLL new Unit at Cochin Special Economic Zone
(CSEZ)
inaugurated
by
the
Chairman
on
March
4,
2004.
Records the highest turnover yet of Rs. 162.54 crores and profits (after tax) of Rs.18.81 crores. CONSAP Contraceptive Cream for women, launched at Chennai in June 2004. Received from the Prime Minister of India on September 4, 2004, the Government of India MOU Award on being adjudged amongst the top ten Of the Central Public Sector Unitsm, on the basis of MOU targets achieved. Paid a Dividend of 24.21% to the Government of India, amounting to Rs.386 lakhs on November 25, 2004. Launched in collaboration with M/s Becton and Dickinson, Autoloka Auto destructive syringes, a special function at New Delhi on December 16,2004.
HLLs Peroorkada Plant at Thiruvananthapuram awarded the Golden Peacock National Quality Award by the Institute of Directors, on the occasion of the 15th World Congress on Total Quality organised at Mumbai on January 14, 2005. Paid Interim Dividend of 20% amounting to Rs. 242.5 lakhs for the period April - November 2004, to the Union Minister for Health and Family Welfare Sri Anbumani Ramdoss at New Delhi on January 19, 2004. Also contributed Rs 20 lakhs to Prime Ministers Relief Fund. 2005-HLL have received best safety award from national safety council from state labour minister. HLL also announced the launched of auto lock syringes & made alliance with female health company, Chicago.
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HLL has started marketing through it Any Time Condom(ATC) vending machine at most all public places.
Kanagala plant
Executive Director(Operations) Hindustan Latex Limited Kanagala , Belgaum - 591225 Karnataka , India Ph: +91-8333- 279244, 279207 Fax: +91-8333-279245, 279206 E Mail: hllnfk@sancharnet.in Kanagala Plant of HLL has been set up in such a place where Severe unemployment problems were prevailed. Kanagala is small village in Hukkeri Taluka of Belgaum
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District. It is on the National Highway No.4 and it is about 55 km form Belgaum and 15 kms from Nippani. The population of Kanagala village is about 15000 and majority of the villagers are engaged in agriculture. The Kanagala area a is industrially and economically backward. In order to provide the employment to the native people and to improve the
standard of living of the village people, Shri. B. Shnakarananda, the Former Minister of Health and Family Welfare, Govt. of India, who has from the village, took the Initiative in establishment of Kanagala unit of HLL. HLL unit of Kanagala plant is having an area of about 28 Acres of land, about 3/4th of the total area is occupied by Factory building which consists of administrative building, main factory building. HLL was incorporated as a company under the ministry of Health and Family welfare of Government of India on March, 1969. HLL has been assisting nations massive family planning program by providing indigenously loco priced, high quality contraceptive namely CONDOMS. HLL is today the largest manufacturer of condoms in the country with its two plants at Belgaum in Karnataka state and one at Thiruvananthapuram in Kerala State, set up in collaboration with M/s. OKAMOTO INDUSTRIES INC. JAPAN having installed capacity of 608 Million pieces of condoms annually. HLL has moved on from the status of single product manufacturer to a multi product one, stepping into the reaction of health aids. The product range of HLL includes condom, copper- T, Blood Bags, Hydro cephalous shunts,Non-steroidal oral contraceptive pills and tabulating of Steroidal contraceptive pills "MALA D/N". HLL is also Engaged in the trading of premium quality surgical sutures.
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Kanagala plant in Belgaum, Karnataka commenced Operation ,with the production of condoms in 1985 using Japanese technology. It was expanded with the tabulating facility for Birth control pills, Mala-D/N and Saheli commenced in 1992. The tabletting of Emergency Contraceptive pills was started in 2003. Manufacturing Facility for Centchroman Bulk drug was added in 2004.
Electrical and maintenance department, boiler room, effluent plant, building, stores, ammonia storage locker room, office,canteen, assistance aid room, and within that area, there is a hostel for unmarried employees. The factory premises also include two quarters for GM/DGM (Operations and Production).There is separate building constructed for the Production of Mala -DIN. Coral contraceptive pills as the Diversification project of HLL at Kanagala unit. The Established Kanagala unit of HLL is to manufacture the Thinnest condoms and hence it is called condom factory and also it provides contraceptive pills MALA D/N. the main object of this is to provide employment opportunity to those people, who are coming form rural areas. The Kanagala unit of its industrial background object is to develop the area and improving the standard of living of the people. The manufacturing unit has ISO 9002 certification. The production facility for Birth control pills has been set up in line with WHO good manufacturing practice. List of Quality Certifications ISO9001-2000 Certificate GMP Certificate CE Mark Certificate
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ISO14001: 2004 Certificate ISO 13485: 2003
MANAGEMENTSTRUCTURE The Management of HLL Kanagala plant is similar to that of Management of HLL unit at Thiruvananthapuram of Kerala State. The Chief Executive of the Kanagala Unit is the Deputy Genera Manager (Parma ) is Shri Padmanabhan.
HLL VISION "Innovating for Healthy Generations" HLL MISSION 2010 The vision statement is further crystallised through a mission statement focused on the 5 identified drivers to achieve this vision, viz., customer, employees, business, industry and social initiatives.
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Strengths and Capabilities Over thirty years experience in the manufacture of latex based products and voer the past decade of Polymer based products. Highly proficient expert team of Technical and other personnel to envision and implement any task. Hands of experience of having implemented three expansion projects. Thoroughly modernised its existing manufacturing units indigenously, utilising the expertise of its own technical personnel. Technical expertise in the area of Technology Transfer. Setup indigenously world class production facilities for the manufacture of Blood Transfusion Bags, Hydrocephalus Shunt and Copper-Ts. Providing Consultancy Services for the setting up of a Blood Bag Unit in West Bengal. MANUFACTURING PROCESS The manufacturing process of condoms can be broadly
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Classified into 3 main operating viz1) Compounding of latex. 2) Molding of compounded latex. 3) Vulcanization of molded project. 4)Inspection Process 5)Packing
Products of HLL Kanagala Condoms having various brand names: 1.Nirodh-Free supply 2.Nirodh-New Lubricated 3.Deluxe 4.Super Deluxe 5.Moods 6.Rakshak 7.Share 8.Masti 9.Nymph 10.Ustad 11.Sparsh 12.Pick me
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13.Zaroor Rangeela Oral Contraceptive Pills for females 01.Mala-D 02.Mala-N 03.Saheli 04.Apsara 05.Preventol 06.Arpan 07.Choice
08.Mukti 09.Julie 10.Khushi Health care Aids 01.Blood Transfussion Bags 02.Surgical Suteires 03.Surgical & Examination gloves 04.Hand Gloves Human Resources Vision
Fostering employee excellence in support of building the Nationals best Health Care Company.
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Mission To provide company wide leadership in formulating human resource policies and programmers that enhance the quality of employee services and encouraging employee contributions towards sustaining HLLs continued excellence. To collaborate with all other departments in supporting effective recruitment, development and maintenance of a highly competent workforce. To be a strategic partner in creating a work environment which fosters individual achievements, teamwork, integrity, professionalism and accountability. To foster a meaningful, environmental friendly and productive work environment and ensure positive contribution to the community around us.
Objectives Exercise leadership in modeling and implementing successful human resource policies and practices that help unleash employee potential. Create an organizational ambience where talents can bloom and support the managements efforts to foster a high performance workforce. Support local efforts to recruit, develop and retain a highly qualified work force by building market practices and effective employer practices into human resource methodologies. Encourage, support, reward and recognize creativity, innovation, individual and team performance.
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Provide competitive terms and conditions of employment to the work force through building up a reward and recognition mechanism that provides value for people.
HR Philosophy We, * Believe in the potential of our most valuable assets- Our employees. * Believe and trust our employees. * Strive for excellence. * Exhibit the values of honesty, integrity and respect among our employees and the public in our work and conduct.
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ORGANIZATION CHART
The Kanagala is divided into the following Departments: 1. 2. 3. 4. 5. 6. 7. 8. Operations and production Boiler house Machine shop HR Accounts Purchase Stores Dispatch 37
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9. 10. 11.
Systems Safety Electrical
SAMPLE & SAMPLING TECHNIQUES When the filed of enquiry is large, a small representation of The larger whole is taken. The selected respondents are ethnically called the sample and the selection process is Called "Sampling Technique". In this study the investigator Has selected fifty respondents comprising about 14.3% of the universe. RESEARCH METHODOLGY: a)The research design descriptive: The primary information collected through questionnaire. The questionnaire were personally given to each other. b)Data Collection Method: The information necessary for this survey is collected by trapping primary and secondary sources.
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Primary Sources. Secondary sources Previous reports on employee satisfaction Related information from internet. Books and publication Questionnaire Personal Interaction
TOOL OF DATA COLLECTION A tool is an aid with which necessary and relevant Information can be fetched systematically to the subject matter. The interview method was the tool of data collection, which Was used by investigator. The schedule contains several Question resulting to different aspects of the problems under analysis. Open and closed - ended questions were used for the interview.
RESEARCH DESIGN
The research design is the conceptual structure within which research is conducted. The preparation of such a design facilitates research to be as efficient as possible yielding maximal information with minimal expenditure of time,effort and money. The present study is exploratory in nature, in the sense that An attempt has been made to explore the minds of the Workers with respect to various parameters that affect the Level of satisfaction. the interview method was chosen primarily because:
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It is more personal in nature. This facilitates better response and thus effective information can be gathered from the respondents It makes easier for the respondents to understand the objectives of the investigator and the study. There is a certain amount of flexibility, which can be helpful in gathering information in greater depth. Probability of securing spontaneous reactions is high. LIMITATIONS OF THE STUDY 1. It applied to only permanent employees of the HLL. 2. Only 50 respondents were taken out of 348, so it may not resemble the total. 3. Some of the questions in the interview schedule were not responded since the employee found it too sensitive to be answered. Data analysis: Data analysis was made based on questionnaire. Graphs have been used to know the level of satisfaction of the employees towards welfare measures. This analysis is helpful in recommending improvements in welfare measures
ANALYSIS AND INTERPRETATION OF DATA

Analysis and interpretation are central steps in the research process. Analysis of data means studying the tabulated material in order to Determine inherent facts or meanings. It involves breaking down Existing complex factors in to simpler parts and putting the parts Together in new arrangements for the purposes of interpretation. Thus The global of analysis is to submit summarize the collected data in Such a way that they provide answers to the questions that triggered
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the research. Interpretation is the search for the broader meaning of research findings. Through interpretation, the meaning s and implications of the study become clear. An analysis is not complete without interpretation; and interpretation cannot proceed without analysis. This chapter aims at presenting the resulted of the study in a logical and convenient form through simple tables, graphs and charts and explaining simple descriptive measures. It also aims at picking out the crucial results of the study. The entire chapter has been broken down into several .sub-chapters so as to facilitate easy understanding of facts and figures.
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1. I feel I am being paid a fair amount for the work I do in HLL. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 5 3 1 2 33 6 50 Percentage 10 6 2 4 66 12 100
Respondents 35 30 25 20 15 10 5 0
od er at Di el y sa gr ee sli gh tly Ag re e sl ig Ag ht ly re e m od er at Ag el y re e ve ry m uc h m uc h
Percentage
Respondents
ve ry ag re e Di s Di s
"Money as they say, "Is the Life and Blood of Every Business". Large part of money of the profile or be it loss makes the part of the salaries to the employees and this is One of the important reasons as to why an employee would do work.
In below mentioned table, the investigator has tried to gauge the employee's satisfaction towards the salary and reasons in it. More 82% of employee say that they agree that being paid a fair amount for the work they do in HLL
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42
2. There is really too little chance for promotion on my job. Sr N0 1 2 3 4 5 6
Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total
Respondents 1 4 1 5 5 34 50
Percentage 2 8 2 10 10 68 100
Respondents 40 35 30 25 20 15 10 5 0
Percentage
Respondents
As they say Growth is Life employee are also will to grow ahead what they are today in order to meet future challenges. From the above graph and table we can see that 78 %employee of HLL see that there is too little Chance of growth and small amount of employee say that 8% say they have moderate chance of promotion.
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ag re e
43
3. My supervisor is quite competent in doing his/her job. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 0 4 12 21 13 50 Percentage 0 0 8 24 42 26 100
Respondents 25 Percentage 20 15 10 5 0
od er at Di el y sa gr ee sli gh t ly Ag re e sl ig Ag ht ly re e m od er at Ag el y re e ve ry m uc h m uc h
Respondents
More than 68 % of employee say that there supervisor is quite competent in doing his/her job were as only 24% employee say that they are slightly agree with the statement and 8% say do not agree.
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ag re e
44
4. I am not satisfied with the benefits I receive in HLL. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 4 27 4 1 14 0 50 Percentage 8 54 8 2 28 0 100
Respondents 30 25 20 15 10 5 0
uc h y m od er at Ag el y re e ve ry m uc h sli gh tly od er at el sl ig ht ly m
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
More the 54% of employee say that they are satisfied with the benefits I receive in HLL only 28% of the employee say that they are not satisfied with the benefits I receive from the HLL
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Di s
Ag re e
Di s
45
5. When I do a good job, I receive the recognition for it that I should receive. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 5 0 5 19 6 15 50 Percentage 10 0 10 38 12 30 100
Respondents 20 18 16 14 12 10 8 6 4 2 0
od er at Di el y sa gr ee sli gh tl y Ag re e sl ig Ag ht ly re e m od er at Ag el y re e ve ry m uc h m uc h
Percentage
Respondents
The above graph show the relation with supervisor with the worker 42% of employee say that the receive the recognition for it that they should receive when they do good job. Only 20 % employee say that they not receive the recognition for their job.
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46
6. Many of our rules and procedures in HLL make doing a good job difficult. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 13 1 12 10 2 12 50 Percentage 26 2 24 20 4 24 100
Respondents 14 12 10 8 6 4 2 0
Percentage
Respondents
Rules and procedures in HLL make good job difficult for some employee about 44% of employee think that it make the effect were as 28% say it do not effect the job
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47
7. I like the people I work with in HLL. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 2 0 5 18 25 50 Percentage 0 4 0 10 36 50 100
Respondents 30 25 20 15 10 5 0
uc h y od er at el y sli gh tl y od er at el ig ht ly m uc h m
Percentage
Respondents
ve ry
sl
ag re e
Ag re e
ag re e
ag re e
Di s
the above graph and table show that the employee like the people who work with them in HLL about 86% of the employee say they like the people in HLL.
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Di s
Ag re e
Ag re e
Di s
ve ry
48
8. I sometimes feel my job is meaningless. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 23 18 7 1 1 0 50 Percentage 46 36 14 2 2 0 100
Respondents
ve ry ag re e Di s
the employee say that the work they do in the HLL is Meaningful and about 82% of the employee support the statement. In the other hand 14% say that they have some less meaning.
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Di s
ag re e
49
9. Communications seem good within HLL. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 3 0 2 13 11 21 50 Percentage 6 0 4 26 22 42 100
Respondents
ve ry ag re e Di s
A good and healthy Communications is needed to a good smooth running of the origination 64% and above say that communication is good in HLL were as 26% say it is at satisfaction level.
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Di s
ag re e
50
10. Raises are too few and far between. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 4 21 11 14 0 50 Percentage 0 8 42 22 28 0 100
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
Raises in the HLL are at a periodical period of time so some employee think it is too far or take more time were as other say that it is will take the corrects time.About 42% say rases are few and 50% say
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Ag re e
Di s
51
11. Those who do well on the job stand a fair chance of being promoted. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 3 5 22 16 4 50 Percentage 0 6 10 44 32 8 100
Respondents
Those who do good job they will get fair chance for promotion in HLL about 50% of employees say that this statement is true.
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52
12. My supervisor is unfair to me. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 26 6 1 5 2 10 50 Percentage 52 12 2 10 4 20 100
Respondents 30 25 20 15 10 5 0
Percentage
Respondents
ve ry ag re e Di s
The above mentioned table reveals that, the extent to which the employees are satisfied with their supervisors, at HLL. About 52% employees says that supervisors act fair with them.
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Di s
ag re e
53
13. The benefits we receive in HLL are as good as most other organizations offer. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 0 5 6 16 23 50 Percentage 0 0 10 12 32 46 100
uc h y m od er at Ag el y re e ve ry m uc h sli gh t ly od er at el ig ht ly m
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
The benefits we receive in HLL are as good as most other organizations offer this is supported by the maximum employees are in HLL about 78%.
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Ag re e
Di s
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14. I do not feel that the work I do is appreciated. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 4 13 6 0 20 7 50 Percentage 8 26 12 0 40 14 100
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
The large number of employees feel that they are not appreciate by the good work which they have done more then 40% is are not happy with the appreciated done by supervisor.
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Di s
Ag re e
Di s
sl
55
15. I am satisfied by the welfare Facilities provided to you by HLL Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 4 3 0 7 12 24 50 Percentage 8 6 0 14 24 48 100
Respondents 30 25 20 15 10 5 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
Almost all the employees are satisfied with the welfare facility provided by the company, 48% are completely satisfied with the welfare facilities.
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Di s
Ag re e
Di s
sl
56
16. I find I have to work harder at my job because of the incompetence of people I work with. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 11 9 0 14 11 5 50 Percentage 22 18 0 28 22 10 100
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
Employees do not have to work harder at my job because of the incompetence of people I work with more then 40% says that it does not have any effect
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17. I like doing the things I do at work.
Sr N0 1 2 3 4 5 6
Respondents 5 9 0 14 9 13 50
Percentage 10 18 0 28 18 26 100
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
Employees like doing the things they do at work more then 60% like the place where they work.
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Ag re e
Di s
58
18. The goals of this HLL are not clear to me. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 30 10 0 4 1 5 50 Percentage 60 20 0 8 2 10 100
Respondents 35 30 25 20 15 10 5 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
Many
dont know the correct goals of company
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Di s
employees of HLL have not communicated goals of company more then 60%
Ag re e
Di s
sl
59
19. I feel unappreciated by the HLL when I think about what they pay me. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 4 11 15 15 5 50 Percentage 0 8 22 30 30 10 100
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
All the employees are agree that they have been paid right amount of salary with reference to their scale 70% of employees are satisfied with their pay.
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Ag re e
Di s
sl
60
20. People get ahead as fast here as they do in other places Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 4 6 5 15 15 5 50 Percentage 8 12 10 30 30 10 100
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
People get ahead as fast here as they do in other places more then 70% of employees agree with this statement.
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Ag re e
Di s
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61
21. My supervisor shows too little interest in the feelings of subordinates. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 5 11 6 4 9 15 50 Percentage 10 22 12 8 18 30 100
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
Emplyees of HLL says that supervisor shows interest in the feelings of subordinates more 48% says that supervisor do not shows interest in the feelings of subordinates
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Ag re e
Di s
sl
62
22. The benefit package we have is equitable. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 4 5 6 21 14 50 Percentage 0 8 10 12 42 28 100
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
Almost all the employees think that the benefits are sufficient which are given by the HLL more then 70% employees are satisfied.
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Ag re e
Di s
sl
63
23. There are few rewards for those who work here. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 14 11 0 10 15 50 Percentage 0 28 22 0 20 30 100
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
There are few rewards for those who work here more then 50% that this statement is true and the rewards and awards should be increased.
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Di s
Ag re e
Di s
sl
64
24.I have too much to do at work. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 4 0 0 9 21 16 50 Percentage 8 0 0 18 42 32 100
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
More then 70% employees think that the work load is not too much
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Ag re e
Di s
sl
65
25. I enjoy my coworkers. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 4 0 0 6 19 25 54 Percentage 8 0 0 12 38 50 108
30 25 20 15 10 5 0
Di sa gr ee ve Di ry sa m gr uc ee h m od er Di at sa el y gr ee sl ig ht Ag ly re e sl Ag ig ht re ly e m od er Ag at el re y e ve ry m uc h
Respondents
This is one of the factors which the investigator thinks would affect the satisfaction level of employees at work. A person might be happy or might not be happy relating with people a this work place, such as relations with- his Supervisors,& his co-workers
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26. I often feel that I do not know what is going on with the organization. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 4 9 8 5 15 9 50 Percentage 8 18 16 10 30 18 100
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
Employees often feel that they know what is going on with the organization about 40% employees support the statement .
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Ag re e
Di s
sl
67
27. I feel a sense of pride in doing my job. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 2 6 3 4 15 20 50 Percentage 4 12 6 8 30 40 100
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
Employees feel a sense of pride in doing my job more then 70% feel pride working in HLL.
BABASABPATIL
Di s
Ag re e
Di s
sl
68
28. I feel satisfied with my chances for salary increases. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 4 9 0 11 10 16 50 Percentage 8 18 0 22 20 32 100
Respondents 18 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
More then 74% employees feel satisfied with my chances for salary increases in future
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Ag re e
Di s
sl
69
28. There are benefits we do not have which we should have. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 9 6 6 25 4 50 Percentage 0 18 12 12 50 8 100
Respondents 30 25 20 15 10 5 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
More then 50% feel that there are benefits we do not have which we should have.
BABASABPATIL
Di s
Ag re e
Di s
sl
70
29. I like my supervisor. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 0 9 11 15 15 50 Percentage 0 0 18 22 30 30 100
Respondents 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
All the employees of HLL like their supervisor more then 60% supervisor
BABASABPATIL
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Ag re e
Di s
sl
71
30. I don't feel my efforts are rewarded the way they should be. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 19 0 16 10 5 50 Percentage 0 38 0 32 20 10 100
Respondents 20 18 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
More then 62% of HLL employees don't feel my efforts are rewarded the way they should be.
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Ag re e
Di s
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72
31. I am satisfied with my chances for promotion in HLL. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 21 0 9 6 4 10 50 Percentage 42 0 18 12 8 20 100
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
42% of employees are not satisfied with my chances for promotion in HLL.
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Ag re e
Di s
sl
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32. There is too much bickering and fighting at work. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 16 14 6 11 3 0 50 Percentage 32 28 12 22 6 0 100
Respondents 18 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
Majority of the employees say there is too much bickering and fighting at work.60% says that there is no fighting in HLL.
BABASABPATIL
Di s
Ag re e
Di s
sl
74
33. My job is enjoyable. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 4 6 0 9 26 5 50 Percentage 8 12 0 18 52 10 100
Respondents 30 25 20 15 10 5 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
80% employees says that job is enjoyable.
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Di s
Ag re e
Di s
sl
75
34. Work assignments are not fully explained. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 16 0 11 13 10 50 Percentage 0 32 0 22 26 20 100
Respondents 18 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
48% of employees says that Work assignments are not fully explained
BABASABPATIL
Di s
Ag re e
Di s
sl
76
35. I am satisfied with Rest room & Sitting Facilities provided. Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 9 0 0 10 15 16 50 Percentage 18 0 0 20 30 32 100
Respondents 18 16 14 12 10 8 6 4 2 0
Percentage
Respondents
ve ry
ag re e
ag re e
Di sa gr ee
Ag re e
82% of employees are satisfied with Rest room & Sitting Facilities provided.
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Di s
Ag re e
Di s
sl
77
36. I am satisfied with Arrangement for Drinking Water Sr N0 1 2 3 4 5 6
Respondents 9 0 0 0 29 12 50
Percentage 18 0 0 0 58 24 100
Respondents 35 30 25 20 15 10 5 0
od er at el y od er at el y uc h sli gh tly ig ht ly m uc h m
Respondents
ve ry
sl
Ag re e
ag re e
ag re e
ag re e
Di s
82% of employees are satisfied with Arrangement for Drinking Water
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Di s
Ag re e
Ag re e
Di s
ve ry
78
37. I am satisfied with Uniform Protector & Safety Equipment Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 5 0 0 41 4 50 Percentage 0 10 0 0 82 8 100
Respondents 45 40 35 30 25 20 15 10 5 0
y od er at el y m uc h od er at el sli gh t ly ig ht ly m uc h
Respondents
ve ry
sl
Ag re e
ag re e
ag re e
ag re e
Di s
90% of employees are satisfied with Uniform Protector & Safety Equipment
BABASABPATIL
Di s
Ag re e
Ag re e
Di s
ve ry
79
38. I am satisfied with Canteen Facilities Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 14 5 0 21 10 50 Percentage 0 28 10 0 42 20 100
Respondents 25 20 15 10 5 0
Respondents
ve ry
sl
Ag re e
ag re e
ag re e
ag re e
Di s
62% of employees are satisfied with Canteen Facilities
BABASABPATIL
Di s
Ag re e
Ag re e
Di s
ve ry
80
39. I am satisfied with Educational Loan & Allowance for Education Sr N0 1 2 3 4 5 6 Option Disagree very much Disagree moderately Disagree slightly Agree slightly Agree moderately Agree very much Total Respondents 0 4 6 10 16 14 50 Percentage 0 8 12 20 32 28 100
Respondents 18 16 14 12 10 8 6 4 2 0
Respondents
ve ry
sl
Ag re e
ag re e
ag re e
ag re e
Di s
80% of employees are satisfied with Educational Loan & Allowance for Education
BABASABPATIL
Di s
Ag re e
Ag re e
Di s
ve ry
81
40. I am satisfied with Accommodation Facilities & Transport Facilities Sr N0 1 2 3 4 5 6
Respondents 0 5 0 0 26 19 50
Percentage 0 10 0 0 52 38 100
Respondents 30 25 20 15 10 5 0
od er at el y od er at el y m uc h sli gh t ly ig ht ly m uc h
Respondents
ve ry
sl
Ag re e
ag re e
ag re e
ag re e
Di s
90% of employees are satisfied with Accommodation Facilities & Transport Facilities
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Di s
Ag re e
Ag re e
Di s
ve ry
82
FINDINGS
82% of the employees say that they satisfied with the salary 78% of the employees say that there are no growth opportunities. 68% of the employees say that their supervisor does his work competently. 54% of the employees say that they are satisfied with the benefits received from HLL.
42% of the employees say that they receive recognition for doing a good job. 52% of the employees say that the policies of the company do not affect their job performance.
86% of the employees say that they like their subordinates in HLL. 66% of the employees say that their supervisor behaves fairly with them. 90% of the employees say that they receive very good benefits from HLL. 82% of the employees are satisfied with the rest room and sitting facilities. 90% of the employees are satisfied with uniform, protector and safety equipments.
62% of the employees are satisfied with canteen facilities 80% of the employees are satisfied with education loan and allowances for education.
90% of the employees are satisfied with the accommodation facilities and transport facilities.
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SUGGESTIONS The investigator has discussed with the sample respondents covered regarding their satisfaction level focusing on five major aspects namely: Place of work and work itself, Relation of people you work with, amenities provided, Rewards received and Opportunities for growth in oneself. Since The Company has not started in late 1980's, the management has taken proper care to create a conducive atmosphere for the employees working in all sections of the organization. Employees working in the administration are housed in a separate building, where all the amenities are made available to the employees. Similarly the company has also a technically drawn HR policy which as consolidated manpower management issues, such as reward system, suggestion scheme, promotion policy and facilities etc. Yet certain amount of discontent has been noticed in the employees regarding certain aspects of their work life, which in-turn influence on their job satisfaction. .. 1.CANTEEN: Canteen is a statutory requirement as per Factories Act of, 1948. HLL, Kanagala has put up a nice canteen to cater the requirements of the workforce. Employees have a say about the style of management of the canteen, lot of dissatisfaction is being expressed on the quality of food served by the canteen on the price fixed. Though there is a canteen committee consisting of both the management and employees, which monitor and supervise the general administration of the canteen, the food stuff prepared and served seems to lack in quality. The canteen committee may be directed to look into these aspects as to see that the menu and the quality of food is maintained up to the satisfaction of employees.
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There are other issues pertaining to facility of drinking water on which, some of the employees have expressed their dissatisfaction. However the quality of dissatisfaction do not seems to be very high. 3.On relationship between the sub-ordinates & top management, the employees seem to have positive opinion. Such relationship need to fostered and maintained for the future growth of the company.
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QUESTIONNAIRE FOR EMPLOYEE SATISFACTION SURVEY

This survey is being conducted to know employees satisfaction. your are requested to please spare some time to complete the questioner & help this survey. Please tick the correct answer E.g.: Are you employee of HLL (1 ) Yes or (2) No Personal Profile: 1. Name 2. Sex 3. Age ___ 4. Educational Status:_____________ 5. Marital status: (1) Married (2) Unmarried 6. Religion: (1)Hindu (2) Muslim (3)Christian (4)Other______________ 7. Present Designation:__________ 8. Year of experience: (1)Male or (2)Female
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JOB SATISFACTION SURVEY
Agree very much Agree moderately Agree slightly Disagree slightly moderately Disagree Disagree very much
PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION THAT COMES CLOSEST TO REFLECTING YOUR OPINION ABOUT IT.
I feel I am being paid a fair amount for the work I do in HLL. There is really too little chance for promotion on my job. My supervisor is quite competent in doing his/her job.
10 11
1 1
2 2
3 3
4 4
5 5
6 6
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12 13
I am not satisfied with the benefits I receive in HLL. When I do a good job, I receive the recognition for it that I should receive. Many of our rules and procedures in HLL make doing a good job difficult. I like the people I work with in HLL. I sometimes feel my job is meaningless. Communications seem good within HLL. Raises are too few and far between. Those who do well on the job stand a fair chance of being promoted. My supervisor is unfair to me. The benefits we receive in HLL are as good as most other organizations offer. I do not feel that the work I do is appreciated. I am satisfied by the welfare Facilities provided to you by HLL I find I have to work harder at my job because of the incompetence of people I work with. I like doing the things I do at work. The goals of this HLL are not clear to me.
1 1
2 2
3 3
4 4
5 5
6 6
14
3 4
15 16 17 18 19
1 1 1 1 1
2 2 2 2 2
4 5 5
6 6 6 6 6
3 4 3
4 5 5
3 4 3
4 5
20 21
1 1
2 2
3 4 3
6 6
4 5
22 23
1 1
2 2
3 4 3
6 6
4 5
24
3 4
25 26
1 1
2 2
4 5 5
6 6
3 4
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Agree very much Agree moderately Agree slightly Disagree slightly Disagree moderately Disagree very much
PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION THAT COMES CLOSEST TO REFLECTING YOUR OPINION ABOUT IT.
27
I feel unappreciated by the HLL when I think about what they pay me. People get ahead as fast here as they do in other places. My supervisor shows too little interest in the feelings of subordinates. The benefit package we have is equitable. There are few rewards for those who work here. I have too much to do at work. I enjoy my coworkers. I often feel that I do not know what is going on with the organization. I feel a sense of pride in doing my job. I feel satisfied with my chances for salary increases.
28 29
1 1
2 2
3 3
4 4
5 5
6 6
30 31 32 33 34
1 1 1 1 1
2 2 2 2 2
3 3 3 3 3
4 4 4
5 5 5
6 6 6 6 6
4 5 4 5
35 36
1 1
2 2
3 3
4 5 4 5
6 6
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37 38 39 40 41 42 43 44 45 46
There are benefits we do not have which we should have. I like my supervisor. I don't feel my efforts are rewarded the way they should be. I am satisfied with my chances for promotion in HLL. There is too much bickering and fighting at work. My job is enjoyable. Work assignments are not fully explained. I am satisfied with Rest room & Sitting Facilities provided. I am satisfied with Arrangement for Drinking Water I am satisfied with Uniform Protector & Safety Equipment I am satisfied with Canteen Facilities I am satisfied with Educational Loan & Allowance for Education I am satisfied with Accommodation Facilities & Transport Facilities
1 1 1 1 1 1 1 1 1 1 1 1 1
2 2 2 2 2 2 2 2 2 2 2 2 2
3 4 3
6 6 6 6 6 6 6 6 6 6 6 6 6
4 5 5
3 4 3
4 5 5
3 4 3
4 5 5 5 5 5 5 5 5
3 4 3 4 3 4 3 4 3 4 3 4 3 4
47 48 49
CONCLUSION
Employees at Hindustan Latex Ltd. are satisfied with the present welfare facilities provided to them, yet they need some improvements like clean drinking water and lunch room
The management should provide canteen facility to employees. The welfare facility provided by the HLL are good, and company should try to maintain same. The transport facility provided by HLL should be improved. Management should make arrangements for water filter (Aqua guard) to provide clean drinking water to the employees.
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BIBILOGRAPHY
1) Motivation to work
Herzberg Frederick
2) "Research Methodology" 2nd Edition, 2004, Kothari CR 3) Oxford Dictionary,
4) Applied Human Relations", Jack Hollran,
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Welfare Facilities and Employee Satisfaction in HLL PROJECT REPORT MBA

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Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Need for Labour welfare in India

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

THEORIES OF EMPLOYEE SATISFACTION.

DAVIDC MCCLELLAND'S MOTIATIONAL NEEDS THEORY

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Inputs are typically: Effort, loyalty, hard skill, work, People

Outputs are typically Financial rewards pay, salary,

tolerance, determination, heart a and soul, enthusiasm, trust in balance

achievement and advancement, promotion, etc.

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Maslow's hierarchy of needs

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

STATEMENT OF THE PROBLEM

A Study on Welfare facilities And its Impact on job Satisfaction

PURPOSE OF THE STUDY:

Project of welfare facilities and employee satisfaction surveyH L L

SCOPE OF THE STUDY:

Project of welfare facilities and employee satisfaction surveyH L L

To propose recommendations for enhancing employee satisfaction to improve business performance.

To know the welfare facilities provided by HLL.

COMPANY PROFILE Corporate Profile

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

1994-1995 - Introduces Surgical, Synthetic and Catgut Sutures.

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

ISO14001: 2004 Certificate ISO 13485: 2003

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Systems Safety Electrical

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

ANALYSIS AND INTERPRETATION OF DATA

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

Project of welfare facilities and employee satisfaction surveyH L L

2. There is really too little chance for promotion on my job. Sr N0 1 2 3 4 5 6

Project of welfare facilities and employee satisfaction surveyH L L