CERTIFICATE

This is to certify that the project work Job Satisfaction of Employees in Organisation is a bonafide record of work done by Ms. Alpana Mandal under my guidance in partial fulfilment of the requirements for the summer internship of the MBA programme in HR Department of ALFA Transformers. Ltd.

SIGNATURE OF SUPERVISOR

Alpana Mandal Regd no:-1006107007 2nd Year MBA, CITE, Bhubaneswar

DECLARATION
I, Ms. Alpana Mandal, a student of MBA (2010-2012), University Registration No.:- 1006107007, from CENTRE FOR IT EDUCATION (C.I.T.E), Bhubaneswar, (Odisha), do hereby declare that I have done this project titled Job Satisfaction of Employees in Organisation which I am submitting to the ALFA Transformers. Ltd, Bhubaneswar (Odisha) and CENTRE FOR IT EDUCATION (C.I.T.E), Bhubaneswar, is of my own. I have neither copied from other project nor taken help of any such report previously done in ALFA Transformers. Ltd. This project is not submitted to any other Institute.

(Alpana Mandal)

EPILOGUE
I was doing this project; it was a tough job for me. Yet I learnt a lot of things in corporate social responsibility. It is my first Management project. Although great efforts were put & extensive study is done for this project to accomplish what was required, but there are times when things just dont go the way one expects. So, I humbly appeal to your good self to overlook the mistakes if any. I will try to develop my grey areas. I will try my level best not to repeat the mistakes in the future. Thanking you

(Alpana Mandal)

ACKNOWLEDGEMENT
It gives me great pleasure to acknowledge and to express my gratitude to all those who have helped me throughout this project. I express my deep sense of gratitude to my institution CITE, BBSR for extending me the necessary permission to complete the project works in RSP I am thankful to Honorable Principal Dr. S. R. Mahapatra of CITE, BBSR, Mrs. D. Panigrahi, Faculty of HR, (Internal Guide) for their moral support to carry out this project. I express my deepness of gratitude to Mr. S. B. Rath DGM, CSR, ALFA Transformers. Ltd, for all his help, comments and suggestions. I acknowledge the help and cooperation received from all the staff members of the ALFA Transformers. Ltd, Bhubaneswar (Orissa). I would like to pay my gratitude to ALFA Transformers. Ltd, which had given me opportunity to undergo the SIP training programme in its HR department. Last but not the least I express sincere gratitude to my family members and friends who have encouraged me directly or indirectly in completion of this project.

(Alpana Mandal)

Preface
Management is the art of getting things done with and through help of others. It is the process of planning, organising, staffing, directing, coordinating and controlling in an efficient manner for effective use of scarce resources. In past business organisations were managed by owner managers having no professional knowledge. But nowadays due to severe competition professional management has taken the place of the traditional management. The purpose of this project is to expose the students to go deep into the knowledge of the product of their interest. The purpose of this project is to expose the students on practical fronts in almost all functional areas while undertaking a project specific to the industry problem under the able guidance of faculty embers. The project gives a unique experience to the aspirants who an visualise things what they have been taught in the classrooms. As a complementary to every researcher has to prepare and submit a report on their project. This present project report is in continuation of that tradition. It is an attempt to present an account practical knowledge and observations collected during the Research Project.

General information about JOB SATISFACTION OF EMPLOYEES This project report include the general information about SATISFACTION OF EMPLOYEES IN ALFA Transformers. Ltd Introduction towards Job Satisfaction Job satisfaction is one of the most crucial but controversial issues in industrial psychology and behavior management in organization. It ultimately decides the extent of employee motivation through the development of organization climate or environment job satisfactions has been a subject of hot chase by researchers. There have been more than three thousand published studies on job satisfaction during the last 30-40 years. Job satisfaction is the attitude one has towards his or her job. Sated another way it is one is affective response to the job. Job satisfaction is concerned with the ' feeling one has towards the job. The importance of job satisfaction is fairly evident from a description of the importance of maintaining moral in any industry. It a worker is not satisfied with work, and then both the quantity and quality of his output will suffer. It his job satisfaction increase then there is on improvement in both the quality and quantity of production. Factories in which the workers are satisfied with their work are also characterized by a high morale. JOB

Introduction

Objectives of the Study

To measure the employees job satisfaction level in Alfa transformer Ltd. To study the employees perception towards organization. To study the attitude of the employees towards their Work. To identify the factors that motivates the employees. To give suggestions for the growth & perspective of the company. Scope of the study: Job Satisfaction is an important output that employees work for Organization. It comprises of extrinsic and intrinsic factors and helps Maintain an able and willing work forces. It is an interesting and significant area for conducting research. The study made on the topic of Job Satisfaction will reveal the factor of feelings of employees This report is useful to the management of the company to know the satisfaction levels of employees and they can take measures to increase productivity. This report may be useful to the management students for reading, and may be useful in preparing their report on the job satisfaction In business concerns, public organization etc.

Methodology is a systematic study that guides the scientific investigation. It refers to the body of the methods or techniques used in the study. In fact the aim of any kind of study whether scientific or otherwise is to acquire to know the truth and reality behind any phenomena. So, maximum care has been taken to make this study systematic and scientific. The data for the present study were collected both by primary and secondary methods. PRIMARY DATA:Primary data was collected by field survey method through Questionnaire, which was asked to the respondents with face-to-face interaction. Researcher personally prepared questionnaire along with some which is related to the every sector basically infrastructure development. SECONDARY DATA:Secondary data was collected by acquiring information from different printed materials such as articles, journals, official records and books. In the present study survey as a method of collecting the data was conducted. Hence, it got two phases: Planning of the survey Execution of the survey
Apart from Primary data collected, the data collected through text books, the records of ALFA, Journals from Library, Academic Reports, and Internet is used for the study. Sampling Sample Population: There are totally 121 employees working in the organization. Sample Size: Out of the total strength the sample taken amongst workers .i.e., 60 respondents.

METHODOLOGIES & ACTIVITIES

Graphic rating scales: It is a numerical scale indicating different degrees of a particular trait. The rate is given a printed form for criteria to be rated. The form contains several characteristics relating to the performance and satisfaction level of the Employees. The rating scale method is widely used as it is easy to understand and use. Done by myself after the interaction and unstructured interview was conducted to get certain information from Employees. Due to above mentioned factors Rating output is unbiased and reliable.

INTRODUCTION TO THE TOPIC

Meaning of Job Satisfaction There are a number of different definitions of job satisfaction. One comprehensive definition is that it is a generalized attitude, resulting from many specific attitudes in three areas: 1. Specific job factor 2. Individual adjustment 3. Group relationship These factors can never be isolated from each other for analysis but indications of their relative importance in job satisfaction may be obtained through the use of statistical techniques. For our purpose the definition which seems to be apt, at the same time simple, is that job satisfaction is the favorableness or unfavourableness with which employees view their work. It results when there is a fit between job requirements and the wants and expectations of employees. It expresses the extent of match between the employees expectation of the job and the rewards that the job provides. Job satisfactory may refer either to a person or a group. Job satisfaction may be more clearly understood in the content of the employees extent of the satisfaction in general in his total life situation. Job satisfaction can be viewed in relation to employees satisfaction with their home and community life. Some employees, for instance, may be very satisfied with their home and community life, but view their jobs as average. Consequently their Job satisfaction is lower than their other satisfaction. Some other employees may feel dissatisfied with home and community but they also feel their jobs are average. In this case the employees Job satisfaction will be actively high. But generally Job satisfaction and life satisfaction are closely related. The effect is of spillover of one over the other. Another kind of effect, which is also prevalent, is the compensatory effect where people compensate for low Job satisfaction by trying to achieve higher satisfaction in various pursuits in society and in union activities Job satisfaction is further aided in its understanding by finding relative importance to the employees, of the various factors contributing to it . For instance when asked, the employees may say that they are dissatisfied with both the canteen and the company promotion policy. It win appear at this point, that both the factors are equal importance to employees. But. it asked further, the employees may say that company promotion policy is far more important to them than the canteen. Only when the management knows such relative importance of various factors then proper action can be taken. This approach has been largely followed in the psychological study in the J.B Institutes AH India survey of changing aspiration of workmen, referred to earlier and later. Another interesting approach to measuring Job Satisfaction as developed by

Porter, is to find out the gap between what the Employees experiences about that particular factor. In his actual condition and what he thinks should be there. This gap along with the importance of the factor to the employee gives a clearer understanding of the extent and nature of Job satisfaction employees the following sample question gives an idea of job Satisfaction measures form a porter-type survey:The feeling of security in my Job (circle one number): (a) How much is there now 7 (min) 1234567 (max) (b) How much should there be? (Min) 1234567 (max) The lower the different between response to question (a) and that to question (b) the higher the Job Satisfaction assumed to be. Job Satisfaction and Productivity : Historically the concept of human relations assumed that high Job Satisfaction led to high productivity but later research indicated that his was an incorrect assumption Satisfied workers turned out to be either high producers, or low producers or only average producers The satisfaction productivity relationship appeared to be quite complex being influenced by various intermediate factors such as rewards that an employee receives. The question has been often raised whether Job Satisfaction leads to performance or performance leads to Job Satisfaction Lawler and Porter' have developed a model that suggests that productivity leads to satisfaction.

Relationship of Job Satisfaction and Productivity : Performance lead to rewards, and if these are perceived to be equitable employee satisfaction is the result. The assumption, which seems most realistic, is that satisfactions and productivity are in a circular relationship in which each effect the other using this model, it can be said that high satisfaction indicates a predisposition to productive if effective leadership is provided. From the various studies a general relationship emerges between Job satisfaction and productivity as show in fig 2. Line the chart shows the conditions of high productivity and low Job satisfaction, which can occur when the supervisor pushes the production through techniques of scientific management such as methods study, time study, and close Supervision Line represents a condition which believes that satisfied worker are the best workers happy regardless to keep happy regardless of the effects on organizational goals In this condition, the workers may design much Job Satisfaction but work may be done, This condition is described by one supervisor as 66 my workers are so happy that they do not feel like working. The meddle line B appears to be the most desirable arrangement where high

satisfaction

and

high

productivity

are

combined

together.

Fig: - Relation of Job Satisfaction and productivity Job Satisfaction Interpersonal Interaction : Interpersonal relationship prevailing in the work group can be viewed as the environment for the work group which ultimately

Table - Satisfaction and dissatisfactory in interpersonal interaction SATISFYING DISSATISFYING TO SELF LEVEL 1 LEVEL 2 SUBMISSION Satisfying to Sympathy, Mutual Respect, Obedience, Inferiority, Punishment other Love, Affection, Trust, being controlled disciplined Friendliness, Acceptance and rejection/analysis criticism/attack Agreement, Confidence Help based on and directed towards achieve common goal. Dissatisfying Superiority dominance Hatred/ antagonize to Other authority control disciplinary Misunderstanding distrust action command Suspension/Neglect/Disrespect Interpersonal relationships have, invariability to develop through interpersonal communication and interaction. If we look at the probability of mutual feelings of human satisfaction and dissatisfactions based purely on interpersonal interaction between any two persons in the work group or between the leader supervisor and the subordinates of the group, the broad alternatives will appear to be as in presented by Ghosh in table. The table conceives of outcomes of specific interpersonal interactions as follows: 1) Where both the self and the others are satisfied which again can be at two levels: Level 1- which is based on somewhat superficially, socially desirable, mutual nice, sympathic and friendly sort of interactions. Level 2-, which is based on somewhat deeper, more purposeful interactions, directed towards achievement of common objectives, with mutual respect, trust, and confidence and with acceptance of mutual strengths and weaknesses. 2) Where self is satisfied but others are dissatisfied. 3) Where the others are satisfied but self is dissatisfied. 4) Where both self and others are dissatisfied. Earlier, we have seen in fig. 2, that the matching of Job Satisfaction and productivity is possible through an adjustment of both Job Satisfaction and productivity somewhere halfway as represented in Line B. Thus it can be well realized that the basic objective of any organization producing can be achieved only through mutual satisfaction at level 2: This level of mutual satisfactions and adequate leadership and supervisory abilities to achieve the same through establishment of congenial relationship for the tasks to be done. Process of Establishing Job Satisfaction :

Job satisfaction at level 2 requires by its necessity, understanding of mutual expectations and ultimately firmly setting down on mutually accepted expectations. It must also be borne in mind that Job satisfaction is dynamic. Almost like machinery, which requires proper installation, operation and maintenance, the adequate level of Job satisfaction is required to be achieved, used and maintained. Otherwise it can leave more quickly than it does arrive. Factors relating to Job Satisfaction and Dissatisfaction Job satisfaction is a complex phenomenon. The nature and extent of factors contributing to it are not yet fully known But a good deal of research studies in various countries with different cultures which have accumulated by now, have certainly advanced our understanding of the factors. We shall for our purpose, emphasize here the studies of Herzberg, Mausner and Snyderman and the two factor theory of Job satisfaction dissatisfaction proposed by them as they provide possibly the broadest scope so far in understanding the relevant factors prevailing across cultures as well as in India. Herzberg and his associates explored Job satisfaction from a basically dynamic view and offered an approach to an understanding of motivation to work. They noted an important distinction between two kinds of factors. One-group factors dealt with the nature of and the other (2) was related to the environment in which the Job was done. One set of factors according to them, contributed to satisfaction. They are referred to as intrinsic, Job content, motivators or satisfiers. Another set of factors contributed to dissatisfaction. They are termed as extrinsic, Job content hygiene, or dissatisfactions.

Factors associated with Job satisfaction and dissatisfaction in twofactor theory : According to the theory, satisfiers, which contributed to feeling of satisfaction has little, to contribute to dissatisfied feeling. Similarly, dissatisfies contributed more to dissatisfaction than they did to satisfaction. In other words, it was suggests, that satisfaction and dissatisfaction were two separate, distinct, and independent feelings. An interesting feature of the theory is that satisfiers not only enable a person to feel satisfied but they induce him to produce and perform more in his job. Dissatisfies do not have that potency to contribute to Job behavior Herzberg did not however, spell out .In detail about the relation of satisfaction and productivity in the light of their theory nor is there any clear evidence of any simple and direct relation between Job satisfaction and productivity. As we have noted, there are many factors, which interact, in a complex pattern to contribute to Job satisfaction. We shall how ever confine our discussion to those, which are considered as more important. A) PERSONAL FACTORS: Sex Number of department Time on Job Level and Range of Intelligence Level of Education Age Attitude Personality, Exclusive of Intelligence SEX: Other things remaining the same, women are more satisfied with their work than men because relatively women have limited needs and are less ambition. NUMBER OF DEPENDANTS: - An earlier study by Morse of white collar workers in America Indicated that the more number of dependants one has, the less satisfaction he has with his Job. In the Indian study by Sinha and Nair, workers having to support fewer dependants (one to four) tended to have higher Job satisfaction while those with five or more dependants tenant to be dissatisfaction. It is possible that the stress of greater financial need due to increase in family size widens the gap between the need and the satisfaction of it thereby bringing about greater dissatisfaction with one job. The for checking further increase in population and reducing the family unit size has been greatly family unit size has been greatly emphasized by the government of India, through its plans, as a measure towards national development some of the Indian organizations have incorporated family planning programmes in their labor welfare activities. Same Indian

companies claim to have a beneficial effect on the workers and the organization through successful family planning programmes conducted with the help of professional trained social work. TIME ON JOB: The study of Sinha and Nair showed that workers with service of three years and less and those with service of over six years were more satisfied than workers with service of four to six years. The trend, in other words showed relatively high job satisfaction at start, which dropped between the fourth and sixth years, then rose again with greater length of service on the job. The trend broadly confirms other studies elsewhere ands in India although the towering of satisfaction after the initial high level in found usually to occur any time between the fourth and eleventh year. RANGE OF INTELLIGENCE: Some studies in U.S.A. have shown the intelligent workers to have same what poorer work attitudes. In an English investigation the most intelligent girls employed in a chocolate factory were found to be most easily bored. In another study, no relationship was found between attitude scores and intelligence. Ghosh found relationship of moderate of intelligence with job satisfaction among the operators in a synthetic Jewel manufacturing plants in Gujrat. The more intelligent were highly discontented about the work conditions although physically it was the most ideal place to work in. On an overall analysis it appears that the relation of intelligence to job satisfaction depends on the level and range of intelligence and the challenge of the job. LEVEL OF EDUCATION: Indian studies have generally shown that there is a tendency for the more educated workers to be less satisfied and conversely the less educated workers to be more satisfied. The trend possibly reflects the generally prevailing situation in Indian organizations where no company advancement reward policy in relation to education exists. AGE: Usually young workers have higher level of job satisfaction but by and by it shows a declining trend. However, certain studies on the subject have revealed positive results between advancing age and job satisfaction. ATTITUDE: Person having positive attitude have more job satisfaction. PERSONALITY, EXCLUSIVE OF INTELLIGENCE: Studies have suggested that personality is a major cause of job satisfaction and dissatisfaction such studies. However, not been conclusive as true measures of personality characteristics have not yet been fully possible. However fairly clearer trends have been found regarding relationship between anxiety neurotic personality characteristics and job dissatisfaction in studies in Indian and abroad. From the review of the relevant studies,

Harrel has pointed but that neurotic tendency leads to Job dissatisfaction only when the job itself is one of "greater" strain. B) FACTOR INHERENT IN JOB Type of work Skill required Occupational status Size of the plant Geography 1. Type of work: Industrial psychologists have long considered "type of work" as the most important factor inherent in a job. Studies abroad have shown that "variety in the job" cause greater job satisfaction than routine work". Other studies have shown a majority of factory workers to be dissatisfied whereas a minority of professionals was dissatisfied. Thus, although the type of work must be considered as an important determinant of job satisfaction in Indian organization the widely prevailing inadequate personnel policies and ineffective personnel practices may have prevented the congenial relationship to be established. 2. Skill required: In one of the earlier studies it has been recognized that where skill exists to a considerable degree it tends to become the first source of satisfaction to the workman. The study also noted that satisfaction in conditions of work or in wages become prominent only where satisfaction in skill has materially decreased. The study of Sinha and Nair among the Indian workers has shown that skilled workers have significantly higher job satisfaction than unskilled workers. 3. Occupational Status: Occupational are usually found to arrange themselves in hierarchy according to their relative status, prestige or value, in the particular society. Occupational status and job satisfaction are related but not identical with each other. Frequently, studies show that even when the holders of specific occupations state that they are very happy with their occupations, only a new of them express their willingness to enter their present occupation again, given a choice. The occupations which they would like to enter most often were those of higher status is determined not only on the way the individual employee regards the status of his job but also on the wav it is regarded by others in the society whose opinion be values. At any given time, the occupational status, which is established among people in a society, may be determined through an investigation. Such hierarchy of

occupation according to prestige, or social status may be found to be fairly consistent among people in society in generally on in a specific group of people in society, over a period of time. The hierarchy may give point of time. Harrell has reported that the students' concept of the status of occupations remained almost content in the United States from 1925 to 1948 with essentially the white collar and professional jobs. 4. Size of the plant: Usually in small plants, people get more job satisfaction because of attention they receive from the management and also due to respect they get for their ability. 5. Geography: Geography has been found to have some bearing an satisfaction and dissatisfaction of workers. In study in the United States it was found that people on the pacific coast were the most satisfied and those in the mountain states were the least satisfied. Other studies were the least satisfied. Other studies have shown that workers in large cities are less satisfied than those in smaller cities and towns. It is however difficult to separate the cause of workers satisfaction and dissatisfaction can not however be attributed to geography alone as it is inseparable from the working condition levels of industrial development the political, social and economic, environment, the workers' characteristics and possible other factors as well in the regions. Still, taking all these factors into account, the possibility of regional variations attributable to geography cannot be fully ruled out. C) FACTORS CONTROLLABLE BY MANAGEMENT Adequate Salary Fringe Benefits Co-workers Downward Communication Working Conditions Responsibility Supervision Wages Opportunities for Advancement 1. Adequate salary: Adequate salary emerges as the most predominant preference of all the job factors among Indian workmen as is evident in the summary of the comparable Indian studies covering a period of 21st years from 1951 to 1971. These studies, which report the expressed preferences of worker, have led to certain controversies about interpretation of their implications in Indian condition. The security of job, security of for retirement benefits,

security for life and security of finance provided by the management, the greater will be the job satisfaction to the employees. 2. Fringe benefits: Though the provision for fringe benefits affects the job satisfaction but these benefits occupy low position of importance. 3. Co-workers: The job satisfactions are likely to be more it the workers are good. Hence management and worker all should try to create and maintain good human relations in the industry in order to create friendly environment 4. Downward communication: In case downward communication flows adequately and smoothly, workers are likely to have more job satisfaction. 5. Working conditions: Where working conditions are better workers get more job satisfaction because good working conditions leave an impact on the mind of the worker. 6. Responsibility: Those jobs in which a log of responsibility is involved give more job satisfaction especially to the educated and highly educated people. 7. Supervision: Job supervised by good tempered and human relations oriented supervisors are source of more job satisfaction whereas ill-tempered supervisors become the source of dissatisfaction to the workers. 8. Wages: Jobs carrying attraction wages and pay scales give more job satisfaction. Wages are more significant as long as physiological needs are not fulfilled. 9. Opportunities for advancement: Employees specially the ambitions and potential ones get more, job satisfaction in job offering opportunities for advancement. Ways of Measuring Job satisfaction

There are number of ways of measuring job satisfaction. This is not surprising since hundreds of studies have been conducted over the past three and a half decades employing varied techniques. The most common ways of measurement include rating scales, critical incidents, interviews, and action tendencies. Rating scale: The most common approach for measuring job-satisfaction is the use of rating scales. These scales fall into two general categories. One its called tailor made scales, which are constructed for a particular setting or a project. The second set comprises standardized scales, which, before their use, have been developed to establish grow norms on the scales on the scales and to ensure the reliability and validity of measuring instrument. It is the tailor made scales, which are frequently used in practice. One of the most popular standardized scales is the job descriptive index (JDI) developed by Smith, Kendall and Hulin (1969). The JDI has separate scales for satisfaction with pay, promotion, supervision, work and coworkers. It has been used with a large variety of employee samples and norms are provided for employed according to their age, son, education, income, and type of community. Requiring only 10-15 minutes administering, JDI has been widely used by behavior researchers over the years and provides a broad picture of employee attitudes towards the major components of jobs. SOURCES OF JOB-SATISFACTION Job elements contribute to job satisfaction. The most important amongst them are wage structure, nature of work, promotion chances, quality of supervision, work group, and working condition. WAGES: Wages play a significant role in influencing job satisfaction. This is because of two reasons. First, money is an important instrument in fulfilling ones needs and two employees often see pay as a reflection of management's concern for them. Employees want a pay system, which is simple, fair and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result what needs emphasis is that it is not the absolute amount paid that matters, rather it is one's perception of fairness. In the next chapter of project report, we will study the Benefits of Job Satisfaction issues and Increasing Job Satisfaction on employees.

COMPANY PROFILE

ALFA TRANSFORMERS. LTD

(An ISO-9001 Certified Company) # 3337, MANCHESWAR INDUSTRIAL ESTATE, BHUBANESWAR-751010, ORISSA, INDIA. Telephone: 91-674-2580484/2581036 Fax: 91-674-2580495/2580543 Email: dillip1@sancharnet.in

INDEX

1. 2. 3. 4. 5. 6. 7. 8.

Profile Descriptive Data Manufacturing Information Production System & Quality Control List of Type Tests Conducted. List of Major Orders Executed List of Plant & Machinery and Testing Equipment. Credentials.

PROFILE

PROFILE
Name of the Company Address Telephone /Fax/email : : ALFA TRANSFORMERS. LTD LIMITED Plot No.3337, Mancheswar Industrial Estate, Bhubaneswar - 751010, Orissa, INDIA : Tel : 91-674 - 2580484, 2581036, 2581537 Fax : 91-674 - 2580495, 2580543 Email: dillip1@sancharnet.in : : 1988 Electrical Distribution & Power Transformers Ranging from 10 KVA, 12KV Class to 10000 KVA, 36 KV Voltage Class. 1000 MVA per annum # 3337, Mancheswar Industrial Estate, Bhubaneswar-751010, Orissa, INDIA.

Year of commencement of production Products

Installed Capacity Location of Units

: :

BOARD OF DIRECTORS
Sl. No. 01 02 03 Name of the Directors Sri Dillip Kumar Das, Managing Director Sri Deepak Kumar Das, Director (Finance) Sri S.K.Nanda, Director Dr. N.C. Pal, Director Sri Sambit Mohanty, Director Sri Debasis Das, Director Mr. Sushil Kumar Nayak Director Mr. Santosh Kumar Patnaik Director Mr. Sandeep Daga Director Profile B.Sc. Engg.(Electrical) with 30 years of Professional & Industrial experience M.Sc.(Chem.) having 20 years of experience in Industry. B.Sc. Engg.(Electrical) with 40 years of Professional & Industrial experience. Ex-Chairman of Orissa State Electricity Board. I.C.W.A, Phd with 20 years of Professional & Industrial experience. MBA with 10 years of Professional & Industrial experience. Graduate & M.B.A. M.B.A. & I.C.W.A. with 10 years professional experience B.Sc Engg (Mechanical) with 30 years of professional & Industrial experience Graduate in Electronics Engineering, MMS-FinanceEx-Head of ICICI Econet & now Director of Strategic Ventures Fund(Mauritius) Ltd. and Frontline Strategy Ltd.

04 05 06 07 08 09

10

Mr. Subhash Baliga Director Mr. L.V.N.Muralidhar Director Subhasish Das Director :

11

12

Master of Financial Management & PG Diploma in taxation, ex-DGM (Finance & Investors Relations) in Supreme Telecommunications Ltd. Law Graduate, Associate Member of Institute of Company Secretaries of India. Presently Director of Lastaki Management Consultants Pvt. Ltd. Commerce Graduate & PromoterDirector of Galaxy Medicare Ltd. State Bank of India, Commercial IDCOL House, Ashok Nagar, Unit-II, Bhubaneswar - 751001, Orissa, INDIA

Name of the Banker Branch,

FINANCIAL DATA:
As on 31.03.2006 In Lakh Rupees (Audited) (Unaudited) (As on 31.03.2006) (As on 30.06.2006) : : : : : : : : 390.00 370.32 488.31 394.76 1388.14 397.86 1323.29 64.85 450.00 698.35 416.26 453.70 373.64 333.20 353.27 20.37

Equity Reserves Loan funds Fixed Assets(at cost) Total Income Total Export Total Expenditure Net Profit/Loss after Tax

----------------------------------------

DESCRIPTIVE DATA

DESCRIPTIVE DATA
A.
(a) (b) (c)

BRIEF WRITE UP ABOUT THE COMPANY :

This Company was started in 1988 with a equity of 2.1 million INR to manufacture transformer upto 1600 KVA. At present we have upgraded our manufacturing capacity to 10000 KVA, 36KV Class. The Company has not incurred any cash loss even during its first year of operation and is consistently making profit from its commencement of operation. The net worth of the Company has gone up more than 25 times during last 15 years of its operation. Inspite of limited manufacturing capacity of the Company during 1992 upto 5 MVA, we have re-designed the electrical coils and completely retrofitted a 62.5 MVA transformer during 1992 belonging to Indian Charge Chrome Ltd., Choudwar. The Transformer is running satisfactorily. The Company has been ISO 9001: 2000 accredited by NQAQSR, New Delhi from September, 1997. The Company successfully established the quality system. The quality management system is applicable to "Design, Manufacture and Sale of Distribution & Power Transformers ranging from Small Pole Mounted Distribution Transformers of 10KVA, 12KV Class to Power Transformers of 10MVA, 36KV Class". The main purchasers of our equipments are the following:

(d)

(e)

(f)

EXPORTS:
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Dubai Electricity & Water Authority, Dubai. Ministry of Electricity & Water, U.A.E. Nepal Electricity Authority, Achham Hydro Power Project. Bhairawa Lumbini Ground Water Project, Nepal. Bangladesh Power Development Board, Dhaka, Bangladesh. Rural Electrification Board, Dhaka, Bangladesh. Dhaka Electric Supply Company Ltd., Dhaka, Bangladesh. National Primary Education Commission, Abuja, Nigeria. National Electricity & Power Authority, Abuja, Nigeria. N.V.Energie Bedrijven Suriname, Suriname. Areva T&D, Egypt General Electricity Company of Libya, Tripoli

DOMESTIC :
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. Orissa State Electricity Board. Bihar State Electricity Board. Maharashtra State Electricity Board. Punjab State Electricity Board. Govt. of Manipur, Electricity Department. M.P.Electricity Board, Jabalpur. Rajasthan State Electricity Board. West Bengal State Electricity Board. Department of Atomic Energy. Bhaba Atomic Research Centre. Central Coalfields Ltd. Mahanadi Coalfields Ltd.. Larsen & Toubro Ltd. North Eastern Electric Power Corporation Ltd., Shillong. Kirloskar Electricals Ltd. Siemens Ltd. Crompton Greaves Ltd. Steel Authority of India Ltd. Indian Metal & Ferro Alloys Ltd. Tata Projects Ltd. Tata Iron and Steel Company Ltd. National Aluminium Company Ltd. Vendanta Aluminium Limited Nilachal Ispat Nigam Limited Various Govt. Undertakings & Corporations.

B.

EXPORTS :

A list of few orders executed is enclosed including export orders. The export sales was 30% of total sales during 1995-96 and has increased to 44% of total sales during 2001-2002.

C.

FUTURE PLANS OF THE COMPANY:

We are now concentrating on enlarging manufacturing capability upto 50 MVA of 66 KV Class. We have already accredited for ISO 9001 by NQA-QSR Ltd. Some balancing equipments being planned to be procured for testing and quality control.

A.

ORGANISATION OF ENGINEERS:

The Company is an organisation of Engineers promoted by a Technocrat having experience of 32 years in this line. The company is confident to appreciate the technical requirement of the clients and assimilate the technology within short period.

B.

MANUFACTURING FACILITIES:

Transformers are basically manufactured to meet the specifications of the customers. However, it meets the following Indian Standards: 1. IS:2026(Part-I to Part-IV) General, Part-II : Power Transformers (Part-I)

2. IS:1180 including 100 3. IS:10028 Installation and (1985), II 4. and IS:1186-1967

: :

Temperature Rise, Part-III - Insulation levels and dielectric tests, Part-IV Terminal Marking, tapping and connections. Distribution transformer upto and KVA. Code of Practice of for Selection, Part-I

Maintenance

transformer,

and II(1981). : Code of Practice for installation maintenance of transformer. : Guide for the loading transformers. of oil

5. IS:6600-1972 immersed

6. Manual on Transformer by Central Board of Irrigation & Power, New Delhi. 7. C. In export market, we manufacture transformers conforming to IEC-76, BS-171 and ANSI-C57 Specifications. Our factory is well equipped with required equipments to produce transformers upto and including 10 MVA, 36 KV Class and the factory is consisting of the following Divisions. (a) Core Cutting Section. (b) Coil Winding Section. (c) Insulation & Fabrication section. (d) Assembly section. (e) Fabrication & painting section. (f) Testing / Inspection. Core Cutting Section:

(a)

We import electrical grade steel directly from reputed manufacturers including Nippon Steel / Kawasaki, Japan. We are using various grade of electrical steel starting from cold rolled grain oriented steel sheets of M5 grade to HIV grade to laser scribed materials. We have facility for cutting laminations, annealing it in our own furnace. We are now planning to install

CNC equipment which can produce step-lap and wound core which reduces no load losses of a transformer. (b) Coil Winding Section:

Our coil winding section is equipped with 6 Nos. of strip winding machine, 8 Nos. of wire winding machine. We are planning to import CNC foil winding machine to improve the quality of our product.

(c)

Insulation & Fabrication Section:

Insulation system of transformer depends upon worthy of the insulating paper and insulating boards and quality of fabrication. To ensure quality, we are importing insulating papers directly from Jjapan, Germany and Sweden from reputed manufacturers like Toimo Corporation, Japan, Weidmann, Germany. We also import epoxy dotted papers, specific pre-compressed transformer boards. (d) Painting Shop:

We have installed a shot blasting arrangement, phospating arrangement, powder coating arrangements. We are endevouring to improve the powder coating arrangement to international standards. (e) Testing: (i) (ii) All international specification of transformers calls for :

Set of Routine Tests and Set of Type Tests.

Our Test Lab is fully equipped to meet with the requirement of Routine Tests. With respect to Type Tests, we have conducted several set of type tests during last few years. A list of such Type Tests viz. Short Circuit Tests and Impulse Voltage withstand tests is appended herewith.

MANUFACTURING INFORMATION

MANUFACTURING INFORMATION
ALFA TRANSFORMERS. LTD LIMITED started its operation here at Bhubaneswar as a manufacturer of Distribution transformers in 1988. Subsequently, the product range was increased from 12 KV Class to 36 KV Class transformers. In 1992 and 1993, prototypes of 3.15 MVA, 4 MVA and 5 MVA transformers were manufactured & successfully type tested for short circuit test at Central Power Research Institute, Bhopal/Bangalore and for Impulse Test at Indian Institute of Technology, Kharagpur and subsequently at Anna University, Madras.

A.

MANUFACTURING CAPABILITIES

During last 14 years, the following quantity of transformers have been manufactured in our works at Bhubaneswar. Rated KVA 10 - 16 25 - 50 63 80 - 100 125 - 400 500 - 800 1000 - 1500 1600 - 2500 2700 - 4000 5000 10000 Total Quantity Supplied (Nos.) 2314 3487 1885 3887 1825 311 41 193 55 112 7

B.

TYPE TESTING:

Several transformers of various ratings have been type tested at Central Power Research Institute, Bhopal/ Bangalore & ERDA, Vadodara and Impulse tested at Anna University, Chennai, IIT, Kharagpur. The details of transformers Short Circuit Tested and Impulse Tested are as appended hereto.

PRODUCTION SYSTEM & QUALITY CONTROL

PRODUCTION SYSTEM & QUALITY CONTROL

The various stages of manufacturing and inspection for transformers, from raw materials to despatch of the finished products are carried out. D. 1.

RAW MATERIALS : The major raw materials/accessories for

transformers along with the scheduled vendors are as follows:Electrical grade Steel (CRGO) : Nippon Steel, Kawasaki, Japan or equivalent. : Oriental Insulated Orissa/ KSH

2. Copper/Aluminium Conductors Conductors Pvt. Ltd., International

Bhubaneswar,

Pvt. Ltd, Mumbai / Alco Wire Products Pvt.Ltd., Hyderabad. 3. Transformer oil Chemicals (Madras) Ltd., Chennai. 4. Insulating Paper & Press Boards /Sumitomo Corpn., Mysore / Senapathy Bangalore. 5. Bushings Kolkata 6. Steel Sheets/Materials : : Sampat : Ceramics Pvt.Ltd, Whitley Pvt.Ltd., : Weidmann, / Raman Germany Boards Ltd, : Apar Ltd, Mumbai / Savita

Ltd., Mumbai / Raj Lubricants

Japan

SAIL / TISCO. USA, Albert Mayer

7. Pressure Relief Device GmbH, 8. Magnetic Oil Level gauge Precimeasure 9. Pune.

Glocon,

Millind Engineers, Mumbai. : Sukrut Udyog, Pune /

Controls Pvt.Ltd., Chennai. On Load Tap Changing Device : On Load Gears, Chennai CTR Manufacturing Pvt.Ltd.,

10. Off Load Tap Switch Electricals, Co.

ASP,

France

Premier

Kolkata / Haldar Manufacturing Kolkata/ Thane. 11. Gaskets Balsara. : Gujurat Cork, / Grindbeck, Paragon Associates,

12. Pressure Vacuum Bleeder & Gauge : USA 13. Condenser type Bushings :

GLOCON INC, USA / ABB, ABB, USA.

The above materials are procured from our regular vendors who are selected on the basis of the quality evaluation of their product. On receipt, the products are verified. E.

IN-PROCESS OPERATIONS: The major operations involved are:

(1) Lamination Cutting, Annealing, Core Building & Core Clamping. (2) Fabrication of insulating materials. (3) Coil making. (4) Core Coil Assembly. (5) Fabrication of Tank, Painting/Galvanising, Short Blasting & Powder Coating facility. (6) Drying & Tanking. (7) Fitting of Accessories & Oil filling. During the above process, appropriate stage inspection is carried out, as indicated in the Flow Chart. F. (1) (2) (3) loss. (4) (5) (6) (7)

FINAL TESTING: The following Routine Tests are carried out on the
completed transformers. Measurement of winding resistance. Measurement of voltage ratio and check of voltage vector relationship. Measurement of Impedance voltage, short circuit impedance and load Measurement of No-load loss and current. Measurement of insulation resistance. Dielectric tests (High Voltage & Induced Overvoltage test). Magnetic Balance Test.

The above tests are carried out as per IS:2026/ IEC-76. In addition to above tests, Temperature Rise Test is conducted as type test at our works.

DATA ANALYSIS & INTERPRETATION

1)

communication and planning.

0% 0% Strongly Agree Agree 33% NA/ND Disagree 57% 10% Strongly Disagree

The above graph speaks that the organization vision, mission and their long term plan are well communicated to employees up to 67% were the rest the neither agree nor disagree. As well the grievances redressed up to 67% were the rest the neither agree nor disagree. 2) Your role at COMPANY

I like the type of work that I do

13%

17% Strongly Agree Agree

23%

NA/ND
Disagree 33% 13% Strongly Disagree

The above graph speaks that the employees were placed at right man at right job up to 46% were 13% neither agree nor disagree and rest disagree. I believe my job is secure
13% 13%

Strongly Agree Agree 27% 33% NA/ND Disagree Strongly Disagree

13%

The above graph speaks that the employees job is secured up to 46% were 13% neither agree nor disagree and rest disagree. 3)

Corporate Culture
10% 23% Strongly Agree Agree NA/ND 33% 20% Disagree Strongly Disagree

13%

The above graph speaks that the employees job is secured up to 43% were 13% neither agree nor disagree and rest disagree. In accordance to trust, communication, Cooperation, leadership, decision making and relation with peers works.

4)

Your relations with your immediate supervisor

0% 7% 33% 33% Strongly Agree Agree NA/ND Disagree Strongly Disagree 27%

The above graph speaks that the employees have good relation with their supervisor up to 60% were 33% neither agree nor disagree and rest disagree. 5)

Work task factor

3% 10% 17% Strongly Agree Agree 27% NA/ND Disagree 43% Strongly Disagree

The above graph speaks that the employees have minimum work load, personal goal is attached up to 37% were 43% neither agree nor disagree and rest disagree.

6)

Promotion and Career and develpoment..

0% 7% 23% Strongly Agree Agree

33%

NA/ND Disagree 37%

Strongly Disagree

The above graph speaks that the employees have an opportunity in promotion and career development up to 60% were 33% neither agree nor disagree and rest disagree. 7)

Pay and Benefits.

20%

20%

Strongly Agree Agree

10%

NA/ND Disagree Strongly Disagree 37%

13%

The above graph speaks that the employees have an opportunity on pay and benefits up to 60% were 33% neither agree nor disagree and rest disagree.

8)

other benifits.
7% 10% Strongly Agree Agree 37% 30% NA/ND Disagree

Strongly Disagree
10%

The above graph speaks that the employees have otherbenefits up to 40% were 10% neither agree nor disagree and rest disagree. 9)

Satisfied with your Job.

0% 0%

33%

30%

Strongly Satisfied Satisfied NA/ND Disatisfied Strongly Dissatisfied

37%

The above graph speaks that the employees are satisfied with their job up to 67% were 33% neither agree nor disagree and rest disagree.

Findings
Employees
are not completely satisfied job although their salary is good enough. with their

Employees are not getting value to their work. Most of employees think that they are not on
path.

their actual

Most

of the employees think that the organization hasnt fulfill their promises, what they do in beginning especially regarding Promotion. is negatively comparison between peers especially regarding targets.

There

They often feel overworked.

Suggestions and Recommendations

To increase the job sanctification level of the employees the company should concentrate mainly on the incentive and reward structure rather than the motivational session.

Ideal employees should concentrate on their Job. Educational qualification can be the factor of not an
effective job.

Company should give promotion to those employees who

deserves it

LIMITATIONS OF THE STUDY

Limitations find during the project work are

Due to strict time scheduled, it was difficult on the part of

executives to spare time for the study the people are uneducated.

Less opportunity is there to extract facts. Because most of Errors in rating and evaluation Many errors based on the personal bias like stereotyping,
halo effect (i.e. one trait influencing the evaluators rating for all other traits) etc. may creep in the rating process. Therefore the rater should exercise objectivity and fairness in evaluating and rating the impact collected which made the study reliable regarding the villages and accordingly analysis have been made.

Despite of the limitations, required data response were

Conclusion

BIBLIOGRAPHY

CONTENTS
SL NO. 1 DESCRIPTION CHAPTER I PAGE METHODOLOGIES & ACTIVITIES CHAPTER II

INTRODUCTION OBJECTIVE OF THE PROJECT

INTRODUCTION TO THE TOPIC. OVERVIEW OF ORGANISATION THEORITICAL ASPECTS

CHAPTER III

DATA ANALYSIS & INTERPRETATION FINDINGS SUGGESTION/RECOMMANDATION

LIMITATIONS OF THE STUDY CHAPTER IV

CONCLUSION A BLANK QUESSIONAIRE BIBLIOGRAPHY

CHAPTER V