HR Project

1.
1 INTRODUCTION
During the past decade, employee turnover has become a very serious problem
for organizations. Managing retention & keeping the turnover rate below target &
including norms is one of the most challenging issues facing business. All indications
point toward the issue compounding in the future and even as economic time change,
turnover will continue to be an important issue for most job groups. The causes of
turnover are not adequately identified & solutions are often not matched with the
causes, so the fail. Preventive measures are either not in place or do not target the
issue properly, and therefore have little or no effect, and a method for measuring
progress & identifying a monetary value (ROI) on retention does not exists in most
organizations. Managing employee retention is a practical guide for manager to retain
their talented employees. It shows how to manage & monitor turnover and how to
develop the ROI of keeping your talent using innovative retention program.
Employee are the most important and valuable asset of an organization.
Organizations today are doing their best to hold on to their employees. Retaining them
is as important as hiring them in the first place. Retention is the next challenge after
hiring the employees. Retention is important because to make good people stick in the
organization.
Employees today are different. They are not the ones who don’t have good
opportunities in hand. As soon as they feel dissatisfied with the current employer or
the job, they switch over to the next job. It is the responsibility of the employer to
retain their best employees.
Definition
“Employee retention is a process in which the employees are encouraged to

remain with the organization for the maximum period of time or until the completion
of the project. Employee retention is beneficial for the organization as well as the
employee”.
“Employee retention refers to policies and practices companies use to prevent

valuable employees from leaving their jobs”
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FACTORS THAT AFFECTS RETENTION :
 Shifting markets
 Demands for specific skills
 Business conditions
 Demographics
 Lifestyle changes
 Technology issues
 Trends in work life decision as employees needs change
WHAT MAKES EMPLOYEE LEAVES?

Employees do not leave an organization without any significant reason. There are
certain circumstances that lead to their leaving the organization. The most common
reasons can be:
Job is not what the employee expected to be: Sometimes the job responsibilities
don’t come out to be same as expected by the candidates. Unexpected job
responsibilities lead to job dissatisfaction.
No growth opportunities: No or less learning and growth opportunities in the
current job will make candidate’s job and career stagnant.
Lack of appreciation: If the work is not appreciated by the supervisor, the
employee feels de-motivated and loses interest in job.
Lack of trust and support in coworkers, seniors and management: Trust is the most
important factor that is required for an individual to stay in the job Non-supportive
coworkers, seniors and management can make office environment unfriendly and
difficult to work in.
Stress from overwork and work life imbalances: Job stress can lead to work life
imbalances which ultimately many times lead to employee leaving the organization.
Compensation: Better compensation packages being offered by other companies
may attract employees towards themselves.
New job offer: As attractive job offer which an employee thinks is good for him
with respect to job responsibility, compensation, growth and learning etc., can lead an
employee to leave the organization.
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IMPORTANCE OF EMPLOYEE RETENTION
Now that so much is being done by organizations to retain its employees why
is retention so important? Is it just to reduce the turnover costs? Well, the answer is a
definite no. it’s not only the cost incurred by a company that emphasizes the need of
retaining employees but also the need to retain talented employees from getting
poached.The process of retention will benefit an organization in the following ways:
1. The Cost of Turnover: The cost of employee turnover adds

hundreds of thousands of money to a company’s expenses. While it is difficult
to fully calculate the cost of turnover , industry experts often quote 25% of the
average employee salary as a conservative estimate.
2. Loss of Company Knowledge: When an employee leaves, he
takes with him valuable knowledge about the company, customers, current
projects and past history. Often much time and money has been spent on the
employee is expectation of a future return.
3. Interruption of Customer Service: Customers and clients do
business with a company in part because of the people. Relationships are
developed that encourage continued sponsorship of the business. When an
employee leaves, the relationships that employee built for the company are
severed, which could lead to potential customer loss.
4. Turnover leads to more turnovers: When an employee
terminates, the effect is felt throughout the organizations. Co-workers are
often required to pick up the slack. The unspoken negativity often intensifies
for the remaining staff.
5. Goodwill of the Company: The goodwill of a company is
maintained when the attrition rates are low. Higher retention rates motivate
potential employees to join the organization.
6. Regaining efficiency: If an employee resigns, then good amount of
time is lost in hiring a new employee and then training him/her and this goes
to the loss of the company directly which many a times goes unnoticed and
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even after this you cannot assure us of the same efficiency from the new
employee.
HOW TO INCREASE EMPLOYEE RETENTION?

Companies have now realized the importance of retaining their quality
workforce. Retaining quality performance contributes to productivity of the
organization and increase morale among employees.
Four basic factors that play an important role in increasing employee retention
include salary and remuneration, providing recognition, benefits and opportunities for
individual growth. But are they really positively contributing to the retention rates of a
company? Basic salary, these days, hardly reduces turnover. Today, employees look
beyond the money factor.
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EMPLOYEE RETENTION CAN BE INCREASES BY
UNCALCULATING THE FOLLOWING PRACTICES:
1. Open Communication: A culture of open communication enforces

loyalty among employees. Open communication tends to keep employees
informed on key issues. Most importantly, they need to know that their
opinions matter and that management is100% interested in their input.
2. Employee Reward Program: A positive recognition for work
boosts the motivational levels of employees. Recognition can be made explicit
by providing awards like best employee of the month or punctually award.
Project based re recognition also has great significance. The award can be in
terms of gifts or money.
3. Career Development Program: Every individual is worried
about his/her career. He is always keen to know his career path in the
company organizations can offer various technical certification courses which
will help employee in enhancing his knowledge.
4. Performance Based Bonus: A provision of performance linked
bonus can be made wherein an employee is bale to relate his performance with
the company profits and hence will work hard. This bonus should strictly be
productivity based.
5. Recreation facilities: Recreation facilities help in keeping
employees away from recreational programs should be arranged. They may
include taking employees to trips annually or bi-annually, celebrating
anniversaries, sports activities, etc.,
6. Gifts at Some Occasions: giving out some gifts at the time of
one or
Two festivals to the employees making them feel good.
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EMPLOYEE RETENTIONS STRATEGIES
The basic practices which should be kept in mind in the employee retention
strategies are:
Creating a Motivating Environment: Team leaders who

create motivating environments are likely to keep their members together for a longer
period of time. Motivation does not necessarily have to come through fun events such
as parties, celebrations, team outings etc. they can also come through serious events
e.g. arranging a talk by the VP of Quality on career opportunities in the field of
quality. Employees who look forward to these events and are likely to remain more
engaged.
Standing up for the Team: Team leaders are closest to their team
members. While they need to ensure smooth functioning of their team by
implementing management decisions, they also need to educate their managers about
the realities on the ground. When agents see the team leader standing up for them,
they will have one more reason to stay in the team.
Providing coaching: Everyone wants to be successful in his or her

current job. However, not everyone knows how. Therefore, one of the key
responsibilities will be providing coaching that is intended to improve the
performance of employees. Managers often tend to escape this role by just coaching
their employees. However, coaching is followed by monitoring performance and
providing feedback on the same.
Delegation: Many team leaders and managers feel that they are the only
people who can do a particular task or job. Therefore, they do not delegate their jobs
as much as they should. Delegation is a great way to develop competencies.
Extra Responsibility: giving extra responsibility to employees is

another way to get them engaged with the company. However, just giving the extra
responsibility does not help. The manager must spend good time teaching the
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employees of how to manage responsibilities given to them so that they don’t feel
over burdened.
Focus on Future career: Employees are always concerned about

their future career. A manager should focus on showing employees his career leader.
If an employee sees that is current job offers a path towards their future career likely
to stay longer in the company. Therefore, managers should play the role of career
counselors as well.
MANAGER ROLE IN RETENTION
When asked about why employees leave, low salary comes out to be a
common excuse. However, research has shown that people join companies, but leave
because of what their manager’s do or don’t do. It is seen that managers who respect
and value employees’ competency, pay attention to their aspirations, assure
challenging work, value the quality of work life and when asked about why
employees leave, low salary comes out to be a common excuse. However, researcher
when asked about why employees leave, low salary comes out to be a common
excuse. However, research has shown that people join companies, but leave because
of what their manager’s do or don’t do. It is seen that managers who respect and value
employees’ competency, pay attention to their aspirations, assure challenging work,
value the quality of work life and provided chances fro learning have loyal and
engaged employees. Therefore, managers and team leader play an active and vital role
in employee retention.
Managers and team leaders can reduce the attrition levels considerably by
creating a motivating team culture and improving the relationships with team
members. This can be done in a following way:
1. Hire the right people in the first place.
2. Empower the employees: Give the employees the authority to get things done.
3. Make employees realize that they are the most valuable asset of the
organization.
4. Have faith in them, trust them and respect them.
5. Provide them information and knowledge.
6. Keep providing them feedback on their performance.
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7. Recognize and appreciate their achievements.
8. Keep their morale high.
9. Create an environment where the employees want to work an have fun.
These practices can be categorized in 3 levels: Low, medium ad high level.
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TIPS FOR EMPLOYEE RETENTION
 The ability of the employee to speak his or her mind freely within the
organization is another key factor in employee retention.
 Involve employees in decisions that affect their jobs and the overall direction
of the company.
 Recognize excellent performance, and especially link pay to performance.
 Provide the opportunities within the company for cross training and career
progression.
 Provide opportunity for career and personal growth through training and
educations challenging assignments.
 The quality of the supervisor an employee receives is critical to employee
retention
 The ability of the employee to speak his or her mind freely within the
organization.
 Talent & skill utilization is a key factor to seek employees in workplace.
 Select right people
 Offer an attractive, Competitive, Benefits package
 Provide opportunities for people to share their knowledge via training
sessions, present actions, mentioning others & flexible house Retention tips
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1.2 THE ADITYA BIRLA GROUP
Vision:
To be a premium global conglomerate with a clear focus on each business.
Mission:
To deliver superior value to our customers, shareholders, employees and

society at large.
Values:
 Integrity
 Commitment
 Passion
 Seamlessness
 Speed
ABG is a 24 billion dollars corporation; the Aditya Birla Group is anchored by an
extraordinary force of 100,000 employees, belonging to 25 different nationalities. The
diversity of location, language and culture blends seamlessly into a common work
ethos, which hinges on fostering excellence, recognizing and rewarding
entrepreneurship.
ABG believes in empowerment, delegation and calculated risk taking. ABG’s
ongoing endeavor is to create an organizational ambience where talent can bloom. To
do so, ABG strives to make the workplace a source of creativity, innovation and one
that makes work meaningful.
ABG ensures that all the Group’s polices, forward – looking initiatives and
goals are fully communicated to all employees and that they understand and relate to
these. ABG’s commitment to their people is reflected in the sense of belonging and
pride every employee feels towards the Group and the passion and commitment they
bring to their work.
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The Aditya Birla Group is India’s first truly multinational corporation. Global
in vision, rooted in Indian values, the group is driven by a performance ethic pegged
on value creation for its multiple stakeholders. Over 50 per cent of its revenues flow
from its operations across the world. The Aditya Birla Group’s products and services
offer distinctive customer solutions worldwide. The Group has operations in 20
countries - India, Thailand, Laos, Indonesia, Philippines, Egypt, China, Canada,
Australia, USA, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg,
Switzerland, Malaysia and Korea.
In India, the Group has been adjudged “The Best Employer in India and
among the top 20 in Asia” by the Hewitt-Economic Times and Wall Street Journal
Study 2007. This has been announced recently.
Globally the Aditya Birla Group is:
A metals powerhouse, among the world’s most cost-efficient aluminum and

copper producers. Hindalco, (Plant: Howrah) from its fold, is a Fortune 500
Company. It is also the largest aluminium rolling company and one of the 3 biggest
producers of primary aluminium in Asia, with the largest single location copper
smelter.
• No. 1 in viscose staple fiber
• The 3rd largest producer of insulators
• The 4th largest producer of carbon black
• The 11th largest cement producer globally and the 2nd largest in India
With some more units which are under construction now, ABG will become
the largest cement producer in India by 2008.
• Among the world’s top 15 BPO (Business Process Outsourcing) companies
and among India’s top 3
• Among the best energy efficient fertilizers plants.
In India:
• A premier branded garments player – Grasim Suitings

• The 2nd largest player in viscose filament yarn
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• The 2nd largest in the Chlor-alkali sector
• Among the top 5 mobile telephone companies
• A leading player in Life Insurance and Asset Management
– Birla Sun Life.
Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success
does not come in the way of the need to keep learning afresh, to keep experimenting.
Beyond Business:
A value – based, caring corporate citizen, the Aditya Birla Group inherently
believes in the trusteeship concept of management. Part of the Group’s profits is
ploughed back into meaningful welfare – driven initiatives that make a qualitative
difference to the lives of marginalized people. These activities are carried out under
the aegis of the Aditya Birla Centre for Community Initiatives and Rural
Development, which is spearheaded by Mrs. Rajashree Birla.
• Working in 3700 villages.

• Reaching out to 7 million people annually through the Aditya Birla Centre for
Community Initiatives and Rural Development, lead by Mrs. Rajashree Birla.
• Focus areas are: health care, education, sustainable livelihood, infrastructure
and promoting social causes.
• Run 45 Schools and 18 Hospitals.
• Transcending the conventional barriers of business to send out a message that
“We Care”.
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PLANT PROFILE
UltraTech Cement Limited
A. P. Cement Works
Introduction:
UltraTech Cement Limited was formed effective July 2004, with the demerger
of Cement Division from Larsen & Toubro Limited, and was taken over by the Aditya
Birla Group and got merged into A.V.Birla Group of Industries.
UltraTech Cement Limited is a technology driven company with leading edge

capabilities in fields related to infrastructure and basic industries. In terms of main
stream criteria viz., sales, profit, assets and market capitalization, UltraTech Cement
Limited ranks among top ten in India's private sector. The company is also ranked
high by less tangible yardsticks such as intellectual capital and brand-worth.
UltraTech Cement Limited & its subsidiaries, has manufacturing facilities at
10 locations in India and 3 Terminals including one at Srilanka. Almost all the
factories have secured ISO-9001, 14001, 18001 (OHSAS) and other certificates of the
highest order. UltraTech Cement Limited's distribution and services out-reach
underlines its strong customer orientation. The network extends to virtually every
district in the country. A concern for the environment is an integral part of the
company's vision. UltraTech Cement Limited is committed to growth in consonance
with the ecology and the needs of the communities it serves.
UltraTech Cement Limited is India's largest cement producer, with a
manufacturing capacity of over 17 million tones per year. UltraTech Cement Limited
manufactures and markets.
• Ordinary Portland Cement – 43 grade / 53 grade
• Portland Blast Furnace Slag Cement
• Portland Pozzolana Cement
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• Rapid hardening Portland cement
• Sulphate resistant cement
UltraTech Cement plants are located at:
1. Awarpur cement works. Awarpur, Maharashtra

2. Hirmi cement works. Hirmi , Madhya Pradesh
3. Gujarat cement works. Kovaya, Gujarat
4. Andhra Pradesh cement works. Tadpatri, Andhra Pradesh
UltraTech Cement grinding units are located at:
1. Jarsuguda Orissa
2. Arakkonam Tamilnadu
3. Durgapur West Bengal
UltraTech Cement Limited Subsidiaries:
Cement Plants:
Narmada Cement Company Limited Gujarat
Grinding Units:
Magdalla Gujarat
Ratnagiri Maharashtra
UltraTech Cement Terminals are located at:
1. Navi Mumbai Mumbai

2. Mangalore Terminal Karnataka
3. UltraTech-Ceylinco Srilanka
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ANDHRA PRADESH CEMENT WORKS
The UltraTech Cement Limited, Andhra Pradesh Cement Works is located at

360 kms. South of Hyderabad in the state of Andhra Pradesh in South India. Along
with the grinding unit at Arakkonam it has a capacity of 3.6 million tones of cement
per annum.
APCW project started with a prospecting license in March 1992 followed by a

mining lease in June 1993. When various formalities were completed, action shifted
from the drawing board to the project site with the first association commencing in
November, 1995. Due to excellent co-operation from the Government of AP. APCW
did not face much problems while setting up the plant. In June 1995, Mr. N.T. Rama
Rao laid foundation stone and the project was completed in a span of 1 year 10
months and was inaugurated on August 1998.
Even the acute shortage of power in the state did not hamper the construction
activities. The construction was completed totally with the help of diesel generating
sets. In view of the expected power shortage, APCW is provided with two diesel
generator sets of 24.6 MW (i.e., 2x12.3 MW) which is around 60% of total power
requirement of the plant. Now it also introduced Waste Heat Recovery Plant (4 MW)
and Thermal Power Plant (50 MW). This Plant has been set up with the coordinated
efforts of all its business groups, which minimized the problems during the execution
stage. The plant now started its Second Phase Construction.
Plant Capacity:
Even though the plant has started with an installed capacity of 6,000 TPD,
later- on the capacity has been enhanced to 8,000 TPD. The cement plant's installed
capacity is 2 million tones per annum (MTPA). APCW caters to the cement users in
the southern part of India. It is ideally located as far as the market is concerned.
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Unique features of APCW:
A peculiarity of UltraTech Cement Limited's APCW is that its mines fall in

Kurnool district while the plant is in Anantapur District.
 Only cement plant in UltraTech Cement Limited, with a split location of entire
main plant on top of a hillock and the packing plant down the hill.
 One of the plants using minimum energy for cement manufacturing.
 Only plant where the entire cement-loading rake of 40 wagons can be placed
on one stretch constructed on engine on load concept.
 The RCC chimney at the plant is the tallest in the Indian cement Industry.
 It has two vertical raw mills (Atox 50) having a roller diameter of 5 M these
are the biggest mills in the country.
 First unit to implement computerized billing for cement loading.
Cement Machinery:
Complete range – from crushing to packing plants are supplied by Larsen &
Toubro’s Machinery Division, in Collaboration with F.L.Smitdth & co., Denmark.
 Presently the largest capacity of 8000 TPD in a single line production in India.
 Vertical roller mills for raw materials and cement grinding
 Fuel-efficient pyro-processing systems
 High pressure roller presses for cement mill for cement grinding
 Modern Duoflex burner for efficient flame control.
 Hydraulic drive coolax cooler with new generation CIS cooler inlet.
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 Efficient Pollution control equipments like ESPs, Bag Houses and Reverse air
Bag house at appropriate locations
 CEM scanner for kiln refractory management
 QCX for meal blending and quality control
 Fuzzy logic system for plant optimization

 Cool scanner for monitoring coolax cooler
The plant is certified by DNV of Netherlands as an ISO 9001, ISO 14001 and
OHSAS 18001 company. APCW manufactures Ordinary Portland Cement, Portland
Pozzolana Cement and Portland Blast Furnace Slag Cement, which is distributed
through a wide network of Authorized Stockiest.
Process of Cement Manufacturing:
Limestone is the major raw material in cement and is mined from captive
mines and crushed to the desired size fraction at a rated output of 1200 TPH. APCW
is having two vertical roller mills of rated capacity 265 tph @20% residue on 90-
micron sieve, each for raw material grinding. The raw meal is transported by bucket
elevator system to 22.4 m dia C.F.(Control flow)Silo with a capacity of 2100m3.
The coal used at APCW is either imported from South Africa / Australia /
Indonesia / China or procured indigenously. The coal required for burning into the
rotary kiln and calciner is pulverized in a vertical coal-mill with a capacity 71 tph at a
fineness of 15 % on 90 micron sieve. The coal-meal is stored in two fine coal bins,
one for kiln firing and the other for calciner firing. The coal meal is dedusted through
a bag filter.
The raw meal is taken to the top of the six stage preheater by bucket elevators
and fed into the kiln and calciner strings where heat transfer is done by counter
current method upto 95 - 99% degree of calcination is achieved before being fed into
the rotary kiln for further processing. The output of kiln is called clinker, which is
then cooled, in a cooler. The air cooled clinker is then transported through a deep pan
conveyor to the two clinker silos which each having capacity to store 1,50,000 tons
and 57,000 tons of clinker respectively. The raw mills and the rotary kiln system
exhaust gases are dedusted through Reverse Air Bag House.
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The final stage is grinding of clinker and other additives into cement. There are
two cement mills with Roller Press of capacity 161 tph (on OPC basis) at a specific
surface of 3000 cm2/gm each. The cement mills are dedusted /vented through ESP’s
(Electrostatic Precipitators). APCW manufactures OPC, PPC & PSC. At APCW there
are six silos of 4600 m3 storage capacity for storing the cement.
The cement is packed in bags with the help of six electronic packers operating
round the clock. The packed cement is dispatched to various destinations by road and
rail. Dedusting of the packing machines is done by jet pulse filters. The material
handling conveyors at transfer points in the plant are vented /dedusted through dust
collectors.
Some of the clinker is transported to Arakkonam grinding unit by railway

wagons as per the requirement at their end.
HUMAN RESOURCE SYSTEM IN ULTRATECH
CEMENT LIMITED:
Human Resource policy is managed at corporate level and unit levels. Major
policy and strategies in certain areas are formulated at Corporate HR. APCW
formulates the local level strategies and policies in line with the Corporate HR. HR
SET at UltraTech, APCW, implements both local level and corporate level HR
polices and strategies. Unit Head, Operations Head, Functional Heads and Unit
Personnel Manager are involved in formulating APCW polices and strategies.
The Corporate HR regularly conducts HR conclaves in order to bring about

greater cohesion of OD level HR polices, so as to align these systems with individual
units requirements and also keeping in view overall business goals. Unit’s head and
HR heads attend these meets.
Man power:
Based on requirement of individual departments, Head of that department is

asked to give information to man power planning department regarding the number of
persons required. The departmental heads assess their requirements based on the
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available departmental job description to ensure role clarity and to avoid role
ambiguity. The Central Personnel Dept. carries out the recruitment process.
The total employees in APCW are 444 covering all departments as on
26.06.2007, out of which 225 are in Officers and Supervisor Cadre, 44 are Monthly
rated employees and 175 are Daily rated employees. There are nearly 500 contract
labors working every day on casual basis.
People Management at UltraTech Cement Limited:
"Employee Delight is the key to Customer Delight" is the conviction of

UltraTech Cement Limited.
UltraTech Cement Limited's residential management development center

offers employees the opportunities for Knowledge enhancement and learning through
self-study and introspection. The faculty is drawn from India's premier management
institutes. UltraTech Cement Limited has also found a place for itself as the only
"Asian member of benchmarking forum for American Society for Training &
Development (ASTD). Self-learning facility comprising of programs on CD-ROMS
enables employees to work at their own place.
Recruitment & Selection:
Recruitment sources include, advertisements given in newspapers and data

banks, depending upon the manpower requirements as stated by departmental heads,
depending upon the number of applications received, the qualification may be
generalized (in case of very few applications). Then, the persons with required
qualification are interviewed. The interviewing panel comprises of personnel officials
in the department. If the applications are in large number they will be short-listed
according to the norms of the organization.
The wage board employees are assessed on factors like:
• Technical Aptitude
• English and
• Critical Reasoning
All employees are kept under probation for a period of 6 months after joining and
before their services are confirmed on rolls.
The O&S cadre employees will be assessed on factors like:
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• Management Aptitude
• Leadership Behavior
The recruitment of Diploma Engineering Trainees (DET) and Graduate
Engineering Trainees (GET) are done at Central Personnel Department once in a year
through Campus Selections / advertisements in famous newspapers. The recruited
candidates are kept under probation for a period of 2 years and then are absorbed to
suitable cadre in the organization. During the probation period the absorbed
candidates are sent to each department to get acquainted with the departmental
activities and then they are sent to the other units of UltraTech Cement Limited for
proper orientation in the respective fields.
Performance Appraisal System:
UltraTech Cement Limited probably is the first organization in India to

introduce an integrated HRD system in the year 1975 with the introduction of
"Performance Appraisal Feedback & Counseling System".
PA includes sub-systems like:

‫٭‬ Potential appraisal
‫٭‬ Training & Development
‫٭‬ Employee counseling and
‫٭‬ Career Planning and Development.
In order to provide avenues of growth, among the Wage Board cadre, Merit
Rating procedure is in place. The performance of the employee evaluated through a
two – stage process by immediate superior and Facilitator/Champion of AET/SET.
Further, in order to encourage more career opportunities to wage board employees,
company has a detailed Non – Supervisor to Supervisor Scheme in place.
The new initiatives in Performance Appraisal System in APCW are ‘Online
Performance Appraisal’ linked with POORNATA module. It is implemented by
Group’s Corporate Office at Mumbai. It was started in last year. This form of
Performance Appraisal is mainly for Officers and Supervisors only.
Innovative Working Methodologies:
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A. Survey – A Feedback Mechanism:
UltraTech, APCW believes that feedback is a major tool and an opportunity to

improve the organizational effectiveness. The annual feedback from surveys
conducted by B – School students helps us to get to know the employees’ feelings and
perceptions on various issues concerning the organization. Based on the analysis, HR
SET will submit a report to Unit Head for further review and necessary actions,
Issues, which require Corporate HR attention, will be given as a input for reviewing
policies and strategies.
B. Participatory Mechanisms:
UltraTech strongly supports participatory work culture. Employee

participatory mechanisms such as Suggestion Scheme, Seva Committee, AETs, are in
place. These forums are an opportunity to the employees to discuss and arrive at a
decision resulting in efficiency, productivity, cost saving, safety cleanliness,
orderliness etc. This aspect was reflected positively in OCS – 04.
C. Change Management Initiatives:
In APCW Endeavor to achieve excellence and become world – class

organization, Project Parivarthan was launched. This initiative has facilitated total
employee involvement. Benchmarking, Six Sigma are the other initiatives launched
with the objective of excelling further and to help the organization produce services
better faster and cheaper. This initiative has facilitated total employee involvement.
D. Cross Functional Perspective:
UltraTech, APCW primarily focuses on imparting cross – functional

knowledge on the basis of PBO. For e.g., A PACT leader is owner of a particular
PACT zone irrespective of core competency.
E. Harmonious Work Culture:
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One of the success stories of UltraTech APCW is the existence of harmonious
work culture. Though the plant is situated in a volatile region, yet, not a single day is
lost due to industrial disturbances. The unit has witnessed continuously low rate of
absenteeism over the years. This was attained through sustained intervention such as
continuous training with wage board and contract workmen.
Training Setup:
In line with the organization vision of continuous and vibrant learning,

UltraTech Cement Limited has in the right earnest has adopted the organizational
virtues of continuous learning through a set of initiatives. UltraTech firmly believes
that learned employees are an invaluable asset to the organization.
Employment Avenue:
The employment potential of the company is about 3000 (both direct and
indirect). There were about 300 quarters in the township for employees and the
population was about 2000 including employees, contractors and others.
IR Scenario:
One of the success stories of APCW is the existence of harmonious work

culture and a sense of camaraderie, though the plant is situated in a politically
vulnerable region, not a single day is lost due to industrial relation problem. Pro –
active approach, participatory culture, continuous interaction by HR personnel,
handling grievances promptly, sound disciplinary management coupled with
continuous dose of behavioral programmes were some of the IR initiatives. The result
is that the company totally functions in a non – unionized environment.
Corporate Social Responsibility:
The company is rendering significant social services to the surrounding

villages of the factory limits. After the company is established there is tremendous
progress in the surrounding villages economically and socially. The company is
22
rendering various welfare measures and community development activities in the
surrounding villages of the factory under various government schemes.
1.3 INDUSTRY PROFILE
Indian Cement Industry:
The Indian Cement Industry is a unique combination of very large to very

small capacity and modern to very older technology plants. The share of installed
capacity of energy inefficient process plant had slowly decreased from 94% to 61% in
1960 till 1980 and there after as a result of quantum jump n production capacities
through modern dry process plants as well as conversion of wet process has been
reduced to just 5% today.
India is the second largest cement producer in the world after China. The
present installed capacity of 119 million tones per annum is distributed over 113 large
size plant and over 300 mini cement plants.
The cement production raised from a mere 22.54 million tones per annum in
1982 to 95 million tones per annum by 2001, registered more than 200% growth.
“Economy builds the nation and industry builds the Economy”
Of the many industries influencing the growth of the economy, cement
industry has occupied a relevant position, which it deserves. Cement industry in India
is 8 decades old and yet it is in its youth as one can see the use of the cement anytime
and anywhere in cities or towns in the form of buildings or industries. Keeping in
view the importance of cement in the current economy, it can be said that no other
industry exits in the absence of cement industry.
History Of Cement:
23
The search for men made bonding materials began with human endeavor to
mimic the habits gifted by nature. Situations changed with growth in population
during Paleolithic Age men used to enjoy adequate shelter provided by nature.
The Bronze Age also witnessed the age of building materials from clay based
mixture. The Bronze Age also witnessed the use of air hardening lime. This obviously
linked with the discovery of fire and chanced calcinations of limestone in some forest
tracts.
In the evolutionary process the Phoenicians perfected the practice of mortar
preparation with the burnt lime and volcanic ash. The use of lime and its preparation
was handed over from generation to generation to present times.
Modern Portland Cement was invented by JOSEPH ASPDIA of LEEDS in the
year 1824 and this was patented as PORTLAND because of its hardening, this used to
look like stone from Isle of PortLand.
In modern terminology cement can be defined as follows:
“The word cement means BOND and material possessing binding. This
cementing property is called as Cement.” Cement as used in the construction industry
is a fine inorganic powder inherent, cohesive and adhesive properties. It is hydraulic
material, which sets and hardens on addition of water and imparts strength to the
structure.
Evolution of Cement in India:

The attempt to produce Cement in India dates back to 1889 when a Calcutta
based firm attempted to produce Agrillaceauskankar. The first organized attempt tko
produce Cement on a mass scale was attempted in 1904 by South Indian Industries
Limited. The growth continued and in 1936 eleven companies emerged to form
Associated Cement Companies (ACC). The formation of concrete association in India
in 1927, helped to popularize the use of indigenous cement. By 1947, India has 23
cement plants with a capacity of 2.2 million tones per annum to the ever increasing
demand of cement.
24
RESEARCH METHODOLOGY
2.1 TITLE
“A STUDY ON EMPLOYEE RETENTION “
2.2 INTRODUCTION
This methodology includes need of the study, objectives of the study, research
design, collection of data and the limitations of the study.
2.3 OBJECTIVES OF THE STUDY
The objectives of the study are
 To study the present retention strategies adopted by the company.

 To assess the satisfaction level of employee with existing retention strategies.
2.4 STATEMENT OF THE PROBLEM
Employees are the most important and valuable asset of an organization.

Employees are the foundation of an organization. Retaining them is an important as
hiring them in the first place. Hence it is necessary to know the strategies used to
retain the employees in the organization.
2.5 NEED FOR THE STUDY
The present study is focus on the existing retention strategies in ultratech

cement Ltd and findout the satisfaction level of an employere regarding the strategies.
25
2.6 RESEARCH DESIGN
Descriptive research procedure is used for describing the resent situations in

the organization and analytical research to analyze the results by using research tools.
Descriptive Research:
This research includes surveys and facts finding enquires of different kinds.
The major purpose of descriptive research is that the research can only describe the
state of affairs existing at present in the organization. The main feature of this method
is that the researcher has no control over the extraneous variables called the
respondents as they are going to interview the employees of the organization in order
to perform study.They can only report what happened or what is happening. In social
science and business research, we quiet often use the terms “ex-post facto research”
for descriptive research studies, the researcher can discover and describe the causes
for various situations but they cannot control the situations.
2.7 RESEARC TOOLS
 Data Source : Primary & Secondary Data

 Research Approach : Survey method
 Research Instrument: Questionnaire
 Sampling scheme : Simple random sampling
 Contact method : Personal / Direct
 Sample size : 114
26
27
2.8 DATA SOURCES AND COLLECTION
METHODS
There are tow type for collecting data
1. Primary data
2. Secondary data
PRIMARY DATA
Primary data are those which are colleted a fresh and for the first time
& thus happen to be original in character.Primary data is obtained by the study
specially designed to fulfill the data needs to problem hand. Such data are original
in characters generated by the way of conducting survey.
SECONDARY DATA
Secondary data are those which have already been collected by someone
else and which have already been passed through the statistical process.The
Secondary data consist of reality available compendices already complied statistical
statements. Secondary data consists of not only published records and reports but also
unpublished records.
28
3 ANALYSIS AND INTERPRETATION
3.1 Employees are familiar with their Duties and Responsibilities

assigned by the company.
Introduction:
This question is incorporated in the questionnaire for the purpose of identifying the
duties and responsibilities of employees in Ultratech Cements Ltd.
Table 3.1
DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 59 52
Agree 46 40
Disagree 5 4
Strongly disagree 1 1
Neither agree nor
3 3
disagree
TOTAL 114 100.0
Graph 3.1
DUTIES AND RESPONSIBILITIES
60 52
NO.OF RESPONDENTS
50
40
40
30 PERCENTAGE
20
10 4 3
1
0
Strongly agree Agree Disagree Strongly Neither agree
disagree nor disagree
DIMENSIONS
Inference:
From the above graph, it is observed that 92% of the respondents

(51.8%strongly agreed, 40.4%agreed) have accepted that they know about their duties
and responsibilities and 5% of respondents are not aware of their duties and
responsibilities.
29
3.2 Company provides proper Authority, Responsibility, and
Accountability to employees.
Introduction:
Every employee is assigned a job with Authority, Responsibility and Accountability.

In this question it is to identify whether these activities are performing well or not.
Table3.2

Agree 52 46
Disagree 15 13
Neither agree nor disagree 4 3
TOTAL 114 100
Graph 3.2
AUTHORITY,RESPONSIBILITY,ACCOUNTIBILITY
50 46
NO.OF RESPONDENTS
40 35
30
PERCENTAGE
20
13
10 3 3
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS
Inference:
From the above graph, it is observed that 81% of the respondents have
accepted that they are assigned the job with authority responsibilities and
accountability to perform well. Around 16% of the respondents have not accepted the
statement.
30
3.3 Identified for new assignments organized by the company.
Introduction:
Employees are given new assignments based on their consultation and by training and
in this question it is to identify whether the employees are identified for new jobs or
not.
Table 3.3

Agree 50 44
Disagree 15 13
TOTAL 114 100.0
Graph 3.3
IDENTIFIED FOR NEW ASSIGNMENTS
50 44
NO.F RESPONDENTS
45
40
35
30 26
25 PERCENTAGE
20
13
15 10
10 7
5
0
disagree
DIMENSIONS
Inference:
From the above graph, it is observed that 70% of respondents

strongly have accepted that they are identified for new assignments especially after
providing training to them. Around 23% of respondents have not accepted the
statement
31
3.4 Stress on employees converts into positive manner.
Introduction:
Employees face some sort of stress while performing assignments and in this question
it is to identify how stress is converted into a positive manner to complete the
assignments.
Table 3.4

Agree 50 44
Disagree 12 11
TOTAL 114 100.0
Graph 3.4
CONVERT STRESS IN POSITIVE MANNER
50 44
NO.OF RESPONDENTS
45
40
35
30 26
25 PERCENTAGE
20
15 11 9 10
10
5
0
disagree
DIMENSIONS
Inference:
From the above graph it is observed that 70% of respondents have

accepted that they convert stress into positive manner and 20% of the respondents
have not accepted the same.
32
3.5 Job rotation leads to the individual improvement.
Introduction:
Job rotation refers employee moving from one job to another job and in this it is to
identify whether job rotation leads to the individual improvement and to
organizational benefit or not.
Table 3.5

Agree 40 35
Disagree 17 15
TOTAL 114 100.0
Graph 3.5
JOB IS ROTATED
40 35
NO.OF RESPONDENTS
35 31
30
25
20 15 PERCENTAGE
15 10 9
10
5
0
disagree
DIMENSIONS
Inference:
accepted that their job is rotated and led to both individual improvements and
organizational benefits around 25% of respondents have not accepted the
statement.
33
3.6. Superior identifies employee’s skills and potentials
Introduction:
Skills and potentials are required to perform a job effectively. This question is to
identify whether the superior identifies their skills are not and how the training is
impacted.
Table 3.6

Agree 50 44
Disagree 23 20
TOTAL 114 100.0
Graph 3.6
HOD IDENTIFIES MY PRESENT SKILLSE
50 44
NO.OF RESPONDENTS
45
40
35
30 26
25 20 PERCENTAGE
20
15
10 5 5
5
0
disagree
DIMENSIONS
Inference:

have accepted that the concerned in charge identifies their present skills and
potentials in performing the job and training is imparted to them accordingly.
Around 25% of respondents have not accepted the statement.
34
3.7. Company provides new opportunities apart from regular
assignments
Introduction:
New opportunities are identified based on the performance so training is required to

improve the performance and this question is to identify whether the new
opportunities are provided after training or not.
Table3.7

Agree 50 44
Disagree 22 19
TOTAL 114 100.0
Graph 3.7
PROVIDING NEW OPPORTUNITIES
50 44
NO.OF RESPONDENTS
45
40
35 29
30
25 19 PERCENTAGE
20
15
10 6
5 2
0
disagree
DIMENSIONS
Inference:

have accepted that the concerned in charge identifies their present skills and
potentials in performing the job and training is imparted to them accordingly.
Around 25% of respondents have not accepted the statement.
35
3.8 Superior guides to their subordinates as and when required.
Introduction:
Decision making is critical and essential to every employee and this question is to
identify whether the employees are allowed to take decisions or not and superior
provide guidance to them or not.
Table 3.8

Agree 50 44
Disagree 14 12
TOTAL 114 100.0
Graph 3.8
SUPERIOR GUIDES ME AS AND WHEN REQUIRED
50 44
NO.OF RESPONDENTS
45
40
35 31
30
25 PERCENTAGE
20
15 12
10 6 7
5
0
disagree
DIMENSIONS
Inference:
From the above graph, it is observed that 75% of the

respondents have accepted that they are asked to take decisions in job and their
superior guides them as and when required. Around 18% of respondents have not
accepted the statement.
36
3.9 HOD addresses grievances
Introduction:
A grievance can be defined as any discontent or dissatisfaction with any aspect of

the organization. This question is to know the grievance procedure existed in the
organization.
Table 3.9

Agree 45 39
Disagree 12 11
TOTAL 114 100.0
Graph 3.9
HOD ADDRESS GRIEVANCE
45 39
NO.OF RESPONDENTS
40
35
30 26
25
PERCENTAGE
20 14
15 11 10
10
5
0
disagree
DIMENSIONS
Inference:

have accepted that their immediate in charge or HOD addresses their grievances
and gives them feedback on the same. Around 21% of respondents have not
37
3.10 Organization utilizes employee services effectively and
efficiently.
Introduction:
This question is to identify whether the organization utilizes their services

effectively and efficiently.
Table3.10

Agree 40 35
Disagree 19 17
TOTAL 114 100.0
Graph 3.10
ORGANIZATION UTILIZES EMPLOYEE SERVICES EFFECTIVELY
40 35
NO.OF RESPONDENTS
35
30 26
25
20 17 PERCENTAGE
15 12
10
10
5
0
disagree
DIMENSIONS
Inference:

respondents have accepted that the organization utilizes their services effectively
and efficiently. Around 29% of respondents have not accepted the statement.
38
3.11. Present job leads satisfaction to the employees.
Introduction:
Job satisfaction is required to perform a job efficiently without a job satisfaction

the employee cannot perform a job efficiently.This question is to identify whether
the employees are satisfied with their job or not.
Table 3.11

Agree 53 46
Disagree 13 11
TOTAL 114 100.0
Graph 3.11
SATISFACTION IN PERFORMING JOB
50 46
NO.OF RESPONDENTS
45
40
33
35
30
25 PERCENTAGE
20
15 11
10 6 4
5
0
disagree
DIMENSIONS
Inference:
accepted that they derive satisfaction in performing the job. Around 17% of
respondents have not accepted the statement.
39
3.12. Seniors, colleagues and subordinates are very cooperative in the
organization
Introduction:
Co-operation of the seniors, colleagues and subordinates is required to complete the

assignments in time. This question is to identify whether they are co-operative or not.
Table 3.12

Agree 52 46
Disagree 16 14
TOTAL 114 100.0
Graph 3.12
SENIORS,COLLEAGUES AND SUBORDINATES ARE VERY COOPERATIVE
50 46
NO.OF RESPONDENTS
45
40 35
35
30
25 PERCENTAGE
20 14
15
10
3 2
5
0
disagree
DIMENSIONS
Inference:

have accepted that their seniors, colleagues and subordinates are very cooperative
and they work as a team. Around 17% of respondents have not accepted the
statement.
40
3.13. Employees are recognized and rewarded suitably by the
organization.
Introduction:
The employee recognition and rewarding plays an important role in motivating the
employees. So proper recognition should be given to the employees according to their
performance. This question is to identify whether they are recognized or not.
Table3.13

Agree 40 35
Disagree 22 19
TOTAL 114 100.0
Graph 3.13
RECOGNITION AND REWARDS SUITABLY BY THE ORGANIZATION
40 35
NO,OF RESPONDENTS
35
30
23
25
19
20 PERCENTAGE
15 11 12
10
5
0
disagree
DIMENSIONS
Inference:
respondents have accepted that they have been recognized and rewarded suitably
by the organization for their performance as per the policy. Around 30% of
41
3.14. Organization provides compensation based on qualification,
experience.
Introduction:
Compensation refers to giving an additional pay to the employees if any loss occurs.
This question is to identifying whether compensation commensurate with
qualification.
Table 3.14
Agree 64 56
Disagree 17 15
TOTAL 114 100.0
Graph 3.14
COMPENSATION COMMENSURATE WITH QUALIFICATION
60 56
NO.OF RESPONDENTS
50
40
30 24 PERCENTAGE
20 15
10 3 2
0
Strongly agree Agree Disagree Strongly Neither agree
disagree nor disagree
DIMENSIONS
Inference:

respondents have accepted that they know that the compensation commensurate
with the qualification, experience exposure and especially with their job
performance during the period in delivering results in time. Around 18% of
42
3.15. Organization provides job security to the employees.
Introduction:
Job security and social belongingness is important to any organization. Job

security refers to the protection of the job from different consequences. This
question is to identify whether they feel job security or not.
Table3.15

Agree 55 48
Disagree 9 8
TOTAL 114 100.0
Graph 3.15
SENSE OF JOB SECURITY AND SENSE OF SOCIAL BELONGINGNESS
60
NO.OF RESPONDENTS
48
50
40 35
30 PERCENTAGE
20
8
10 5 4
0
disagree
DIMENSIONS
Inference:

strongly have accepted that they feel a sense of job security and sense of social
belongings in the organization. Around 13% of respondents have not accepted the
statement.
43
3.16. Proud of working with ABG Group
Introduction:
ABG group is one of the major cement industries. It occupied third place in all
cement industries and this question is to identify how they feel working with ABG
group.
Table 3.16

Agree 34 30
Disagree 5 4
TOTAL 114 100.0
Graph 3.16
PROUD OF WORKING WITH ABG GROUP
60 53
NO.OF RESPONDENTS
50
40
30
30 PERCENTAGE
20
9
10 4 4
0
disagree
DIMENSIONS
Inference
accepted that they have feel proud of working with ABG group. Around 13% of
44
3. 17 ABG group provides career opportunities
Introduction:
Career is essential to every employee. They more concentrate on their career

growth. This question is to identify whether ABG group provides career
opportunities and how many employees agree with this statement.
Table 3.17

Agree 30 26
Disagree 15 13
TOTAL 114 100.0
Graph 3.17
ABG GROUP PROVIDES CAREER OPPORTUNITIES
40 35
NO.OF RESPONDENTS
35
30 26
25
20 17 PERCENTAGE
15 13
9
10
5
0
disagree
DIMENSIONS
Inference

respondents have accepted that the ABG group provides carrier opportunities to
the employees. Around 22% of respondents have not accepted the statement.
45
3.18 Organization provides health, accident and insurance policy to the
employees
Introduction:
The life is not guaranteed to anyone. So every employee needs the Insurance policies.
This question is to identify whether the employees are provided with health, accident
and insurance policy.
Table 3.18

Agree 40 35
Disagree 9 8
TOTAL 114 100.0
Graph 3.18
HEALTH, ACCIDENTS AND INSURENCE POLICY
50 44
NO.OF RESPONDENTS
45
40 35
35
30
25 PERCENTAGE
20
15 10
8
10
3
5
0
disagree
DIMENSIONS
Inference:
accepted that they have been covered under the health and accident insurance policy
by the organization or by other insurance company. Around 11% of respondents have
not accepted the statement.
46
3.19 Organization is concerned about the health of the employees
Introduction:
Employee safety and health influence the productivity of the organization. Some
welfare facilities should provide to the employees. This question is to identify
whether the organization is concerned about the health of the employees or not.
Table 3.19

Agree 40 35
Disagree 12 11
TOTAL 114 100.0
Graph 3.19
ORGANIZATION IS CONCERNED ABOUT THE HEALTH OF THE EMPLOYEES
45 39
NO.OF RESPONDENTS
40 35
35
30
25
PERCENTAGE
20
15 11 10
10 5
5
0
disagree
DIMENSIONS
Inference:
accepted that the organization is concerned about the health of the employees
and their dependents in providing good health awareness programmers like
Pulse Polio heart checkups and eye checkups etc at regular intervals. Around
21% of respondents have not accepted the statement.
47
3.20. Organization extended transportation facilities to the township.
Introduction:
Transportation refers to getting the employees from one place to another .This
question is to identify that whether the transportation facilities provided to
township residents are at specified time or not.
Table 3.20

Agree 40 35
Disagree 10 9
TOTAL 114 100.0
Graph 3.20
TRANSPORTATION FACILITIES ARE EXTENDED TI THE TOWNSHIP
45 39
NO.OF RESPONDENTS
40 35
35
30
25
PERCENTAGE
20
15 9 10
10 7
5
0
disagree
DIMENSIONS
Inference:
accepted that they feel that the transportation facilities are extended to the
township residents in at specified timings by the organization and the transport
cell is arranging need based vehicles to the employees. Around 19% of the
48
3.21. Organization provides accommodation facility to the employees
based on availability of the quarter.
Introduction:
Accommodation refers to giving quarters and other facilities to employees. This

question is to identify that whether the accommodation facilities provide to
employees are based on the availability of quarters or not.
Table 3.21

Agree 40 35
Disagree 8 7
TOTAL 114 100.0
Graph 3.21
ACCOMMODATION FACILITY
50 44
NO.OF RESPONDENTS
45
40 35
35
30
25 PERCENTAGE
20
15
10 7 7 7
5
0
disagree
DIMENSIONS
Inference:
From the above graph,it is observed that 79% of the respondents have
accepted that they accommodation facility is provided to the employees based
on the availability of the quarter as per the policy. Around 14% of respondents
have not accepted the statement.
49
3.22. Organization provides good education and the amenities to the
students.
Introduction:
Providing good education to children makes them to achieve the success in their
lives. This question is to identify whether the school provides good education and
amenities or not.
Table 3.22

Agree 40 35
Disagree 15 13
TOTAL 114 100.0
Graph 3.22
SCHOOL PROVIDES GOOD EDUCATION AND EMINITIES
40 35 35
NO.OF RESPONDENTS
35
30
25
20 PERCENTAGE
15 13
9 8
10
5
0
disagree
DIMENSIONS
Inference:

have accepted that school provides good education and the amenities like library, labs
to the students the township by the organization. Around 22% of respondents have not
50
3.23. Employees are familiar and satisfied about the recreation activities
facilitated by the organization.
Introduction:
Employees require some recreation activities to feel free and to reduce stress from
work. This question is to identify that whether the employees are satisfied with
recreation facilities provided by the organization.
Table 3.23
Agree 40 35
Disagree 13 12
TOTAL 114 100.0
Graph 3.23
RECREATION ACTIVITIES
40 35 35
NO.OF RESPONDENTS
35
30
25
20 PERCENTAGE
14
15 12
10
4
5
0
disagree
DIMSNSIONS
Inference:
From the above graph it is observed that 70% of the respondents

that are familiar and satisfied about the recreation activities like Gym, Tennis,
Court shuttle course, library, TV room etc in both the recreation club and O&S
club by the organization. Around 16% of the respondents have not accepted the
statements.
51
FINDINGS
(1) It is observed that 92% of the respondents are aware of their duties and
responsibilities and only 5% of the respondents are not aware of their duties and
responsibilities.
(2) 81% of the respondents are assigned their job with Authority, Responsibility and
Accountability and only 16% of the employees have not accepted the same.
(3) 70% of the respondents are identified for new assignments and 23% of the
employees have not accepted the same.
(4) It is observed that 70% of the respondents converted their stress into a positive
manner while performing a task but 20% of the employees are unable to convert their
stress into a positive manner.
(5) 66 % of the respondents are satisfied about their job rotation and 25% of the
respondents are not satisfied about their job rotation.
(6) 70% of the respondents are accepted that their HOD identified their present skills
and potentials in performing the job and 25% of the respondents have not specified
this.
(7) It is observed that 73% of the respondents are provided new opportunities and
25% of the respondents are not provided new opportunities.
(8) 75% of the respondents are specified that they are asked to take decisions and their
superior guides the when required but 18% of the respondents have not specified this.
(9) It is observed that 65% of the respondents are accepted that superior addresses
their grievances and 21 % of the respondents have not accepted the same.
(10) 61% of the respondents have accepted that the organization utilizes their services
effectively and efficiently and 29% of the respondents have not accepted the same.
(11) It is found that 79% of the respondents are satisfied with their job and 17% of the
respondents are not satisfied with their job.
(12) 81% of respondents agreed that their seniors colleagues and subordinates are
very cooperative but 17% have not agreed the same.
(13) It is observed that 58% of respondents have been recognized and rewarded
suitably but 30% of the respondents have not recognized suitably.
(14) 80% of the respondents are known that the compensation commensurate with
their qualification but 18% of the respondents are not aware of this.
52
(15) It is found that 83% of the respondents feel a sense of job security and social
belongingness and 13% did not feel a sense of job security and social belongingness.
(16) It is found that 83% felt proud of working with ABG group and 13% have not
accepted the same.
(17) 71% have accepted ABG group provides career opportunities but 22% of the
respondents have not accepted the same.
(18) It is found that 79% of the respondents are covered under health and accident
insurance policy and 11% of the respondents are not covered under health and
accident insurance policy.
(19) 74% of the respondents specified that the organization is concerned about the
health of employees and their dependents but 21% have not specified this.
(20)It is observed that 74% of the respondents are satisfied about the transportation
facilities and 19% are not satisfied about the transportation facilities.
(21) 79% felt that accommodation facility is provided based on the availability at the
quarter and 14% have not accepted the same.
(22) It is observed that 70% of the respondents have accepted that school provides
good education and the amenities and 22% of the respondents have not accepted the
same.
(23) It is observed that 70% of the respondents are satisfied about the recreation
activities and 16% of the respondents have not satisfied with the recreation activities.
53
SUGGESTIONS
(1) 30% of the respondents are not identified for new assignments so extend their
assignments by providing proper training to the employees.
(2) 30% of the respondents are dissatisfied due to lack of recognition and rewards. A
positive recognition for work boosts the motivational level of employees. Recognition
can be made explicit by providing awards like best employee of the month.
(3) Provide opportunities for career personal growth through training and education,
challenging assignments and more.
(4 Identify the key performance areas of the individuals and conduct training
programmes to develop their skills and knowledge.
(5) Immediate resolution of the grievance is necessary otherwise it will effects the
productivity of the organization so immediate actions should be taken to resolve the
grievance of the employees.
54
BIBLIOGRAPHY
SITES :
WWW.HR.COM
WWW.GOOGLE.COM
WWW.QUESTIONNARIE.COM
BOOKS :
1. Human Resource Management and Personnel Management
---- By Ashwathappa ---
2. Human Resource Management and Industrial Relations
--- By P. Subba Rao ---
55

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1.

“Employee retention is a process in which the employees are encouraged to

“Employee retention refers to policies and practices companies use to prevent

WHAT MAKES EMPLOYEE LEAVES?

1. The Cost of Turnover: The cost of employee turnover adds

HOW TO INCREASE EMPLOYEE RETENTION?

UNCALCULATING THE FOLLOWING PRACTICES:

1. Open Communication: A culture of open communication enforces

Creating a Motivating Environment: Team leaders who

Providing coaching: Everyone wants to be successful in his or her

Extra Responsibility: giving extra responsibility to employees is

Focus on Future career: Employees are always concerned about

MANAGER ROLE IN RETENTION

These practices can be categorized in 3 levels: Low, medium ad high level.

To be a premium global conglomerate with a clear focus on each business.

To deliver superior value to our customers, shareholders, employees and

Globally the Aditya Birla Group is:

A metals powerhouse, among the world’s most cost-efficient aluminum and

• A premier branded garments player – Grasim Suitings

• Working in 3700 villages.

UltraTech Cement Limited

UltraTech Cement Limited is a technology driven company with leading edge

UltraTech Cement plants are located at:

1. Awarpur cement works. Awarpur, Maharashtra

UltraTech Cement grinding units are located at:

UltraTech Cement Limited Subsidiaries:

Narmada Cement Company Limited Gujarat

UltraTech Cement Terminals are located at:

1. Navi Mumbai Mumbai

The UltraTech Cement Limited, Andhra Pradesh Cement Works is located at

APCW project started with a prospecting license in March 1992 followed by a

A peculiarity of UltraTech Cement Limited's APCW is that its mines fall in

 One of the plants using minimum energy for cement manufacturing.

 Vertical roller mills for raw materials and cement grinding

 Fuel-efficient pyro-processing systems

 Modern Duoflex burner for efficient flame control.

 CEM scanner for kiln refractory management

 QCX for meal blending and quality control

 Fuzzy logic system for plant optimization

Process of Cement Manufacturing:

Some of the clinker is transported to Arakkonam grinding unit by railway

HUMAN RESOURCE SYSTEM IN ULTRATECH

The Corporate HR regularly conducts HR conclaves in order to bring about

Based on requirement of individual departments, Head of that department is

"Employee Delight is the key to Customer Delight" is the conviction of

UltraTech Cement Limited's residential management development center

Recruitment & Selection:

Recruitment sources include, advertisements given in newspapers and data

Performance Appraisal System:

UltraTech Cement Limited probably is the first organization in India to

PA includes sub-systems like:

Innovative Working Methodologies:

UltraTech, APCW believes that feedback is a major tool and an opportunity to

UltraTech strongly supports participatory work culture. Employee

C. Change Management Initiatives:

In APCW Endeavor to achieve excellence and become world – class

D. Cross Functional Perspective:

UltraTech, APCW primarily focuses on imparting cross – functional

E. Harmonious Work Culture:

In line with the organization vision of continuous and vibrant learning,

One of the success stories of APCW is the existence of harmonious work

Corporate Social Responsibility:

The company is rendering significant social services to the surrounding