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(A Unit of Aditya Birla Nuvo Ltd.)VERAVAL

PREPARED BY

PATEL SHIVA H.

M.B.A. II

ROLL No.61

ACADEMIC YEAR

2009-2011

GUIDED BY

JANKI THAKKER

NAME OF INSTITUTE

N.R.VEKARIA INSTITUTE OF MANAGEMENT STUDIESJUNAGADH.

SUBMITTED TO

GUJARAT TECHNOLOGICAL UNIVERSITY


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PREFACE

The golden opportunity for any management student is to know about the actual managerial

work of any industry. Practice makes man perfect. In this perspective it is the necessity of

practical training for every MBA student to support and to expand the deep sense of practical

management work.

The aim and purpose behind this industrial training is to lead the students to get more

efficiently skills and the knowledge of real managerial work/practices which may help them

to become a successful manager.

Management field is like a coin. It has two sides one is theoretical and another is practical

management approach. Both are very necessary aspects to learn for management students. As

a part of practical approach, industrial training is very important for the management

students.

In our university, for all the MBA students the industrial training of 45 days and project

report work are compulsory to undergo as a part of study during the summer vacation after

completion of 2nd semester.

As a summer trainee I have visited Indian Rayon (A unit of Aditya Birla Nuvo Ltd.) Veraval

Gujarat. It was great opportunity for me to explore such a big and vibrant company. And I

tried my level best to make this training most successful. I got very cordial support from all

the departments employees who shared their working experience with me, as such a way this

training period has become a precious reminiscence for me.


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ACKNOWLEDGEMENT

I am thankful to the management of Indian Rayon. (A unit of Aditya Birla Nuvo Ltd.)

Veraval Gujarat. Who permitted me for doing the summer project training within andexposure of functioning of big corporate for the period of 45 days.

A project of this nature calls for intellectual nourishment and professional help from many

people. I therefore, deeply express my gratitude to all the professors of my college and

special Dr. Dharmesh S. Raval and Mrs. Vishala Mehta who guided me and even helped me

in completing my project.

I would like to thank Mr. P. Narsimharao, Sr.Vice President (HR), for providing me this

opportunity to learn the basic nitty-grittys of management in the prestigious company of

Indian Rayon.

I am also thankful to Miss Shraddha Mehta (Training Manager) who allowed me to carry out

my project and guided whenever required. I am also thankful to Mr.J.V.Dave (Librarian) for

his cooperation to provides relevant books as well as journals that made my task smooth.

I finally express my gratitude to all those who directly or indirectly rendered the assistance,

guidance and support for the project undertaken by me in the company.

Last but not the least, I am greatly indebted to my God, my parents, my family members and

my friends without whose blessing and guidance I think I could not have reached this

moment in my life.


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DECLARATION

I Miss. Shiva H. Patel the student of Master of Business Administration from

N.R.VEKARIYA School of Management, here by declares that the project work presented in

this report entitle General Organizational Study of Indian Rayon Veraval Gujarat.

Submitted in partial fulfillment of the award of the degree of Master of Business

Administration from Gujarat Technological University is a record of original study done by

me. This work has not been undertaken or submitted else where in connection with any other

academic course.

Place : Veraval SHIVA H. PATEL

Date :


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EXECUTIVE SUMMARY

A study on overall organizational work and functioning has been conducted in Indian Rayon,

one of the blue chip units of the Aditya Birla Group of Companies.

Indian Rayon, the VFY unit of Aditya Birla Nuvo, is a major player in the Indian viscose

filament yarn business. The unit enjoys a 30 per cent domestic market share, making it the

second largest producer of viscose filament yarn in India.

The report discusses the brief overview of various organizational departments, its function

and managerial practices. In the changing business environment, organization also considers

factors such as cultural diversity, social responsiveness, quality control, employee welfare

and ethical and moral obligation to lead their organization successfully. The report provides

insight into such issues and also explores business challenges and world class manufacturing.


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TABLE OF CONTENT

Sr. No Particulars Page no

1 Objective of Study

2 Company Profile

Introduction of Group and Company

History and Development

Product of the company

Plant Location

Vision, Mission and Values

Achievements And Future Plans

Company Policy

Board Of Director

3 Organization Structure

4 Human Resource Department

Introduction

Manpower planning

Recruitment & selection

Training & development

Performance Appraisal

Trade Union

Industrial Relation

5 Introduction To Subject

Introduction Of Employee Engagement

Models Of Employee Engagement

Alternate Model

Categories Of Employee Engagement

Drivers For Employee Engagement

Attributes Of Ten Cs Employee Engagement

Importance Of Employee Engagement

Barriers To Engagement

Ten Laws To Make Employee Engagement Effective

How to Measure Employee Engagement


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6 SWOT Analysis

7 Conclusion

8 Bibliography


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OBJECTIVE OF THE STUDY

Today, is the age of globalization, age of science and technology where one will find now

invention and discoveries at every mode of life? It is due to sudden globalization in theeconomy now as we go towards the market; we see a changing trend due to particular brand

and selection of it. In the field of education, new courses are introduced with having

practical training, which is needed but the theoretical knowledge is also important, so that we

are aware with practical phase in business dealings and life.

Management is a field, where Managerial & Practical Knowledge is required. With a view to

getting practical knowledge of Industry, We were required to undergo training in the Industry

according to our syllabus for practical study subject because only theoretical knowledge is

not enough to gain knowledge of business. Practical knowledge helps a person to understand

real life problems.

Industrial acquaintance for M.B.A. student is the most important aspect, to enlighten about

the multi facets of ever increasing competition in business ever since globalization. Practical

training has been incorporated in the curriculum of MBA which enables the management

students to get familiarized and equip them with the practical aspects of management. This

benefit as it cultivates habit of business students thinking and sense of professionalism.

Thus, a student knows how theoretical learnt of classroom is actually implemented in

business environment and what is the difference in the theory and practice?

After completing this Project, we are more confident about Practical aspects of business

Management. So, objective to study this summer project is a practical training program

which gives actual practical exposure to organizational working setup.


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COMPANY PROFILE


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INTRODUCTION

The Aditya Birla Group is Indias second largest business house with turnover of RS. 200

billion; asset base valued at over as RS. 180 billion and really 65000 employees in 15countries all over the world. Over 75 units in India an overseas as well and international

trading operations spanning several countries include Singapore, Dubai, Russia, Vietnam,

Myanmar and China make it Indias first truly multinational conglomerate.

Committed to being a global Benchmark Group, all of its accredited with the ISO 9002

Certification and nine of them are certified with ISO 14001.

The Aditya Birla Group reaches out to the core sector in India in industries integral to the

nations growth- cement, Aluminum, Fertilizers, Viscose Staple Fiber, Textiles, Petroleum

Refining Power, Telecommunications and industrial chemicals and Financial Services

Globally the Aditya Birla Group is:

A metals powerhouse, among the world's most cost-efficient aluminium and copperproducers. Hindalco-Novelis is the largest aluminium rolling company. It is one of the

three biggest producers of primary aluminium in Asia, with the largest single location

copper smelter

No.1 in viscose staple fibre

The fourth largest producer ofinsulators

The fourth largest producer ofcarbon black

The 11th largest cement producer globally, the seventh largest in Asia and the second

largest in India

Among the world's top 15 BPO companies and among India's top four

Among the best energy efficientfertiliserplants
http://www.hindalco.com/http://www.novelis.com/http://www.grasim.com/http://www.adityabirlainsulators.com/http://www.adityabirlainsulators.com/http://www.birlacarbon.com/http://www.grasim.com/http://www.minacs.adityabirla.com/http://www.adityabirlanuvo.com/indogulf/index.aspxhttp://www.adityabirlanuvo.com/indogulf/index.aspxhttp://www.adityabirlanuvo.com/indogulf/index.aspxhttp://www.novelis.com/http://www.grasim.com/http://www.adityabirlainsulators.com/http://www.birlacarbon.com/http://www.grasim.com/http://www.minacs.adityabirla.com/http://www.adityabirlanuvo.com/indogulf/index.aspxhttp://www.hindalco.com/


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Indian Rayon Veraval

(A unit of Aditya Birla Nuvo)

Indian Rayon, the VFY unit of Aditya Birla Nuvo, is a major player in the Indian viscose

filament yarn business. The unit enjoys a 30 per cent domestic market share, making it the

second largest producer of viscose filament yarn in India.

Branded 'Ray One', the viscose filament yarn is available in more than 400 shades. The yarn

comes in a wide array of colours, including natural whites. It ranges from the purest tints,

through medium tones to vibrant deep shades in fine to coarse deniers ranging from 75 to

1200.

With a capacity of 16,400 tonnes per annum (tpa), Indian Rayon is the first in the country to

adopt the most advanced VFY technology with 88 pot spinning machines (PSY) and 17

continuous spinning machines on parallel yarn. It also accounts for 50 per cent of VFY

exports from India.

Located at Veraval in Gujarat, the VFY plant is the first in Aditya Birla Nuvo to be

accredited with the ISO 9001 and the ISO 14001 certification. It also has the OHSAS 18001

and OEKO Tex certification.


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HISTORY AND DEVELOPMENT

The late Prime Minister shree Lal Bahadur Shastri laid the foundation stone of Indian Rayon

and industries Ltd. It was incorporated on the 26

th

September 1956 under the company act of1956 and the company was getting the commencement certificate on 13th Feb. 1958.

The inauguration of the company was done by an American ambassador Mr. H.H. Galbreth

on 13th April 1963 and on the same day company took its trial production.

Shree Morarji Vaidya one of the leading industrialist of Gujarat with a view to manufacture

viscose filament yarn (VFY) in collaboration with von-kohorn international of USA started

this organization.

Once a sick company and virtually on the verge of closure was taken over by Shree Aditya

Vikram Birla in 1966. Who believed consolidation, expansion and diversification, because of

his believed and sincerity toward work the company has not only turned around but has also

made up strong market position today. By 1975 the Jayshree Textiles has merged with Indian

Rayon. The Indian Rayon is public Ltd. Company.


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ADITYA VIKRAM BIRLA

(November 14, 1943 October 1, 1995)

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

business empire at the age of 24. He was the first to put Indian business on the world map, as

far back as 1969, long before globalization became a buzzword in India. The Aditya Birla

Group, Epitomizing the philosophy of its Legendary leader the late Aditya Vikram Birla

one man who Made a difference. Rooted in Indian values, yet global in vision.

Rock solid in fundamentals. Nurturing a culture where success does not Come in the way of

the need to keep learning afresh, to keep Innovating, to keep experimenting. Transcending

the conventional Barriers of business to send out the message that it cares.

Transcending the conventional barriers of business to send out a message

that "We care".


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PRODUCTS OF THE COMPANY

There are 11 units working under Indian Rayon division of Birla Group. In every unit various

products are produced. Here we are mainly concerned with Rayon division. It ismanufacturing the following:

Viscose filament yarn

Sulfuric acid (H2SO4)

Carbon-di-sulfite(CS2)

Ann Hydro sodium sulfate

Vital and essential for Viscose filament Rayon Yarn are wood pulp, Caustic

Soda (Naoh) while that of are sulfer, oxygen gas water for the production of

sulfuric acid and super and cake for the production of carbon-di-sulfite. There is

separate plant for each product. The fourth product sodium sulfate is a by

product.

Uses of Rayon Yarn:

Mental of gas lanterns

Dress material and sari

Elastic types

Fancy yarn and finishing fabric and fancy laces

Embroidery work

Making border design to stick with dress material.


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Uses of sulfuric acid(H2SO4):

Chemical industry

Agro-chemical industry

Paint industries

Dye industries

Medicine industries

Uses of carbon-di-sulfites:

Glass industries

Pharmaceutical industries

Rayon industries

Bases of agro-chemical industries

Uses of sodium sulfate:

Glass industries

Paper industries

Dye industries

Paint industries


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LOCATION

Location is very essential and important part of the industries. When deciding the location we

should identifies the key factor which is directly affected the industry.

Indian Rayon units is located at veraval, in district junagadh. It is approximately 185 km.

away from Rajkot. 85 km away from Junagadh towards south east and 125 km. away from

Porbandar in west north. The place is 1 meter above sea level. Location is nearest to Railway

Station and state Bus Station. State roadways operate round the clock towards Baroda,

Ahmedabad and Porbandar including its night services.


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VISION, MISSION AND VALUES


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FUTURE PLANS

Development of special yarn

Eco and energy auditing

Improvement in intrinsic quality of yarn

Developing new shades of spun yarn

Development in the quality of existing range

ACHIEVEMENTS

Rayon division has bagged Gold trophy for highest export from synthetic and

Rayon Textile export promotion council

The certificate of merit-2003 of national energy conversation of VFY

First price of national energy conservation award-2003 for Chlor-Alkali sector both

from ministry of power, New Delhi

The prestigious greentech Environment Excellence Silver Award 2002-03 in Chlor-

Alkali sector for outstanding achievement in the field of environment from Greentech

foundation, New Delhi.


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COMPANY POLICY

We are committed to be the preferred choice of customers while taking care of the interests

of all stakes holders by.

Meeting customers expectations for quality and services in premium segment.

Adopting eco-efficient technology to maintain pollution free environment.

Preventing occupational health and safety hazard by adopting safe workpractices.

Respecting employees right and providing healthy working environment.

Compliance of all applicable legal requirements.


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PRESENT MANEGEMENT TEAM

MR.KUMAR MANGLEM BIRLA Chairman

BOARD OF DIRECTORS:

Mrs. Rajashree Birla

Mr. B. L. Shah

Mr. P. Murari

Mr. B. R. Gupta

Ms.Tarjani Vakil

Mr. S. C. Bhargava

Mr. G. P. Gupta

Dr. Rakesh Jain

Mr. K. K. Maheshwari

Dr. Bharat K. Singh Mr. Arun Maira

Mr. Pranab Barua

Mr. H. J. Vaidya

Managing director:

Dr. Bharat K. Singh

Joint Managing director:

Dr. Rakesh Jain


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ORGANIZATION STRUCTURE

Executive

President

Production

Department

Engineering

Department

Commercial

Department

Administrat

ion

Department

Personal &

HRD

Department

Viscose Maintenance Finance Raw Material Time Office

Spin bath Electrical Share Legal

Spinning

Welfare

Instrumentati

on

Stores and

PurchasesOctroi Labor Office

After

Treatment

Textile

Chemical

Research &

Development

Quality

Control

Internal

AuditSales Personnel

HRD

Estate

Security


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INTRODUCTION

Personnel management is a link between the top management and the workers or we can say

that its acts like bridge between the employees and the employers. It is basically concernedwith human relationship within the organization and helps in maintaining smooth relationship

employee and employees. It is the art of getting thing done by other people.

Human resource is the greatest asset of any business enterprise. The workers are the heart of

the organization. It is the manpower that operates the machines, processes the raw materials

into a finished product and makes it possible to sale in the market. Henceforth we can say

that personnel management is the most essential department of and organization in order to

have a proper manpower planning, organization, staffing, directing and controlling in order to

achieve individual social and organization goals.

With reference to Indian Rayon. The personnel department of which is divided into two

division i.e. HR & training and the other one is personnel department.

Personnel department:

It mainly deals in the process of recruitment of manpower and act as a consulting agent

between the officers and the workers.

HR &Training:

It deals with the staff members of and organization and is accountable to the vice president.


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MANPOWER PLANNING

Company uses PURTA which is known as the system of control though budgets and

standards in modern cost accounting and management costing. PURTA summaries the

objective of the whole organization. All the dept. that is need of additional requirement of

manpower has to contact the personnel dept. which makes the arrangement of the require

manpower. Every month the personnel dept. issues personnel requisition from the dept. and

this forecasts its manpower demand of each dept. accordingly the requirements are made.

In Company the workers and divided into three categories Permanent, Badli and Temporary.

Importance of Manpower Planning:

Only people can spread knowledge resource arose the company.

Individual knowledge is the staffing point for organizational knowledge.

The executive sources of knowledge for organization and people.

It is only people who can convert knowledge into efficient action.

The knowledge of each individual can not be applicated.

Categories No of person

Permanent 2059

Badli 508

Staff 355

Management Employees 234

Total manpower 4205


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RECRUITMENT AND SELECTION

Recruitment:

Recruitment is process to discover the sources of manpower to meet the requirement of the

staffing schedule and to employ effective measures for attracting that manpower in adequate

numbers to facilitate effective selection of and efficient working force.

The recruiting procedure ofCompanyconsists of three segments.

Recruitment of workers

Recruitment of executives and managerial staff

Recruitment of technical personnel

So far as Company is concerned the recruitment procedure is directly depend upon human

forces and is relate to the selection of well-qualified personnels.

Selection:

The selection procedure is concerned with security relevant information about an application.

Companyrecruitment and selection procedure for blue-collar force is as per the labor laws.

For the recruitment of labor in the Co. it is essential that he should acquire the certificate of

ITI examination.

The concern supervisor and the labor welfare officer select workers. Physical fitness. Attitude

for work etc. are considered at the time of selection. With reference to the method Company

uses the indirect method more frequently for the recruitment of its employees. Some times

the Company also uses the third Party Method at the time of the selection of high level

personnel like general manager secretary and vice president.


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TRAINING AND DEVELOPMENT

Training for the workers:

The HR department of the Companyprepares schedule for training of the workers in order to

make the familiar with their task and to develop the job. The main purpose of the company

behind imparting training is to make the workers well converse with the new technology.

Training for clerk and technical staff

The Company is not imparting any training courses as far as clerical staff is concerned. But

the supervisors are trained for:

Gaining knowledge to responsibility

Cost control and cost effectiveness

Knowledge of all disciplinary action

Development of leadership quality.

Executive development

Company aims at improving the managerial skills and effectiveness of its every individual

through a planned and deliberate profile and process of learning.

Company adopted the concepts the concepts of Birla Management Center, which aims at

giving new ideas and innovation. The target BMC Center is excellence for everyone. The

management of the Company pays a huge amount to the trainer for imparting training

performs in the organization.


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PERFORMANCE APPRAISAL

It is the process of evaluating the performance and qualifications of the employee in term of

the requirement of the job, for which he is employed.

The main aim of the evaluation system is to identify the performance gap. This gap is the

shortfall that occurs when performance does not meet the standard set by the organization as

acceptable.

Company the management is using three years of service period is studying performance

appraisal system. When a new candidate is recruited, the management examines his

performance for two years that is called as the apprentice period.

In this co. normally three years of service period is considered to be qualified period for

getting promotion. At the meanwhile of these three years the performance of the employee is

continuously observed and is taken into account while giving promotion. During this period

the management prepares the confidential report of the performance and behavior of the

candidate.

The performance appraisal system adopted by Company is traditional one. It conducts the

performance appraisal program in the month of May every year and all the employees are

divided into two categories i.e. staff members and operating workers.


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TRADE UNION

In Company there are more than 4000 employees in the organization and for the state of the

protection of their rights that have formed their trade union. Presently there are three tradeunions.

1) Indian Rayon Employee Union (IREU)

2) Indian Rayon Karmachari Mandal (IRKM)

This is associated with the Hind Mazdoor Sabha Karmachari Mandal.

3) Rayon Mazdoor Sangh (RMS)

This is associated with Bhartiya Mazdoor Sangh

Not only the workers are the members of trade union but the staff employees have also got

the membership of trade union. The strength of IREU is about 60% is of total working force,

the rest of two uses to follow the decision and negotiations made by the IREU.

The advantage of registered trade union is that police cant arrest any representative of trade

union. Henceforth company has been keeping a good relation with trade union.


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INDUSTRIAL RELATION

It refers to a dynamic and developing concept witch is not limited to the complex of

relations between trade union and management but also refers to the general web ofrelationship. Normally obtained between and employees a web much more complex than

the simple concept of labor-capital conflict.

As it is useful for the organization, the Indian Rayon has also developed good and

appreciable industrial relation.

There exist thee Trade Union all over the unit that are:

1. Indian Rayon Employee Union

2. Rayon Mazdoor Sangh

3. Indian Rayon Karmachari Mandal

The last major strike in this unit was in 2001 after that no strike has been occurred till now.

This strike was settled down by the Memorandum of Settlement, which was made by the Co.

along with the Labor Union. The strike was basically in reference to the wage payment of the

worker and bonus.


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INTRODUCTION TO EMPLOYEE ENGAGEMENT

For several years now, Employee Engagement has been a hot topic in corporate circles. Its

a buzz phrase that has captured the attention of workplace observers and HR managers, aswell as the executive suite. And its a topic that employers and employees alike think they

understand, yet cant articulate very easily.

Engagement at work was conceptualized by Kahn, (1990) as the harnessing of

Organizational members selves to their work roles. In engagement, people employ and

express themselves physically, cognitively, and emotionally during role performances. The

second related construct to engagement in organizational behavior is the notion of flow

advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as the

holistic senation that people feel when they act with total involvement.. Flow is the state in

which there is little distinction between the self and environment. When individuals are in

Flow State little conscious control is necessary for their actions.

Employee engagement is the thus the level of commitment and involvement an employee

has towards their organizational and its values. An engaged employee is aware of business

context, and works with colleagues to improve performance within the job for the benefit of

the organization. The organization must work to develop and nurture engagement, which

requires a two- way relationship between employer-employee. Thus Employee Engagement

is a barometer that determines the association of a person with the organization.

Engagement is the most closely associated with the existing construction of job involvement

(Brown) and flow (Csikzentmihalyi, 1990). Job involvement is defined as the degree to

which the job situation is central to the person and his or her identity (Lawler & Hall, 1970).

Kananga (1982) maintained that involvement is a Cognitive or belief state of Psychological

identification. Job involvement is thought to depend on both need saliency and the potential

of a job to satisfy these needs. Thus job involvement results form a cognitive judgment about

the needs satisfying abilities of the job. Jobs in this view are tied to ones self image.

Engagement differs from job in as it is concerned more with how the individual employees

his/her self during the performance of his/her job. Furthermore engagement entails the active


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use of emotions. Finally engagement may be thought of as an antecedent to job involvement

in that individual who experience deep engagement in their roles should come to identify

with their jobs.

When Kahn talked about employee engagement he has given important to all three aspects

physically, cognitively side. HR practitioners believe that the engagement challenge has a lot

to do with how employee feels about the work experience and how he or she is treated in the

organization. It has a lot to do with emotions which are fundamentally related to drive bottom

line success in a company. There will always be people who never give their best efforts no

matter how hard HR and line managers try to engage them. But for the most part employees

want to commit to companies because doing so satisfies a powerful and a basic need in

connect with and contribute to something significant.

Employee Engagement is loosely defined as the level to which employees are fully involved

in their work, committed to their work, care about their organization and colleagues and are

willing to extend themselves and go the extra mile for their company to ensure its success.

Employee Engagement as the extent to which workforce commitment, both emotional and

intellectual, exists relative to accomplishing the work, mission, and vision of the

organization. Employee engagement was described in the academic literature by Schmidt Et

Al (1993) an employees involvement with, commitment to, and satisfaction with work.

This integrates the classic constructs of job satisfaction (Smith Et Al, 1969), and

organizational commitment.

Employee Engagement is defined as the degree to which workers feel job satisfaction and an

emotional connection to the success of their businesses, resulting in improved productivity,

innovation and retention. Highly engaged employees use their discretionary efforts to go the

extra mile to do whatever it takes to ensure the organization meets its business goals.

Employee engagement is in the simple words the top level or the next level of job satisfaction

when any employee is completely satisfied with his job then only he can be engaged with the

job. When the employee is completely satisfied he will psychologically attached with the job,

he not only work with interest but also think the ways by which he efficiency and quality of

work can be improved. So with passage of time the productivity level of that employee and

ultimately the productivity level of organization will be raised.


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MODELS OF EMPLOYEE ENGAGEMENT

This is the first model that show three basic factors that are having effect on employeeengagement and finally increasing the level of organizational outcomes

Employee EngagementAn emergent and working condition as a positive cognitive, emotional, and behavioral state

directed toward organizational outcomes. Shuck and Wollard, 2009

Emotional Engagement: Emotional Engagement means employee is basically having

emotional attachment like loyalty, commitment, proud feeling about organization is exampleof emotional engagement.

Behavioural Engagement: Employee must be behaviourally engaged means not in theoffice time but also outside of the organization his behavior should not spoil the image of the

organization or compatible with the organizational image.

Cognitive Engagement: Means taking active interest in what happens in the organizationand also recommend that it is a good organization to work for are the examples of cognitive

engagement.


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ALTERNATE MODEL

This is the second model which is showing employee engagement depend on three factorssatisfaction, motivation, and effectiveness.

Effectiveness: Here in this model, particularly considering the effective policies of theorganization and effectiveness of union or association. When these two factors are effective

then only employee can be engaged properly.

Motivation: The job must be enough to motivate to the employee and employee also given

proper empowerment for doing his/her work so he feel motivated about his/her work. Proper

appreciation will also increase the motivation level in the employees.

Satisfaction: The satisfaction level of employee plays very vital role in the employee

engagement when the employee is totally satisfied by the job then only he can be engage at

his/her works.


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CATEGORIES OF EMPLOYEE ENGAGEMENT

According to the Gallup the consulting organization there are there are different types of

people.

Engaged: Engagement employees are builders. They want to know the desired

expectations for their role so they can meet and exceed them. Theyre naturally curious about

their company and their place in it. They perform at consistently high levels. They want to

use their talents and strengths at work every day. They work with passion and they drive

innovation and move their organization forward.

Not Engaged: Not engaged employees tend to concentrate on tasks rather than the goals

and outcomes they are expected to accomplish. They want to be told what to do just so they

can do it and say they nave finished. They focus on accomplishing tasks vs. achieving an

outcome. Employees who are not-engaged tend to feel their contributions are being

overlooked, and their potential is not being tapped. They often feel this way because they

dont have productive relationships with their managers of with their coworkers.

Actively Disengaged: The actively disengaged employees are the cave dwellers

Theyre Consistently against Virtually Everything. Theyre not just unhappy at work;

theyre busy acting out their unhappiness. They sow seeds of negativity at every opportunity.

Every day, actively disengaged workers undermine what their engaged coworkers

accomplish. As workers increasingly rely on each other to generate products and services, the

problems and tensions that are fostered by actively disengaged workers can cause great

damage to an organizations functioning.

According one research of a 2008 employee Engagement report by Blessing White only 29

percent of workers are actively engaged, 17% were actively disengaged and 54% were not

engages at work. Employees with the highest level of engagement perform 20 percent better

and are 87 percent less likely to leave the organization according to a survey by Towers

perrin. A study by the Hay Group found engaged employees were as much as 43 percent

more productive.


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DRIVERS FOR EMPLOYEE ENGAGEMENT

There are different factors that are influencing employee engagement by improving them or

changing them you can have desired results in the level of employee engagement.

Job Profile: - Job profile is important job profile should be according to the interest

of the person or suitable with the background of that person. It should be enough

challenging so the employee must be self motivated to do his/her job.

Job Rotation:- Generally employee gets bored by doing single of monotonous work.

By having proper job rotation policies we can develop multiple skills in them and itwill reduce the absenteeism in them.

Growth Opportunities and Fair Treatment:- Every employee should get equalopportunities in the organization for growth. Every employee should be trained,

guided for their career development and given proper chance to should be developed

use their skills at workplace. And every employee should be treated well inorganization.

Work Environment:- Work environment should be neat & clean well aerated, less

noisy, spacious and should have proper lighting arrangements. It should be developedaccording to the ergonomics so there should not be any discomfort to employee while

doing their jobs.

Organizations Culture: - Organizations culture is playing important role in

engagement restrictive environment is not good for organization. Every employee

should be properly employee so he/she can decision related to their job by doing thesethey will be motivated to do their job.

Pay and Other Financial support:- Every employee in every organization should

get proper remuneration for his/her work. Rather than pay organization should giveother financial support to have good life style. Also give festive advances or loans.

Relation with Boss and With the Colleagues: - Every employee should have good

relations with his boos. Because for one and for another purpose you have to interact

with your boss and with your colleagues if you dont have good relation with them it

will have impact on your work and efficiency.

Support from Union of Association:- Organization should have union or association

for betterment and employee welfare. They are also giving them morale of socialsupport and for solving their dispute and conflicts.

Image of the Organization: - How much employee are prepared to endorse the products and services which their provides its customer depends largely on their

perception of the quality of those goods and services. High levels of employee

engagement ate inextricably linked with high levels of customer engagement.


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AT TRIBUTES OF TEN Cs EMPLOYEE ENGAGEMENT

There are many factors which are attributing in the employee engagement and that can

lead to better employee engagement.

1. Communicate:- Every organization should convey their mission vision to their

employee so they can align their interest with organization need and requirements

and overall communications should be proper and clear.

2. Career: - Management should provide proper guidance for career development

along with growth opportunities.

3. Confidence: - Every organization and its manager should keep confidence and

trust in their employees so it will motivate and induces confidence in them.

4. Control: - The controlling part depends on the organization culture and manager

styles so the level of control can be loose or tight.

5. Clarity: - Every employee should be clearly told or explained about their job

profile and related duties. There should be clarity in operations also.

6. Collaborate: - There should be proper co-ordination and relation between the

employee and their boss so they can help each other and also give the favorable

feedback about their work.

7. Compliment: - Every employee is been given proper feedback about their work

and for every good performance should be appreciated by the manager and the

organization.

8. Connect: - Employee should be told or aware about importance of his/her work

and organization should care for their all employees, so they can be more

committed and loyal to the organization.

9. Contribute: - Every employee should be given proper chance to contribute in the

decision process so he can have the feeling of ownership in him/her. And also

generate newer business ideas and improvement.

10. Credibility: - Manager should set an example for the employee by imbibing and

teaching ethical standards and practices and how to maintain companys

reputation.


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IMPORTANCE OF EMPLOYEE ENGAGEMENT

More Productivity:- When employee is completely engaged his attention and

involvement will be high so it will increase the productivity of the employee and forthe organization.

Better Client servicing and Happier customers:- When employee is engages

actively his/her service of attitude will be very good and that will increase the

customer satisfaction level and help to in improvement in brand image

Less Absenteeism:- When employee is engaged he knows what are the duties and

tasks have to be performed so actively engaged employee will have very less or no

absenteeism at workplace

Lower Turnover, More Retention:- Actively Engagement will reduce the employee

turnover and increase the retention and it can be cost effective for the organization

because it can reduces the cost of recruiting of new employee.

Higher levels of Motivation:- When the employee is Actively Engaged the level of

self motivation can be raised by giving proper empowerment for his/her job.

Higher levels of Loyalty and Commitment to organization:- Actively engaged

employees loyalty and commitment is much more compare to not engaged and

disengaged employees.

Higher Propensity to take Risk And Innovate:- Actively Engaged employee is

takes then risk and innovate and improve his/her work himself/herself.

Higher Levels of Energy and Enthusiasm:- Energy level and enthusiasm of actively

engaged employee is very high at work place.

Makes The Employee Effective Brand Ambassadors For The Company:- Any

employee who is engaged can be a good brand ambassador for his organization

Engaged employees will stay with company, be an advocate of the company and its

products and services, and contribute to bottom line business success.

Willingness to Take on New challenges:- they will easily understand the changes

for performance improvement and the changes can be easily acceptable. Fewer

excuses toward change.


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THE BARRIERS TO EMPLOYEE ENGAGEMENT

Despite the compelling case for employee engagement, we know that a significant percentage

of the workforce feel disconnected form the work they do and people they work for. Whilstaccepting that all of us are capable of having a bad bay at work we do not accept the

inevitability of work being just one bad day after another.

Britains workplaces reflect changing attitudes, norms and expectations in wider society. The

so-called death of deference has impacted on the employer-employee relationship. Much

has also been made of generation Y who have high expectations about what work will offer

them in terms of self-fulfillment.

However we would argue that these higher expectations are not limited to one particular

demographic. Increasingly employee expect to be treated as human beings with rights and

responsibilities as, for example, the introduction of the right to request flexible working for

those with children or caring responsibilities recognizes.

We have, identified four broad inhibitors to effective engagement by an organizations

leadership and management; these inhibitors occur across sectors;

Lack of Awareness

Uncertainty About starting

Mangers and organization culture

Underestimating Engagement


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TEN LAWS TO MAKE EMPLOYEE ENGAGEMENT EFFECTIVE

1. REDUCE. The simplest way to achieve simplicity id through thoughtful

reduction. What can you reduce from work and the organization that can enhanceemployee engagement? Perhaps you can remove constricting policies or physical

barriers between people.

2. ORGANIZE. Organization makes a system of many appear fewer. There are

many variable influencing employee engagements. Strive to organize them into

effective categories. For example I like to organize employee engagement

interventions into 3 dimensions: organizational, leadership, and employee.

3. TIME. Savings in time feels like simplicity. Where can time be saved to make

work simpler and yet more productive and powerful?

4. LEARN.Learn all you can about employee engagement. Learn what engages you.

Learn what experts offer. Mostly in a leadership position, learn from the people

closest to engagement- yourself and the employees!

5. DIFFERENCES. Simplicity and complexity need each other. Engagement must be

interspersed with periods of disengagement.

6. CONTEXT. What lies in the periphery of simplicity is definitely not peripheral.

If you want to enhance engagement look to change the context of work or the

working environment and watch behavior change because of this peripheral change.

7. EMOTION. More emotions are better than less. Emotion is the motion of

engagement. Create emotions of caring and satisfaction and belonging. Let employees

know they matter.

8. TRUST. In simplicity we trust. Employee engagement must be based on trust and

belief effective employee engagement is based on mutual purpose and benefit for all.

9. FSILURE. Some things can never be made simple. As you strive to simplify

employee engagement keep your eyes open for failure and what can be learned from

this.

10. THE ONE. Simplicity is about subtracting the obvious, and adding the

meaningful. What obvious drudgery cab be removed from work so that the most

meaningful of efforts can be added to the employees effort and experience?

HOW TO MEASURE EMPLOYEE ENGAGEMENT?


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Gallup research consistently confirms that engaged work places compared with least engaged

are much more likely to have lower employee turnover, higher than average customer

loyalty, above average productivity and earnings. These are all good things that prove that

engaging and involving employees make good business sense and building shareholder value.

Negative workplace relationship may be a big part of many employees are not engaged with

their jobs.

Step I: Listen:

The employee must listen to his employee and remember that this is a continuous process.

The information employees supply will provide direction. This is the only way to identify

their specific concerns. When leaders listen, employees respond by becoming more engaged.

This results in increased productivity and employee respond. Engaged employee are much

more likely to be satisfied in their positions, remain with the company, be promoted and

strive for higher levels of performance.

Step II: Measure Current Level of Employee Engagement:

Employee engagement needs to be measured at regular intervals in order to track its

contribution to the success of the organization. But measuring the engagement (feedback

through surveys) without planning how to handle the result can lead employee to disengage.

It is therefore not enough to feel the pulse the action plan isjust as essential knowing the

degree in which employee are engaged? Employee engagement satisfaction surveys

determine the current level of employee engagement. A well administered satisfaction

survey will let us know at what level of engagement the employees are operating.

Customizable employee surveys will a starting point towards the efforts to optimize

employee engagement. The key to successful employee satisfaction surveys is to pay close

attention to the feedback from the staff. It is important that employee engagement is not

viewed as a onetime action. Employee engagement should be a continuous process of

measuring, analyzing defining and implementing.


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Step-III: Identify the problem Areas:

Identify the problem areas to see which are the exact areas, which lead to disengaged

employees.

Step IV: Taking Action to Improve Employee Engagement by Action upon

the Problem Areas:

Nothing is more discouraging to employees than to be asked for their feedback and see nomovement toward resolution of their issues. Even the smallest actions taken to address

concerns will let the staff know how their input is valued. Feeling valued will boost morale,

motivate and encourage future input. Taking action starts with listening to employee

feedback and a definitive action plan will need to be put in place finally.


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DATA ANALYSIS

Sample Size -50

Tools Of Data Collection

Primary Questionnaire

Secondary-Literature From The Company, Books, Web Site,(Please check

Bibliography)

Literature Review

www.ddiworld.com/pdf/ddi_measuring employee enagagement_wp.pdf

Measuring Employee Engagement
http://www.ddiworld.com/pdf/ddi_measuring%20employee%20enagagement_wp.pdfhttp://www.ddiworld.com/pdf/ddi_measuring%20employee%20enagagement_wp.pdf


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Q-1 The purpose of the organization makes you feels that your job is

important.

Choice No of Observation Percentage

Strongly Agree 16 32

Agree 25 50Neutral 8 16

Disagree 1 2

Strongly Disagree - -

INTERPRETATION: From the above data 50% are agree and 32% are strongly agree

and only 2% are disagree that there job is important.


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Q-2 The quantity of your work is enough to keep you busy but not too much to over

burden you.


Strongly Agree 6 12Agree 25 50

Neutral 14 28

Disagree 5 10


INTERPRETATION: From the above graph 12% strongly Agree, 50% Agree, 28%

Neutral and 10% disagree that the quantity of the work is enough to keep them busy

but not too much to over burden them.


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Q-3 Your boss is giving you regular feedback of your performance.


Strongly Agree 7 14


Disagree 8 16

Strongly Disagree 2 4

INTERPRETATION: From the above graph 14% Strongly agree, 34%Agree, 32%

Neutral, 16% Disagree and 4% Strongly disagree that their boss is giving regular

feedback of their performance.


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Q-4 Im free to choose my own method of working.


Strongly Agree 8 16


Disagree 9 18


INTERPRTATIONS: From the above data 16% are strongly agree, 40% are agree,

24% are neutral, 18% are disagree and 2% are strongly disagree but the benefit is that

40% are agree that they are free to choose their own method of working.


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Q 5 Training and development programs are effective to improve my knowledge and

skills for doing my work effectively.



Neutral 12 24

Disagree 7 14


INTERPRETATION: From the above data 20% are strongly agree, 38% are agree,

24% are neutral 14% are disagree and 4% are strongly disagree that training and

development programs are effective to improve my knowledge and skills for doing my

work effectively.


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Q 6 Housing and Car loans provided by the organization with the liberal terms and

conditions.



Neutral 8 16

Disagree 2 4

Strongly Disagree -


16% are neutral and 4% are disagree that housing and car loans provided by the

organization with the liberal terms and conditions.


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Q 7 There is good co-operation between employee and management.


Strongly Agree 9 18


Disagree 4 8



26% are neutral, 8% are disagree, and 2% are strongly disagree that there is good co-

operation between employee and management.


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Q 8 Efficiency and hard work is being encouraged.




Disagree 3 6


INTERPRETATION: From the above data there are 26% strongly agree, 48% agree,

16% neutral, 6% disagree, and 4% are disagree and 48% is being satisfied that there

efficiency and hard work is being encouraged.


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Q 9 You are regularly aware about the updated information related to the work.




Disagree 5 10


INTERPRETATION: From the above data there are 22% strongly agree, 50% agree,

16% neutral, 10% disagree and 2% are strongly disagree that they are regularly aware

about the updated information related to the work.


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Q 10 Your participation is formulating specific goals and objectives.


Strongly Agree 6 12


Disagree 5 10


INTERPRETATION: From the above data there are 12% strongly agree, 56% are

agree, 20% are neutral, 10% are disagree, 2% are strongly disagree and more than

50% are agree that their participation is formulating specific goals and objectives.


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Q-11 Organization take pride in the Product Quality and Services.




Disagree 3 6



agree, 6% are neutral, 6% are disagree and more than 50% believe that organization

take pride in the Product Quality and Services


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Q-12 Reward appropriately for high performance employee.




Disagree 6 12


INTERPRETATION: From the above data there are 20% are strongly agree, 32% are

agree, 32% are neutral, 12% are disagree, and 4% are strongly disagree and believe

that reward appropriately for high performance employees.


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Q-13 Facilities are maintained with high standard for safety.




Disagree 2 4


INTERPRETATION: From the above data there are 22% strongly agree, 60 % are

agree, 14% are neutral, and 4% are disagree and more than 50% believes that facilities

are maintained with high standard for safety.


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Q 14 I feel proud of talking about the organization.




Disagree - -


INTERPRETATION: From the above data there are 54% are strongly agree, 34% are

agree, and 10% are neutral and more than 50% believes that they feel proud of talking,

about the organization.


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Q 15 Motivation and reward having impact on employees productivity.




Disagree 1 2



agree, 8% are neutral, 2% are disagree, and 2% are strongly disagree and more than

50% believe that motivation and reward having impact on employees productivity.


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SWOT ANALYSIS

The overall evaluation of division like strength, weakness, opportunity and threats is called

SWOT Analysis.

STRENGTH:

Yarn produce here is of high quality then also management always trys to

increase the quality of yarn in order to fulfill their potential customer and new

ones. Total produced items wasted are being sold; this shows the efficiency of

sales activity.

Better pacing, carriage and transportation system with all modern equipment

and good after sales service.

Regular meeting and seminars are conducted in the entire department in order

to find our loopholes and solve the same.

Division also have continuous spinning yarn department in which the modem

technology is used for the spinning the yarn and its is adopted from Germany.

Divisions have domestic as well as export market and for this they are doingthe Internet marketing in order to find new markets.

Division has WCM (World Class Manufacturing) cell in which they look out

for better way of manufacturing.

ISO 9002 for the better quality of the production carries division.

Division is certified by ISO 14001 for the good environment management

system, for their division has hoti-culture department in order to look to the

surrounding environment.

Honored by Safety Award.


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WEAKNESS:

Cost of production is more due to existence of very old technology installed in

this division. Many process steps and process is more sensitive to normal process variations

Division is unable to pay more attention toward proper human resource

management.

Location away from consuming centers.

Bigger process cycle/ higher process stock.

OPPORTUNITY

Division should find new market area for its products specially chemicals

More research activity should be done, as there is chance of finding new

markets.

VFY use for certain textile items is specific and indispensable.

Quality has more weight age in international market. Indian Rayon Pot

Spinning Yarn is next to Asahi Japan and better than Chinese and Russian

Yarn used in international market.

Biggest opportunity, when opening up of global market when MFA expires in

2005. Quota restriction will go which will boost the export of Yarn directly

and though Textile in Worlds two biggest market Europe and US.

THREATS

Government policies are the main hurdles of the divisions performance.

Emergence of cotton threads made the market share of Rayon Yarn low.

Fashion changes are also basic threats for such division.

The Viscose Process is highly polluting. The basic raw material (pulp) is again

pollution prone.


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CONCLUSION

After going through the training program, functioning of the organization which I observed

from that it can be concluded that Indian Rayon is the large scale manufacturing organizationand successful player in the VFY and chemical products. The company has the strong

financial structure and has a very good reputation in the market.

In the backdrop of various initiatives taken and strong performance during the year, Indian

Rayon is on the path of superior performance. The company has strategically moved into

various growth businesses and these are backed by traditional business that generates strong

cash flows to drive the growth.

As concerned with the personnel Dept. it is well organize. If there are certain problems than

they are solve by mutual understanding between the personnel and the management.

Manpower Planning and human assets are well organized.

The company is also doing its business with the Global Market. In India, the share of Indian

Rayon and the total export of the VFY are highest.


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BIBLIOGRAPHY

Books

K. Aswathappa: Human Resource and Personnel Management, 4th Edition, Tata

Mc Graw Hill Publishing Company Ltd.

Pandey I.M., Financial management, Ninth Edition, Vikas publishing house private

limited. New Delhi.

V.K.Saxena & C.D.Vashist: Essential of Financial Management, 1st Edition 2008,

Sultan Chand And Sons.

Philip Kotler: Marketing Management, the Millennium Edition, Prentice Hall of

India Pvt. Ltd.

Magazine

Aditya Kiran Birla Group Publication.

Business Strategy.

Websites

www.indianrayon.com

www.adityabirlanuvo.com
http://www.indianrayon.com/http://www.indianrayon.com/


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ANNEXURE

QUESTIONNAIRE ON EMPLOYEE ENGAGEMENT

GENDER: Male: Female:

AGE: 20-30yrs: 31-40: 41-50:

51-60:

EXPERIENCE: 0-10 yrs 10-20yrs 20-30yrs

CATEGORY: Officer Non officer


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1) The purpose of the organization make you feel

that your job is important

Strongly

Agree

Agree Neutral Disagree Strongly

Disagree

2) The quantity of your work is enough to keep you

busy but not too much to over burden you

3) Your boss is giving you regular feedback of

your performance4) Im free to choose my own method of working

5) Training and development programs are

effective to improve my knowledge and skills for

doing my work effectively

6) Housing and Car loans provided by the

organization with the liberal terms and conditions

7)There is good co-operation between employee

and management8) Efficiency and hard work is being encouraged

9) You are regularly aware about the updated

information related to the work

10) Your participation is formulating specific goals

and objectives

11) Organisation take pride in the Product Quality

and Service

12) Reward appropriately for high performance

employees

13) Facilities are maintained with high standard for

safety

14) I feel proud of talking, about the organization

15) Motivation and reward having impact on

employees productivity


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